[外语类试卷]BEC商务英语(中级)阅读模拟试卷112及答案与解析.doc
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1、BEC商务英语(中级)阅读模拟试卷 112及答案与解析 一、 PART ONE 1 Look at the statements below and the views about improvement processes on the opposite page. Which company (A, B, C or D) does each sentence 1 - 7 refer to? For each sentence 1 - 7, mark one letter (A, B, C or D) on your Answer Sheet. You will need to use so
2、me of the letters more than once. A “Were ahead of our competitors in that every year we invite customers to headquarters to discuss their expectations for the next five years. In addition to customers, the meeting includes approximately 100 employees and suppliers. We parade our five-year plan, inc
3、luding such things as service, quality and on-time delivery, and involve everyone in a feedback process. The outcome becomes part of our long-range strategic plan, which is communicated to every employee in the organisation - a process we call management by planning.“ B “The approach we find we need
4、 to take to increasing customer satisfaction is systemic. There isnt an easy way to do it. Everything is interconnected and builds. In order to delight customers, you need smooth manufacturing processes, which means you need an accurate warehouse, which in turn relies on a good manufacturing require
5、ments system and good suppliers. You cant accomplish one in isolation.“ C “As part of our improvement process, employees participate actively in raising customer satisfaction. They establish the areas in which they will be measured that translate into quality performance: things like, How quickly do
6、 you respond to a call? or How effective are your dealings with the customer? Feedback is provided regularly to employees. They analyse the data to determine when additional instruction and support are needed, or when processes need to be re-worked or improved, or when our goals need to be changed.
7、They are also encouraged to keep an eye on the competition and how they are doing. These data are used for planning purposes.“ D “Our senior managers are constantly pulling the competitions products apart to see what theyre doing. Theyve also done some benchmarking against our better competitors. Th
8、ere are a few good ones that make us run faster and harder. But, to be honest, in terms of new service initiatives, for example, weve had to look outside our industry to find what could be called best of breed. Weve milked our own industry.“ 1 Staff are invited to set the standards that are used to
9、assess their productivity 2 Long-term aims are negotiated with people internal and external to the company 3 Staff contribute to the monitoring of competitors progress. 4 Different kinds of company need to be examined for ideas for innovation. 5 Staff decide on their own requirements for training. 6
10、 Improving one aspect of the business affects other aspects. 7 All staff are informed of the companys future direction. 二、 PART TWO 7 Read the article below about management teams in making decisions. Choose the best sentence from the opposite page to fill each of the gaps. For each gap 8-12, mark o
11、ne letter(A-G). Do not use any letter more than once. How Management Teams Can Have a Good Fight Top managers often find it very difficult to manage conflict. They know that conflict over issues is natural and even necessary. Reasonable people, making decisions under conditions of uncertainty, are l
12、ikely to have honest disagreements over the best path for their companys future. Management teams whose members challenge one anothers thinking develop a more complete understanding of the choices, cerate a richer range of options. Ultimately they are able to make the kinds of effective decisions ne
13、cessary in todays competitive environments. But, unfortunately, healthy conflict can quickly turn unproductive. A comment meant as a substantive remark can be interpreted as a personal attack. (8) Personalities frequently become closely connected with issues. Because most executives are proud of the
14、ir ability to make rational decisions, they find it difficult even to acknowledge let alone manage this emotional, irrational dimension of their behavior. The challenge is familiar to anyone who has ever been part of a management team. (9) The managers should be encouraged to argue without destroyin
15、g their ability to work as a team. In a study, in 4 of the 12 companies, there was little or no substantive disagreement over major issues and therefore little conflict to observe. But the other 8 companies experienced considerable conflict. In 4 of them, the top-management teams handled conflict in
16、 a way that avoided interpersonal hostility or discord. (10) They described the way they work as a team asopen, fun, and productive. The executives vigorously debated the issues, but they wasted little time on carefully considering and posturing. As one put it, I really dont have time. Another said,
17、 We dont gloss over the issues: we hit them straight on. But were not political, Still another observed of her companys management team, We scream a lot, then laugh, and then resolve the issue. The other four companies in which issues were contested were less successful at avoiding interpersonal con
18、flict. Their top teams were plagued by intense hostility. (11) When executives described their colleagues to us, they used words such asmanipulative, secretive.burned out, andpolitical. The teams with minimal interpersonal conflict were able to separate substantive issues from those based on persona
19、lities. (12) How did they do that? After analyzing the observations of the teams behavior, the experts found that their companies used the same tactics for managing interpersonal conflict. For instance, team members worked with more, rather than less, information and debated on the basis of facts. A
20、. They must try to keep constructive conflict over issues from turning into nonfunctional interpersonal conflict. B. Executives Often failed to cooperate. rarely talking with one another, tending to fragment into cliques, and openly displaying their frustration and anger. C. Anxiety and frustration
21、over difficult choices can evolve into anger directed at colleagues. D. Executives in those companies referred to their colleagues as smart, team player, and best In the business. E. All the teams had to make high-stakes decisions in the face of considerable uncertainty and under pressure to move qu
22、ickly. F. They managed to disagree over questions of strategic significance and still get along with one another. 三、 PART THREE 12 Read the article below about flea market and the questions on the opposite page. For each question 13-18, mark one letter (A, B, C, or D) on your Answer Sheet for the an
23、swer you choose. Flea Market Shopping Can Be Satisfying Whether in London, Paris or at a rural antique fair, an addictive adrenaline surge is triggered when I discover an architectural fragment I know can be converted into a headboard, or when I come across an old sea chest that, with some paint and
24、 polish, can be made to work as a coffee table. In truth it took quite a while, but I finally learned to practice self-discipline when browsing at flea markets. Its that time again, sunny days are upon us, and flea market and antiques sales wait. Old pieces with great potential abound-all you have t
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