BEC剑桥商务英语(高级)6及答案解析.doc

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1、BEC 剑桥商务英语(高级)6 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 The learning organization is one where the organization is developing the core competencies that will give it competitive advantage in the marketplace. These core competencies are of two kinds: technical competencies wh

2、ich provide the key to the organizations market position; and management competencies which are vital to its performance as an integrated organization. B The key aspects of individual management development, such as recruitment, training, career development, job rotation, special assignments, meanin

3、gful work, relevant reward systems, need to be embedded in organizational systems, structures, values and policies and consistently applied in practice. In a learning organization, management development is not an on again, off again activity. C An organization full of change effective managers only

4、, or of operational managers only, is likely to be headed towards bankruptcy. A balance is needed between operational and reshaping competencies. Part of that balance needs to be found within individuals, part of it in the respective strengths of individuals, and parts within the embedded processes

5、and resources of the organization. This has important implications for the placing of managers in jobs and also for moving them when their key skills are no longer so relevant and the managerial needs of their positions change. It also has implications for the composition of top teams. Unless the to

6、p team includes some powerful members who are committed to long-term performance, the organization is unlikely in the longer term to build those reshaping competencies that will ensure its own renewal that is, to become a learning organization. D Forward-looking organizations are increasingly identi

7、fying potential change leaders early in their careers, giving them responsibilities for smaller change projects and the opportunity to work closely with effective change practitioners so that they can develop the range of reshaping competencies that the firms increasingly need. Some firms are also t

8、aking some of their most effective managers off-line and giving them project responsibilities that encourage them to augment their existing high levels of operational competencies with reshaping competencies. Ensuring that many managers at critical stages of their careers have the experience of mana

9、ging transitions is vital to developing a managerial mindset that balances the relative importance of maintaining effective ongoing operations with transforming them. It is this mindset that supports the need for current performance with the openness to change that underlies a learning organization.

10、 E In some cases, reshaping competencies may detract from immediate business results. Reshaping competencies requires considerable investment of resources, effort and time sometimes for little or no immediate benefit. Their expected benefits are often difficult to quantify or measure and the results

11、 only show up over time. Furthermore, continual investment is needed to maintain them. The benefits of creating learning organizations do not come free. They also do not come unmanaged. To be effective in meeting the organizations purposes, organizational learning needs to be a managed process and o

12、rganizational learning a key responsibility of top management. The creation and use of reshaping competencies, both personal and corporate, is the key characteristic of the learning organization. 0. Operational and reshaping competencies are both needed within one manager. (C) （分数：0.96）(1).The devel

13、opment of individual managers must itself become a corporate competence.（分数：0.12）A.B.C.D.(2).Courses can make an important contribution but need to be combined with apprenticeship, experiential learning and mentoring.（分数：0.12）A.B.C.D.E.F.G.H.(3).That a firm succeeds or not depends on what it chooses

14、 to do rather than the environment it operates.（分数：0.12）A.B.C.D.(4).Reshaping competencies adds little to immediate business results.（分数：0.12）A.B.C.D.E.(5).A firm performs well if it develops a “distinctive competence“ over time.（分数：0.12）A.B.C.D.(6).A company needs to give its managers as many oppor

15、tunities as possible to access other tasks.（分数：0.12）A.B.C.D.E.F.G.H.(7).Reshaping competencies may not bring great benefit to the corporation immediately.（分数：0.12）A.B.C.D.E.(8).Managers do not need identical sets of competencies.（分数：0.12）A.B.C.D.二、SECTION 2 (Question(总题数：1，分数：1.00)Internalization an

16、d 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) . Merchants traveled the known world to sell products manufactured in their home country and to return with produ

17、cts 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). In order for a business to become global in its operations, we would usually expect a number of importan

18、t 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 organizations compete in industries that are globalized. (11). Third, global organizations can and do lo

19、cate 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 prevalent among traditional multinational companies is eroded in the culture of global businesses. (14). T

20、he 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. A. This might mean, for example, shifting production to a low-cost region or moving design to a country

21、 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 its global market. C. Finally, global organizations are able to integrate and coordinate their internatio

22、nal 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 and control the various parts of the business cross national borders and despite local area. F. A large mu

23、ltinational 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 are entirely domestically based, others operate in many countries and yet others in almost all the regions

24、 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 literature has tended to focus on its implementation in the public sector rather than in the commercial s

25、ector. 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 not the most appropriate way of exploring diversity climates in the retail company. Initially, the study

26、 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. The decision to participate in the study suggests that not only are diversity issues growing in signifi

27、cance 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 online business and the US retailing chain. The online business, selling products through its website and othe

28、r 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. Both businesses had similar structures (head office, regional level and store level) and relied on formal

29、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 more than 200 years ago. Established in 1985, the US business employed 3, 600 staff and had a total of 570 s

30、tores 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 management and how managers applied this in their working environments. Over 12 months, 40 semi-structured inter

31、views 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 architects of the equality and diversity policies and procedures. The majority of the samples were store

32、 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 consideration was the diversity of respondents, and every effort was made to ensure that they reflected a wide r

33、ange 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 diversity policies. This meant that the diversity of the sample was constrained by the composition of th

34、e 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 in their thirties or earlier forties. There was only one non-white manager in the UK sample, and one with

35、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 unless during the interview the respondent provided the information that they were, for example, Christian. Th

36、e 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 interviewees. This technique relies on respondents to identify other suitable people to interview. It is recognize

37、d 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 before and after the interviews took place as well as being checked against the documented organizationa

38、l structures. In addition, each respondent was asked about their job role and supervisory responsibilities, their previous experience and working environment. During the interviews individuals were each asked to comment on a couple of scenarios describing employment situations where people could be

39、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 were asked to consider the advantages and disadvantages of providing benefits for specific groups of empl

40、oyees, 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 interviewee to reflect more easily on the different approaches that could be taken to equality issues. （分数

41、：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 the application of organizational equality and diversity policies in the retailing industry.B.The study is

42、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 management agenda concerned with recognizing and responding to individual differences.D.The study is to explore t

43、hrough 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 interviews conducted with managers, HR specialists and employees across the three distinct business units.B.A long

44、-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 retailers three distinct businesses?（分数：0.17）A.They all occupy a dominant position in UK retailing.B.They all p

45、ossess 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 and education.D.They all sell products through the website and other interactive channels.(4).To minimize

46、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 a better understanding about the value and world view of the managers.B.To explore the managers percepti

47、ons 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, what is the aim of the assumed scenarios put forward by the interviewer on those interviewees?（分数：0.17）A.T

48、hese 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 circumstances but also to describe critical incidents that illustrated their own approach to managing diversity.C.T

49、hese 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 literature.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 m