1、剑桥商务英语高级-84 及答案解析(总分：96.00，做题时间：90 分钟)一、READING(总题数：0，分数：0.00)二、PART ONE(总题数：1，分数：8.00)AOur management team is dedicated to delivering operational excellence and improved profitability. In the coming year, we will focus our marketing on professional young adults, who represent the high value segment
2、 of the market and who - according to independent research - are most likely to adopt our more advanced mobile data products. Customer retention is central to our strategy, and we have been successful in reversing the customer loss of recent years by loyalty and upgrade schemes. A restructuring prog
3、ramme, resulting from changing marketing conditions, has seen our workforce scaled down to 6,100 people.BAs the only network operator in the country, our marketing is aimed at expanding the size of the market. In the business sector, we have targeted small and medium-sized businesses by offering sta
4、ndardised services, and large customers by offering tailored telecommunications solutions. We have been at the fore- front of introducing new telecommunications technology and services and have recently distributed 150 of our most advanced handsets to customers to assess the likely demand for advanc
5、ed data services. Last year, the industry recognised our achievement when we won a national award for technological progress.CA new management team has driven our improved performance here. It is committed to bringing the business into profitability within three years after reaching break-even point
6、 in the next financial year. We are focused on delivering rising levels of customer service and an improvement in the quality and utilisation of our network. Good progress has been made on all these fronts. The cost of acquiring new subscribers has been reduced and new tariffs have been introduced t
7、o encourage greater use of the phone in the late evening.DWe have continued to expand our network in a cost-efficient manner and have consolidated our retail section by combining our four wholly-owned retail businesses into a single operating unit. We expect this to enhance our operational effective
8、ness and the consistency of our service. Our ambition is to give customers the best retail experience possible. We were, therefore, delighted earlier this year when we won a major European award for customer service. This was particularly pleasing to us as we have always given high priority to custo
9、mer satisfaction and operational excellence.EHere, we are focused on continuously realising cost efficiencies as well as improving the level of customer satisfaction and retention. We have already taken effective measures to reduce customer loss and to strengthen our delivery of customer service. Th
10、e quality of our network has improved significantly over the past year and an increase in the utilisation of our network is now a priority. The operation of our customer service centre has been outsourced to a call centre specialist and this has led to a substantial increase in the level of service.
11、（分数：8.00）(1).This company is still making a financial loss.（分数：1.00）填空项 1:_(2).This company is having part of its business handled by an outside agency.（分数：1.00）填空项 1:_(3).This company has grown without undue expense.（分数：1.00）填空项 1:_(4).This company is trying to find out what the market response wil
12、l be to a new product.（分数：1.00）填空项 1:_(5).This company continues to lose customers.（分数：1.00）填空项 1:_(6).This company aims to target a specific group of consumers.（分数：1.00）填空项 1:_(7).This company is finding it less expensive than before to attract new customers.（分数：1.00）填空项 1:_(8).This company has rat
13、ionalised its outlets.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Protecting the corporate memoryMany companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage. Many staff have knowledge which is essential to their company. So what ca
14、n businesses do to avoid losing that expertise when staff leave, and to dissuade employees from keeping their knowledge to themselves in the face of possible job cuts?First, they need to recognise the problem. A downturn in the economy exposes many companies lack of commitment to understanding and u
15、sing their peoples knowledge. When companies feel theyre in a crisis, it is one of the things that goes by the board. Unless, that is, theyve made it a routine or suffered because of losing knowledge in the past.Next, any attempt to stop knowledge walking out of the door must be handled sensitively.
16、 (9) Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security.Strong incentives are needed to coax people into divulging their expertise when being dismissed. (10) At first sight, this might seem excessive, but the di
17、sadvantages should be weighed against the benefits.Of course, not all knowledge can be captured by the organisation and turned into a process. (11) To find out who these knowledge hotspots are, companies need to question their staff and analyse their social networks. Companies shouldnt ask employees
18、 what they know, but who they would ask if they wanted to know about different subjects. (12) And, more importantly, the process reveals the others who always know somebody who knows.The latter can be high on the list for redundancy because managers are unsure what they do, or because they appear to
19、 be weak performers. (13) People like this are often not ambitious but they can hold a company together. The most valuable knowledge is often not possessed by the people who seem to be star performers.If those at the centre of knowledge networks come to be seen as the most valuable people, those who
20、 keep their knowledge to themselves will look vulnerable when downsizing is deemed necessary. (14) In such companies, the incentive to share knowledge should be even greater when jobs are under threat.For some companies, it may be too late to salvage important knowledge. Building a culture where kno
21、wledge is understood, valued and shared can take a long time. Now may be the time to prepare for the next downturn. A. Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories. B. This approach enables them to identify those with a limited
22、 number of network relationships. C. Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea. D. This provides evidence of the risk that such a policy will meet resistance. Because of the difficulty of achieving this, it is far better not to
23、 lose the valuable sources of knowledge at all. But a knowledge mapping exercise might reveal that they play a critical role as mentors to the rest of the team.G. The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultan
24、ts.H. When companies feel theyre in a crisis, it is one of the things that goes by the boar（分数：6.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四、PART THREE(总题数：1，分数：6.00)Somewhere today, a group of staff from General Motors will meet as part of the Go-Fast programme, and hammer out a new initiative t
25、o cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this afternoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan in
26、to the corporate equivalent of a sports car. The intention is not just to be big - GM is one of the biggest car manufacturers in the world - but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced
27、 - far more than in the old days, when every change had to come from senior managers focusing on the big picture.The progress made has trans- formed investor perceptions of GM. Before the Go-Fast programme was introduced, the conventional wisdom was that GMs market share was in permanent free fall a
28、nd its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior managers change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise th
29、e programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible.The shareholders support of GMs strategy to become more outward-looking and innovative is some- thing of a luxury, though in the long run success would convince even the most sceptical shareholders. The s
30、trategy includes beating down on costs and extracting maximum synergies from GMs numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its
31、value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable.In the car industry, however, there was plenty of scepticism about the programme when it was first announced, with many convinced that only much smaller organisation
32、s stood a reasonable chance of making such a transformation, particularly when it involved changes to the company culture. Surprisingly, perhaps, this fear was not shared by the consultants who helped senior management to design the programme and, crucially, effect a change in leader- ship skills; r
33、ather, they were more concerned about the impact that pockets of opposition within GM might have.The results of the scheme so far give rise to cautious optimism. No aspect of GMs work can hide from scrutiny, and initial fears of a lack of joined-up thinking about the impact of one change on other ar
34、eas soon dissipated, as the leadership panels responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GMs mountainous pension obligations. The company is still suffe
35、ring the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the companys core car manufacturing would need to be much more firmly rooted than it is at present
36、, to ensure it didnt suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.（分数：6.00）(1).What point is made in the first paragraph about GMs Go-Fast programme?（分数：1.00）A.The intention behind it is to i
37、ncrease GMs market share.B.Suggestions need to be agreed by senior managers.C.All areas of business are examined for possible improvements.D.Senior managers are excluded from the initial discussions.(2).In the second paragraph, the writer regards it as positive that（分数：1.00）A.the programme allows im
38、provements to come from within.B.certain senior managers have left the company and been replaced.C.the consultants developed the ideas on the basis of company proposals.D.investors continued confidence in the company has been justifie(3).In the third paragraph, the writer claims that the Go-Fast pro
39、cess is successful because of（分数：1.00）A.the companys alliances with many business partners.B.the method of implementing changes.C.the positive attitude of investors.D.the exchange of management thinking with other companies.(4).When starting to set up the programme, the consultants expected that（分数：
40、1.00）A.the size of the company might make it difficult to introduce changes.B.senior managers might be unwilling to change their work style.C.it might be difficult to change the company culture.D.some of the workforce might resist the changes.(5).What concern is expressed in the last paragraph about
41、 the Go-Fast programme?（分数：1.00）A.It may not save enough to meet the companys financial demands.B.Management is being distracted from the companys core activities.C.It has led the company to make unwise strategic decisions.D.The company is focusing on changes in the wrong areas.(6).What would be the
42、 best title for the article?（分数：1.00）A.Improving internal and external communicationsB.Choosing the most suitable consultantsC.Making a company more adaptableD.Changing a companys management structure PART FOUR五、PART FOUR(总题数：1，分数：10.00)LeadershipLeadership is the heart of the managerial process, be
43、cause it involves initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to (21) into effect the decisions, plans, and programs that have previously been worked (22) for achieving the goals of the grou
44、p.Leadership concerns the overall (23) in which a manager influences the actions of subordinates. First, it includes the (24) of orders that are clear, comprehensive, and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are
45、 given instructions to enable them to (25) the particular assignment in the existing situation. Third, it necessarily involves the motivation of workers to try to (26) the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who (27) properly. In short, lead
46、ing is the final action of a manager in getting others to act after all preparations have been made.The managers style of direction depends upon his or her own personal traits and the situation in (28) In leadership, more than any other function, the manager must determine an approach alone, after s
47、urveying the (29) that are available. In any event, each manager will (30) well to act as an individual, and not to try to act as others act or to proceed according to the textbook.（分数：10.00）A.setB.placeC.getD.putA.inB.outC.overD.aroundA.mannerB.methodC.meansD.modeA.tellingB.issuingC.committingD.gra
48、ntingA.reachB.finaliseC.terminateD.completeA.pleaseB.attainC.gratifyD.fulfilA.achieveB.exerciseC.performD.executeA.topicB.questionC.subjectD.argumentA.varietiesB.chancesC.optionsD.selectionsA.goB.beC.doD.work六、PART FIVE(总题数：1，分数：10.00)Regain your motivationGetting out of bed to go to work is one of
49、lifes lesser pleasures. (31) great the job is, most of us struggle on Monday morning. But when that feeling stretches through the entire week, something deeper may (32) wrong. Sometimes its tempting to dismiss feelings of boredom or frustration (33) part of working life. But if youre constantly feeling uninterest
