[外语类试卷]BEC商务英语（中级）阅读模拟试卷133及答案与解析.doc

《[外语类试卷]BEC商务英语（中级）阅读模拟试卷133及答案与解析.doc》由会员分享，可在线阅读，更多相关《[外语类试卷]BEC商务英语（中级）阅读模拟试卷133及答案与解析.doc（17页珍藏版）》请在麦多课文档分享上搜索。

1、BEC商务英语（中级）阅读模拟试卷 133及答案与解析 一、 PART ONE 0 Look at the statements below and the article about A Risky Try on the opposite page. Which section of the article(A, B, C or D)does each statement(1 -7)refer to? For each statement(1-7), mark one letter(A, B, C or D)on your Answer Sheet. You will need to use

2、 some of these letters more than once.Example: 0 Real Networks move is another sign that the software industry is going hybrid. A Risky TryA Focus on what you do best. This age-old strategy has worked well for RealNetworks, Microsofts main competitor in multimedia software for the Internet. Now, the

3、 smaller Seattle-based firm is trying a novel way to contain the software giant. On October 29th, it released the underlying recipe, or source-code, of its RealPlayer software and will soon do the same for its other programs giving away a big chunk of its intellectual property.B This may sound like

4、a desperate echo of 1998, when Netscape, struggling in Microsofts chokehold, published the source-code of its web browser(an initiative that yielded few real results until this June, when the first serious new version of the open-source browser, Mozilla, was released). Yet RealNetworks is not playin

5、g defense. It is trying to encourage the creation of a common multimedia software infrastructure for every kind of file format and device, thus thwarting Microsofts ambitions in this promising market. The firm hopes that others in the industry(volunteer programmers, media firms and hardware makers)w

6、ill take the code, called Helix DNA, improve it and make it run on new devices, such as mobile phones and home stereos, turning RealNetworks software into an industry standard. Clever licensing terms are supposed to ensure that this standard does not splinter and that the firm still makes money.C In

7、dividual developers, universities and other non-profit organisations can modify the software as they please and even redistribute it for free, so long as they also publish the source-code for their changes. This is a sort of payment in kind, for RealNetworks is then allowed to use these contribution

8、s. Firms, on the other hand, must pay royalty fees if they distribute more than 1 m copies of the code. They also have to make sure that their software works with other Helix DNA products. The softwares development community already has 2, 000 members. And several hardware makers back the effort. Bu

9、t there are risks. Afraid of piracy, media groups are suspicious of anything that might be related to hackers(although they also do not want to depend on, and pay for, technology controlled by Microsoft). The self-created competition could also hurt RealNetworks if customers decide its commercial pr

10、oducts, which will be based on the open source-code but with extra features, are not worth paying extra for.D RealNetworks move is another sign that the software industry is going hybrid. Mixing elements of proprietary software, where the source-code is tightly controlled, with open-source programs

11、enable firms to expand a market, harvest the ideas of others and, they hope, still make money. Even Microsoft is edging this way: it recently announced that partners can now look at but not modify or reuse the source-code for Passport, its controversial digital-identity service. 1 In 1998, Netscape

12、made a dangerous copy. 2 Releasing the free source-code is the RealNetworks new way of stopping Microsoft. 3 RealNetworks expects to make its own software into an industry standard. 4 RealNetworks suggests Software market is becoming a mixed market. 5 Releasing the source-code can bring about self-c

13、reated competition. 6 RealNetworks wants to make profits by releasing the free source-code. 7 RealNetworks shows great focus on the strategy of doing your best. 二、 PART TWO 7 Read this text about business telephone etiquette. Choose the best sentence from A to G to fill each of the blanks. For each

14、blank (8-12) , mark one letter (A-G) on your Answer Sheet. Do not mark any letter twice. Telephone Etiquette Proper Telephone Etiquette is more important than ever in todays business environment. Much of our business communication takes place on the phone: in the office, at home, in the car, virtual

15、ly anywhere. In this area, proper phone technique can make or break deals or relationships The following are some guidelines to help you use the phone as a powerful tool. First is the greeting. When answering the phone for business, be sure to identify yourself (and your company, if applicable). (8)

16、 Thus, the other party does not think they have reached a wrong number. Use proper phone etiquette from the start. You want to be sure to be polite to the gatekeepers i. e. secretaries, receptionists etc. that answer the phone for your business contacts, as they are the ones who have the power to pu

17、t you through. They may sit outside the office, but they too have influence and power so a greeting such as “Good morning“ is important. (9) Some business relationships, especially in fields like sales, start or stall right at the front desk. When you have reached the party, if your call has been ex

18、pected, remind them of the prior conversation and appointment. People get busy and can seem surprised until you remind them of where they should remember you from. (10) Calling unannounced is much like dropping in and you shouldnt overstay unless invited. If the other person does not have time, brie

19、fly state the purpose of your call and ask for an appointment to follow up at a later time. Have a phone diary. Keep a pencil and pad near the phone and jot notes during phone conversations. This will help you actively listen and have a reference for later. (11) This lets the other person know that

20、you care about what they have to say. Recap at the end of the call, using your notes, and repeat any resolutions or commitments on either side to be sure you are both on the same page. End the call on a positive note by thanking the other person for their time and express an interest in speaking wit

21、h them again (if that is true). (12) A gracious goodbye leaves the door open for further communication and in this day of mergers and acquisitions you never know with whom you will be doing business with in the future, so burning any bridges, or telephone lines, would be unwise. A. Employ active lis

22、tening noises such as yes or I see or great. B. It would also be wise to learn and use the names of the top assistants. C. If not, just let them know you appreciated them speaking with you and end the call. D. If your call is not expected, unless it will be a short call, ask the party if they have t

23、he time for you. E. Remember, do not end the call abruptly. F. If answering someone elses line, be sure to include their name in your speaking. G. In this area, proper phone technique can make or break deals or relationships. 三、 PART THREE 12 Read the article below about the management of original t

24、hinkers, and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. SHEER GENIUS - OR A WASTE OF TIME? Encourage your original thinkers and live with their strange habits, says Alan Worthin If one of your research staff announced that he h

25、ad worked out a way to propel a vehicle on a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further? If a member of your development team asked if she could come in late because she had her best ideas at 3 am would you insist that she is in the office

26、at 9 am like everyone else? Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they werent particularly good at encouraging the people who produced them. O

27、riginal thinkers dont always fit easily into the framework of an organisation. However, the advice from managing director, John Serrano is, Get rid of the dull people and encourage the unusual ones. Essentially, he believes that companies need to learn how to manage their original thinkers in order

28、to ensure that the business profits from their contribution. He also says, Original thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry and disappointed. It is essential to avoid this. You cant recognise original thinkers by the way they look, says

29、 Ian Freeman. An apparently ordinary exterior can conceal a very creative thinker. His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. We define employees as champions, free-wheelers, bystanders and weak links, and most original thinkers come into the category

30、 of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have little or no understanding of business directions and systems. Headhunter George Solomon also thinks original thinkers have their disadvantages. They ma

31、y have a bad influence within an organisation, especially given the current management trend for working in teams. The original thinkers them- selves may be unaware of any problem, but having them around can be disruptive to colleagues, who have to be allowed to point out when they are being driven

32、crazy by the original thinkers behaviour. Yet, in his opinion, the dream team in any creative organisation consists of a balanced mixture of original thinkers and more practical, realistic people. So, having identified your original thinkers, how do you handle them? One well-known computer games com

33、pany has a very inventive approach. We encourage our games designers by creating an informal working environment, says director Lorna Marsh. A company cannot punish risk- takers ff it wants to encourage creativity. Management has to provide support, coaching and advice-and take the risk that new ide

34、as may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives. Original thinkers may fit into the culture of 21st century organisations, but more traditional organisations may have to change their approach. Business psychologist J

35、ean Row believes that the first step is to check that original thinkers are worth the effort. Are the benefits they bring worth the confusion they cause? If so, give them what they want, allow plenty of space, but set clear limits. Give them extremely demanding targets. If they fall to meet them, th

36、en the game is up. But if they succeed, your organisation stands only to gain. 13 It is important for a company to encourage original thinkers because （ A） this allows it to promote innovative products. （ B） this enables it to stay ahead of its rivals. （ C） they are very flexible about their working

37、 hours. （ D） their talents are ideally suited to the market. 14 John Serrano thinks that original thinkers should be （ A） helped to develop better people management skills. （ B） asked to manage change within the organisation. （ C） supported so they can perform well for the company. （ D） encouraged t

38、o follow company procedures. 15 What does lan Freeman say about original thinkers? （ A） They are unenthusiastic and poorly motivated. （ B） Their work standards are impossibly high. （ C） Their abilities are hard to recognise. （ D） They lack awareness of commercial processes. 16 What problems can be o

39、bserved when there are original thinkers in the workforce? （ A） They may have a negative effect on other workers, （ B） They dislike the concept of teamwork. （ C） They rush tasks through to completion. （ D） They cannot work with less creative colleagues. 17 In what way is the games companys approach

40、to original thinkers special? （ A） It allows them to work from home whenever they wish. （ B） It uses different forms of disciplinary action for them. （ C） It promotes a relaxed atmosphere in the workplace. （ D） It encourages them to reduce the risks that they take. 18 A traditional organisation wish

41、ing to employ original thinkers needs to （ A） provide them with projects they are interested in. （ B） assess whether their contribution makes up for any problems. （ C） have a flexible approach if goals are not always achieved. （ D） be prepared to handle any negative feedback from colleagues. 四、 PART

42、 FOUR 18 Read the findings below on psychology of consumption. Choose the best word to fill each gap from A. B. C or D on the opposite page. For each question 19-33, mark one letter(A, B, C or D). Pricing and the Psychology of Consumption Ask any executive how pricing policies influence the demand f

43、or a product or service, and youll get a confident, well-reasoned reply。 Ask that same executive how pricing policies affect consumption the extent to which customers use products or services that theyve (19) for and youll get a muted response at best. It is found that managers rarely, if ever, thin

44、k about consumption when they (20) prices and that be an (21) oversight. For many executives, the idea that they should (22) consumers attention to the price that was paid for a product or service is counterintuitive. Companies have long (23) to mask the costs of their goods and services in order to

45、 boost sales. And rightly (24) if a company fails to (25) theinitial sale, it wont have to worry about consumption. To promote sales, health club managers encouragemembers to get the payment out of the (26) early； HMOs encourage automatic payroll deductions； and cruise lines bundle small, specific c

46、osts into a single, all-inclusive (27) . However, executives may be discouraging consumption when they (28) those pricing practices. People are more (29) to consume a product when they are (30) of its cost when they feelout of pocket. But (31) pricing practices such as advance sales, season tickets,

47、 and price bundling all serve to mask howmuch a buyer has (32) on a given product, decreasing the likelihood that the buyer will actually use it. And a customer who doesnt use a product is unlikely to buy that product again. Executives who (33) those pricing tactics without considering their impact

48、on consumption may be trading off long-term customer retention for shorf-term increases in sales. （ A） funded （ B） paid （ C） bought （ D） expended （ A） set （ B） decide （ C） resolve （ D） settle （ A） costly （ B） expensive （ C） dear （ D） luxurious （ A） pull （ B） drag （ C） draw （ D） get （ A） found （ B） s

49、earched （ C） sought （ D） gone （ A） as （ B） thus （ C） for （ D） so （ A） produce （ B） construct （ C） build （ D） make （ A） road （ B） way （ C） line （ D） path （ A） money （ B） cash （ C） fee （ D） pay （ A） put （ B） apply （ C） carry （ D） do （ A） probable （ B） likely （ C） possible （ D） sure （ A） aware （ B） clear （ C） familiar （ D） conscious （ A） common （ B） same （ C） ordinary （ D） similar （ A） afforded （ B） cost （ C） used （ D） spent （ A） engage （ B） appoint （ C） hire （ D） employ 五、 PART FIVE 33 Read the article below about a m