[外语类试卷]BEC商务英语（中级）阅读模拟试卷25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25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25及答案与解析.doc（14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 25及答案与解析 一、 PART ONE 0 Look at the statements below and the information about seminars on the opposite page. Which seminar (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 some of thes

2、e letters more than once. A Access Databases This seminar teaches you how to design and implement a smart user interface, giving you a robust, professional application with low maintenance and training requirements. A poorly designed and implanted interface can cause excessive support calls, data en

3、try errors and user dissatisfaction. In this seminar youll learn how to do forms tight, youll learn the secrets of how expert Access developers use all of the power of the Access forms design tools and features to build applications users will love. B SQL Server 2000 In this seminar, youll learn abo

4、ut the new features you can use in SQL Server 2000. Youll explore the interface changes in Enterprise Manager. Youll learn about the new relational database features. Youll dig into the how and why of user-defined functions. Youll learn how to run multiple instances of SQL Server on the same machine

5、. After this seminar, youll be ready to take full advantage of the rich set of features available in SQL Server 2000. C Stored Procedures Basics In this seminar, youll learn how to build robust and powerful stored procedures and how they are used to not only improve the performance of database appli

6、cations, but to help protect critical data as well. Youll learn about input and output parameters, and how to add error handling and transaction processing to the stored procedures that you build. After this seminar, you will understand the many benefits of stored procedures, and you will feel comfo

7、rtable using them in the database applications you build. D ActiveX Automation Learn how to use ActiveX Automation, and you can communicate with and control all types of Automation-enabled products and components. This seminar teaches you to exchange data with and even run commands in other programs

8、. Youll learn how to set up an Automation-enabled application, and how to hook into Word, Outlook, and other products and components. Youll learn how to use Office components to perform tasks such as creating reports, generating charts, and even doing E-mail. 1 The seminar concerns new characteristi

9、cs of the product. 2 You will learn how the products function in data protection. 3 In this seminar, you will learn how to use data in different programs. 4 The application helps you to reduce costs. 5 The focus of the seminar is the establishment of the products. 6 The seminar teaches you to connec

10、t with other application products. 7 What is taught in this seminar will free you from many troubles. 二、 PART TWO 7 Read the article below about knowledge management. Choose the best sentence from the opposite page to fill each of the gaps. For each gap 8-12, mark one letter (A-G) on your Answer She

11、et. Do not use any letter more than once. Knowledge as a Strategic Resource While having unique access to valuable resources is one way to create competitive advantage, in some cases either this may not be possible or competitor?, may imitate or develop substitutes for those resources. Companies hav

12、ing superior knowledge, however, are able to coordinate and combine their traditional resources and capabilities in new and distinctive ways, providing more value for their customers than can their competitors. That is, by having superior intellectual resources, an organization can understand how to

13、 exploit and develop their traditional resources better than competitors, even if some or all of those traditional resources are not unique. Therefore, knowledge can be considered the most important strategic resource, and the ability to acquire, integrate, store, .share and apply it is the most imp

14、ortant capability for building and sustaining competitive advantage. (8) What is it about knowledge that makes the advantage sustainable? (9) Unlike many traditional resources, it is not easily purchased in the marketplace in a ready-to-use form. To acquire similar knowledge, competitors have to eng

15、age in similar experience. However, acquiring knowledge through experience takes time, and cempetitors are limited in how much they can accelerate their learning merely through greater investment. (10) Learning opportunities for an organization that already has a. knowledge advantage may be more val

16、uable than for competitors having similar learning opportunities but starting off knowing less. For example, Big6 invested heavily in capturing and sharing knowledge about key engagements across the firm so that it could sustain its areas of advantage by always building on its latest knowledge, rath

17、er than “reinventing the wheel“ while giving its competitors a chance to catch up. Sustainability may also come from an organization already knowing something that uniquely complements newly acquired knowledge, which provides an opportunity for knowledge synergy not available to its competitors. (11

18、) Organizations should therefore seek areas of learning and experimentation that can potentially add value to their existing knowledge via synergistic combination. Sustainability of a knowledge advantage, then, comes from knowing more about some things than competitor combined with the time constrai

19、nts faced by competitors in acquiring similar knowledge, regardless of how much they invest to catch up. (12) The mere it is used, the more valuable it becomes, creating a self-reinforcing cycle. If an organization can identify areas where its knowledge leads the competition, and if that unique know

20、ledge can be applied profitably in the marketplace, it can represent a powerful and sustainable competitive advantage. A New knowledge is integrated with existing knowledge to develop unique insights and create even more valuable knowledge. B The broadest value proposition, then, for engaging in kno

21、wledge management is that it can enhance the organizations fundamental ability to compete. C Unlike traditional physical goods that are consumed as they are used (providing decreasing returns over time), knowledge provides increasing returns as it is used. D Knowledge-based competitive advantage is

22、also sustainable because the more a firm already knows, the more it can learn. E Companies having superior knowledge, however, are able to coordinate and combine their traditional resources and capabilities in new and distinctive ways, providing more value for their customers than can their competit

23、ors. F As a competitive advantage, knowledge may generate more value for the company if it is appropriately used. G Knowledge - especially context-specific, tacit knowledge embedded in complex organizational routines and developed from experience-tends to be unique, and difficult to imitate. 三、 PART

24、 THREE 12 Read the article below about negotiation 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 answer you choose. DEBUNKING NEGOTIATION MYTHS Before developing a mom effective negotiation strategy, we need to dispel sev

25、eral faulty assumptions and myths about negotiation. These myths hamper peoples ability to learn effective negotiation skills and, in some cases, reinforce poor negotiation skills. A pervasive belief is that good negotiation skills are something that people are born with, not something that can be r

26、eadily learned. This is false because most excellent negotiators are self-made. In fact, there are very few naturally gifted negotiators. We tend to hear their stories, but we must remember that their stories are selective, meaning that it is always possible for someone to have a lucky day or a fort

27、unate experience. This myth is often perpetuated by the tendency of people to judge negotiation skills by theft car-dealership experiences. Whereas purchasing a car is certainly an important and common type of negotiation, it is not the best context by which to judge your negotiation skills. The mos

28、t important negotiations are those that we engage in every day with our colleagues, supervisors, co-workers and business associates. These relationships provide a much better index of ones effectiveness in negotiation. In short, effective negotiation requires practice and feedback. The problem is th

29、at most of ns do not get an opportunity to develop effective negotiation skills in a disciplined fashion, rather, most of us learn by doing. As the second myth reveals, experience is helpful, but not sufficient. We have all met that person at the cocktail party or on the airplane who boasts about hi

30、s or her great negotiation feats and how be or she learned on the job. It is only partly true that experience can improve negotiation skills; in fact, naive experience is largely ineffective in improving negotiation skills. There are three strikes against natural experience as an effective teacher.

31、First, if a person does not know how well he or she has performed in the negotiation, it is nearly impossible to improve performance. For example, can you imagine trying to learn mathematics without ever doing homework or taking tests? The second, problem is that our memories tend to be selective, m

32、eaning that people tend to remember their successes and forget their failures or shortcomings. This is, of course, comforting to our ego, but it does not improve our ability to negotiate. Finally experience improves our confidence, but not necessarily our accuracy. People with more experience grow m

33、ore and mom confident, but the accuracy of their judgment and the effectiveness of their behavior do not increase in a commensurate fashion. Overconfidence can be dangerous because it may lead people to take unwise risks. The third pervasive myth is that effective negotiation necessitates taking ris

34、ks and gambles. In negotiation, this may mean saying things like “This is my final offer“ or “Take it or leave it“ or using threats and bluffs. This is what we call a “tough“ style of negotiation, though negotiators are rarely effective; however, we tend to be impressed by the tough negotiator. An i

35、nteresting exercise is to ask managers and anyone else who negotiates and to describe their approach to negotiating. Many seasoned negotiators believe that thee negotiation style involves a lot of “gut feeling,“ intuition, and “in-the-moment“ responses. We believe that this type of intuition does no

36、t serve people well. Effective negotiator involves deliberate thought and preparation and is quite systematic. 13 According to the article, a person is likely to （ A） succeed in negotiation if he is lucky that day. （ B） do well if he has studies how to negotiate. （ C） have at least one successful ne

37、gotiation. （ D） be a better negotiator if he has inborn talents. 14 What can best reveal ones negotiation skills? （ A） Interpersonal relationships. （ B） Promotion of an expensive good. （ C） Good connections with business partners. （ D） Daily interaction with all kinds of people. 15 According to the

38、writer, the best way to improve negotiation skills is （ A） systematic training. （ B） abundant experience. （ C） more practising. （ D） frequent rehearsing. 16 What does the writer think of experience? （ A） More experienced people may make unreasonable decisions. （ B） Without feedback, it is very diffi

39、cult to learn from experience. （ C） Failures in fact help improve performance. （ D） Experience blurs peoples accuracy. 17 The writer suggests that （ A） effective negotiations do not necessarily involve risks. （ B） threats are sometimes impressive and effective; （ C） people seem to prefer tough style

40、s of negotiation. （ D） risks are caused by negotiators overconfidence. 18 According to the writer, excellent negotiators are those who （ A） rely on intuition. （ B） plan their negotiation carefully. （ C） have good negotiation style. （ D） set a clear purpose. 四、 PART FOUR 18 Read the memo below about

41、business report writing. 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) on your Answer Sheet. Memo To: All Staff Date: Jan. 22, 2003 From: Head of Training Faculty How to write a good business report The business

42、report is one of the most important communications in business world. To help our staff handle their report-writing tasks successfully, we give some suggestions below: 1. Collect ail the data you need to provide in your report before you begin to write, and be sure that it is complete and accurate.

43、Incomplete or inaccurate data about sales, employee (19) , or any other subject can lead the person (20) your report to make an unwise, if not (21) decision. 2. Organize the data you have collected so that you can (22) the clearest, most concise, and most (23) report possible. When you can, (24) inf

44、ormation in tables, charts, graphs, or (25) rather than paragraphs. 3. Consider the reader of your report and the subject about which you are writing in deciding what (26) to give your report. Under most circumstances, the “you and I“ approach is (27) to the “writer and reader“ approach. However, al

45、ways be sure to gear your report - in all (28) - to your reader, and remember that someone other than the person to whom you are writing may read it also. (29) and managers often request reports, read them, and (30) them along to others up the (31) 4. Keep your report as short as possible. Remember

46、that you am writing fur one basic purpose: to provide information about a (32) subject. Therefore, unless you have been requested to do so or are reasonably certain that your reader will welcome your doing so, do not (33) personal opinion, or state your own conclusions or recommendations, for exampl

47、e. （ A） presence （ B） turnover （ C） leave （ D） rotation （ A） accepting （ B） taking （ C） obtaining （ D） receiving （ A） disastrous （ B） perilous （ C） absurd （ D） hazardous （ A） display （ B） duplicate （ C） present （ D） provide （ A） literate （ B） readable （ C） legible （ D） literary （ A） arrange （ B） sor

48、t （ C） edit （ D） revise （ A） lists （ B） outlines （ C） catalogues （ D） contents （ A） tune （ B） impression （ C） mood （ D） tone （ A） superior （ B） preferable （ C） ideal （ D） favorable （ A） efforts （ B） points （ C） respects （ D） parts （ A） Inspectors （ B） Observers （ C） Reviewers （ D） Supervisors （ A） c

49、arry （ B） deliver. （ C） pass. （ D） transmit （ A） post （ B） line （ C） status （ D） row （ A） special （ B） detailed （ C） particular （ D） precise （ A） disclose （ B） reveal （ C） prove （ D） inject 五、 PART FIVE 33 Read the job advertisement below. 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 on your Answer Sheet. If there is an extra word in t