1、BEC商务英语（高级）阅读模拟试卷 102及答案与解析 一、 PART ONE 0 Look at the statements below and at the five extracts from an article about characteristics and traits of effective leaders.Which article(A, B, C. D or E)does each statement 1 8 refer to?For each statement 1 8, mark one letter(A, B, C, D or E)on your Answer
2、Sheet.You will need to use some of these letters more than once.There is an example at the beginning, (0).AEffective leaders are noted for the effort they invest in achieving work goals and the passion they have for work and work associates. Drive refers to such behaviors as ambitions, energy, tenac
3、ity, and initiative. Drive also includes achievement motivation - finding joy in accomplishment for its own sake. High achievers find satisfaction in competing challenging tasks, attaining high standards, and developing better ways of doing things. Effective leaders are also passionate about their w
4、ork. Ken Greene, a highly successful franchise operator of Bruegger Bagel Bakery stores, noted, “We love the business and have been very successful.“ In contrast, Quality Dining, another major Bruegger franchiser, decided to get out of the business, said Greene, because “they had a very difficult ti
5、me getting their arms around the emotions and passion of the business.“BPower motivation is a strong desire to control others or get them to do things on your behalf. A leader with a strong power needs enjoy exercising power and using influence tactics. Only a manager who uses power constructively c
6、ould be promoted rapidly in a modern, well-managed corporation. Bill Gates of Microsoft exemplifies a power-obsessed leader. Although hes already the richest person in the world and his company dominates its field, he attempts aggressively to either take business away from small competitors or buy t
7、hem out. His obsession with market domination has contributed to his companys facing charges of unfair competition.CContinuing waves of downsizings, coupled with generous compensation boosts to executives, have eroded employee trust and commitment in many organizations. Effective leaders know they m
8、ust build strong employee trust to attain high productivity and commitment. A panel of academics and other experts identified trust as one of the essential attributes of leadership for present and future. Leaders must be trustworthy, and they must also trust group members. A major strategy for being
9、 perceived as trustworthy is to make your behavior consistent with your intentions. Practice what you preach and set the example. Let others know of your intentions and invite feedback on how well you are achieving them.DAn inescapable conclusion is that effective leaders are good problem solvers an
10、d knowledgeable about the business or technology for which they are responsible. A leadership theory based on the problem-solving ability of leaders notes that intelligent and competent leaders make more effective plans, decisions, and action strategies than do leaders with less intelligence and com
11、petence. Similarly, an explanation of leadership developed by author Dale Zand indicates that the leaders skills of obtaining, using, and sharing useful knowledge are crucial to success in the Information Age.EThe effective use of humor is now regarded as an important part of a leaders job. In the w
12、orkplace, humor relieves tension and boredom and defuses hostility. Because humor helps a leader dissolve tension and defuse conflict, it can help him or her exert power over the group. Claudia Kennedy is a three-star Army general and the Armys senior intelligence official, thereby occupying a key l
13、eadership position. During an interview for a magazine article, she mentioned that although she had no regrets, her demanding career had not allowed for having a husband and children. The reporter commented, “You could still get married.“ Kennedy retorted, “Well certainly - put my phone number in th
14、is article.“ 1 Leadership is undermined without a leader being trusted. 2 Having strong ambition and enthusiasm in their work and colleagues is an common characteristic of effective leaders. 3 One of the important characteristics of effective leaders is that they take effort in their working goals a
15、nd have a strong passion about their work. 4 One key trait included here is that they should be good at solving problems and skilled in their own fields. 5 Successful leaders have a strong need to control other people and resources. 6 Being trusted is one of the minimum expectations for demanding le
16、adership positions. 7 Being humors is another important trait of an effective leader. 8 Most effective leaders are alike in one essential way: they have good problem-solving ability and technical skills. 二、 PART TWO 8 Read this text taken from an article about Marketing Communications.Choose the bes
17、t sentence to fill each of the gaps.For each gap 9 14, mark one letter(A H)on your Answer Sheet.Do not use any letter more than once.There is an example at the beginning, (0).Many management writers have discussed the idea of satisfying customers needs and wants.(0)_H Despite the vast amount of info
18、rmation available on customers, finding out exactly what they require is a challenge that certain companies, such as Sainsburys and Marks and Spencer, have found extraordinarily difficult to meet.(9)_. In a report written by the research company Business Intelligence, 50% of companies felt that thei
19、r marketing communications were ineffective and 85% said that any attempt to gain customer loyalty failed. The two extremes of marketing can be summarized by looking at the difference between the East and the West.(10)_. Biros, socks, Light bulbs if it can be made and distributed then there is a mar
20、ket. In the prosperous West, it is the other extreme. Such is the attraction of profit that the marketing specialists are competing with some incredibly sophisticated advertising for some rather simple products!(11) _. The Internet is also adding another dimension to the marketing process as is the
21、growing resistance to subtle, clever advertising, which seems to have lost its edge in the marketplace.Out of this turmoil there has evolved another definition of marketing known as customer relationship marketing(CRM). Customers are much less loyal than they used to be and can afford to chop and ch
22、ange.(12)_Microsoft did this by reorganizing the business around the customer, splitting itself into four new divisions which focus on the customer.(13)_. The call centers are likely to form the basis of the future of marketing, although there is little evidence that they will work.(14)_ A The choic
23、e is seemingly endless, with a typical superstore stocking between 20, 000 and 25, 000 different lines totaling between two and four million products per store.B In the spring of 1999, both companies announced heavy falls in profit largely due to their inability to listen to and respond to the custo
24、mer.C Consumers also dislike the synthesized voice which asks you to press certain numbers on the keypad, depending on the service required.D Although there will always be a place and function for marketing, it is unclear whether the traditional product or brand manager will still have a job in the
25、twenty-first century, having been replaced by customer relations managers on the end of a telephone.E In Russia, if there is a queue, you are advised to join as it means a manufacturer has actually produced something, regardless of whether there is a specific need.F Some companies now have customer
26、call centers which are set up with the sole objective of handling complaint, inquiries and after sales service.G It is estimated that winning over a new customer can cost up to five times as much as keeping a customer, so a new definition of marketing has evolved which is identifying, attracting and
27、 retaining the most valuable customers to sustain profitable growth. H Although the two are different, companies spend billions of pounds on market research with a view to targeting the potential customer in a more precise way. 三、 PART THREE 14 Read the following extract from an article about human
28、resource, and the questions followed. For each question 15 20. mark one letter(A, B, C, or D)on your Answer Sheet for the answer you choose. Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organ
29、izations have implemented changes that seek to improve their competitiveness. The consequences of organizational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees. Change and stres
30、s are closely related. Because of the feelings of uncertainty, insecurity, and threat that it invokes, organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary. According to Selye, a little
31、stress is actually good. When stress is at its optimal level, it can increase human resource potential as it spurs individuals to achieve their best working performances. However stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experienc
32、ing high levels of anxiety or depression, low job motivation, somatic problems such as headaches, loss of appetite, trouble sleeping and ill health. In an organization that has many of its employees overly stressed or burned out, there are many detrimental consequences such as higher absenteeism, lo
33、wer productivity, lower job satisfaction, and low morale. There is a variation in the manner individuals respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may
34、 see change as a threat, feeling distressed and fearful of the uncertain consequences of the change. Others may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with a positive outlook, seeing change as a challenge, an opportunity for growth and
35、 improvement. What accounts for the differences in experiencing change and perceiving stress for these individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individuals adjustment to organizat
36、ional change and stress. However, the research is often focusing on organization-level phenomena, as opposed to focusing on individual factors. Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This
37、explains why coping with organizational change and stress can turn out to be very different experiences for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a persons ability to cope with change. Hence, on top of looking at organi
38、zational factors, this study also examines individual factors that may help to maximize an individuals potential to work productively and efficiently in the midst of change. 15 According to the first paragraph, what is the most possible and proper statement about the reason why change and stress are
39、 closely related? （ A） Change can be the motivation of stress and through their mutual interaction, there will be improvement. （ B） Stress causes change to occur, and may bring negative effects such as the change of the job and the reduction of the salary. （ C） Organizational change is a primary cau
40、se of stress and when change occurs, employees often experience role stress. （ D） Change and stress are a pair of phenomena that will both appear in the process of employment. 16 Why, according to Selye, is a little stress good to employees to some extent? （ A） As it mobilizes an individual to achie
41、ve peak performances in activities and tasks. （ B） As, if without stress, nothing can be achieved successfully and fully. （ C） As stress is an important way to prevent inaction and languor during the working process. （ D） As stress is the ligament between the employees and the organizations and help
42、s the organizations to identify qualified employees. 17 According to the third paragraph, what should the organization do about the impact of the stress? （ A） The organization should take some measures to prevent stress and provide more freedom for the employees. （ B） It is in the organizations best
43、 interest to reduce the amount of distress coming from the organizational change, so as to enhance its human resource potential. （ C） The organization should disregard the impact, otherwise, the interest and efficiency could be affected. （ D） The organization should know what causes the stress and e
44、liminates the origins of the stress. 18 What does the writer imply in the fourth paragraph? （ A） Organizations can increase communication and disseminate adequate information about the change to employees. （ B） Organizations can help employees through training and educating them on how to cope with
45、stress. （ C） Organizations can create a supportive environment at the workplace and it is vital that both superiors and colleagues play a part. （ D） That would be beneficial for the company if the employees are in a good state of psychological and emotional well-being, instead of being overly stress
46、ed or burned out. 19 From the last paragraph, in summary, what is the element that also causes difference in the way people experience change? （ A） The difference in the gender, age, nationality and personality. （ B） Dispositional traits that predict a persons ability to cope with change. （ C） It is
47、 maximizing an individuals potential to work productively and efficiently in the midst of change. （ D） Difference in the way people perceive stress is also due to the uniqueness of individuals. 20 What is the theme of this article? （ A） Maximizing human resource potential would mean that employees a
48、re in their top form performing for the organization. （ B） The organizational change can affect human resource potential. （ C） Organizations can increase communication and disseminate adequate information about the change to employees. （ D） Organizations can empower their employees to play a more ac
49、tive role in the implementation of change. 四、 PART FOUR 20 Read the article below about the employee turnover in a company employees three different kinds of ways of moving in their company.Choose the correct word or phrase to fill each gap from A, B, C, or D.For each question 21 30, mark one letter(A, B, C, or D)on your Answer Sheet.There is an example at the beginning, (0). Promotions, Transfers, and SeparationsIn the past, employees stayed with a company for most or all of their working life. Todays employees, however, are more(0)D
