1、剑桥商务英语高级-114 及答案解析(总分：100.00，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)A Extract 1You are not providing product or service to yourself, so even if you are convinced that you have your finger on the pulse of the buying public, you must remain objective in your view of how others see
2、 you. How do you do this? Simply ask your customers and prospects! Most of them will be happy to tell you how they feel about dealing with your business. However, if you cant find the time or wherewithal to ask customers directly, then enlist the assistance of a third patty to collect this informati
3、on for you. But once you have this information, turn it into knowledge by using it to improve your customer interactions!B Extract 2If there are any difficult but necessary policies or procedures that your customers must navigate through in order to do business with you, dont sugarcoat it by pretend
4、ing that its simple or nonexistent. Instead, take some time to come up with a well thought-out explanation of the issue, and provide clear, detailed, and easy to find directions for addressing the issue. Usability testing for any automated system is a must!C Extract 3Not to be condescending, but man
5、y times we axe so familiar with our product or service that we unconsciously feel that everyone has the same understanding we do. Assume that explanations and definitions are necessary, and then provide customers the option of passing them by when they are not needed. Web sites am great for this, as
6、 terms and phrases can be presented in hypertext, where a user can click on the text and a definition or example can pop up in a new window. Dont make your customers have to seek out understanding of your product or service. Many of them will not pother with the effort, and simply move on to a compe
7、titor who provides a clearer presentation of what they do, and the benefits therein.D Extract 4You and your competition are going after the same market. Obviously, some of that market is choosing a competitor instead of you. Why is that? What is it that the competitor is doing to present itself, its
8、 business, and its benefits, which appeals to certain segments of the market? Identify, understand, and utilize these things to your advantage. If there are aspects of your competitors business that can improve your offerings, then borrow them and make them your own. If you can do them better, by al
9、l means, do them and let customers and prospects know. You are never the only game in town; your market knows that, and you need to know it, too.E Extract 5Be specific when you promise something, and by all means, deliver on that promise. If something prohibits you from delivering on that promise, y
10、ou need to notify the customer as soon as possible, be upfront about why you cannot deliver, and inquire as to what you can do to make amends. Your businesss credibility is at stake, so do not take this lightly. Otherwise, the expectations that youve set for your customers will be one of disappointm
11、ents, which is a surefire way to kill your business.（分数：8.00）(1).Use simple language to describe your products.（分数：1.00）填空项 1:_(2).In this way, customer expectations will be set more realistically.（分数：1.00）填空项 1:_(3).You can make use of others strengths.（分数：1.00）填空项 1:_(4).Your corporate image will
12、be damaged if you fail to do it.（分数：1.00）填空项 1:_(5).You have a couple of ways to get it.（分数：1.00）填空项 1:_(6).You must either keep your word or clarify the situation.（分数：1.00）填空项 1:_(7).It is essential to make these things clear to the party involved.（分数：1.00）填空项 1:_(8).You are supposed to be consider
13、ate so as to let your customers have a choice.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6.00)Successful E-mail NegotiationGiven that you are involved in a negotiation that must proceed via information technology, how can you best achieve your goals? The following prescriptions are important. Most people o
14、verestimate the ability of other people to make sense out of what they mean. People have a hard enough time deciphering our messages in face-to-face interactions; accuracy decreases dramatically in e-mail exchanges. Many people assume that longer means clearer. It does not. People have a slant atten
15、tion span and often dislike long e-mail messages, or perhaps even stop reading them if they began to fall off of the screen. Must people are capable of only retaining seven, plus-or-minus two, ideas in their head at any one 6rae. As a general rule of thumb, most e- mail messages should fit on a sing
16、le screen. Screen loading, or the tendency to write very long message can lead to annoyance on the part of the recipient, especially if be or she is busy. Negotiations are more productive when the parties exchange a greater number of shorter e-mails, rather than fewer, but longer e-malls. (9) This a
17、lso builds reciprocity in exchange.The asynchronous nature of e-mail provides people with the dubious luxury of not having to immediately receive of respond to e-mail messages. However, the sender of e-mail messages often expects a timely response. Not responding to e-mail may be perceived as reject
18、ion and disinterest. Further, newer forms of software allow senders to ascertain whether the recipient has read their e-mail. Failure to provide a timely response to e-mall is akin to giving the “silent treatment“ to someone. (10) .Meta-communication is communication about communication. This boils
19、down to people talking about how they should communicate. (11) In any electronic communication, it is important to let team members know how often you check your e-mail, whether you or someone else reads and responds to your e-mail, and whether you forward your e-mail to others.Flaming refers to the
20、 insults, criticisms, and character assassinations that people hurl over e-mail. Flaming remarks make fun of grammar, include labeling and accusations, character attack, backhanded compliments, and blunt statements. (12) . In contrast, face-to-face groups have mechanisms and norms, such as conformit
21、y pressure, that largely prevent flaming. People react to each other with less politeness, empathy or inhibition if they cannot sense the others social presence. (13) .There is more uncertainty, doubt, and ambiguity in electronic mail exchanges. (14) .As a consequence, people become frustrated and s
22、eek to control the exchange by issuing threats, e.g. “I am not going to read my e-mail again“. Along lines, do nut chastise or deliver negative feedback via e-mail; face-to-face or telephone communication is more appropriate.A Such and other negative interpersonal behaviors often stem from feelings
23、of isolation.B This stems from the asynchronous nature of communication.C Increasing the rate of e-mail exchange prevents misunderstanding because misperceptions can be quickly rectified.D This will result in the failure of communication.E Suspicion and hostility increase as the communication betwee
24、n parties diminishes.F Negotiators are much more likely to issue threats when communicating via information technology.G Most people overestimate the ability of other people to make sense out of what they mean.H This is of critical importance in electronic interaction because the norms of mm taking
25、and conversation are not clear.（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)In business, if not politics, the world has quietened down a bit: the number of spectacular bankruptcies, indictments, scandals, and implosions is not as high as it was in 2001 and 2002. Alth
26、ough executives still have to face a global slowdown, the uncertain effects of the war in Iraq, and the still fresh confusion over SARS, they might now be excused a deep breath and a look at aspects of their businesses that may have been neglected in the scramble to stay on top of new accounting law
27、s and restated earnings.One area to start catching up on is knowledge. This is tree both personally, as executives work out whether or not they are staying on top of internal or external developments, but also at the level of companies. A survey of knowledge management, “Knowledge Unplugged“, publis
28、hed in 2001 by McKinsey, found that the best-performing companies were far more likely than the worst-performing ones to use creative techniques for acquiring, processing and distributing knowledge everything from emphasizing teamwork in product development to holding “idea contests“ and laying to a
29、void boring daily routines.But creating an atmosphere in which knowledge can be shared can be almost as challenging as obtaining it in the first place. This is the potential prisoners dilemma of knowledge: the more valued it becomes, the less incentive employees have to share it with one another, at
30、 the risk of losing the competitive advantage of what they know or, worse, seeing another profit at their expense. This proves to be even more true at the company level. While firms might mm to external partners m enhance their knowledge base, the sharing will be incomplete without mutual trust.Sinc
31、e “knowledge“ is such a vague term, it helps to have specific goals in mind when looking to gain more of it. Are you looking for information about your company, or industry in particular? Despite the general slowdown in executive education, there are still a number of courses devoted specifically to
32、 helping managers in given industries technology, for example, or health care. Are you more concerned with acquiring more knowledge, or putting it to better use? Do you need to move quickly, or is this a subject that needs to be explored in greater depth?And bear in mind that styles of learning vary
33、. Some people will profit most from informal networking; some enjoy learning in a classroom; others will be able to take advantage of the company intranet. Be flexible in the pursuit of knowledge; it is better to set performance targets, concentrate on meeting them, and allow individuals and their t
34、eams to explore their own solutions. Sometimes the best way to generate knowledge is simply a bit of brainstorming.The edition of Executive Education Outlook looks at the options available to executives in gaining knowledge, and enhancing what they already have. It includes a look at the state of di
35、stance learning- neither the revolution the hype claimed it would be in the late 1990s, nor completely dismissable as a possible conduit of knowledge, the best place to go for new programmes in knowledge management, and a consideration of the demand for the best sources of knowledge: business-school
36、 academics. Concentrating on knowledge now may be the best way to be prepared for the next challenges facing the business world.（分数：6.00）(1).According to the writer, why have executives possibly overlooked their businesses?（分数：1.00）A.SARS confuses them.B.Global economy is poor.C.Profit targets appea
37、r to be more important for them.D.There are too many bankruptcies and scandals to deal wit(2).What reason is given by McKinsey for the success of best-performing companies?（分数：1.00）A.Their executives had a wide knowledge of the industry.B.They could make better use of techniques.C.They were more eff
38、icient in managing the company.D.They were good at knowledge management.(3).The writer indicates that knowledge sharing between two firms can be more difficult because（分数：1.00）A.the firm fears that the other may get more benefits.B.their employees do not like to do that.C.they do not trust each othe
39、r.D.both want to keep it to themselves.(4).What plays an important part when managers want to obtain more knowledge?（分数：1.00）A.The course they are attending.B.Their purpose.C.Their position in the company.D.The industry they are in.(5).What does the writer say about the way to acquire knowledge?（分数：
40、1.00）A.Critical thinking is the best way.B.It is important to make changes when necessary.C.It is better to gain on the internet.D.Each person has his own preferable way.(6).The purpose of the last paragraph is to（分数：1.00）A.announce new programs in knowledge management.B.give some advice about knowl
41、edge management.C.introduce a book concerning knowledge management.D.suggest the best place to study knowledge management.五、PART FOUR(总题数：1，分数：10.00)The Newbies Will Set the paceEight Eastern European countries more Malta and Cyprus are posting better economic growth numbers than the euro zone. The
42、trend is likely to persist and may push current members to make much-needed reforms.One reason the accession countries are expected to grow (21) faster than the euro zone this year is productivity growth. After (22) to wage differentials, workers in the accession countries are up to twice as product
43、ive as euro zone employees. The rapid productivity gains (23) for greater profits and real wage advancements, (24) ingredients to spurring demand.Euro zone workers are more (25) on an absolute basis. Industrial productivity growth for the thee largest entrants Poland, Hungary, and the Czech Republic
44、 will be 9.5% this year, vs.2.8% for the euro zone. A big reason for the gap is a strong inflow of foreign direct investment. Foreign companies that overhaul or build plants are (26) in better technology. (27) , the newest members have lower corporate tax rates than the euro zone. Their entry into t
45、he EU and their more attractive business environment should (28) in even greater levels of FDI to these countries. That should bring further gains in productivity. The virtuous cycle that the new entrants appear to be building will add pressure on established members to reform their labor markets, t
46、ax codes, and social benefits programs, such as pensions. The (29) euro zone is establishing a dynamic setting in which the accession countries have secured initial advantages. But the established members have a long way to go to (30) on productivity growth.（分数：10.00）A.lessB.moreC.greatD.farA.regula
47、tingB.adjustingC.revisingD.reconcilingA.assentB.consentC.allowD.permitA.essentialB.majorC.primaryD.keyA.efficientB.efficaciousC.effectiveD.effectualA.takingB.bringingC.gettingD.introducingA.As wellB.AccordingC.In additionD.AlsoA.drawB.attractC.absorbD.recruitA.developedB.extendedC.broadenedD.expande
48、dA.make upB.jump upC.catch upD.count up六、PART FIVE(总题数：1，分数：10.00)Fooled by FlatteryBeing swept along by their followers isnt the only form of influence that leaders need to be wary of. Sometimes, follower influence takes the subtler and gentler form of ingratiation. Must people learn very early in
49、life that a good way to get people to like you (31) to show that you like them. Flattery, favors, and frequent compliments all tend to win people (32) Leaders, naturally, like those who like them and are more apt to let those they are fond of influence them.For their part, followers think that (33) on the bosss good side gives them some
