1、BEC商务英语（高级）阅读模拟试卷 105及答案与解析 一、 PART ONE 0 Look at the statements below and at the five short summaries on the opposite page about business books on leadership management Which book summary(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 yo
2、ur Answer Sheet You will need to use some of these Ietters more than once PART ONE A The New Boss Taking over as thenew bossis never easy Expectations run high， you have a limited time to make a good impression and the competitive pressure is severe Peter Fischer identifiesseven building blocks of s
3、uccessful leadership transitionto help you find your way He devotes a chapter to each step， including lists of unexpected difficulties and easily-made mistakes， suggestions， questions and a summary The last part of this book contains case studies that focus on differentnew bosssituations Fischers un
4、embeIlished， straightforward style makes his concepts easy to understand and implement B Discipline without Punishment For CEOs， human-resource staff members and anyone who influences the development of an organizations disciplinary system， this book is a must-read Managers， supervisors and smallbus
5、iness owners also will benefit from Dick Grotes guidance on implementing a non-punitive approach to improved performance This book is highly appreciated for the thoughtfulness and detail of his suggested disciplinary system， as well as his advice on incorporating this system into your daily manageme
6、nt practices C The Game-Changer This book is both intriguing and highly useful Procter Gamble CEO A G Lafley and business author Ram Charan draw examples from several large，successful organizations GE， Honey-well， and Dupont but their primary focus is Procter Gamble(PG) They explore how PG changed f
7、rom a staid giant to an organization driven by innovation and radically expanded its sales and profits along the way They are candid about PGs organizational methods and failed innovations， and they show how willing it has become to open up and connect D The Leader on the Couch When Manfred Kets de
8、Varies uses many real life stories to show how you can use psychology to understand the workplace， his points are clear and seem immediately applicable Admittedly， his discussion of the theories varies from instructive to somewhat obscure， and his classifications of personality and organizational ty
9、pes may seem arbitrary， but when he explains the processes involved in change he is realistic and humare Readers who exert some conscious patience will find the authors core points about the role of the unconscious in the business world insightful and useful E The 21 Irrefutable Laws of Leadership P
10、rinciples are laws that apply across different cultures generations， and circumstances， John Maxwell， drawing lessons from his own experiences as well as those of other leadem， has discovered 21 principles for leadership In each chapter of the book， Maxwell describes each law as a tool that can help
11、 people succeed in business， church， spots， and pemonal endeavors。 Anyone in any position， in any field， and in any culture， can learn and practice these laws to become a successful leader The learning is made richer by real life illustrations that show how the laws are practiced or violated 1 Real
12、life experiences of the author and some others contribute to the formation of the points illustrated in this book 2 After careful reading， readers may come to accept the authors viewpoints on the subject discussed in this book 3 This book mainly concerns the success story of a famous company 4 This
13、book appeals to human resources managers in that it offers them a positive way of managing people 5 In this book， the author proposes a new system and introduces some ways of applying it in practice 6 The author of this book illustrates that nowadays a new leader is often faced with great pressure 7
14、 This book covers leadership in many different areas 8 Though the major points of this book are clear enough to be undetood and applied， certain parts of it can be better writen 二、 PART TWO 8 How to approach Reading Test Part Two In this part of the Reading Test you read a text with gaps in it, and
15、choose the best sentence to fill each gap from a set of eight sentences. First read the text for overall meaning, then go back and look for the best sentence for each gap. Make sure the sentence fits both the meaning and the grammar of the text around the gap. Read the text on the opposite page from
16、 an article about company culture. Choose the best sentence from below 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 Thinking of moving to another company? First check its corporate culture Finding the right cultural
17、 fit is vital to a successful career move. If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. And once you fall into this state t may De difficult to get yourself out of it. Hence the importance of taking the time to fine
18、 out as much as possible at)out what the organisation is like - before committing yourself to a move. The trouble is that organisational culture is hard to assess - especially from only a brief meeting. (9) Dont make the common mistake of many candidates and rely solely on your intuition, as you mig
19、ht easily miss important clues. The best results come from researching the company beforehand, consciously observing the environment and peoples behaviour (10) Planning them in advance reduces the risk of forgetting to mention something significant. For instance, in the interview, ask to see the com
20、panys mission statement. It can be illuminating, setting out the organisations long-term direction and goals, its underpinning beliefs and values. However mission statements are frequently aspirational. (11) Ask to what extent the organisation feels that it achieves its mission statement. Ask to see
21、 the organisation and departmental chart. A steep hierarchy or highly centralised structure s often bureaucratic and inflexible. (12) Conversely, those who like clear career Darns and lines of decision-making are unlikely to feel comfortable n a fiat or decentralised structure. The degree to which a
22、n organisation has systems for managing its staff is indicative of the value placed on developing and nurturing its people. (13) If these are limited, staff are unlikely to count for much in the company, and joining the organisation could lead you nowhere in the long term. Staff are your best source
23、 of information about the corporate culture. (14) After all, personal impressions based on experience will give you greater insight into the reality of working there than anything else. Corporate cultures do not change overnight, so it is worth trying to find a culture that will suit you from the ou
24、tset. If you join a company that encourages and rewards behavi0ur you do not personally value, it could be a career move you live to regret. A Find out how performance is appraised, and what opportunities exist for training and development. B The reality may be quite different. C By doing this you c
25、an get a good feel for the place. D That is why it can be helpful to adopt a fairly structured approach in the interview. E If you have the opportunity to talk informally, ask what they most like or dislike about the company. F People who value autonomy may be stifled. G Then in the interview you ca
26、n ask specific questions about aspects of the culture that are important to you. H If you join a company with a corporate culture that you find uncomfortable, you could find yourself demotivated and dissatisfied. 三、 PART THREE 14 Read the following extract from an article about brand stretching(usin
27、g an existing brand name on new types of products)and the questions on the opposite page. For each question(15-20), mark one letter(A, B, C or D)on your Answer Sheet. A manufacturer of sports shoes starts selling consumer electronics. A soft drink lends its name to a range of urban clothing. Whats g
28、oing on? In simpler times, you knew where you were with brands. One brand name meant good-quality sports shoes, another a soft drink. No confusion. Today, however, big companies try to redefine brands as not so much a product, more a way of life, and stretch them into new areas. In the early years o
29、f the consumer society, a brand name on a box simply identified what was inside. People were looking for products that would improve their quality of life, and chose brands most likely to achieve that purpose. But as people in industrialised nations became more affluent and fulfilled their basic nee
30、ds, brands acquired other attributes. The functionality of the product was still important, but people also started using brands to say something about themselves, for example, choosing a brand of cosmetics which would suggest that they were sophisticated jet-setters. Now, we have entered a third ag
31、e of branding, in which so many companies are making roughly the same product at roughly the same price that functionality rarely succeeds as a point of differentiation. Instead, companies are trying to make their brands stand out by emphasising their emotional aspects, hoping consumers will identif
32、y with the set of values the brand represents. One disadvantage of a product-based brand is that if the product goes out of fashion, the brand goes with it. This is a serious concern for manufacturers of breakfast cereals, who are struggling to counter weak demand for the products that bear their na
33、mes. So far, their marketing efforts seem to be having little effect. The advantage for emotional brands is that companies can transfer their brand strength into other areas, increasing revenues and reducing their exposure to the lifespan of a single product. The elasticity of brands seems to be rel
34、ated to their position on a spectrum ranging from those rooted in solid, tangible assets to those with highly intangible, emotional qualities. At the one end, you have train companies that tend to associate themselves with infrastructure and their ability to get you from A to B, and at the other end
35、 would be a leisure brand that positions itself on dreams and making people have fun. It is the latter which has the maximum potential for stretch. But even emotional brands have a limit to their elasticity. The merchandise has to be consistent with the brand promise. Just to sell merchandise with y
36、our logo on it is a short-term, mistaken idea. From this viewpoint, the decision to move from sports shoes into consumer electronics makes sense. Most items in the range, such as the two-way radio for hikers, are sports-focused, even though the products may be adopted as fashion accessories, and the
37、 sports shoe customers will probably snap them up. When the move was made from soft drinks into clothing, however, it left the branding consultants cold. It was a difficult mental leap into clothing from the drink so closely associated with that particular brand name. On the other hand, the emotiona
38、l attributes that youngsters seem to find appealing in the drink, like its heritage and global appeal, are fashionable at the moment, and in fact response to the clothes with the same name has been overwhelming. Maybe this just shows that an inspired move - and by all accounts a snap decision -somet
39、imes pays off against the odds, leaving the manufacturer laughing all the way to the bank. 15 What led to a change in attitudes to brands? （ A） the influence of consumers on each other （ B） the personal circumstances of consumers （ C） more sophisticated marketing （ D） greater choice of products 16 A
40、ccording to the writer, an attribute of the third age of branding is that （ A） competing products may serve their purpose equally well. （ B） the range of products available is too large for all to survive. （ C） consumers are becoming confused about the products available. （ D） price has become a key
41、 factor in consumers choice of products. 17 The writer mentions manufacturers of breakfast cereals to illustrate how （ A） competition can have an impact on a product. （ B） a brand can lose its popularity despite a strong market for the product. （ C） advertising can affect sales of a product. （ D） ch
42、anges in the popularity of products can cause difficulties. 18 The writer refers to railways to show that brands like this （ A） do not recognise the value of stretching. （ B） suffer from having an unattractive image. （ C） are unlikely to lend themselves to stretching. （ D） are notoriously difficult
43、to advertise. 19 The writer argues that the stretch from sports shoes into consumer electronics is likely to be successful because （ A） existing customers have demanded the new products. （ B） they will be sold in the same outlets. （ C） the new lines will expand the manufacturers market. （ D） there i
44、s a connection in the way that the goods can be used. 20 The writer argues that the stretch from soft drinks into clothing （ A） was a gamble which succeeded. （ B） built on the popularity of certain types of clothing. （ C） showed the value of careful planning. （ D） created production problems for the
45、 manufacturer. 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 Answe
46、r 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 to change jobs several times as they search for better opportunities. In the United Sta
47、tes, most organizations experience(21)_, costly employee(22)_as employees leave for one reason or another. Turnover occurs because of promotions, transfers, and separations.A promotion is an advancement, or(23)_movement within an organization to a position with increased authority, responsibility, a
48、nd salary. In some companies, (24)_ the length of time a person has been with the company is the key issue in determining who should be promoted.A transfer is a horizontal move from one job to another within a company. Transfers allow workers to obtain new skills or to find a new(25)_within an organ
49、ization when their old position has been(26)_because of automation, decreased sales, or some other factors.A separation is the departure of the employee from the organization. Separations occur because of resignation, layoff, and retirement. Resignation is giving up ones job(27)_. A layoff is(28)_of employment due to slow business conditions, the elimination of specific jobs, or the closing of work facilities. Retirement i
