1、剑桥商务英语中级-19 及答案解析(总分：100.00，做题时间：90 分钟)一、BREADING/B(总题数：0，分数：0.00)二、BPART ONE/B(总题数：1，分数：7.00) Which businessman (A, B, C or D) does each statement (1-7) refer to? For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of these letters more than once
2、.BA James King: Chief Executive of Fentons Finance/BKing was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his team. He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility, removing outdat
3、ed pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge, but for now the markets consider King to be a star.BB Keith Nash: Chief Exec
4、utive of Hamleys Supermarkets/BNash took over as CEO when Hamleys systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious. As a r
5、esult, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.BC Jorge Marquez: Chairman of the Kenwick Group/BMarquez was a popular choice for his achievements at Kenwick. The
6、judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as they transformed their businesses. He operates as a virtual chairman, without a permanent office in any one company. He p
7、hones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be chairman of two other large companies.BD Richard Jenkins: Finance Director of Centron Advertising/BLabouring in the shadow
8、 of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the public face of Centron, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating t
9、hat budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession. It is largely thanks to him that Centron is in much better shape than its rivals.（分数：7.00）(1).This businessman has successfully targeted a different grou
10、p of consumers.（分数：1.00）填空项 1:_(2).With careful forward planning, this businessman is helping the company survive a difficult period.（分数：1.00）填空项 1:_(3).The company is now more open to change because of this businessmans way of thinking.（分数：1.00）填空项 1:_(4).This businessman has made and implemented c
11、ertain decisions despite opposition to them.（分数：1.00）填空项 1:_(5).This businessman has achieved some success by misleading people about his intentions.（分数：1.00）填空项 1:_(6).The abilities of this businessman were previously doubted by the company that employs him.（分数：1.00）填空项 1:_(7).This businessman is a
12、dmired for his ability to manage a number of business interests.（分数：1.00）填空项 1:_三、BPART TWO/B(总题数：1，分数：5.00) Choose the best sentence from the opposite page to fill each of the gaps. For each gap (8-12), mark one letter (A-G) on your Answer Sheet. Do not use any letter more than once.BSetting up an
13、appraisal scheme/BAppraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unused potential. They can also be a means of getting the best out of staff, both as individuals, and as team members. So, if you have decided that an appraisal scheme sh
14、ould be set up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.First of all, you need to decide on your key objectives and
15、 the real purpose of your scheme. U U 1 /U /UA scheme should never be introduced at a time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be managed. It is essential that all
16、 senior staff are committed to the process and willing to make a positive contribution.The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employees potential needs.U U 2 /U /UI
17、t should be someone who is trusted and whom staff will turn to if they are concerned about their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that no manager can effectivel
18、y appraise more than seven or eight people. It is equally important to remember that, if significant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened. U U 3 /U /USo bear this in mind from the beginning
19、 and, if necessary, establish an appeals procedure.Having decided on your policy and who will appraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. U U 4 /U /UHost organisations choose a persons line manager t
20、o be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternatives if necessary. Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne in mind that
21、some appraisals may involve the disclosure of confidential information. U U 5 /U /UThese will show the decisions that were taken during the interview and will also indicate any new performance targets that have been agreed. A It is important to select a manager who can deal effectively with any susp
22、icions staff may have about appraisals.B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of appraisal.C Having even one staff member in such a position may affect how others respond to the process.D Ideally, this should be to provide a supportive framew
23、ork that aids staff development.E Simply make sure that staff know who will appraise them and why, and what form the interview will take.F It is therefore important to decide who will have access to written records of the appraisal.G They can also be a means of getting the best out of staff, both as
24、 individuals, and as team members.（分数：5.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_四、BPART THREE/B(总题数：1，分数：6.00) For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.BSHEER GENIUS - OR A WASTE OF TIME?/BIEncourage your original thinkers and live with their strange habits, says
25、Alan Worthin/IIf one of your research staff announced that he had worked out a way to propel a vehicle on a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further? If a member of your development team asked if she could come in late because she had her
26、 best ideas at 3 am would you insist that she is in the office at 9 am like everyone else?Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they werent pa
27、rticularly good at encouraging the people who produced them.Original thinkers dont always fit easily into the framework of an organisation. However, the advice from managing director, John Serrano is, Get rid of the dull people and encourage the unusual ones. Essentially, he believes that companies
28、need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution. He also says, Original thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry and disappointed. It is essential to avoid this.You
29、 cant recognise original thinkers by the way they look, says Ian Freeman. An apparently ordinary exterior can conceal a very creative thinker. His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. We define employees as champions, free-wheelers, bystanders and w
30、eak links, and most original thinkers come into the category of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have little or no understanding of business directions and systems.Headhunter George Solomon also
31、 thinks original thinkers have their disadvantages. They may have a bad influence within an organisation, especially given the current management trend for working in teams. The original thinkers them- selves may be unaware of any problem, but having them around can be disruptive to colleagues, who
32、have to be allowed to point out when they are being driven crazy by the original thinkers behaviour. Yet, in his opinion, the dream team in any creative organisation consists of a balanced mixture of original thinkers and more practical, realistic people.So, having identified your original thinkers,
33、 how do you handle them? One well-known computer games company has a very inventive approach. We encourage our games designers by creating an informal working environment, says director Lorna Marsh. A company cannot punish risk- takers ff it wants to encourage creativity. Management has to provide s
34、upport, coaching and advice-and take the risk that new ideas may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives.Original thinkers may fit into the culture of 21st century organisations, but more traditional organisations m
35、ay have to change their approach. Business psychologist Jean Row believes that the first step is to check that original thinkers are worth the effort. Are the benefits they bring worth the confusion they cause? If so, give them what they want, allow plenty of space, but set clear limits. Give them e
36、xtremely demanding targets. If they fall to meet them, then the game is up. But if they succeed, your organisation stands only to gain.（分数：6.00）(1).It is important for a company to encourage original thinkers because A. this allows it to promote innovative products. B. this enables it to stay ahead
37、of its rivals. C. they are very flexible about their working hours. D. their talents are ideally suited to the market.（分数：1.00）A.B.C.D.(2).John Serrano thinks that original thinkers should be A. helped to develop better people management skills. B. asked to manage change within the organisation. C.
38、supported so they can perform well for the company. D. encouraged to follow company procedures.（分数：1.00）A.B.C.D.(3).What does lan Freeman say about original thinkers? A. They are unenthusiastic and poorly motivated. B. Their work standards are impossibly high. C. Their abilities are hard to recognis
39、e. D. They lack awareness of commercial processes.（分数：1.00）A.B.C.D.(4).What problems can be observed when there are original thinkers in the workforce? A. They may have a negative effect on other workers, B. They dislike the concept of teamwork. C. They rush tasks through to completion. D. They cann
40、ot work with less creative colleagues.（分数：1.00）A.B.C.D.(5).In what way is the games companys approach to original thinkers special? A. It allows them to work from home whenever they wish. B. It uses different forms of disciplinary action for them. C. It promotes a relaxed atmosphere in the workplace
41、. D. It encourages them to reduce the risks that they take.（分数：1.00）A.B.C.D.(6).A traditional organisation wishing to employ original thinkers needs to A. provide them with projects they are interested in. B. assess whether their contribution makes up for any problems. C. have a flexible approach if
42、 goals are not always achieved. D. be prepared to handle any negative feedback from colleagues.（分数：1.00）A.B.C.D.五、BPART FOUR/B(总题数：1，分数：15.00) Choose the best word to fill each gap from A, B, C or D on the opposite page. For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.
43、BWho Benefits Most from Company Training?/BAccording to recent research, the better educated and the higher up the socio-economic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn U U 1 /U /Uthe offer, pleading family and
44、 personal commitments or U U 2 /U /Uof work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to U U 3 /U /Uthem up. In fact, people with few or no educational qualifications are three times more likely to accept training when it is offered.In the
45、 majority of companies, more U U 4 /U /Uare allocated to management training than to other areas. Employers U U 5 /U /Utheir better qualified staff as more important to the business, so they pay them accordingly and invest more in them in U U 6 /U /Uof training. This is U U 7 /U /Uby the fact that o
46、rganisations are dependent on properly U U 8 /U /Umanagers making the right decisions. But this U U 9 /U /Umay mean that companies are U U 10 /U /U other parts of the workforce down.The researchers found a growing demand for training among the lower-skilled. Unfortunately this demand is not being U
47、U 11 /U /Uby employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial U U 12 /U /Ubetween the training provided for managers and that offered to other staff, there was still widespread endorsement of training.For the purposes of the research, training was defined as any U U 13 /U /Uof planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide
