BEC剑桥商务英语(高级)11及答案解析.doc

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1、BEC 剑桥商务英语(高级)11 及答案解析(总分：19.96，做题时间：149 分钟)一、SECTION 1 (Question(总题数：1，分数：1.00)A Quality support need be a top priority for any serious Web hosting provider. Customers, especially individuals and small businesses expect timely and informative customer support. Noting that the majority of a reseller

2、s clients come from this constituency, support must be a central tenant of a vendors offerings. Unfortunately, because most hosting resale operations are small, often resellers cannot effectively deal with incoming support requests. The result is usually an unsatisfied client base that does not obta

3、in timely responses to their support; inquiries. B When customers cannot obtain a desired level of technical support they obviously get furious and look for change. It is thus incumbent upon the reseller to establish effective and efficient means of providing technical support to their clients in or

4、der to satisfy customer expectations. Resellers can obtain higher levels of technical support if they outsource their own support infrastructure. By outsourcing technical support functions, a reseller can actually reduce customer costs while improving customer satisfaction. C Outsourcing customer su

5、pport services allows a reseller to provide technical support without the headaches or capital expense of developing, staffing and maintaining an internal help desk. At fast growing Web host reseller businesses, over 50 per cent of all incoming inquiries can be support requests. At the smallest of t

6、hese Web host operations, these inquiries can detract from other essential areas of business, such as sales and marketing. By outsourcing technical support, a reseller can increase the amount of time that they dedicate to the revenue-generating components of their business. D Great deal of technical

7、 support providers now offer expert support solutions that can actually expand the complexity and breadth of support operations. Any basic provider should offer toll-free telephone support and 24-hour e-mail support inquiries at a minimum. Their inquiry supports are the most commonplace in the Web h

8、osting industry. An excellent hosting provider however should have the capacity to offer help desk support via fax and by instant messaging. All this support should be “private labeled“ as well, so that assistance provided to your customers is transparent. In other words, your technical support oper

9、ator should pick up the phone as you. E Outsourcing service providers should also be able to provide customized activity reporting and bill the reseller on a per support request basis. Only on a “per-instance“ basis will outsourcing customer support be an affordable proposition to a smaller Web host

10、 vendor. For this reason, resellers must ensure that they enter into an arrangement with a customer support outsourcer that is negotiable, short-term and is pro-rated based upon call volume. Outsourced technical support must be specifically tailored to your service offerings. Your customers will not

11、 be impressed with your technical support simply because it is responsive. Customers must obtain relevant assistance when they call. This can only be achieved if the technical support outsourcer has an in-depth understanding of your business operations. 0. If the customers cannot get the satisfactor

12、y technical support, they tend to be very angry. (B) （分数：0.96）(1).A reseller can actually reduce much capital expense by outsourcing customer support services.（分数：0.12）A.B.C.D.(2).Satisfying customer expectations is the resellers duty.（分数：0.12）A.B.C.D.(3).Resellers must communicate with their techni

13、cal support outsourcers on a regular basis in order to make the business operations known.（分数：0.12）A.B.C.D.E.(4).There is a tendency that resellers cannot effectively meet the needs of the clients and the web hosting providers.（分数：0.12）A.B.C.D.(5).The customers may think the hosting provider is the

14、technical support operator.（分数：0.12）A.B.C.D.E.F.G.H.(6).Compared with support requests. Web host operations worried less about sales and marketing.（分数：0.12）A.B.C.D.(7).Outsourcing their own support infrastructure is the resellers best choice.（分数：0.12）A.B.C.D.(8).Now Web hosting providers attaches gr

15、eat importance to quality support.（分数：0.12）A.B.C.D.二、SECTION 2 (Question(总题数：1，分数：1.00)Internalization and Globalization One of the most important considerations in the implementation of strategy is the extent to which the organizations activities are spread across geographical regions. (0) . Mercha

16、nts traveled the known world to sell products manufactured in their home country and to return with products from other countries. Initially, international business simply took the form of exporting and importing. (9). Globalization, on the other hand, is more than simply internationalization. (10).

17、 In order for a business to become global in its operations, we would usually expect a number of important characteristics to be in place. First, global organizations take advantage of the increasing trend towards a convergence of customer needs and wants across international borders. Second, global

18、 organizations compete in industries that are globalized. (11). Third, global organizations can and do locate their value-adding activities in those places in the world where the greatest competitive advantages can be made. (12). (13). The mentality of home base, foreign interests that has been so p

19、revalent among traditional multinational companies is eroded in the culture of global businesses. (14). The development of an organizations global strategy, therefore, will be concerned with global competences, global marketing and global configuration and coordination of its value-adding activities

20、. A. This might mean, for example, shifting production to a low-cost region or moving design to a country with skilled labor in the key skill cultural differences. B. In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in

21、its global market. C. Finally, global organizations are able to integrate and coordinate their international activities between countries. D. Finally, global organizations can cooperate with each other very well and can exchange their information in time. E. They have learned to effectively manage a

22、nd control the various parts of the business cross national borders and despite local area. F. A large multinational company is not necessarily a global business. G. The term international describes any business that carries out some of its activities across national boundaries. H. Some businesses a

23、re entirely domestically based, others operate in many countries and yet others in almost all the regions of the world. EXAMPLE：The correct answer for blank (0) is H. （分数：1.02）A.B.C.D.E.F.G.A.B.C.D.E.F.A.B.C.D.A.B.C.D.A.B.C.D.A.B.C.D.E.三、SECTION 3 (Question(总题数：1，分数：1.00)The UK diversity management

24、literature has tended to focus on its implementation in the public sector rather than in the commercial sector. Hicks-Clarke and Iless work considers the links between gender diversity and organizational performance in both retailing and the National Health Service but found that survey analysis was

25、 not the most appropriate way of exploring diversity climates in the retail company. Initially, the study developed from an approach from the UK high-street operation which was seeking to create more innovative HR practices to support a marketing strategy of appealing to a more diverse customer base

26、. The decision to participate in the study suggests that not only are diversity issues growing in significance for UK retailers but, arguably, point to an absence of guidance on how to achieve diversity management in practice. The retailer had three distinct businesses: the UK high street, its onlin

27、e business and the US retailing chain. The online business, selling products through its website and other interactive channels, employed approximately 100 people all centrally located in one UK premises. In contrast, the UK high street and US businesses were much larger and more widely dispersed. B

28、oth businesses had similar structures (head office, regional level and store level) and relied on formal documents to disseminate company policies. The UK high-street business had approximately 530 stores and 17, 000 staff, and has occupied a dominant position in UK retailing since its inception mor

29、e than 200 years ago. Established in 1985, the US business employed 3, 600 staff and had a total of 570 stores in airports and hotels, predominately in North America. A case study approach was selected as the most likely means of gathering insights into understanding the concept of diversity managem

30、ent and how managers applied this in their working environments. Over 12 months, 40 semi-structured interviews were conducted with individuals holding managerial responsibilities in the UK business operations and with a small number of senior HR specialists from the relevant head office who were the

31、 architects of the equality and diversity policies and procedures. The majority of the samples were store managers but a number had wider regional or general managerial roles and not only had a responsibility for diversity issues but also experienced these as employees. Although an important conside

32、ration was the diversity of respondents, and every effort was made to ensure that they reflected a wide range of visible characteristics, the main priority of the study was to obtain the views of those staff with an organizational responsibility for the interpretation and application of equality and

33、 diversity policies. This meant that the diversity of the sample was constrained by the composition of the population in such roles. The result was a sample that was 70 percent female and 30 percent male, with an age composition ranging from mid-twenties to late fifties, although the majority were i

34、n their thirties or earlier forties. There was only one non-white manager in the UK sample, and one with a visible physical disability. It was difficult to select respondents on the grounds of their non-visible diversity, such as religion and sexuality, as these differences were not made known unles

35、s during the interview the respondent provided the information that they were, for example, Christian. The large numbers employed in the UK high street and US businesses, combined with the fluid nature of job roles in the online business, meant that snowball sampling was employed to select interview

36、ees. This technique relies on respondents to identify other suitable people to interview. It is recognized that such an approach could have resulted in some bias in the selection of respondents. To try to minimize this, the list of interviewees and their roles were verified with the HR function both

37、 before and after the interviews took place as well as being checked against the documented organizational structures. In addition, each respondent was asked about their job role and supervisory responsibilities, their previous experience and working environment. During the interviews individuals we

38、re each asked to comment on a couple of scenarios describing employment situations where people could be treated either the same (an equal opportunities approach) or differently (a managing diversity approach). For example, one scenario related to an organizational benefits scheme where respondents

39、were asked to consider the advantages and disadvantages of providing benefits for specific groups of employees, such as working parents, or for all employees, such as reduced rates for membership of a local gym. Providing an example of how these might operate in practice was intended to assist the i

40、nterviewee to reflect more easily on the different approaches that could be taken to equality issues. （分数：1.02）(1).From the first two paragraphs, what can you predict about the main purpose of the study?（分数：0.17）A.The study is to expose the thought of a number of managers who were responsible for th

41、e application of organizational equality and diversity policies in the retailing industry.B.The study is mainly about in the implementation of organizational diversity initiatives, employers need to take greater account of the tensions facing line managers.C.Line managers regard a diversity manageme

42、nt agenda concerned with recognizing and responding to individual differences.D.The study is to explore through qualitative methods the understandings, perceptions of fair treatment and reported actions of a group of managers.(2).What was the research primarily based on?（分数：0.17）A.In-depth interview

43、s conducted with managers, HR specialists and employees across the three distinct business units.B.A long-established UK major high-street retailer of stationery and books.C.UK diversity management literature and the UK high-street operation.D.UK retailers.(3).What is the similarity among the retail

44、ers three distinct businesses?（分数：0.17）A.They all occupy a dominant position in UK retailing.B.They all possess a large number of consumers and a wide as well as prosperous market.C.They all have very different operational contexts, and they all sell products relating to entertainment, information a

45、nd education.D.They all sell products through the website and other interactive channels.(4).To minimize the bias in the selection of respondents, why was each respondent asked about their job role and supervisory responsibilities, their previous experience and working environment?（分数：0.17）A.To have

46、 a better understanding about the value and world view of the managers.B.To explore the managers perceptions of equality and diversity policies.C.To test the sensitivity of perception and discrimination of the respondents.D.To get to know the managers criteria on working.(5).In the last paragraph, w

47、hat is the aim of the assumed scenarios put forward by the interviewer on those interviewees?（分数：0.17）A.These scenarios were designed to illustrate the situation in the online business was far more fluid.B.These scenarios were designed not only to identify what they would do in particular circumstan

48、ces but also to describe critical incidents that illustrated their own approach to managing diversity.C.These scenarios were designed to be a supplement to the interviews, and each attempted to illustrate the essence of managing diversity and the equal opportunity approach as described in the litera

49、ture.D.These scenarios were designed to clarify the extent of managerial responsibilities for diversity management within the different operations.(6).What does this article mainly concern?（分数：0.17）A.The article suggests that it is a concept that lacks clarity for line managers in terms of how it should be implemented within the anti-discrimination legal framework.B.This article is mainly about present particular dilemmas for line management in terms of how to respond to individual differences.C.This article examines how operational managers are interpreting the management