[外语类试卷]BEC商务英语（中级）阅读模拟试卷16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 16及答案与解析 一、 PART ONE 0 Look at the statements and the company news reports below. Which news report (A, B, C or D)does each statement 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 some of the letters more than once. A

2、 With its investment, and technology agreements, Zenith Electronics of the U. S. the first transaction of this type in Korea occured. B Structured, marketed to investors and made a principal investment in the Fund with total equity of U, S. 40 mil lion to invest in Taiwanese high4echnology venture c

3、apital opportunities. C In connection with its ratings with Standard & Poors and Moodys investor Services, the company obtained the highest rating of any steel company in the world. D It acquires its 50% interest in Cambridge Holding Ltd. , the controlling shareholder of Cambridge Cable Ltd. of the

4、U. K. And it also serves an international advisor in connection with the debt and equity financing for a 3 million telephone line expansion project in Bangkok. 1 It has business transactions with an American company. 2 Forty million U. S. dollars are invested in Taiwan. 3 No other steel industries h

5、ave such a high rating. 4 The company is the chief holder of a British companys shares. 5 It expands in the field of a telecommunication line. 6 Agreements were signed between two companies about technological cooperation. 7 The company gets a very high interest rate from its stocks. 二、 PART TWO 7 R

6、ead the article below about cultural differences between Japanese and American managers. Choose the best sentence to fill in each of the gaps For each blank 8 12, mark one letter (A G) on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning. Do It My Way Cult

7、ural differences between Japanese and American managers have presented the biggest obstacle to Japanese companies investing in America. A seminar for Japanese executives working in America was attended by 25 men nearly all of them in identical dark suits. Despite the rooms stifling heating system, t

8、hey resolutely refused to remove their jackets. Their coffee break lasted exactly the scheduled ten minutes. They did not ask any questions until after they had got to know one an other a bit better at lunch. They were usually deferential and always polite. A similar seminar for 25 Americans working

9、 for Japanese subsidiaries in America included eight women. (8) . A ten-minute coffee break stretched beyond 20 minutes. Participants asked questions and several aggressively contradicted what the speakers had to say. According to Mr Thomas Lifson of Harvard and Mr Yoshihiro Tsurumi of New Yorks Bar

10、uch Colleague the two main speakers at both seminars misunderstandings between Japanese and American managers are possible at nearly every encounter. They can begin at the first recruiting interview. A big American company typically hires people to fill particular slots, Its bosses know that America

11、ns are mobile people, who have a limited commitment to any particular employer or part of the country. (9) . American firms hire and hire almost at will. The assumptions (and the expectations) of the Japanese managers of Japanese subsidiaries in America could hardly be more different. (10) . America

12、n managers rely heavily on number-packed memoranda and the like. The Japanese colleagues prefer in formal consultations which lead eventually to a consensus. According to Mr Tsurumi, they find comical the sight of American managers in adjacent offices exchanging memos. Confronted With a dispute betw

13、een middle managers (11) . expecting the managers themselves to resolve the issue. The Americans conclude, wrongly, that their Japanese bosses are indecisive or incompetent. Japanese managers do not share the American belief that conflict is inevitable, and sometimes healthy. They want to believe th

14、at (12) . A Several of the men removed their jackets after entering the room. B nearly all of them in identical dark suits. C However, I believe Im qualified for this position. D most Japanese superiors refuse to become involved. E They value the skills joining the company rather than their existing

15、 skills. F employees form one big happy family. G Jobs are clearly defined and so are skills needed to fill them. 三、 PART THREE 12 Read the article about managing a small business and the questions below. For each question 13 18,mark one letter (A, B, C or D)on your Answer Sheet, for the answer you

16、choose. The Hardships of Operating A Small Business The organisational weaknesses that entrepreneurs have to cope with every day would cause the managers of a mature company to panic, Bill Wilson wrote recently in Times. This seems to suggest that the leaders of entrepreneurial or small businesses m

17、ust be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both, Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses

18、are made of flesh and blood, like the rest of us. Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gat

19、hering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances. The organisational problems of entrepren

20、eurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true that people, particularly those who make the important decisions, are a businesss most important asset. The research that does exist shows that neither money

21、 nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will fi

22、nd the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution. They regard the many off

23、erings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions does not mean that problems can be left to

24、solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice. The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specifi

25、c problems of individuals. One leaders problems have certainly been solved already by someone else. These is an organisation called ZERO which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then joi

26、n a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host

27、 a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This spurs a free sharing of problems and increases the possibility of solutions being unveiled. 13 According to the second paragraph, what has led to a lack of support for entrep

28、reneurs? （ A） Entrepreneurs have always preferred to act independently. （ B） The requirements of big businesses have always taken priority. （ C） It is difficult to find solutions to the problems faced by entrepreneurs. （ D） Entrepreneurs are reluctant to provide information about their businesses. 1

29、4 What does the writer say about entrepreneurs in the first paragraph? （ A） It is wrong to assume that they are different from other managers. （ B） The problems they have to cope with are specific to small businesses. （ C） They find it difficult to attract staff with sufficient expertise. （ D） They

30、could learn from the organisational skills of managers in large companies. 15 What does the writer say is an additional problem for entrepreneurs in the fourth paragraph? （ A） They rely on management systems that are out of date. （ B） They will not adopt measures that provide long-term solutions, （

31、C） They have little confidence in the business advice that is available. （ D） They do not take market changes into account when drawing up business plans. 16 What does the writer say about the expansion of small businesses? （ A） Many small businesses do not produce enough profits to finance growth,

32、（ B） Many employees in small businesses have problems working as part of a team. （ C） Being able to recruit the right people is the most important factor affecting growth. （ D） Leaders of small businesses lack the experience to make their companies a success. 17 The writer says that ZERO groups are

33、likely to succeed because _. （ A） members are able to elect their leader. （ B） the leaders have received extensive training. （ C） members are encouraged to adopt a critical approach. （ D） information is not passed on to non-members. 18 What does the writer say the members of the ZERO organisation pr

34、ovide? （ A） Advice on how to select suitable staff. （ B） A means of contacting potential clients. （ C） A simple checklist for analysing problems. （ D） Direct experience of a number of industries. 四、 PART FOUR 18 Read the advice about cooperation. Choose the best word to fill each gap, from A, B, C o

35、r D on the opposite page. For each question 19 33 mark one letter (A, B, C or D) on your Answer Sheet. One answer has been given as an example at the beginning. CATSA Gia Andina de Triconos (CATSA), a Bolivian joint venture of the U. S. Dresser Industries and local investors, which had based its inv

36、estment (19) an allocation under the metalworking program, closed its doors after (20) to penetrate the Andean market after more than two years in operation. The prospect of (21) access to the Andean market, plus protection provided by a 55 percent “ad valorem“ common outer tariff on bits sourced fr

37、om outside the bloc, made the sales outlook seem (22) . However, CATSAs “monopoly“ position in Ancom proved specious. (23) the plant went on stream in 1974, the company was never able to export a single drill bit to the Andean market, and its local sales were (24) a state-owned petroleum company. Th

38、is market was clearly (25) , since the operation had been based on exporting the bulk of the plants 200-unit-per-month capacity to the Andean area. CATSA could not penetrate the Ancom market for several reasons: Although Ancom (26) a 55 percent common outer tariff on third-country imports, some Anco

39、m countries had previously (27) LAFTA (Latin American Free Trade Association) tariff concessions, which take precedence over the Ancom tariffs. Ancom members simply did not (28) the spirit of the metalworking agreement. After the installation of the CATSA facility, plants producing tricorne bits (29

40、) in Peru and Venezuela. Under the metalworking program, participating (30) were committed to prohibiting new foreign investment in allocations of other Ancom countries. But on the question of new investment by local industry, the obligation was only not to encourage it, with no requirement to preve

41、nt it. (31) Venezuela, it has no commitment to limit local production or to honour the outer tariff, because it was not yet a member of Ancom when the metalworking agreement was signed and was thus not a (32) to the pact. Also, according to Bolivia, Colombia and Ecuador employed (33) obstacles to av

42、oid applying the common outer tariff. （ A） in （ B） to （ C） under （ D） on （ A） fail （ B） to fail （ C） failing （ D） succeeding （ A） no duty （ B） no-duty （ C） duty-bound （ D） duty-free （ A） good （ B） well （ C） bad （ D） badly （ A） So （ B） Although （ C） But （ D） Therefore （ A） confined to （ B） confined i

43、n （ C） expanded to （ D） exported to （ A） big enough （ B） sufficient （ C） too big （ D） insufficient （ A） has got （ B） got （ C） has imposed （ D） has imposed on （ A） admitted （ B） admitting （ C） granting （ D） granted （ A） learn （ B） honour （ C） take （ D） give （ A） are put （ B） are established （ C） were

44、 set up （ D） had set Up （ A） member government （ B） members government （ C） member governments （ D） members governments （ A） In case of （ B） In the case of （ C） In case （ D） On case （ A） party （ B） member （ C） person （ D） partner （ A） a series of （ B） a great deal of （ C） a large amount of （ D） a gr

45、eat number 五、 PART FIVE 33 Read the text below about supermarket checkouts. In most of the lines 41 52 there s 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 on your Answer Sh

46、eet. If there is an extra word in the line, write the extra word in the line. write the extra word in CAPITAL LETTER on your Answer Sheet. CHECKOUTOPERATORS Supermarket Checkout operators sit at electronic tills and feed in the prices of the customers goods This is now done by scanning, passing each

47、 such item over 34. a device that reads the bar-code on it and automatically registers it down in the 35. till. They may weigh some products, such as fruit, on scales near the 36. tilt. When all the goods will have been scanned, the till provides a total and the 37. operators take payment in the cas

48、h, by cheque or by credit or debit card. and 38. give a till receipt and any more change required. They provide bags, often 39. help to pack purchases, and change paper till rolls as being necessary. 40. They also make it sure they have enough change, credit card forms, and carrier 41. bags. Operato

49、rs ring a bell or buzzer to summon for a supervisor to help 42. with problems, and put notes and cheques into bags for periodic collection. 43. They enter their personal details in the till, so that their performance can be 44. analysed later. The system offers supermarkets an efficient way of handling with a 45. large number of customers purchasing many products and helps to keep checkout queues to a minimum. BEC商务英语（中级）阅读模拟试卷 16答案与解析 一、 PART ONE 1 【正确答案】 A 【试题解析】 “该公司与一家美国公司有业务往来。 ”这几段文字有好几个地方提到 U. S. ，但大多是美元的标识，只有 A段才指美国。 2 【正确答案】 B 【试题