剑桥商务英语高级-115及答案解析.doc

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1、剑桥商务英语高级-115 及答案解析(总分：96.00，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)AEnsuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to

2、 keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motiva

3、tion equation.BOne of the problems is that managers often dont appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just wont work in todays technology-driven, fast-paced business environment. For example, an employee could be working in Sout

4、h Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.CWhat most employees expect is the chance to work flexibly, on interesting and stim

5、ulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture

6、 that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.DOrganisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, o

7、r you wont get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant

8、 might be scared by the city traders job, but both may be very satisfied with their own job.EThere are huge gaps between what employees expect from employers and what they actually get. For instance, employers emphasis on employability (equipping workers with marketable skills) may be somewhat misgu

9、ided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasnt delivering, which had a detrimental effect on the employees workplace performance and attitudes. The problem lies partly in a lack of communi

10、cation: to ensure mutual understanding and to align employees values and goals with those of the organisation, much more conversation is needed.（分数：8.00）(1).People may perceive the same type of work very differently.（分数：1.00）填空项 1:_(2).It is important that staff gain recognition for what they have d

11、one.（分数：1.00）填空项 1:_(3).The behaviour of staff may be influenced by disappointment with what their organisation provides.（分数：1.00）填空项 1:_(4).Traditional ways of motivating staff cannot be put into practice these days.（分数：1.00）填空项 1:_(5).A good salary alone is no longer enough to motivate staff.（分数：1

12、.00）填空项 1:_(6).It is desirable for staff and their employers to have similar objectives.（分数：1.00）填空项 1:_(7).Staff should be able to improve their abilities through their work.（分数：1.00）填空项 1:_(8).Not all companies see a need to find out what motivates their staff.（分数：1.00）填空项 1:_三、PART TWO(总题数：1，分数：6

13、.00)Introducing T-shaped managementDespite their best efforts, most companies continue to squander what may be their greatest asset in todays knowledge economy. I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations. T

14、his seems a great shame, because capitalising on those intellectual resources - using existing knowledge to improve performance or combining strands of knowledge to create something altogether new - can help companies respond to a surprising array of challenges, from fending off smaller, nimbler riv

15、als to integrating businesses that have been forced together in a merger.(9) I suggest another approach, one that requires managers to change their behaviour and the way they spend their time. The approach is novel but, when properly implemented, quite powerful. I call it T-shaped management.T-shape

16、d management relies on a new kind of executive, one who breaks out of the traditional corporate hierarchy to share knowledge freely across the organisation (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part). (10) Although thi

17、s tension is most acute for heads of business units, any T- shaped manager with operating unit obligations must wrestle with it.You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The trouble is that those systems

18、are best at transferring explicit knowledge; for example, the template needed to perform a complicated but routine task. (11) In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies. Furthermore, merely moving documents around can never engender the degree o

19、f collaboration that is needed to generate new insights. (12) Effective T-shaped managers will benefit companies of almost any size, but theyre particularly crucial in large corporations where operating units have been granted considerable autonomy. Although giving business units greater freedom gen

20、erally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise. (13) So, how do you successfully cultivate T-shaped managers and capitalise on the value they can create? Energy giant BP Amoco provides some provocativ

21、e answers. My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate. (14) It is important to follow these, because the benefits of T-shaped management will not be realised if the concept is poorly implemented. Senior executive

22、s must put in place mechanisms that simultaneously promote and discipline managers knowledge-sharing activities. A However, direct personal contact is more typically needed to effectively transfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.

23、B For that, companies really have to bring people together to brainstorm.C Many companies have tried, with mixed success, to leverage this underused asset by centralising knowledge management functions or by investing heavily in knowledge management technology.D The entire history of the T-shaped ma

24、nager is one of evolution, a process that continues to this day.E The successful T-shaped manager must learn to live with, and ultimately thrive within, the stress created by this dual responsibility.F By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to suc

25、h negative behaviour.G Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.H I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organisations.（分数：6.00）填空项 1:_填空项 1:_填空项

26、1:_填空项 1:_填空项 1:_填空项 1:_四、PART THREE(总题数：1，分数：6.00)Corporate social responsibility and sustainability are ethical choices that companies make about how they do business. Current thinking indicates that, as a society, we are beginning to appreciate more fully that there must be limits to our consumpt

27、ion of natural resources, and that business activities must take greater account of this impact on society and economies, as well as the environment in which we live. It is well documented that the corporate sector is in a position of unparalleled dominance and that the global resources of a rising

28、number of multinational companies dwarf many of the national economies in which they operate.Market liberalisation and privatisation have created new global markets, and extended the role of the private sector in public services and civil infrastructure projects. As a result, businesses are now heav

29、ily involved in public policy issues throughout the world. For these reasons, businesses must be accountable - not just to shareholders but to consumers, employees and other stakeholders. This means that as corporations continue to grow in power, their responsibility grows too, increasing the number

30、 of ethical considerations they must face. Companies who ignore this development will increasingly find themselves challenged by different groups of stakeholders questioning the values and practices of businesses.These issues present major challenges for the role of marketing, and an opportunity for

31、 a timely response for individual marketers to consider what this means in their day-to-day work. Marketing is the guardian of the brand, so a companys marketing team must be able to take account of how social and cultural changes impact on the health of the brand. How is this to be addressed by mar

32、keters? How widely does marketing engage with the companys stakeholders? A more holistic, inclusive approach across the business is required to safeguard the brands intangible assets of trust, goodwill and long-term value to the business. Marketers may aim to establish whether they can connect with

33、customers in a way that extends the marketers role beyond merely communicating the offer to prospective buyers. Marketings role could well come to be seen more broadly in terms of connecting with stakeholders not only in terms of value, but values.In a world where intangible assets and corporate rep

34、utation are critical components of corporate success, it is inevitable that these newer approaches to marketing are becoming involved with ethics and sustainability issues. It means that marketers can enjoy new opportunities to add value to brands. There are tangible benefits to be gained in product

35、 development, innovation and competitive advantage when broader sustainability and ethical considerations are taken into account.But if marketing is about selling more and sustainability is about consuming fewer resources and producing less pollution, how on earth are marketers supposed to pursue bo

36、th goals at the same time? Perhaps its easy to overestimate the depth and scale of the opposition between these goals - and to underestimate the degree to which marketers can align traditional corporate objectives with those of ethics and sustainability. Marketings core role is to align what the bus

37、iness produces to what the market wants - the route to increased sales.It all means that the firm must invest money, people and resources only in the things that add value for customers. It requires the business not to waste any effort, money or resources doing things that dont add value for users.

38、Responsible marketing, in other words, is actually all about helping business avoid and eliminate waste, as well as continuing to manage natural or manmade resources. It is an important role for marketers and one that has not been fully recognised or appreciated in terms of potential to create innov

39、ative solutions.（分数：6.00）(1).What change does the first paragraph mention?（分数：1.00）A.a decrease in the size of certain economiesB.a growth in knowledge of how resources affect economiesC.a decrease in the resources available to companiesD.a growth in the number of choices available to companies(2).A

40、ccording to the second paragraph, businesses are now encountering（分数：1.00）A.a wider range of obligations.B.greater public criticism.C.problems they should have foreseen.D.an increase in internal disagreement.(3).In the third paragraph, it is suggested that marketers（分数：1.00）A.should devise stricter

41、social and financial categories.B.need to attract new categories of customers.C.should have a greater input in the design of products.D.need to expand their areas of activity.(4).What development is mentioned in the fourth paragraph?（分数：1.00）A.Product design is becoming secondary to ethical consider

42、ations.B.A companys reputation is growing in importance over its brands.C.Ethical considerations can lead to effective innovation.D.Competitiveness is becoming harder to maintain over tim(5).What comment is made in the fifth paragraph?（分数：1.00）A.The challenge facing marketing may be impossible in th

43、e long term.B.Marketing activity should move away from traditional goals.C.Conflicts confronting marketing may be less extreme than expected.D.Marketing should focus on promoting goods which last longer.(6).According to the final paragraph, businesses now need to（分数：1.00）A.revise certain aspects of

44、their activity.B.conduct research into the efficient use of man-made resources.C.ensure their range of investments is ethical.D.communicate new sets of values to customers. PART FOUR五、PART FOUR(总题数：1，分数：10.00)Leisure TimeThere are some people who really do live for their work and lead totally fulfil

45、led lives with this as their only or main focus. Are you one of them? If not, are you (21) enough attention to your need for time away from work?There are two big problems here. One is finding a job that does not involve excessive hours, a job where you are still (22) seriously even if you dont freq

46、uently work late. The other is deciding how you want to spend your leisure time. If circumstances are conspiring to squeeze that last bit of precious (23) time out of your week, then (24) on to some time, even one hour a week, as sacred. Build it into your diary and never let anyone (25) you out of

47、it. Even if it means doing an extra hour earlier in the week, its worth it.Another (26) is to try to change the status quo. It is often middle management who want to see us at our desks 24 hours a day, (27) of output, whereas more objective senior managers may (28) that going home on time is a more

48、productive long-term strategy. Perhaps its time for us to (29) a stand. Even if, in the short term, we cannot work fewer hours and so cannot find the leisure time we need, then at least we can bear it in (30) as an aim for the future.（分数：10.00）A.settingB.payingC.puttingD.holdingA.dealtB.receivedC.ha

49、ndledD.takenA.loneB.singleC.individualD.personalA.hangB.gripC.leanD.sitA.convinceB.tellC.talkD.converseA.laneB.streetC.avenueD.alleyA.thoughtlessB.regardlessC.uncaringD.unconcernedA.acceptB.viewC.supportD.approveA.giveB.bringC.placeD.makeA.opinionB.ideaC.mindD.memory六、PART FIVE(总题数：1，分数：10.00)The Rag TradeThere is one kind of clothes