1、BEC商务英语（高级）听力模拟试卷 2及答案与解析 一、 PART ONE 1 How to approach Listening Test Part One In this part of the Listening Test you listen to a monologue, e.g. a presentation. Before you listen, read the notes. Think about what you are going to hear. Note all possible answers as you listen for the first time. Do
2、 not worry if you do not know the answers. You will hear the recording a second time. You should write words that you hear, without changing them. They must fit the meaning of the notes. Decide on your final answer only after you have listened for the second time. Check that you have used no more th
3、an three words in each numbered space. You will hear part of an awards ceremony for design consultancies. As you listen, for questions 1 - 12, complete the notes using up to three words or a number. You will hear the recording twice. Prizewinners announced by: William Taylor His present job title: (
4、1)_ He won an award for his work on an exhibition of (2)_ Internal Communications Award Consultancy: Steppart Client: Farlands type of communications system designed: (3)_ requirements: easy to use consistent with clients (4)_ outcomes: reduced spending on (5)_ and had an unexpected effect on client
5、s (6)_ Corporate Identity Award Consultancy: 13 Client: Coffee Cabina outlets have been (7)_ outcomes: great improvement in (8)_ unusually fast achievement of (9)_ Packaging Award Consultancy: Tamka Client: Starbury Ice Creams Brief: to target a different (10)_ to encourage (11)_ consumption judges
6、were impressed by labels (12)_ design 二、 PART TWO 13 How to approach Listening Test Part Two In this part of the Listening Test you listen to five short monologues, spoken by five different speakers. There are two tasks for each of the five monologues. For each task you must choose one out of eight
7、options. You can either do one task the first time you listen and the other task the second time, or deal with the two tasks for each monologue together. Within each monologue, the information for each of the two tasks may come in either order. Listen for overall meaning. Do not choose an answer jus
8、t because you hear the same words in the recording as in the question. Check you have not used the same option more than once within each task. You will hear five different people talking about managers. For each extract there are two tasks. For Task One, decide which problem they mention from the l
9、ist A - H. For Task Two, choose the recommendation made from the list A - H. You will hear the recording twice. 13 TASK ONE - THE PROBLEM ABOUT THE MANAGER For questions 13 - 17, match the extracts with the problems, listed A - H. For each extract, decide which problem about the manager the speaker
10、describes. Write one letter (A- H) next to the number of the extract. A not keeping up with IT developments B being away from the office too often C not praising achievements D being obsessed with cost curling E not understanding how long tasks take F being poor at delegating G not, listening to sug
11、gestions H being neglectful of detail 18 TASK TWO - THE RECOMMENDATION MADE For questions 18 - 22, match the extracts with the recommendations made, listed A - H. For each extract, choose the recommendation each speaker makes. Write one letter (A - H) next to the number of the extract. A attend an i
12、nternal seminar B refer to a book C talk to another manager D change working hours E attend a residential course F use a piece of software G call a meeting H re-arrange office space 三、 PART THREE 22 How to approach Listening Test Part Three In this part of the Listening Test you listen to a long con
13、versation or interview and answer eight questions. Before you listen, read the questions. Think what the recording will be about. Note all possible answers as you listen for the first time. Do not make an immediate decision. Do not worry if you do not know the answers. You will hear the recording a
14、second time. Listen for overall meaning. Do not choose an answer just because you hear the same words in the recording as in the question. Decide on your final answer only after you have listened for the second time. You will hear a discussion between two consultants, George and Karen, about communi
15、cation. For each question 23 - 30, mark one letter A, B or C for the correct answer. You will hear the recording twice. 23 George says he has found that managers are reluctant to （ A） admit they have problems. （ B） attend workshops on communication. （ C） involve themselves in matters of concern to s
16、taff. 24 Karen mentions a difficulty caused by one member of staff who （ A） criticised a colleague for creating unnecessary complications. （ B） resented the fact that Karen had been promoted. （ C） disguised the reasons for his complaint. 25 Karen says that managers should communicate with staff abou
17、t problems （ A） on an informal basis. （ B） within a consistent timetable. （ C） away from the business premises. 26 When working with another department, George recommends （ A） establishing what each departments role ii clearly in advance. （ B） keeping the other department informed about your input.
18、（ C） accommodating the other departments requirements. 27 Karen thinks that the best way to check you have been understood is to （ A） request a summary from the other person, （ B） complete a set of notes of the outcomes. （ C） repeat the main points you have made. 28 George says that processes used i
19、n internal organisation （ A） should be subject to constant and careful monitoring, （ B） are influenced by specific management functions. （ C） can lead to inconsistent external communication. 29 Karen thinks that company departments should （ A） recruit communication specialists. （ B） provide training
20、 in communication for staff. （ C） establish cross-departmental communication teams. 30 George suggests that successful communication depends on （ A） the vision of the CEO, （ B） company-wide policy, （ C） middle-management decisions. BEC商务英语（高级）听力模拟试卷 2答案与解析 一、 PART ONE 1 【听力原文】 F Good evening, and we
21、lcome to our sixth annual design awards ceremony As chair of the panel of judges, I saw the work of a great many design consultancies, and was very impressed by its range and quality. We had great difficulty selecting the winners, but with that now done, let me introduce William Taylor, whos going t
22、o announce the prizewinners. William Taylor started his career as Chief Executive of the design consultancy he founded ten years ago, but since selling that hes been working freelance. He modestly describes himself as a publicist, though in fact his scope is far greater than that suggests. His work
23、is eye-catching, witty and extremely effective. He was last years prizewinner in our exhibitions category, for the digital media gallery that he had designed. His major project at the moment is to design an exhibition of photography, and we look forward to seeing the results. Ladies and gentlemen -
24、William Taylor M Thank you. Our first award this evening is in the Internal Communications category, and this goes to the Steppart Consultancy for their work for travel chain Farlands. The consultancys original brief was to develop an effective internal communications system of memos and newsletters
25、, but they concluded that an intranet would be far more effective. So with the clients agreement Steppart rewrote their brief Not only did the new system have to be user-friendly, its design also had to reflect Farlands brand values - bright, colourful and synonymous, with fun. It succeeded in full,
26、 overcame all the. companys communications problems, and allowed it to make the predicted savings on postage and paper What was not foreseen, however, was the strong sense of involvement and even excitement that the innovation also created, which greatly enhanced Farlands intemal culture. So todays
27、first prizewinner is the Steppart Consultancy, The winning consultancy in our Corporate Identity category is J3, for their work for Coffee Cabina, whose outlets provide such good cups of coffee and cakes. When Coffee Cabina decided to re-brand, two years ago, it had nine stores with three separate i
28、dentities. Since it launched its new identity, the company has refitted all its existing stores and a further dozen are about to be opened. While operating costs have risen by 15 per cent, profitability has increased by over 40 per cent. Since hitting the streets, the new design has led to a steady
29、rise in the number of new customers, and most of the stores reached the sales potential which was forecast for them within two to three weeks, instead of the standard four to six months, Ladies and gentlemen, the J3 Consultoncy. Now we turn to packaging, and this award goes to consultancy Tamka for
30、its work for Starbury Ice Creams. Starbury decided to launch a range of premium ice creams, to complement its existing range, and identified this as an opportunity to aim at a more mature market segment than the children who comprised the majority of its existing customers. This was made part of Tam
31、kas brief Another challenge for the designers was to attract year-round sales, unlike the seasonal consumption which the existing range depended on. The new premium ice creams have quickly become established, and the company strongly believes that this was helped by the excellent packaging which Tam
32、ka designed for them. The designs challenge every tradition, from the shape and material of the ice cream containers to the minimalist feel of the label. The panel was very taken by th/s, and by the coherent approach which the designers took to every aspect of the design package. So the award in the
33、 packaging category goes to Tamka. 1 【正确答案】 PUBLICIST 2 【正确答案】 DIGITAL MEDIA 3 【正确答案】 (AN)INTRANET 4 【正确答案】 BRAND VALUES 5 【正确答案】 POSTAGE . PAPER 6 【正确答案】 INTERNAL CULTURE 7 【正确答案】 REFITTED 8 【正确答案】 PROFITABILITY 9 【正确答案】 SALES POTENTIAL 10 【正确答案】 MARKET SEGMENT 11 【正确答案】 YEAR-ROUND 12 【正确答案】 MINIMA
34、LIST 二、 PART TWO 13 【听力原文】 Speaker 1 I remember this manager I worked under once - he really was pretty inefficient. I think the problem was that he was a bit of a control freak and driven by all these targets he used to set himself. The silly thing was that it meant not that much really got done sa
35、tisfactorily, cos he wouldnt pass tasks on to anyone else, for fear they wouldnt take the time to do it perfectly, so projects were always running behind. And of course its very difficult to deal with people like that, since youre not in a position to suggest anything to them, but I think they do ne
36、ed to consult if not someone then something - there are programmes you can use now that help to prioritise and allocate work in the course of a project. Speaker 2 I honestly dont know what managers are taught on all these courses they go on, or what theyre supposed to qualify anyone to do. Im thinki
37、ng in particular of one manager in my organisation who seems to spend his whole time with his nose in some book or other - when what he actually needs to do is deal with his people, get them all in together for a session to air their problems and discuss ways to move forward. As it is, hes got this
38、office full of staff trying their best to do good work but without real guidance. You cant run a business only on paper, and he doesnt give his staff enough recognition for the quality o f their work Speaker 3 Well, the last line manager I had certainly caused problems - but it wasnt as if there wer
39、ent solutions available. Other managers in the same company didnt run into the same problems as she did. But then they did make use of what was on the doorstep the company ran a weekly series of workshops, and they were great. They were only about an hour long, but she should have made the effort -
40、the one on communication, for example, would have shown her ways to overcome her seeming inability to hear what ideas people were coming up with. As it was, the way she simply ignored such input caused a lot of resentment And thats no way to run a department. Speaker 4 Well, they all talk about mana
41、gement being about facilitating processes and empowering staff, dont they? But in my experience the reality can be very different indeed. I knew one manager who I think just didnt appreciate how much management had moved on since hed originally trained. He approached absolutely everything in the sam
42、e way, itemising financial aspects, without seeing the bigger picture - all he wanted to do was implement savings. It was disastrous when it came to considering upgrading computers, for example, as its so difficult to calculate that sort of thing in those terms. Looking back I think what he needed t
43、o do was to change his whole approach. Im not sure hed have taken advice from his colleagues, but he should have caught up a bit on his reading, taken his own time to mull over some of the newer ideas. Speaker 5 Ive heard managers being criticised for spending too long out at conferences, and losing
44、 touch with whats going on in front of their noses. But one manager in my firm was present, its, just that she didnt pay enough attention. So while our competitors would be installing new databases and upgrading their networks, shed not bother to check out what was available, and keep us all slaving
45、 away on very time-consuming jobs. I dont know if she thought she was saving the company money, but if she did she was much mistaken. Ironically, she went to some training sessions, so she must have heard other ideas, but without much effect. She should have simply moved her desk out of the comer, a
46、nd become part of the section, so that she could have appreciated how cumbersome some of the procedures were. 13 【正确答案】 F 14 【正确答案】 C 15 【正确答案】 G 16 【正确答案】 D 17 【正确答案】 A 18 【正确答案】 F 19 【正确答案】 G 20 【正确答案】 A 21 【正确答案】 B 22 【正确答案】 H 三、 PART THREE 22 【听力原文】 F George, you said youd be interested in talki
47、ng about communication sometime. M Yeah, just chatting, you know. F Well, Im not too busy just now. M Oh, good. The thing is, Karen, Ive been feeling rather frustrated lately. I mean, I get these managers who are apparently only too willing to show up for these workshops I run . and I have them draw
48、 up lists of obstacles they face at work and communication is always there. But it seems just to be paying lip service, rather than probing the underlying factors. And I have observed that in many companies there is still an air of deference towards managers and people find it hard to be honest beca
49、use managers keep employees real issues at arms length. F Oh, it can be terrible, cant it? I remember one time, when Id been made the test manager at an IT company, and a member of my team, this guy Dave, came and complained that a colleague wasnt pulling her weight on a project she was on. When I investigated, I understood that Dave had probably really been expressing his dissatisfaction that he h
