1、BEC商务英语（高级）阅读模拟试卷 4及答案与解析 一、 PART ONE 0 How to approach Reading Test Part One In this part of the Reading Test you match eight statements with five short texts. First read each short text and then read the sentences to see which ones refer to the text. Make sure you read each text for overall meanin
2、g. Do not choose an answer just because you can see the same words in the text, Look at the statements below and at the five extracts from a text about corporate ownership of planes on the opposite page. Which extract (A, B, C, D or E) does each statement 1 - 8 refer to? For each sentence 1 - 8, mar
3、k one letter (A, B, C, D or E) on your Answer Sheet. You will need to use some of these letters more than once. A Regular European business travellers view travelling on commercial airlines as inefficient and inconvenient Mostly it is not the airlines fault but the infrastructure they have to work w
4、ith. Private aircraft are being bought primarily not to save money on tickets but to save time. Scheduled flights in Europe cover only 10 per cent of the destinations available. Delays, more likely than not in European travel these days, waste precious time. The number of hours top executives with h
5、uge salaries waste has a direct impact on cost-effectiveness. B The gradual completion of Europes single market means that more and more executives are crisscrossing Europe looking for business. With European domestic air fares extremely high, a corporate jet looks more attractive for executives fly
6、ing three or four times a month. Even some of Europes smaller companies are investigating it. However, the larger European airports operate priority regulations which govern slot allocation for take-off and create delays; airlines have first priority, chartered flights come second, air taxis third a
7、nd business jets are fourth on the list. Smaller airports pose problems of access and a risk of inadequate ground handling. C Most businesses will not discuss their corporate aircraft or even reveal whether the already high-earning chief executive has an aircraft, for fear of shareholder reaction. T
8、here is still some stigma attached to ownership of a business jet. With new planes costing anything from $5 million upwards plus extra comforts in the interior, many companies feel they cant justify the expense to shareholders and employees. For some European managers a private jet is seen as an una
9、cceptable perk indicating serious problems in a companys management. D The market for private aircraft divides into two sectors: the no-expense-spared rich mans plaything - the popular image - and the serious business tool owned by corporations. Manufacturers deliver the former as what is called a g
10、reen aircraft - a plane that is unfinished except for a green corrosive-resistant paint which covers the bare metal. Owners personalise the plane with telephones, dining areas and even cinemas. The latter sector is very different and planes are normally bought with straightforward seating. E Fractio
11、nal ownership of aircraft has opened up the market, as the low acquisition costs and predictable monthly fees are more palatable to shareholders, and to first-time buyers. Some of the biggest names in the business jet industry have launched their own fractional ownership schemes. Several smaller com
12、panies are also getting in on the act and are trying to beat the larger companies down the runway by offering cheaper prices. Yet critics claim that fractional ownership is untested and faces the customer with a wide range of liabilities. 1 The expense of plane ownership is seen as unacceptable by l
13、arge numbers of people. 2 Increased business travel is leading to greater interest in plane ownership, 3 Company-owned planes are less luxurious than might be expected, 4 Rules concerning flights may slow down privately owned travel. 5 The justification for plane ownership is related to senior manag
14、ement pay levels, 6 Plane ownership may be taken as a sign of a business being poorly run. 7 Competition is increasing among businesses which sell planes. 8 Plane ownership enables more rapid access to many places. 二、 PART TWO 8 How to approach Reading Test Part Two In this part of the Reading Test
15、you read a text with gaps in it, and 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. Re
16、ad the text on the opposite page from 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 corpora
17、te culture Finding the right cultural 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
18、importance of taking the time to fine 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
19、 solely on your intuition, as you might 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,
20、 in the interview, ask to see the companys 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 achie
21、ves its mission statement. Ask to see 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 decentral
22、ised structure. The degree to which an 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
23、long term. Staff are your best source 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 c
24、ulture that will suit you from the outset. 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 q
25、uite different. C By doing this you can 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 st
26、ifled. G Then in the interview you can 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 article about
27、negotiating and the questions on the opposite page. For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. The ability to negotiate successfully, to reach agreements with other people or parties, is a key skill in any business. This negotiation could
28、be with a buyer or seller and it almost always involves an element of compromise. But, when entering negotiations, you should always keep in mind that it is almost impossible to negotiate and make agreements successfully if you think you cant afford to lose or walk away from what is on offer. This w
29、ill result in your avoiding asking for anything more than what you think the other side will give without a dispute. You become a passive observer, with the other side dictating the terms. In most negotiations one side has more to offer than the other and proper planning can help minimise the effect
30、s of this imbalance. Decide on set limits for what you can offer before negotiations begin. There are always advantages you can offer the other side, and you clearly have benefits they want or need or they would not be negotiating with you. In fact, the buyer or seller often wants you more than you
31、think, so it is to your advantage to try and see things from their point of view. The better you know their real needs or wants - not just the ones they have told you - the more successful you will be, and the less likely you are to fall into the trap of giving them more than you really need to. But
32、 it is also true that a concession they really need or will value from you wont cost you as much as it benefits them, and yet may still leave you with everything you want. If you know the other side must reach agreement on a deal by a certain date for financial reasons, your willingness to comply wi
33、th that date could be worth a great deal of money to them, without costing you much, if anything at all. It is up to you to find out what the other side really needs. Untrained negotiators often allow their feelings to become too involved and they may take each rejection of a proposal as personal re
34、jection. So they become angry with the other person, or blame them for failing to reach an agreement. While it is important to be yourself and, on occasion, not be afraid to express how you honestly feel, it is important to judge carefully when to do this. It is particularly important to maintain a
35、polite and friendly personal relationship when you are facing a difficult negotiation, but keeping negative personal feelings out of negotiation doesnt mean hiding your personality. Think carefully about your negotiation schedule. Take breaks, particularly during times when you cannot agree over a p
36、articular point. But if you have to continue the negotiation on another day, make it soon, and keep the momentum of the negotiations. As long as you are still talking and meeting, you build rapport with the other party; learn more about what they need and ensure that your company is the one most lik
37、ely to make the deal. This may require both patience and perseverance - but patience pays! To win a negotiation then, means that neither side should feel that they have lost. You should know what you can offer the other side and know exactly what they want. If you have done everything you can and th
38、e deal remains outside the limits you have defined for yourself beforehand, then walk away from it. Either way, youre a winner! 15 What does the writer advise us to remember when we start negotiations? （ A） You should not ask for too much. （ B） You shouldnt feel you have to accept the proposed deal.
39、 （ C） It is better not to be too aggressive in negotiations. （ D） You should have many different offers ready. 16 Why does the writer suggest that you put yourself in the other sides position? （ A） because they may have lied about what they want （ B） in order to avoid being trapped into making a dea
40、l you cannot change （ C） because it is likely that they have more to offer than you do （ D） in order to be able to see your real value to them 17 The writer says that one advantage of making a concession to the other side is that （ A） you will be able to get something from them in return. （ B） it wi
41、ll please them without any inconvenience to you. （ C） the other party will be more willing to meet deadlines. （ D） you will make more money on the deal. 18 The writer feels that expressing personal feelings （ A） is especially beneficial when negotiations are going badly. （ B） may result in bad decis
42、ions being made. （ C） often leads to anger during negotiations. （ D） may be positive at certain times. 19 What advice does the writer give concerning the negotiating schedule? （ A） Use breaks to discover more about the other partys needs. （ B） If serious disagreement occurs, postpone the meeting unt
43、il another day. （ C） Dont lose the rhythm of the discussions. （ D） Continue the meeting until you reach an agreement. 20 What important piece of general advice is given in the article as a whole? （ A） Find out about the personalities of the people you will be negotiating with. （ B） When negotiating,
44、 be prepared to offer more than you originally planned. （ C） You shouldnt worry if negotiations break down. （ D） Do not allow your personality to intrude on negotiations. 四、 PART FOUR 20 Read the article below about the importance of communication in business. Choose the best word to fill each gap f
45、rom A, B, C or D on the opposite page. For each question 21-30, mark one letter (A, B, C or D) on your Answer Sheet. Business communication One of the most important features in any business is communication. Good communications are required at all stages of the business process. Businesses employ,
46、and are owned and run by, various groups of people. Workers, directors and shareholders are three important groups closely (21) with a business. Other influential groups include customers, suppliers and the government. Communication (22) between these groups and the individuals who make up the group
47、s. Within (23) companies internal communications occur at, and between the various levels. Directors communicate with one another concerning the companys overall strategy. They (24) managers of their plans, and the managers then communicate with the other employees (25) are conducted concerning pay
48、and working conditions. Managers communicate decisions and orders and try to (26) morale and motivation through good communication. Employees (27) communicate with each other, for example over production and wages. External communication occurs when a companys directors or employees communicate with
49、 those individuals and groups who (28) with the company. Shareholders receive copies of the companys annual accounts, together with the (29) of the Chairman and Directors. Government departments require statistical and financial information from the company. An advertising agency is (30) about the companys advertising policies. Customers need to know if goods have not been despatched and suppliers contacted if their goods have not been delivered. Reliable and effective communication is one of the key elements which
