1、剑桥商务英语中级-35 (1)及答案解析(总分：100.00，做题时间：90 分钟)一、BREADING/B(总题数：1，分数：7.00)BPART ONE/B Look at the statements below and the text about time management on the opposite page. Which section (A, B, C or D) does each statement (I-7) refer to? For each statement (1-7), mark one letter (A, B, C or D) on your Ans
2、wer Sheet. You will need to use some of these letters more than once.B Successful Time Management /BBA/BThe secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. Y
3、ou may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, 1 dont hav
4、e time to plan today.BB/BManagers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into wor
5、rying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic.BC/BIf a review of your working practices shows that you are too much of a perfectionist, do something about this.
6、Modern definitions of quality refer to fitness for purpose. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to
7、do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.BD/BIf your review of a period of time shows that you are spending time on things that are not really necessary or important, then think ha
8、rd about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you m
9、ay find it easier to avoid these misdirected efforts and this will better inform your planning in the future.（分数：7.00）(1).In order to complete a task well, it may not be necessary to deal with every detail.（分数：1.00）填空项 1:_(2).If you have too much to do, you may need to turn down work in the future.（
10、分数：1.00）填空项 1:_(3).Any planning activity needs to take place on a regular basis.（分数：1.00）填空项 1:_(4).You should avoid giving additional time to a particular task.（分数：1.00）填空项 1:_(5).It is possible that some routine tasks do not need to be carried out.（分数：1.00）填空项 1:_(6).If you are overloaded with wor
11、k, it is important to identify the cause.（分数：1.00）填空项 1:_(7).People at all levels perform time-wasting activities.（分数：1.00）填空项 1:_二、BPART TWO/B(总题数：1，分数：5.00) Read the article below about the importance of staff appraisals. Choose the best sentence from the opposite page to fill each of the gaps. Fo
12、r each gap (8-12), mark one letter (A-G) on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning, (0).B Staff appraisals/BGood preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfactionMany managers, particularly those runni
13、ng smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them.U (0) G /U.They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discov
14、ering career aspirations. They can make a staff member feel valued and so build loyalty.The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.U (8) /UThe possible outcome for the
15、company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve the
16、ir performance.U (9) /USo how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager -led. with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee toward
17、s bigger and better things are part of this process.U (10) /U.In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.Gillingham believes that anyone who thinks its just the employee who doesnt like the appraisal experience h
18、as got it wrong. Too many managers regard appraisals as a waste of time.U (11) /UManaging people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.Gillingham believes that calling the process a
19、n appraisal may be unhelpful.U (12) /UIn either case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk abou
20、t issues and feel valued.A. Alternatively, managers may want the employees themselves to evaluate their work performance.B. In larger companies, the people likely to do something with this information will be found in the HR department.C. Problems such as rushing through the appraisal and being appr
21、aised by a manager who doesnt understand the employees role were common concerns.D. Arguably, performance review is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.E. This is mainly because they have not been shown how to carry out appraisa
22、ls properly.F. But all too often, the format of the appraisal doesnt allow this.G. But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.（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：
23、6.00) Read the article below about problems in the IT industry, and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.B Problems in the IT industry/BIn the information technology industry, it is widely acknowledged that how well IT dep
24、artments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of the curren
25、t shortfall In IT staff in the UK are between 30,000 and 50,000, and growing.And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing cir
26、cles, and, according to a recent government report, 250,000 new IT jobs will be created over the next decade. Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in* house tr
27、aining, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contract basis. However, this approach i
28、s becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary.With IT professionals increasingly attracted to the financial re
29、wards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many companies in the financial services sector are managing to contain their losses by offering skilled IT stall golden handcuffs - deferred loyalty bonuses that tie them in until a certain
30、 date - other organisations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year.But while loyalty bonuses have grabbed the headlines, there are other means of holdin
31、g on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many Industry experts advise employers to link bonuses to performan
32、ce wherever possible. However, employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individuals long-term ambitions.This means managers need to allocate assignments more s
33、trategically and think about advancing their staff as well as their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate s
34、olution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quotas on the number of work permits issued. In addition, opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even less investment i
35、n training and thus a long-term weakening of the UK skills base.（分数：6.00）(1).According to the first paragraph, the success of IT departments will depend on（分数：1.00）A.their success at retaining their skilled staff.B.the extent to which they invest in new technology.C.their attempts to recruit staff w
36、ith the necessary skills.D.the ability of employees to keep up with the latest developments.(2).A problem referred to in the second paragraph is that（分数：1.00）A.the government needs to create thousands of new IT posts.B.the pool of skilled IT people will get even smaller in the future.C.company budge
37、ts for IT training have been decreasing steadily.D.older IT professionals have not had adequate training.(3).What possible solution to the long-term problems in the IT industry is referred to in the third paragraph?（分数：1.00）A.ensure that permanent staff earn the same as contract staffB.expand compan
38、y training programmes for new and old employeesC.conduct more research into the reasons for staff leavingD.offer top rates to attract the best specialist consultants(4).In some businesses in the financial services sector, the IT staffing problem has led to（分数：1.00）A.cash promises for skilled staff a
39、fter a specified period of time.B.more employees seeking alternative employment in the public sector.C.the loss of customers to rival organisations.D.more flexible conditions of work for their staff.(5).Employers accept that IT professionals are more likely to stay in their present post if they（分数：1
40、.00）A.are set more realistic performance targets.B.have a good working relationship with staff in other departments.C.are provided with good opportunities for professional development.D.receive a remuneration package at top market rates.(6).According to the final paragraph, the UK skills base will b
41、e weakened by（分数：1.00）A.changes to managers strategic thinking.B.insufficient responsibility being given to IT staff,C.the employment of IT staff with too little experience.D.the hiring of IT personnel from abroad.四、BPART FOUR/B(总题数：1，分数：15.00) Read the extract below from a company chairmans annual
42、report to shareholders. 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.B Chairmans Report/BI am pleased to report that, although we had been expecting poor results for this half year because
43、 of slow growth in the world economy, the company has performed very satisfactorily. Operating profits for this first half are in fact very muchU (19) /Uwith those for the correspondingU (20) /Ulast year. Profits reached 115 million before tax, compared with116.3 million last year. Much of our succe
44、ss in the last six months can beU (21) /Uto the fact. that all our major construction projects remained on schedule. Particularly pleasing was the earlyU (22) /Uof a major building contract in Canada.The company has made good progress with the initiatives announced at the Annual General Meeting. The
45、 majority of shareholdersU (23) /Uthe Boards decision to sell the companys loss-making engineeringU (24) /UIt was the Boards belief that the company wouldU (25) /Umost benefit byU (26) /Uits resources on the expansion of its construction activities. Negotiations with a potential buyer began in Febru
46、ary and are now at a criticalU (27) /UHowever, we feel that we are not as yet in aU (28) /Uto comment on what the outcome is likely to be.In June, we made a successfulU (29) /Ufor the Renishaw Construction Company of Hong Kong SAR, in order to give us greaterU (30) /Uto markets in South East Asia. W
47、e still have sufficient resources to pursue our growthU (31) /Uand are at presentU (32) /Useveral other business opportunities which, like Renishaw Construction, wouldU (33) /Unew markets to us.（分数：15.00）A.in orderB.on trackC.in lineD.on targetA.sessionB.termC.seasonD.periodA.attributedB.referredC.a
48、ssignedD.designatedA.terminationB.endingC.completionD.finalisingA.confirmedB.maintainedC.agreedD.supportedA.portionB.componentC.sectorD.divisionA.haveB.gainC.findD.earnA.focusingB.directingC.pointingD.strengtheningA.heightB.stepC.edgeD.stageA.conditionB.pointC.positionD.capacityA.requestB.priceC.demandD.bidA.accessB.approachC.admissionD.entranceA.strategyB.processC.promotionD.systemA.
