1、BEC商务英语（高级）阅读模拟试卷 91及答案与解析 一、 PART ONE 0 Look at the statements below and at the five summaries of articles about strategic change from a journal on the opposite page. 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 Ans
2、wer Sheet. You will need to use some of these letters more than once. A Those serving in industry today have two options: they can surrender the future to revolutionary companies or they can revolutionise the way their companies create strategy. In Revolution and Strategy, Gary Heath argues that any
3、 approach that does not challenge the status quo is not a strategy at all. In too many companies, the strategy-planning process is monopolised by senior managers, and what passes for strategy is sterile and uninspiring. To create truly revolutionary strategies, a strategy-making process must be dema
4、nding and inclusive; it must rid itself of tired, outdated perspectives and uncover the revolutionary ideas that are lying deep in an organisation. B Companies often attempt to implement a major change in strategy. Determined managers go forth with the plans, and they expect enthusiasm and commitmen
5、t from their subordinates. But instead, employees drag their feet and figure out ways to undermine the process. The change effort gets bogged down, and results fall short. In Why Resist Change? Paul Strong explains how corporate leaders can overcome employees concerns about change by revising the mu
6、tual obligations and commitments, both stated and implied, that exist between them. The author presents two case studies of his ideas in action. C Business units often take charge of formulating strategy in todays environment, but they can easily get lost in a thicket of weeds - too many customers,
7、products and services. In Strategic Business Unit Renewal, John White provides a method for business units to prune their gardens and regain perspective. His strategy-renewal process leads managers through the undergrowth of a business units complexity and compels them to ask whether all of the unit
8、s customers, products and services are truly strategically important, significant and profitable. Units that do not meet these criteria must cut back to allow a greater concentration on cultivating their most worthy projects. D Which came first, Harry J. Mindenberg wonders in Musings on Management S
9、trategy: our misguided ideas of what makes a good manager and a good organisation, or the programmes that claim to create them? A professor of management himself at McGill University in Canada and at INSEAD in France, Mindenberg takes on management fads, management education and the worship of manag
10、ement gurus - and offers some provocative alternatives. E The next time you are planning a major change effort, forget the huge meeting, the speeches relayed by satellite, the videos and special publications. J.K. and Sandra Parkin argue that Changing Frontline Employees requires giving up the image
11、 of the charismatic executive rousing the troops. Frontline employees may accept change, but they wont accept empty words delivered impersonally. If you need to convey a major strategic change, remember that frontline supervisors - not senior managers - are the people whom employees trust the most.
12、1 It proposes some views on management that the editors feel might be considered controversial by readers. 2 It explains who the communicators of initiatives within a company should be. 3 It makes reference to the fact that some people may try to hinder innovations. 4 It considers the need to stream
13、line commercial activities in order to have a clearer focus. 5 It criticises the control of policy-making by certain key personnel. 6 It questions the validity of certain accepted management-training approaches. 7 It includes practical, real-world examples of the ideas being put forward. 8 It stress
14、es that it is vital to exclude obsolete views when drawing up company policy. 二、 PART TWO 8 Read this text about business schools. Choose 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 o
15、nce. There is an example at the beginning(0). BUSINESS SCHOOLS HAVE THE EDGE Business schools are facing increasing competition from other providers of management training such as consultancies. The key to their future success as manager-trainers lies in the quality both of their research and of the
16、ir partnership with the business world. In the most general sense, being a good manager is a matter of being marginally better than and different from your competitors.(0)_H_These are the elements which make the difference between a successful and a less successful manager. This marginal edge may be
17、 based on talent, flair or natural leadership.(9)_And this is where business schools come into their own. The education of managers should include on-the-job training, workshops, conferences and training courses.(10)_ Traditionally, business schools have three major differentiating characteristics.
18、First, they offer a complete package ranging from basic to very sophisticated training. Next, they enable managers to benefit from the research they carry out.(11)_ In contrast to other providers of management education, business schools often offer a complete portfolio of educational programmes. MB
19、A programmes exist alongside general management programmes, as well as specialised programmes for experienced managers. For the business school, this has the advantage that teachers can use the information they get from one programme to cross-fertilise with their teaching on another. (12)_ This in t
20、urn offers substantial advantages to the companies concerned. It means that managers and executives at different levels of the organisation can be confronted with the same concepts, expressed in the same language. In this way, a close partnership with a business school enables a company to create so
21、me coherence between the education and the development of its different management levels. People in the company will communicate more effectively because they use the same terminology. (13)_In short, thanks to contact with the business school, more people within the same company will be embracing s
22、imilar ideas. Obviously, the value of these concepts to the company increases if they are state-of-the-art concepts.(14)_Only then can the company genuinely improve its management practice and competitive performance. Working with a business school is for many companies a privileged method of access
23、ing the latest management thinking, before it is published in trade journals or popular books. A Different departments will be able to discuss internal issues with a considerable amount of mutual understanding. B Yet good management is also essential to the competitive performance of companies. C An
24、d no less important, they are able to preserve an independent outlook towards the world of business. D However, acquired knowledge of management can also provide this decisive advantage. E For them in fact to be so, a business schools teaching must be supported by first-class research. F Thus insigh
25、ts gained from top executives might impact positively on what they cover in a graduate programme. G Business schools have a special role to fulfil in the delivery of this portfolio. H He or she needs to be a little faster, able to spot opportunities earlier and react more quickly. 三、 PART THREE 14 R
26、ead the following article about James Linton, CEO of RoCom, and the questions on the opposite page. For each question(15-20), mark one letter(A, B, C or D)on your Answer Sheet. In the world of big business, James Linton is precocious in the extreme. Just two years into the job of reviving one of the
27、 most illustrious names in retail finance, RoCom, he has found himself a key player in one of the richest and certainly most audacious deals in the industry: PTLs takeover of RoCom. PTL is paying 25 a share for RoCom - approximately 40 per cent more than the market value of the shares - and its offe
28、r document boasted that PTL attaches great importance to key employees having appropriate, performance-related remuneration. Initially wary about the takeover, Linton has now negotiated a hands-off agreement with PTL, which confirms its intention to leave him very much to his own devices to continue
29、 building the business. All this and he will not turn 38 for another fortnight! Although Linton is credited with turning RoCom around, this is more a matter of work in progress than actual achievement. Yet he does seem to have instituted the biggest top-level shake-up in its near 70-year history, pr
30、omoted some big-hitters amongst key staff and transformed RoComs way of doing business. Linton has, however, warned that the takeover is by no means a guarantee of future success; indeed, deteriorating market conditions suggest that the way forward will be anything but smooth. Linton recently ventur
31、ed the hypothesis that being shareholder-owned had, in recent years, helped the business focus and argued that the sectors experience of rival takeovers was not encouraging. Indeed, the recently reported performance of rival organisations such as Maften Limited has not promoted the notion that big c
32、orporations are happy homes for experienced staff and managers such as Linton. It may have been his ideas about independence that made Linton address RoComs 900 staff on the day the takeover was announced, rather than doing high-profile media interviews on what was immediately seen as a fantastic de
33、al for shareholders. He is acutely aware of the need to nurture his staff if the business is to succeed, something which is not lost on them. This is not a management-school dictum. It is a genuine belief that every member of staff has contributed to the firm and enabled it to net 1.9 billion from P
34、TL. Other CEOs say he is arrogant, but this probably reflects the fact that Linton may find talking to them difficult. He is also ferociously intelligent, and, while in others this could appear intimidating, in Linton it awakes further admiration amongst loyal employees. They clearly do not feel the
35、y have to grovel in front of this mastermind, and claim that although hes incredibly dedicated to his work, he has an affable manner. Linton boasts that staff turnover rates at RoCom have remained low for the industry, at about 12 per cent since he took over as CEO two years ago. People have a real
36、affection for RoCom, and that runs right through the office here. They all want us to be number one, he says. He is aware of the possibility that the collegiate ethos he has worked so hard to create, the meritocracy on which he thinks much of RoComs success depends, could be destroyed if PTL is too
37、heavy-handed. He will need all his skills to keep RoCom on course, particularly when attention has immediately focused on the possibility that Susan Marshall, its respected investment chief, might be the first casualty of the takeover. Whatever the future holds for RoCom, we are certain to go on hea
38、ring a lot more of James Linton. 15 What is PTL doing, according to the second paragraph? （ A） allowing Linton to run RoCom in the way he wishes to （ B） purchasing almost half of the RoCom shares on offer （ C） giving all RoCom staff regular bonuses to promote motivation （ D） drawing up new employmen
39、t contracts for RoCom employees 16 What do we learn about Lintons work at RoCom in the third paragraph? （ A） He has achieved more than anyone in RoComs history. （ B） He has widened the range of RoComs business activities. （ C） He has taken on a number of new employees. （ D） He has made changes to se
40、nior management. 17 What does Linton say about RoCom in the fourth paragraph? （ A） The company is likely to face difficult times. （ B） The company has lost a number of experienced staff. （ C） The company is expecting to report encouraging results shortly. （ D） The company needs to change its focus t
41、o remain competitive. 18 Which of the following is said about Lintons management style? （ A） He involves others in the decision-making process. （ B） His staff find him approachable. （ C） He expects his staff to work as hard as he does. （ D） His style differs from that of other CEOs. 19 How does Lint
42、on feel about the takeover, according to the sixth paragraph? （ A） pleased that staff turnover finally started to fall two years ago （ B） afraid that he will lose his job to Susan Marshall （ C） worried that the company culture might change （ D） happy that employees have been so supportive of his wor
43、k 20 Which of the following would be the best title for the article? （ A） The Linton way of getting the best from staff （ B） A thin line between success and failure for James Linton （ C） James Linton-a man who will go far （ D） How a good idea went wrong for James Linton 四、 PART FOUR 20 Read the arti
44、cle below about customer relationship management.Choose the correct word or phrase to fill each gap from 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.There is an example at the beginning(0). Customer Relationship ManagementIn todays fa
45、st-moving market, it is a simple(0)_that products are constantly being replaced by something new. For companies large and small, the most important real(21)_ with measurable, long-term value is loyal, one-to-one customer relationships. However, despite their importance, they do not(22)_ on any compa
46、nys balance sheet. If a company lost 10% of its inventory to theft, it would react swiftly, but if the company loses 10% of its customers, this may not be(23)_In this age of product(24)_ , in which the market fails to perceive any profound difference between products or companies, effective manageme
47、nt of customer relationships is critical in achieving a competitive(25)_ Delivering quality service and achieving high customer satisfaction have been closely(26)_ to profits, and consequently the(27)_ all companies are trying to make is to provide more internal and external customer relationship fo
48、cus. By(28)_ available information technology, leading companies have already shortened process and response times, increasing customer satisfaction.But companies must make a profit to survive, so telling a chief executive to focus more on customers, through the use of expensive information technolo
49、gy, may fall on deaf ears unless it can be demonstrated that such investments will be(29)_in terms of revenue, market share and profits. Certain companies are responding to this new customer focus by completely(30)_ their traditional financial-only measurements of corporate performance, and seeking new ways of measuring customers perceptions and expectations.（ A） worth （ B） value （ C） asset （ D） property （ A） turn out （ B） make up （ C） write out （ D） show up （ A） detected （ B） re
