1、BEC商务英语（高级）阅读模拟试卷 57及答案与解析 一、 PART ONE 0 A Globalisation is an umbrella term for a complex series of economic, social, technological, cultural and political changes seen as increasing interdependence, integration and interaction between people and companies in disparate locations. As a term, “global
2、isation“ has been used as early as 1944 but economists began applying it around 1982. Theodore Levitt is usually credited with its coining through the article he wrote in 1983 for the Harvard Business Review entitled “Globalisation of Markets“. The more encompassing phenomenon has been perceived in
3、the context of sociological study on a worldwide scale. B Inflation risk is whether a rate of return or an investment keeps up with the rate of inflation. For example, if there is 4 percent inflation over the year, you must have 4 percent more money at the end of the year than at the beginning of th
4、e year to buy the same amount of goods and services. That means your stock need to go up in value more than 4 percent to earn a return on your investment. Stocks have generally done very well in this category. C A Low-Carbon Economy (LCE) is an economy which has a minimal output of greenhouse gas (G
5、HG) emissions into the biosphere, but specifically refers to the greenhouse gas carbon dioxide. Recently, most of scientific and public opinion has come to the conclusion that there is such an accumulation of CHGs (especially CO2) in the atmosphere due to anthropogenic causes, that the climate is ch
6、anging. The over-concentrations of these gases is producing global warming that affects long-term climate, with negative impacts on humanity in the foreseeable future. Globally implemented LCEs therefore, are proposed as a means to avoid catastrophic climate change, and as a precursor to the more ad
7、vanced, zero-carbon society and renewable-energy economy. D A web search engine, which is commonly named as “a search engine“, is designed to search for information on the World Wide Web. The search results are usually presented in a list of results and are commonly called hits. The information may
8、consist of web pages, images, information and other types of files. Some search engines also mine data available in databases or open directories. Unlike Web directories, which are maintained by human editors, search engines operate algorithmically or are a mixture of algorithmic and human input. E
9、Cultural tourism (also called culture tourism or cultural heritage tourism) is the subset of tourism concerned with a country or regions culture, specifically the lifestyle of the people in those geographical areas, the history of those peoples, their art, architecture, religion, and other elements
10、that help shape their way of life. Cultural tourism includes tourism in urban areas, particularly historic or large cities and their cultural facilities such as museums and theatres. It can also include tourism in rural areas showcasing the traditions of indigenous cultural communities (i. e. festiv
11、als, rituals), and their values and lifestyle. 1 This term is sometimes used to describe the pursuit of free market policies in the world economy. 2 This term reflects a stocks sensibility to unexpected changes in the inflation rate. 3 This term is also referred to as Low-Fossil-Fuel Economy which i
12、s proposed to cope with climate change. 4 This term was first used in economic field 38 years later than it had been first presented. 5 This term refers to a tool used for searching on the Internet. 6 This term has been presented to describe a popular form of entertainment for the global public. 7 T
13、his term has been presented with the purpose of protecting the global environment. 8 This term has been used in a limited sphere, and people who dont use or have never used the Internet dont benefit from it. 二、 PART TWO 8 The Globe Is IBMs Classroom When 10 IBM management trainees piled into a minib
14、us in the Philippines for a weekend tour last October, the last thing they expected was to wind up local heroes Yet thats what happened in the tiny village of Carmen. After passing a water well project, they learned the effort had stalled because of engineering mistakes and a lack of money (9) They
15、organized a meeting of the key people involved in the project and volunteered to pay $250 out of their own pockets for additional building materials. Two weeks later the well was completed. Locals would no longer have to walk four miles for drinkable water. And the trainees learned a lesson in colla
16、borative problemsolving. “You motivate people to take the extra step, you created a shared vision, you divide the labor, and the impact can be big“, says Erwin van Overbeek, 40, who runs environmental sustainability projects for IBM clients. While saving a village well wasnt part of the group agenda
17、 for that trip, its the kind of experience the architects of IBMs Corporate Service Corps had in mind when they launched the initiative last year. Modeled on the U. S. Peace Corps, the program aims to turn IBM employees into global citizens (10) Those people were then trained and dispatched to emerg
18、ing markets for a month in groups of 8 to 10 to help solve economic and social problems. The goal, says IBMs human resources chief, is to help future leaders “understand how the world works, show them how to network, and show them how to work collaboratively with people who are far away.“ Like most
19、corporations, IBM trains managers in classrooms, so this represents a dramatic departure. while other companies encourage employees to volunteer for social service, IBM is the first to use such programs for management training, says Rosabeth Moss Kanter, a professor at Harvard Business School. “This
20、 is a big innovation. This kind of active service is a good way to train managers.“ (11) This year some 500 people will participate, and the list of countries will expand from five to nine, including Brazil, India, Malaysia, and South Africa. The teams spend three months before going overseas readin
21、g about their host countries, studying the problems theyre assigned to work on, and getting to know their teammates via teleconferences and social networking Websites. On location, they work with local governments, universities, and business groups (12) Participating in the program is not without it
22、s risks. Charlie Ung, a new-media producer from IBM Canada, got malaria while working in Ghana and spent a week in the hospital (13) IBM planners deliberately choose out-of-the-way places and bunk the teams in guest houses that lack such amenities as Western food and CNN. “We want them to have a tra
23、nsformative experience, so theyre shaken up and walk away feeling theyre better equipped to confront the 21st century. “says Kevin Thompson, the IBMer who conceived of the CSC program and now manages it. IBM concedes that one month overseas is a short stint, but it believes participants can pick up
24、valuable lessons. Debbie Maconnel, a 45-year-old IT project manager in Lexington, Ky., says the trip prompted her to change her management style (14) She used to give assignments to the overseas employees and then leave them on their own. Now she spends more time trying to build a global team. A The
25、 program is growing rapidly. B It has set up a Peace Corps-like program that aims to turn top management prospects into global players. C The IBMers decided to do something about it. D It was coordinated with activities of 13 people in the U. S. and 12 in India, Mexico, and China. E Anything there w
26、ould be done from upgrading technology for a government agency to improving public water quality. F Other participants report encounters with wild dogs in Romania. G Last year, IBM selected 300 top management prospects out of 5400 applicants. H Yet thats what happened in the tiny village of Carmen.
27、三、 PART THREE 14 Starbucks Because of rapid globalisation over recent years, the competition around the world becomes more intense, especially for the service industry with the similar products. The most critical point for business to succeed is not only the quality of products they supply, but also
28、 the atmosphere of cooperating and the amount from yield of teamwork in retail sales. The employees who always deal with customers and can realise what customers really need are first-line staff. Therefore, it turns to be essential for companies to motivate, reward and train their employees to be th
29、e best quality personnel. Starbucks began by three friends, Jerry Baldwin, Zev Siegl, and Gordon Bowker, who knew each other in the University of Seattle. In 1971, the first name of their store is “Starbucks Coffee, Tea and Spice“ in Seattle, Washingtons Pike Place Market. Starbucks Corpotation, the
30、 most famous chain of retail coffee shops in the world, mainly benefits from roasting， selling special coffee beans and various kinds of coffee or tea drinks. It owns about 4,000 branches in the whole world. Moreover, it has been one of the most rapidly growing corporations in America as well. The r
31、easons why Starbucks is worldwide popular are not only the quality of coffee, but also its customer service and cozy environment. Starbucks established comfortable surroundings for people to socialise with a fair price, which attracts consumers of various ages to get into the stores. Besides, it is
32、also noted for its satisfaction of employees. Starbucks is one of the optimal business models for cooperation and teamwork. Teamwork can not only construct a small social structure in orgunisation for employees to socialise, but also is a composite of various kinds of members who are equipped with d
33、ifferent background of skill and knowledge on account of the mission. Each member plays an important role in the teamwork; therefore, everyone in that team can meet his need for getting acquainted with different colleagues and learn new skill from each other. Thus the definition of teamwork is a soc
34、ial system including more than three people in an organisation or context. These members identify others as one member of the team and they have the same goal. The managers in Starbucks treat each workpeople equally and an of the staff are called partners, even the supervisors of each branch are so
35、called as well. In order to narrow the gap between managers and employees, they also co-work with the basic level staff in the front line. Due to this, they can maintain a good management system and create a much closer and more familiar atmosphere than other places, which makes not only employees e
36、njoy their job but also customers affected by their enthusiasm. Starbucks has a well-organised communication channel for employees. It places a great importance on labours. For example, managers plan the working hours per worker and arrange the schedule of time off, and meet their requirements accor
37、ding to their wants. There are interviews every week to see what employees need is. A special survey called “Partner View Survey“ is taken off approximately every two years. The managers can receive feedbacks through the event on which part should be improved or what issue should be paid more attent
38、ion to. The partners have the right to figure out what is the best policy for them, and the directors show a respect for each suggestion. Starbucks even wants every employee to join in making and developing plans, then achieving their goals all together. As a result, the policies and principles are
39、communicated between all staff, and there is no limitation in employees personal opinions. For this reason, business could improve, even innovate their strategies by different ideas. 15 The employees who can understand what customers really need are （ A） managers. （ B） important staff. （ C） supervis
40、ors. （ D） best quality personnel. 16 Which of the following is not true according to the second paragraph? （ A） Starbucks mainly benefits from roasting, selling coffee beans and coffee or tea drinks. （ B） Starbucks is worldwide popular due to the price of coffee. （ C） Starbucks is famous for its sat
41、isfaction of employees. （ D） Starbucks is worldwide popular due to comfortable surroundings. 17 According to the third paragraph, we can deduce Starbucks attach great importance to （ A） individual effort. （ B） individual ability. （ C） teamwork. （ D） serious atmosphere. 18 In order to narrow the gap
42、between managers and employees, they also co-work with the basic level staffs in the front line, which can maintain （ A） a good management system and create a more intimate and familiar atmosphere. （ B） a good management system and create a leisurely atmosphere. （ C） a loose management system and cr
43、eate a much closer and more familiar atmosphere. （ D） a loose management system and create a more relaxing atmosphere. 19 What is the purpose of “Partner View Survey“ ? （ A） Through “Partner View Survey“ managers can receive feedbacks to improve their work. （ B） Through “Partner View Survey“ manager
44、s can plan the working hours per worker. （ C） Through “Partner View Survey“ managers can arrange the schedule of time off. （ D） Through “Partner View Survey“ managers can meet the requirements of employees 20 Why could Starbucks improve its business according to the last paragraph? （ A） Because the
45、partners can figure out their best policies. and the directors respect their suggestions. （ B） Because Starbucks closes its ears to partners suggestions. （ C） Because Starbucks allows every employee to make and develop plans. （ D） Because Starbucks has a well-organised communication channel for empl
46、oyees. 四、 PART FOUR 20 Intercultural Team Building Today the need to go global and to cut outgoings is demanding that companies combine protecting international interests whilst keeping down staff (21) The solution in most cases has been the forming of intercultural teams. Undoubtedly, the intercult
47、ural dimension of todays teams brings about new challenges. Successful team building not only (22) the traditional needs to harmonise personalities but also languages, cultures, ways of thinking, behaviours and motivations. The key to successful intercultural team building lies (23) intercultural tr
48、aining. It is one method of helping to blend a team together. Through analysis of the cultures involved in a team, their particular approaches to communication and business and how the team interacts, intercultural team builders are able to find, suggest and use common ground to (24) team members in
49、 building harmonious relationships. It helps a team to realise their differences and (25) in areas such as status, hierarchy, decision making, conflict resolution, showing emotion and relationship building in order to create mutually agreed upon structures of communication and interaction. From this (26) teams are then tutored how to recognise future communication difficulties and their cultural roots, empowering the team to become more self-reliant. The end result is a more cohesive and productive team. In conclusio
