1、BEC商务英语（高级）阅读模拟试卷 103及答案与解析 一、 PART ONE 0 Look at the statements below and at the reviews of various new business products on the opposite page. Which review (A, B, C, D or E) does each statement 1-8 refer to7 For each statement 1-8, mark one letter (A, B, C, D or E) on your Answer Sheet. You will n
2、eed to use some of these letters more than once. A PRINTER Hamaki UKs new DFG-2OO0 Bubble Jet printer is ideal for anyone looking to add colour to serious documents and presentations, and is an upgrading of last years DFG-15. Outstanding graphics make it a leading printer in its class, ideal for a b
3、usiness looking for quality, although its price may put it out of the reach of most private users. The unit can reproduce the finest details and its extended palette of colours means that a wide variety of images can be produced. Operated using software that can spot user errors before they result i
4、n poor printing, the machine has a simple two-button control panel. It is also very user-friendly and easy to install. B ELECTRONIC MULTIMEDIA BOX Primal Products is set to liven up even the dullest desktop with its latest range of accessories. Office workers can now express themselves and individua
5、lise their working area with the Storage Collection. The Collection is a series of smart-looking boxes for multimedia disks, spoilt only by a rather unnecessary and gimmicky digital display on the front of the box, telling you what disks it contains. Available in bright colours chosen to match hardw
6、are trends, the collection is easily carried, which is a definite plus for those who need to take their work home with them. C FAX MACHINE Reaks office machinery further expands its Home-office range of products with the introduction of the RK1 fax machine. To reduce routine filing and save valuable
7、 time, the RK1 prints incoming documents and collates them automatically. Its slightly angular appearance is not very eye-pleasing, but it is very inexpensive, can store up to fifty numbers for quick dialling and has a built-in paper cutter. D NOTEBOOK COMPUTER Kipadi, the company responsible for ma
8、rketing Melon computers, has launched the MH3 notebook computer with unique removable disk drive. This means that each user can keep their own files confidential, on separate disks. The MH3 does take some time to master, and its functions are rather complex. However, it is extremely versatile and is
9、 ideal for use in the workplace and at home. It only weighs 3 kg, comes with a one year warranty and is in the mid-price range for notebook computers. E PHOTOCOPIER Petersons new slimline photocopier is another attempt at making a product as small as possible. It is extremely portable for a photocop
10、ier, and even comes with a carrying case. It is very easy to use and includes the offer of a free home or office demonstration if you request one. This is a fairly basic machine, and copy quality leaves something to be desired; however, if you need a portable photocopier this could be for you - alth
11、ough it is difficult to imagine a big market for this type of machine. 1 This product helps you organise your paperwork. 2 This product has a feature that is not essential. 3 It is rather difficult to learn how to use this product. 4 This product is expensive for home use. 5 This product is designed
12、 to make your working area look more interesting. 6 Someone from the company can show you how to use this product. 7 This product has a special device for ensuring privacy. 8 This product is not likely to be required by many people. 二、 PART TWO 8 Read this text from an article about job references.C
13、hoose the best sentence from the opposite page 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).REFERENCES CANNOT ALWAYS BE TRUSTED BY POTENTIAL EMPLOYERS “Dull, but reliable, will mak
14、e a good parent. “ So said a head teachers reference which I was once sent for a s school-leaver. 0 Most references are unreliable, although recruiters usually ask for them. Few ask for character references today, as these have proved useless. 9 However, these cannot always be trusted. A few may be
15、biased. 10 This can also occur if there has been friction between boss and subordinate over personal or business matters. On the other hand, there can also be positive bias. An employer who want to get rid of someone may fail to mention any relevant failings or even give a glowing report to help the
16、 individual go quickly. 11 But if they do, the law in Britain says they owe a duty of care to both the employer to whom it is supplied and to the individual to whom it refers. Most written references are unreliable because they are not specific enough. So how do you and a potential employer ensure t
17、hat any reference given on your behalf is genuinely helpful? 12 Employers normally expect two: one, your immediate superior in your current or most recent job, the other, your boss in the post before, so long as it was in the last five years or so. For a senior post, more may be required for their p
18、art, no prospective employer should approach your current employer until you have an offer subject to references and you have given permission. 13 Once you get the utter, and before giving permission to make contact, tell your boss and explain that the prospective employer will be asking for a refer
19、ence. Do this face-to-face and during the meeting describe the job for which you have applied, if you can provide a job description or the relevant job advertisements, even better. 14 Even if your referee does express some doubts about your fitness for the post, dont worry, employees often prefer to
20、 back their own judgment.A. It would also be wrong for anyone to contact your penultimate firm before then because word may reach your current employer on the grapevine.B. In fact, employers do not have to give references at all.C. These might include your bosss immediate senior and someone at the s
21、ame level as your boss who is familiar with your work.D. Your boss can then match the reference needs to the needs of the job.E. What they seek are references from previous employers.F. Some managers think it an act of disloyalty if an employee applies for a job elsewhere and will give poor referenc
22、e or only weak praise.G. Firstly, as an employee, make sure you choose the right referees.H. It amused me at the time, but said more about the referee than the candidate. 三、 PART THREE 14 Read the following extract from an article about diversity management, and the questions followed. For each ques
23、tion 15 20, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. The UK diversity management literature has tended to focus on its implementation in the public sector rather than in the commercial sector. Hicks-Clarke and Hes work considers the links between gender diversi
24、ty and organizational performance in both retailing and the National Health Service but found that survey analysis was not the most appropriate way of exploring diversity climates in the retail company. Initially, the study developed from an approach from the UK high-street operation which was seeki
25、ng to create more innovative HR practices to support a marketing strategy of appealing to a more diverse customer base. The decision to participate in the study suggests that not only are diversity issues growing in significance for UK retailers but, arguably, point to an absence of guidance on how
26、to achieve diversity management in practice. The retailer had three distinct businesses: the UK high street, its online business and the US retailing chain. The online business, selling products through its website and other interactive channels, employed approximately 100 people all centrally locat
27、ed in one UK premises. In contrast, the UK high street and US businesses were much larger and more widely dispersed. Both businesses had similar structures (head office, regional level and store level) and relied on formal documents to disseminate company policies. The UK high-street business had ap
28、proximately 530 stores and 17, 000 staff, and has occupied a dominant position in UK retailing since its inception more than 200 years ago. Established in 1985, the US business employed 3,600 staff and had a total of 570 stores in airports and hotels, predominately in North America. A case study app
29、roach was selected as the most likely means of gathering insights into understanding the concept of diversity management and how managers applied this in their working environments. Over 12 months, 40 semi-structured interviews were conducted with individuals holding managerial responsibilities in t
30、he UK business operations and with a small number of ssnior HR specialists from the relevant head office who were the architects of the equality and diversity policies and procedures. The majority of the samples were store managers but a number had wider regional or general managerial roles and not
31、only had a responsibility for diversity issues but also experienced these as employees. Although an important consideration was the diversity of respondents, and every effort was made to ensure that they reflected a wide range of visible characteristics, the main priority of the study was to obtain
32、the views of those staff with an organizational responsibility for the interpretation and application of equality and diversity policies. This meant that the diversity of the sample was constrained by the composition of the population in such roles. The result was a sample that was 70 percent female
33、 and 30 percent male, with an age composition ranging from mid-twenties to late fifties, although the majority were in their thirties or earlier forties. There was only one non-white manager in the UK sample, and one with a visible physical disability. It was difficult to select respondents on the g
34、rounds of their non-visible diversity, such as religion and sexuality, as these differences were not made known unless during the interview the respondent provided the information that they were, for example, Christian. The large numbers employed in the UK high street and US businesses, combined wit
35、h the fluid nature of job roles in the online business, meant that snowball sampling was employed to select interviewees. This technique relies on respondents to identify other suitable people to interview. It is recognized that such an approach could have resulted in some bias in the selection of r
36、espondents. To try to minimize this, the list of interviewees and their roles were verified with the HR function both before and after the interviews took place as well as being checked against the documented organizational structures. In addition, each respondent was asked about their job role and
37、supervisory responsibilities, their previous experience and working environment. During the interviews individuals were each asked to comment on a couple of scenarios describing employment situations where people could be treated either the same (an equal opportunities approach) or differently (a ma
38、naging diversity approach). For example, one scenario related to an organizational benefits scheme where respondents were asked to consider the advantages and disadvantages of providing benefits for specific groups of employees, such as working parents, or for all employees, such as reduced rates fo
39、r membership of a local gym. Providing an example of how these might operate in practice was intended to assist the interviewee to reflect more easily on the different approaches that could be taken to equality issues. 15 From the first two paragraphs, what can you predict about the main purpose of
40、the study? （ A） The study is to expose the thought of a number of managers who were responsible for the application of organizational equality and diversity policies in the retailing industry. （ B） The study is mainly about in the implementation of organizational diversity initiatives, employers nee
41、d to take greater account of the tensions facing line managers. （ C） Line managers regard a diversity management agenda concerned with recognizing and responding to individual differences. （ D） The study is to explore through qualitative methods the understandings, perceptions of fair treatment and
42、reported actions of a group of managers. 16 What was the research primarily based on? （ A） In-depth interviews conducted with managers, HR specialists and employees across the three distinct business units. （ B） A long-established UK major high-street retailer of stationery and books. （ C） UK divers
43、ity management literature and the UK high-street operation. （ D） UK retailers. 17 What is the similarity among the retailers three distinct businesses? （ A） They all occupy a dominant position in UK retailing. （ B） They all possess a large number of consumers and a wide as well as prosperous market.
44、 （ C） They all have very different operational contexts, and they all sell products relating to entertainment, information and education. （ D） They all sell products through the website and other interactive channels. 18 To minimize the bias in the selection of respondents, why was each respondent a
45、sked about their job role and supervisory responsibilities, their previous experience and working environment? （ A） To have a better understanding about the value and world view of the managers. （ B） To explore the managers perceptions of equality and diversity policies. （ C） To test the sensitivity
46、 of perception and discrimination of the respondents. （ D） To get to know the managers criteria on working. 19 In the last paragraph, what is the aim of the assumed scenarios put forward by the interviewer on those interviewees? （ A） These scenarios were designed to illustrate the situation in the o
47、nline business was far more fluid. （ B） These scenarios were designed not only to identify what they would do in particular circumstances but also to describe critical incidents that illustrated their own approach to managing diversity. （ C） these scenarios were designed to be a supplement to the in
48、terviews, and each attempted to illustrate the essence of managing diversity and the equal opportunity approach as described in the literature, （ D） These scenarios were designed to clarify the extent of managerial responsibilities for diversity management within the different operations. 20 What do
49、es this article mainly concern? （ A） The article suggests that it is a concept that lacks clarity for line managers in terms of how it should be implemented within the anti-discrimination legal framework, （ B） This article is mainly about present particular dilemmas for line management in terms of how to respond to individual differences. （ C） This article examines how operational managers are interpreting the management of diversity in practice. （ D） This article concerns that employers need to take greater account of the tensions facing line managers. 四、 PART FOUR 2
