1、BEC商务英语（高级）阅读模拟试卷 92及答案与解析 一、 PART ONE 0 Look at the statements below and the five extracts from company reports on the opposite page. Which extract(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. You will need to use s
2、ome of these letters more than once. A COLEMANS As was widely reported, we closely examined the possibility of merging with a food-distribution business during the year. However, whilst the strategic rationale for combination was sound, it became clear that it would not be in our shareholders best i
3、nterests to proceed with the deal, with its risk of increasing debt. Instead, we intend to concentrate on our core activity. Nevertheless, the market within which we operate is fiercely competitive, and the advent of new entrants is creating market conditions in which continued earnings growth will
4、become increasingly challenging. B SHERIFF This is a momentous period for the pharmaceutical industry. Against the background of scientific and economic change, we are seeing inevitable further consolidation of what remains one of the most fragmented of the great global industries. Sheriff will not
5、shrink from participating in this process if circumstances necessitate such action in the interests of future success. However, today, the overwhelming preoccupation of your Board, executive management and staff is with the job at hand, which is to grow the business and deliver the promises we have
6、made in terms of turning around our losses of recent years. C BVL Profit before taxation was 20m, in comparison with the 32m achieved in the previous year. This disappointing result includes a provision of 26m on one project, due to costs exceeding the guaranteed maximum price quoted to the client.
7、One result is that the Construction Division has been set targets to increase the level of partnering and fee work. Turnover, already stagnant, may decline, but profits are expected to recover. In addition, improvements will be made to the control processes relating to tendering, and to the quality
8、of project management. D MARTINS Martins has developed a distinctive retail format based on convenient locations for the shopper. Last years merger of Martins and Hoyle has provided us with the opportunity to build on our leadership in this neighbourhood retail market. Building awareness of the Mart
9、ins brand continues, and its visibility and familiarity will grow as we convert Hoyle stores into Martins operations. In line with our vision, we aim to set the pace in developing new shopping services and channels such as home and office shopping. E TAYLORS Despite a downturn in consumer confidence
10、 during the period, we continued to experience positive like-for-like sales growth for the financial year, unlike many others in our peer group. Encroachment by our new openings on 38 of our established restaurants had a 3% negative effect on like-for-like sales, but this percentage is certain to be
11、 reduced. Since the year-end, our like-for-like sales trend continues to be positive. We have changed a net debt position of 11.2m this time last year to net cash of 1.7m this year. 1 Some of this companys outlets were affected by competition from its own new outlets. 2 This company expects the numb
12、er of companies in its sector to be reduced. 3 Not all of this companys competitors are increasing their turnover. 4 This company has had to allow for covering a loss made on a particular contract. 5 This company has paid off the money it owed. 6 It is likely that this company will make more money o
13、n reduced sales revenue. 7 Some of this companys outlets will be required to change their name. 8 This company has decided against going ahead with a plan. 二、 PART TWO 8 Read this text taken from the results of a survey on employees priorities at work in the UK. Choose the best sentence from the opp
14、osite 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 once. There is an example at the beginning(0). WHAT EMPLOYEES SAY THEY WANT Employees say one thing and do another, a recent UK-based report claims.(0)_H_ Addressing the
15、se problems is especially important when there are skills shortages, and companies are trying hard to retain the workers they have. According to the report, there is a consistent discrepancy between what really attracts staff and keeps them, and what they say are priorities. The report found that, a
16、lthough there are differences in preferences, depending on age, home country and gender, all age groups say they rate the work/life balance as an extremely important consideration for staying with their particular company.(9)_This is followed by job security and financial rewards. However, despite t
17、heir proclamations about wanting a work/life balance, it was established that this does not have a positive effect on retention for any subgroup. Similarly, people profess to identify more closely with a company which has a clear strategy for success, but in fact that does not result in improved ret
18、ention either.(10)_ Another finding was that it is the high-flyers in a company who are most likely to be ungrateful and leave. This is despite the fact that they are more likely to attract fast-track promotion, career development, training and financial rewards, which should be the glue to keep the
19、m loyal.(11)_ All this makes life difficult for managers. (12)_This is because they have to spend as much time creating an employment brand that attracts the best talent as they do in creating a consumer brand that builds customer loyalty. That is all the more important for major companies, who, inc
20、reasingly these days, are no longer viewed as the employer of choice by top graduates.(13)_This involves both corporate attitudes and individual encouragement. At corporate level, there is a need for a clear and convincing strategy for the business, and an innovative environment low in bureaucracy.
21、One level down from that, there should be tasks that interest and challenge employees, and sharpen their skills. At individual level, profit-related bonuses go down well.(14)_ Above all, companies should remember that since the requirements are different for the young, middle-aged and elderly, as we
22、ll as for men and women, the package has to be enticing to the right target age and gender. A Top executives find that they can no longer delegate personnel matters. B That is possibly because they are most likely to find other jobs. C What the report did conclude though, was that money, especially
23、performance-related pay, does increase commitment, as do share options and profit-sharing. D In addition, companies need to motivate key people with appropriate recognition and by giving them what they actually want, rather than just relying on an attractive basic salary, which can easily be matched
24、 by any other employer. E Moreover, when it comes to choosing a job, women rate it even more highly than men. F As a result, the report concludes that focusing on the top performers can be counterproductive because it can cause underdevelopment, underutilisation and demotivation of the rest of the w
25、orkforce. G The report reckons that in order to change this situation, a two-stage policy is required. H This will come as no surprise to anyone involved with market research, but it is causing problems for employers trying to recruit staff. 三、 PART THREE 14 Read the article below about management s
26、tyles and the questions on the opposite page. For each question(15-20), mark one letter(A, B, C or D)on your Answer Sheet. Generally, the culture of any firm can be described as principally action-orientated, people-orientated or system-orientated. That is to say, the behaviour that the managers exh
27、ibit tends to emphasise one of these three approaches to leadership and management. In successful firms where leadership is action-orientated, the culture is generally driven by one or a handful of managers who present a strong vision for the firm and lead by example. The emphasis is on getting thin
28、gs done, on driving for change. Such leaders constantly infuse energy throughout the firm and reinforce it through training that emphasises individual action, showing initiative, taking considered risks and stressing individual output and results. It is a dynamic culture that rests on individuals be
29、ing motivated to rise to the challenges of the business and being willing to take on responsibilities, often beyond what is considered their normal role. The downside is that the approach can be somewhat one-sided, overlooking the need for systems to handle routine matters, and taking for granted th
30、at people are all driven by a sense of challenge. It can result in the strong and quick riding roughshod over the more considered and thoughtful. When overdone, action-orientation becomes flare behaviour, insensitive to differences in situations and people. Successful people-orientated cultures deri
31、ve from leadership that trains people to be ready to take responsibility and then invests them with it. Such firms delegate responsibility down as far as possible. They are not the do it, check it, recheck it, double-check it and then check it again to be sure types of cultures. They empower trained
32、 people and trust them to build quality in. They ask people to make decisions and expect them to do so. If the decisions prove wrong, the experience is used as the basis for learning rather than for criticism or punishment. They emphasise commitment and mutual support, reinforced through training th
33、at focuses on how and when to delegate responsibility, on understanding and recognising that people are not all the same, learning how to get the best out of everyone. However, people-orientated cultures are not warm and cuddly. They respect people, support them and develop them - but they expect th
34、em to perform. If people fail to live up to expectations after proper training investment, appropriate steps are taken. The downside of people-orientated cultures occurs when responsibility is not appropriately delegated. Insufficient challenge for bright, trained people leads to poor performance. E
35、qually, giving people more than they can handle without properly preparing them, and without providing adequate support if they initially falter, leads to the same result. Successful system-orientated cultures focus on trying to deal systematically with recurring problems and situations. Basically,
36、they have their feet on the ground; in most organisations, 80% of what is done is routine, and the system-orientated firm knows this. So its procedures handle the routine, leaving managers to use their energy on that 20% of the work that needs their expertise. The essence of a successful system-orie
37、ntated culture is its ability and willingness to constantly question its systems. Such organisations tend to have strong corporate cultures, and people have to buy into them before being given the right to question and criticise. But given that, every process is up for evaluation and improvement. Th
38、e rule book really matters, but it is not cast in stone. Away from the rule book, initiative is a key characteristic, but it is initiative in a strong team environment. People consult where possible and take individual decisions only when it is not. 15 According to the text, a company that has an ac
39、tion-orientated approach to management is likely to （ A） accept that some initiatives will be more successful than others. （ B） view staff in terms of their personal achievements. （ C） emphasise the importance of staff input into strategy. （ D） expect staff to work extra hours without remuneration.
40、16 Which of the following does the writer consider a disadvantage of action-orientated management? （ A） It attracts people who are unreliable. （ B） It focuses too heavily on controversial issues. （ C） It gives out the wrong kind of message to new recruits. （ D） It makes a questionable assumption abo
41、ut human behaviour. 17 Unlike action-orientated companies, those who favour people-orientated management （ A） keep a watchful eye on what their employees do. （ B） are unwilling to tolerate errors of judgement. （ C） are sensitive to individual differences. （ D） see indecision as a positive feature. 1
42、8 According to the text, which type of person may under-perform in a people-orientated company? （ A） an intelligent person who lacks stimulation （ B） a new member of staff who is keen to learn new skills （ C） a new employee who is given a challenging role （ D） an individual who learns less quickly t
43、han others 19 In the writers view, the system-orientated approach is （ A） visionary. （ B） realistic. （ C） uninspiring. （ D） outdated. 20 In a system-orientated culture, employees are （ A） encouraged to share ideas. （ B） not expected to criticise colleagues. （ C） trained to focus on self-improvement.
44、 （ D） not allowed to challenge company policy. 四、 PART FOUR 20 Read the article below offering advice to job-seekers.Choose the correct word 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 th
45、e beginning(0). Being the BestEach time you try for a more(0)_position, the selection process gets (21)_.Your abilities, personality traits, your lifestyle, values and aspirations will all be vigorously(22)_ by your prospective colleagues and also your bosses. Do you know how to(23)_yourself when yo
46、u are under the microscope? If you are to(24)_ your ambitions, now is the time to learn how to do(25)_to yourself and prepare for formal selection processes.Learn about the various methods you can employ to find your way into a different institution, gain a more sophisticated(26)_ of how headhunters
47、 work and learn to position yourself so that you can be found easily. Taking(27)_of any situation to maximise your visibility is very useful. Even when you are not offered a particular job for which you have been considered, do leave an impression which will remain in the mind of the headhunter shou
48、ld other possibilities(28)_You(29)_ it to yourself to do the best you can. Make sure you perform in such a way that you can be satisfied that the decision about you has been made with the(30)_amount of up-to-date and accurate information about your capabilities. Do you know what they are and do you
49、have some stories prepared which will illustrate them well?（ A） stronger （ B） tougher （ C） sharper （ D） firmer （ A） contemplated （ B） reflected （ C） regarded （ D） scrutinised （ A） treat （ B） deal （ C） cope （ D） handle （ A） realise （ B） succeed （ C） obtain （ D） capture （ A） right （ B） virtue （ C） justice （ D） fairness （ A） intelligence （ B） information （ C） understanding （ D） comprehension （ A） benefit （ B） advantage （ C） profit （ D） gain （ A） arise （ B） open （ C） enter （ D） ar
