1、BEC商务英语（高级）阅读模拟试卷 46及答案与解析 一、 PART ONE 0 Look at the statements below and the five extracts from an article about “Dilution“ of control inward and outward. 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 Sheet
2、. You will need to use some of these letters more than once. A One dimension of loss of control in management might be labeled “inward“, toward computers, via artificial intelligence and greater sophistication in general. In this ever more pervasive environment, control flows not toward subordinates
3、 or teams, but toward electronics. Circuits, memory, and software seem to replace what is in a managers head. One specific example might be the confrontations between man and electronics in chess matches. Granted, winning at chess does not have to mean that “the machines are taking over“ any more th
4、an cloning a sheep automatically presages doing so with people. Nevertheless, these events should provoke serious thought. In 1997, an IBM computer called “Deep Blue“ was pitted against world champion Gary Kasparov and beat him in a majority of matches, although earlier in the year the reverse was t
5、rue. Nagging questions arise Can the creation surpass the creator? Are humans kidding themselves by thinking they will always be “smarter than the machine“? B Management, of course, represents only one part of society, but such questions are relevant here too. Programmed decision-making is likely to
6、 broaden； inevitably, some would say. One reason is, simply, “What can be done will be done.“ Another is that this is essentially applying technology to what management has always been advised to do: set policies. Once made, “generic“ decisions can be efficient time-savers. One “maxi-decision“ can r
7、eplace repetitive, similar “mini-decisions“. However, both people and situations are infinitely variable. Is it possible to anticipate everything, even with sophisticated software deploying gigabytes of memory and the ability to “learn“ by past mistakes? It will not happen overnight, but the potenti
8、al clearly exists. C In addition to a threatened loss of control inward, other threats have also developed, all oriented “outward“. One example is outsourcing in general, and using temporary employment agencies in particular. By trying to reduce costs, companies have discovered that letting speciali
9、zing firms perform certain work can increase efficiency. Often they can remove a substantial work burden and save money at the same time, such as with the initial screening of job applicants. Regardless of advantages, however, if such efforts are not done well and monitored closely, they risk entrop
10、y and decrease management control. D Temporary employment, or “temp“ agencies can involve similar advantages and risks. Because people employed this way are often paid less, have less generous benefits, and are less likely to have union membership security, their services can be obtained at substant
11、ial cost savings to employers. One risk here is displaced loyalty. Because control follows the dollar, and because temp workers are paid directly by the temp agency, problems can be encountered. Even among permanent workers, employee loyalty is said to be weaker today than earlier. Though not inevit
12、able, a danger exists because a more tenuous relationship is present when a firm employs people only temporarily. Less loyalty, with all the inherent implications, can again mean less management control. E Telecommuting has become another potential challenge to management control. Work formerly done
13、 at the office is now done at home, on the road, at satellite offices or at dedicated neighborhood facilities typically shared by employees of several firms. Working at home can have many advantages. However, a disadvantage not yet fully appreciated is how remote control of employees working at wide
14、ly scattered locations is likely to affect managing. “Remote“ can be interpreted as outward migration of the essential control function. “Outward“ in turn, can easily translate into “less“ or at least “more difficult“. Supervision at a distance, even with instant communication, can require more skil
15、ls than when employees are physically observable. 1 The advice people get from applying technology to management is to set policies. 2 Besides loss control inward, there is a threat to management outward. 3 It is likely that telecommuting threatens the management control in some companies. 4 Many pe
16、ople worry about some electronic creations made by human can surpass human creators. 5 Temp workers in companies are paid less and given less benefit than permanent employees. 6 Supervising employees by remote control requires more skills than when employees are within physical reach. 7 Loyalty is o
17、ne of the problems that confront many companies nowadays. 8 It is efficient to employ specializing companies to conduct some specific work. 二、 PART TWO 8 Read this text taken from an article about wholesaler marketing decisions. Choose the best sentence to fill each of the gaps. For each gap 9-14, m
18、ark one letter (A-H) on your Answer Sheet. Do not use any letter more than once. Wholesaler Marketing Decisions Wholesalers, like retailers, must make decisions on their target market, product assortment, pricing, promotion and place. Many wholesalers make the mistake of serving too many customers.
19、They need to define their target market. H On the other hand, they need to discourage the customers who are not profitable enough by requiring larger orders or adding surcharges to smaller ones. The wholesalers product is his assortment. Unfortunately, many of them carry too wide a range of goods. (
20、9) . They need to identify the more profitable lines and vary inventory levels accordingly. Wholesalers usually mark up the cost of goods by about 20 percent to cover their expenses. This often leaves a margin of about 3 percent profit. (10) . They are cutting margins on some lines in order to win n
21、ew customers, and on other lines they are asking for special prices when they can increase the suppliers sales. (11) . Their use of trade advertising, sales promotion, publicity and personal selling is largely haphazard. (12) . They certainly need to develop an overall promotion strategy. Finally, w
22、holesalers typically locate in Iow- rent, low-tax areas and put very little money into their physical setting and offices. In many cases they dont invest enough in material- handling and order-processing systems. (13) . Progressive wholesales have already moved over to the automated warehouse where
23、orders are fed into a computer, items are picked up by mechanical devices and conveyed on a belt to the dispatch area for packing. (14) . A They should not carry too many lines or too much stock. B Many wholesalers are now using computers to carry out accounting, billing, inventory control and forec
24、asting. C They need to adopt some of the image-making techniques used by retailers. D Most wholesalers are not promotion-minded enough. E They need to adopt some methods used by sellers. F Wholesalers are beginning to experiment with new approaches to prices. G To meet rising costs, they need to stu
25、dy the advantages of automated handling procedures. H They need to identify the more profitable customers and design stronger offers and build relationships with them. 三、 PART THREE 14 Read the following extract from an article about human resource, and the questions followed. For each question 15 2
26、0, 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 organizations have implemented changes that seek to improve the
27、ir 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 stress are closely related. Because of the feelings of uncertai
28、nty, 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 stress is actually good. When stress is at its optimal lev
29、el, 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 experiencing high levels of anxiety or depression, low job motivati
30、on, 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, lower productivity, lower job satisfaction, and low morale.
31、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 see change as a threat, feeling distressed and fearful of
32、 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 improvement. What accounts for the differences in experie
33、ncing 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 organizational change and stress. However, the research is often fo
34、cusing 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 explains why coping with organizational change and stress
35、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 o looking at organizational factors, this study also examines individual facto
36、rs 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 closely related? （ A） Change can be the motivation of stre
37、ss 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 cause of stress and when change occurs, employees often experi
38、ence 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 achieve peak performances in activities and tasks. （ B） As, if w
39、ithout 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 helps the organizations to identify qualified employees. 17 Acc
40、ording 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 interest to reduce the amount of distress coming from the
41、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 eliminates the origins of the stress. 18 What does the write
42、r 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 stress. （ C） Organizations can create a supportive environm
43、ent 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 stressed or burned out. 19 From the last paragraph, in summary, w
44、hat 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 maximizing an individuals potential to work productively a
45、nd 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 are in their top form performing for the organization. （ B）
46、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 active role in the implementation of change. 四、 PART FOUR 20
47、Read the article below about improvements. 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. Are Improvements Worth Paying for? As goods and services improved, people were persuaded to spend their mon
48、ey in changing from old to new, and found the change worth the expense. When an airline equipped itself with jets, for example, its costs and therefore airfares would go up , but the new planes meant such an improvement that the higher cost was justified. A new car or wireless washing machine, elect
49、ric kettle made life so much more comfortable than the old one that the high cost of replacement was amply (21) . Manufacturers still cry their wares as persuasively as (22) but are the improvements really worth paying for? In many fields things have now reached such a high standard of performance that (23) progress is very limited and very, very expensive. Airlines, for example, go to enormous expense (24) buying the latest prestige jets, in which vast research costs have been (25) on relatively small improvements. If we scrape these vast costs we might lose t
