1、剑桥商务英语中级-30 (1)及答案解析(总分：85.00，做题时间：90 分钟)一、BREADING/B(总题数：1，分数：7.00)BINFORMATION FOR CANDIDATES/B There are forty-five questions on this question paper. You must write all your answers on the Answer Sheet.BPART ONE/B Look at the statements below and the information about recruitment on the opposite
2、page. Which recruitment (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.BA Business Economist/BYou will have excellent analytical skills and an ability to communica
3、te effectively with non-economists both orally and in writing. You will be expected to use data from a variety of sources for model-building and other forms of economic analysis. You will also liaise with clients, play an active role in business development, and present the results of your analysis
4、in an incisive and accessible form.BBEconomic Policy Manager/BAt the very heart of our business, you will need to be a highly confident and credible business shaper in economics or a related discipline and preferably, have post graduate qualifications in economics, business or finance. You will also
5、 ideally have experience of regulatory issues and appreciate bow they fit in with the bigger picture. Thus, you will be a key player in the team, leading our regulatory agenda both internally and externally, preparing government proposals, and using your excellent interpersonal communication and inf
6、luencing skills to build strong links across our business and with external bodies.BCOutstanding Young Economists/BWe are seeking to recruit outstanding young economists to join our team at our Dublin office. Candidates should have a brilliant academic record, ideally including a PhD in economics an
7、d two or more years post qualification experience. Ideal candidates will probably be in their mid to late twenties and will be focused on applying their exceptional economic skills to commercial and policy issues.BDPrincipal Economist/BLeading the European team from London and reporting to the Chief
8、 International Economist, the role focuses on producing top quality macroeconomic commentary if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale - the overall attitude that employees have toward their workplace. Morale reflec
9、ts the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities.U (8) /U Some large firms, for example, have instituted co
10、mpanywide programs designed specifically to address employees needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafete
11、ria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and - most important - acting on that input give their company an edge in recruiting and retaining productive workers. U(9) /U For example,
12、 First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care.When workers are satisfied and morale is high, the organization benefits in many ways. Compared
13、 with dissatisfied workers, for example; satisfied employees are more committed and loyal. U(10) /U In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisf
14、ied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations.Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more lik
15、ely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. U(11) /U High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity.U (12) /U The results of one recent
16、study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignore
17、d.A Low morale may also result in high turnover - the ratio of newly hired to currently employed workers.B In turn, satisfied employees are likely to have high morale - the overall attitude that employees have toward their workplace.C In fact, evidence suggests that job satisfaction and employee mor
18、ale may directly affect a companys performance.D Such employees are more likely to work hard and to make useful contributions to the organization.E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion.F Companies can involve employ
19、ee morale and job satisfaction in a variety of ways.G In conclusion, the higher satisfaction and morale, the better for the organization.（分数：5.00）(1).（分数：1.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_三、BPART THREE/B(总题数：1，分数：6.00) Read the article below about job satisfaction and employee morale. Choose t
20、he 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.B Service production/BServices are not purchased from a supplier and stored on a shelf until ordered by the customer. Instead, they ar
21、e manufactured or produced after they axe requested by the customer. This in itself sets service retailing apart from goods retailing and places the retailer in the channel as the manufacturer as well as the retailer of the service being sold.The placement of the retailer as the product of the servi
22、ce carries with it all the problems associated with the manufacture of goods - research and development, scheduling, raw materials acquisition, quality control and service consistency throughout various branch store operations.The improvement or upgrading of services must be done by the retailer. Co
23、nstant monitoring of completion and decisions on improving aspects of the service, as well as research into the satisfaction customers are experiencing with their purchases, are part of service management.Scheduling of services retailing presents a dual problem, If the service is performed on a good
24、 owned by the customer (china repair, silver polishing, etc.), the production process can be scheduled in an orderly flow of first in, first out. The craftsperson focuses on one item and, when finished with it, moves to the next. The scheduling process is more complicated where the service involves
25、the individual (legal services, beauty care, driving lessons, and the like). With these types of service, production and consumption take place at the same time. A scheduling of customers is required to maximize the production capabilities of the service offering. The driving instructor who has no s
26、tudent must sit idle. Greater attention may then be required in scheduling services, especially those involving the customer.In the retailing of mens suits, the quality control activity is left to the manufacturer, while in the retailing of services, the involvement with quality control standards re
27、sts with the retailer. Customers purchasing a shirt at the man store expect the same quality when they purchase an identical, shirt at a branch store. This consistency in quality is assumed with goods retailing. The consistency of quality in service retailing is much more in doubt. The driving instr
28、uctor at one store may be very different from an instructor at another store within the same, retail chain. The involvement of the craftsperson in the production process for custom draperies may also differ within the same retail store. To ensure the consistency of a service, the store must establis
29、h procedures and policies which can be implemented throughout each branch store within that chain. Central training may be the best way to accomplish this consistency. It is of course possible that a customer may develop a preference or loyalty to one specific craftsperson, but the development of lo
30、yalty to the store with consistency of the production process is a more healthy loyalty t9 cultivate. In this area, the store may try to develop a strong brand- name recognition for its service.A faulty product may be covered under the manufacturers liability, yet the retailer, when becoming the man
31、ufacturers must be aware of the sole liability associated with the service. Other than the liability of faulty mw material, there is no other recourse for the retailer to turn to. Store-liability coverage should be considered, and most likely increased, especially for those services performed on the
32、 individual (beauty services, dental treatments ).（分数：6.00）(1).What is the writers opinion about service retailing?（分数：1.00）A.Services are ordered by the customer.B.Service retailing is separated from goods retailing.C.The retailer produces and sells services.D.The retailer manufactures products as
33、well.(2).According to the writer, the retailer engaged in service retailing（分数：1.00）A.just sees to it that the service is accomplished.B.should also investigate customer satisfaction.C.meets more difficulties than the manufacturer of goods.D.can turn to experts to better his service.(3).According to
34、 the writer, the problem of scheduling services（分数：1.00）A.involves services performed on a product and on a customer.B.lies in the sequence of being served.C.concerns the maximization of production capacities.D.derives from the complex scheduling process.(4).What does the writer say about the consis
35、tency of quality in service?（分数：1.00）A.It is impossible.B.It is likely.C.It is certain.D.It is not sure.(5).According to the article, to ensure the same service quality provided in any one of the chain stores the store must（分数：1.00）A.develop healthy customer loyalty.B.assemble the staff and train th
36、em together.C.draft regulations appropriate to each store.D.make sure the procedures are carried out.(6).According to the writer, the liability associated with the service means that（分数：1.00）A.the retailer has to bear the blame by himself.B.the manufacturer should compensate for the flawed product.C
37、.the retailer has different responsibilities than the manufacturer of goods.D.store liability covers the service involving the individual.四、BPART FOUR/B(总题数：1，分数：15.00) Read the extracted report below about business intelligence. Choose the best word to fill each gap from A, B, C or D on the opposit
38、e page. For each question 19-33, mark one letter (A, B, C or D) on your Answer Sheet.B UBenefits of Business Intelligence/U/BOne of the most effective uses of business intelligence is within the enterprise, disseminating key business metrics to knowledge workers and information stakeholders at every
39、 level. The benefits of business intelligence, however, U(19) /U beyond the walls of the enterprise. Customers can U(20) /U from the sharing of information like how effective the company has been in meeting delivery U(21) /U and product quality objectives. Perhaps more importantly, providing U(22) /
40、U to this information sends a powerful U(23) /U to the customer base that the company will live up to its U(24) /U.Business intelligence can help improve the performance levels of suppliers by providing them with metrics such as competitiveness of bids, ease of U(25) /U, timeliness of delivery, accu
41、racy of invoicing or any other important U(26) /U Providing suppliers these U(27) /U typically creates for them powerful U(28) /U to improve performance where U(29) /U.Effective business intelligence solutions ensure that you are able to share the data from these solutions with all of these U(30) /U
42、 Business intelligence solutions enable you and your employees to make better, more U(31) /U decisions that will have a U(32) /U impact on your company. They also enable your company to U(33) /U its partnerships with customers and suppliers, which, in return, makes your business even stronger.（分数：15
43、.00）A.expandB.enlargeC.growD.extendA.benefitB.gainC.protectD.earnA.agendasB.itinerariesC.schedulesD.targetsA.entranceB.accessC.assistanceD.approvalA.codeB.signC.signalD.indicationA.expectationsB.pledgesC.declarationsD.commitmentsA.collectingB.purchasingC.selectingD.orderingA.measuresB.criteriaC.prin
44、ciplesD.regulationsA.dataB.materialsC.insightsD.informationA.incentivesB.encouragementC.inspirationsD.stimuliA.necessaryB.essentialC.crucialD.fundamentalA.cooperatorsB.confederatesC.stakeholdersD.partnersA.definiteB.strategicC.operationalD.practicalA.significantB.positiveC.definiteD.substantialA.tig
45、htenB.amplifyC.developD.strengthen五、BPART FIVE/B(总题数：1，分数：12.00) Read the article below about the people test. In most of the lines 34-45 there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. If a line is corr
46、ect, write CORRECT on your Answer Sheet. If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.When an organization doesnt work right, executives are often quick to blame for “people problems“. But thats wrongheaded, If an organization is not suited34 to
47、 the skills and attitudes of its members, the problem lies in with the design,35 not the people. For this test, first look at your key players - the members of the36 top management team and other individuals are deemed critical to the business.37 For each, ask them whether the design provides the ap
48、propriate responsibilities38 and reporting relationships and wins their commitment. If so, for example, your39 CEO is a marketing type one and the design focuses her attention on40 performance management, you have got a problem. Now look at the pivotal41 jobs in the design - the position that will need to be staffed by highly talented42 people even if the organization is to work well. Typically, these will include the43 heads of all key business units and the managers of all functions who involved44 in critical c
