[外语类试卷]BEC商务英语（中级）阅读模拟试卷116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 116及答案与解析 一、 PART ONE 0 How to approach Reading Test Part One In this part of the Reading Test you match seven statements with four short texts. First read each short text and then read the sentences to see which ones refer to the text. Make sure you read each text for overall mean

2、ing. Do not choose an answer just because you can see the same words in the text. Look at the sentences below and the information about mergers and takeovers involving four companies on the opposite page. Which company (A, B, C or D) does each sentence 1 - 7 refer to? For each sentence 1 - 7, mark o

3、ne letter (A, B, C or D) on your Answer Sheet. You will need to use some of the letters more than once. A Tour operator Jarmin Travel is waiting for its chief executive and finance director to make the final decision before making a formal bid for rival HarmonAir. The two companies tried to merge fi

4、ve years ago, when the deal was blocked by the competition authorities. Since then the regulator has eased the criteria by which any merger would be judged. Competition lawyers say a tie-up would almost certainly be allowed this time, and industry analysts believe that both companies are eager for a

5、 merger. B Bus operator Barkway has been hit by stiff competition and dwindling profitability. As a result the company has been forced to scrap its plans to expand overseas and instead will concentrate on growing its existing business. The continuing decline in the companys share price has led to sp

6、eculation that it may fall prey to one of its rivals. This may well prove wrong), though, as Barkways founder and chief executive, Kerry Matthews, has persuaded the board to do everything in its power to resist a takeover. C Carolyn Swaine, the former chief executive of coffee shop chain Marshmonts,

7、 is trying hard to raise capital for a bid for her old company. Swaine left last year after a series of disagreements over Marshmonts future direction, and several top managers are expected to leave if she succeeds in buying the chain. Although Marshmonts is profitable, it is too small to stay indep

8、endent for much longer, and even if Swaine takes control, the company will soon have to become part of a larger chain. D Keston, the respected maker of television programmes, has announced that it has agreed an outline deal to merge with Stardust TV. A year ago, with its profits plunging, Keston fac

9、ed a strong takeover bid by another of its competitors, but fought hard against it, and has since become more profitable. The company is now convinced, however, that its future success lies in being part of a larger organisation. Both Keston and Stardust have a reputation for producing striking tele

10、vision programmes, and a merger is likely to be beneficial, both creatively and financially. 1 This company has changed its attitude towards remaining independent. 2 If this company is taken over, changes are likely to take place in its senior management. 3 This company has renewedits efforts to com

11、bine with a competitor. 4 This company wishes to remain independent. 5 An attempt to buy this company depends on whether enough money is made available. 6 This companys current lack of success means that a competitor may try to take it over 7 This company cannot survive on its own for much longer 二、

12、 PART TWO 7 Read the article below which reviews a new book on company planning. Choose the best sentence from the list on the opposite page to fill each of the gaps. For each gap 8-12, mark one letter (A-G) on your Answer Sheet. Do not use any letter more than once. Firms need a better way of plann

13、ing Nick Field, in his book Strategy Management, offers a new approach to help companies map out their future. Many companies have lost the art of strategy-making. They spend too much time looking at process change, organisation and systems. They do not invest enough effort in determining where they

14、 want to be in their markets and how they are going to beat their competitors They have got things out of balance. In many companies, the development of strategy is in crisis. In a recent magazine poll, only six per cent of executives rated their company highly for long-term planning skills. (8) If

15、this figure is accurate, it is not surprising that 29% of the FTSE 100 companies failed to achieve real sales growth between 1992 and 1996, when takeovers are excluded from the figures. There can be no doubt about the value of effective strategy-making. Recent research has shown that what are descri

16、bed as visionary companies - those with clear strategies for the future - deliver higher shareholder returns. They are less at risk from short-term earnings pressures because they know - and they can convince others - that they will survive these. (9) Times have changed. The big company of today is

17、not being defeated by another big company but by the small companies. So how do they do it? And where do companies that are failing in this respect turn? If a company accepts that their strategy development is not the best in the class, if they acknowledge that they need to do more to map out their

18、future, influence rather than be influenced, shape their market instead of being shaped by it, how should they take on this strategy-making challenge? Fields book Strategy Management puts forward a new approach to help companies rediscover the power of forward planning. (10) The book is straightforw

19、ard to understand and use, and offers practical and specific directions. Research and empirical testing have proved that it can be useful in all areas of industry and should be of value to any company. The approach put forward is based on two key building blocks, the first being that any company con

20、sidering its future must have a commitment to win. (11) The second building block is competitive advantage. The author defines four prime areas that differentiate organisations and influence purchase decisions. These are the performance of the product or service, sold at the most attractive price, w

21、ith extraordinary levels of service and strong emotional values. It may require only one of these areas to produce a competitive advantage. Take Coca-Cola for example. (12) Companies can explore how to win by building on their commitment and working around this approach to identify which one or more

22、 of these four sources of advantage will lead to success. A Clear guidelines are given on how to become involved with customers and build new forms of competitive advantage. B Through the brand name, the company has established a relationship with customers feelings that has made the product highly

23、successful, C Another survey estimated that only one in ten companies had the information they needed to make strategic decisions. D Lacking any debate about the future, these are typically reduced to a once-a-year form-filling exercise. E If this comes across forcefully enough rivals will see it an

24、d go elsewhere, believing the market will be taken over by another. F In the past, it was generally believed that the scale of the company was the most significant factor. G They do not invest enough effort in determining where they want to be in their markets and how they are going to beat their co

25、mpetitors. 三、 PART THREE 12 Look at the article below about getting along with the boss and following questions. For each question (13 - 18), mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. Getting Along with the Boss You know that a positive relationship with your wor

26、k superiors is essential to your success. But how do you ensure you stay on their right side? Your boss holds 2 our future prospects in his or her hands. Expect very few favors from a boss who does not like you, Bad relationship with the boss also means missed advancement opportunities: it is one of

27、 the major reasons for high staff turnover. If you resign because of the boss. you may also expect a dent in your professional reputation, Imagine having to provide such an “ex“ boss as the contact referral person at your next interview ! The relationship you have with your boss can be a major facto

28、r in determining your rise up the ladder. Your boss isnt only your supervisor. He or she is also the person best equipped (or should be I to help you do the job you are paid to do. He/she is privy to the companys goals and knows what the company is looking for in future executives. He/she can inform

29、 you of company direction that may affect your future aspirations, He/she can put in a good word for you in the right eats. He/she is also your ally when you need back up, support or cooperation from other departments. But how does this help you establish a meaningful working relationship with your

30、boss? The key is communication. Know your boss priorities and try to anticipate his/her needs before he/she asks. Dont think narrowly in terms of your own immediate position. Try to understand where what you do ties in with the bigger picture. What other things can you discover about your boss? Is h

31、e/she conservative or informal? Does he/she prefer to be greeted as Mr. Ms. Miss or Mrs. or prefer first names? Is his/hers an “open door“ policy or does he/she prefers you setting appointments with them? Respect your boss time. Never barge into their office expecting or demanding an hearing immedia

32、tely. Does he/she prefer to be kept informed with progress reports, or prefer you show initiative and get on with the job? Dont be a “yes man“ and dont offer false flattery in the hope of getting somewhere. It wont work! And dont aim for “closeness“ in the working relationship because this can also

33、backfire. If your boss depends upon you too much. he/she wont recommend you for promotions because you are needed too much where you are. Another possibility is that if he/ she is not a good manager, he/she may be given their marching orders. If you are seen to be a part of his/her management mishap

34、s, you may be marching out the door with him/her! Do what you can to stay in his/her good books. Dont take “sickies“ unless you are sick! Be an effective, cooperative, responsible and courteous employee and team player. It is possible that you are already these things, and you are working for somebo

35、dy whose management style disagrees with your needs or expectations. Maybe friction cannot be avoided. Then, you may be better off looking for a new job in a new department or company. In short, getting along with your boss entails getting to know his/her likes and dislikes and learning to work with

36、 his/her personality and management style. And the upside about mastering communication and people skills with your own boss is that one day, those skills will pay off in your own management role with your own team. 13 The writer says that a bad relationship with your boss may result in all of the f

37、ollowing except （ A） less favors from your boss. （ B） the loss of your job. （ C） a dent in your reputation. （ D） the loss of your opportunities for promotion. 14 According to the writer, which of the following is not true about your boss? （ A） He is the person who supervises you. （ B） He is the pers

38、on setting the companys goals. （ C） He can keep you informed of company direction concerned with your future. （ D） He can help you acquire support or cooperation from other departments. 15 Which of the following is not recommended by the writer? （ A） You should expect your boss requirements before h

39、e/she asks. （ B） You should find out your boss priorities. （ C） You should give up the narrow way of thinking related to your own immediate position. （ D） You should make what you do identify with your boss interests. 16 The writer suggests you find out （ A） more about your boss life style. （ B） mor

40、e about your boss way of being greeted. （ C） more about your boss open-door policy. （ D） more about your boss way of communication. 17 According to the writer, you should not （ A） flatter your boss. （ B） get too close to your boss. （ C） depend upon your boss too much. （ D） get involved in your boss

41、mishaps to avoid getting your marching orders. 18 The writer says the skills for communicating with your boss, which you desire to master will （ A） pay you up when you are a boss. （ B） become indispensable when you are a boss. （ C） be no longer required when your are a boss. （ D） become rewarding wh

42、en your are a boss. 四、 PART FOUR 18 Read this memo about problems of noise levels in factories.Choose the best word to fill each gap.For each question (19 33) write one letter (A, B, C or D).MEMOFrom: Dr Chao Liang Luen, Chief Medical OfficerTo: All Managers of the Dragon Companys Branch FactoriesDa

43、te: 29 November Loss of hearing among workers in our factories is how becoming a very serious problem of which all managers and supervisors must be aware. It is important to 0 workers whose hearing may have 19 because of unacceptable noise in certain 20 of a factory. Where there is very noisy machin

44、ery, supervisors usually 21 ear protectors to operatives and to those working nearby. However, not all workers are willing to wear ear protectors and often 22 instructions to do so. Others put them on but then 23 them unless they are 24 supervised. Appropriate, training and information about the 25

45、which can be caused by noise is probably the most effective way of dealing with this problem, provided that it is followed up by 26 vigilance. Sometimes the ear protectors worn by workers may be inadequate but may not cause any 27 loss of hearing. In such cases hearing difficulties will 28 so gradua

46、lly that those affected may hardly be aware of them. In most cases, this kind of gradual deafness is 29 only when it is too late to 30 the situation in any way. Harder to recognize are noise 31 which do not cause deafness but which nevertheless 32 employees. It is therefore just as important that wo

47、rkerscomplaints about such noise are fully 33 . （ A） disintegrated （ B） eroded （ C） faded （ D） deteriorated （ A） areas （ B） regions （ C） spaces （ D） wards （ A） award （ B） serve （ C） issue （ D） present （ A） omit （ B） disregard （ C） abandon （ D） neglect （ A） rid （ B） discard （ C） eliminate （ D） disown

48、 （ A） closely （ B） thoroughly （ C） completely （ D） accurately （ A） ruin （ B） injury （ C） hurt （ D） damage （ A） constant （ B） enduring （ C） infinite （ D） lasting （ A） shocking （ B） dramatic （ C） vivid （ D） active （ A） grow （ B） add （ C） increase （ D） rise （ A） felt （ B） indicated （ C） detected （ D） f

49、ound （ A） deal （ B） cure （ C） prescribe （ D） remedy （ A） levels （ B） standards （ C） states （ D） phases （ A） damage （ B） irritate （ C） strain （ D） anger （ A） discovered （ B） surveyed （ C） investigated （ D） replied 五、 PART FIVE 34 Read the article on the opposite page about identifying the training needs of staff. In most of the lines 34 - 45 there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. If a line is correct, write CORRECT