[外语类试卷]BEC商务英语（中级）阅读模拟试卷43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 43及答案与解析 一、 PART ONE 0 Look at the sentences below and the following advertisements. Which advertisement does each sentence (1-7) refer to? For each sentence, mark one letter (A, B, C or D) on your Answer Sheet. You will need to use some of these letters more than once. A This book

2、 examines the most successful, sales campaigns of recent years. It provides examples of how major consumer brands, like Coca-Cola, Nike 3M and Toyota. have been promoted in magazines and newspapers. It includes information about the creative and planning processes behind the promotion of these popul

3、ar products. B Find out how top executives from leading car companies view the changing relationships between manufacturers and their supplier. This book is a series of interviews with leading players in the industry: purchasing managers discuss the rise of global suppliers and chief executives pres

4、ent the international trend towards mergers and acquisitions in the industry. C This new edition of The Executives Handbook provides an analysis of the main political and economic trends of the late 2000s. It is especially good on cost structures, Changing consumer trends and cross-border expansion.

5、 These are key elements that affect international business deals, making the book essential reading for anyone involved in international trading. D This is a collection of in-depth interviews with some of the worlds top business executives in the car, soft drinks and clothing industries. A fascinati

6、ng work, it will make you question much of the generally accepted theory on what successful leadership within manufacturing involves. 1 This book tells you about recent developments in consumer buying patterns. 2 The opinions expressed in this book differ from those of most experts in this field. 3

7、This book contains interviews with business leaders from several large industries. 4 The financial information provided in this book will be useful for import-export companies. 5 This book describes how a number of top companies have marketed their products. 6 This book outlines changes in the sourc

8、e of the materials and parts needed for production. 7 This book discusses a variety of major influences on the business world. 二、 PART TWO 8 Read the text below about succeeding at interviews. Choose the best sentence from below the passage to fill each of the gaps. For each gap (8-12), mark one let

9、ter (A-G) on your Answer Sheet. Do not use any letter more than once. Tips for Succeeding at Interviews The aim of a job interview is to establish whether you are likely to do well in a particular job in a specific organisation. This is not only a matter of having the necessary technical knowledge a

10、nd skills. You must also have the motivation, the ability to adapt to new ways of working and to a new work environment, and the personality to do the job and fit into a new team. But there are other personal skills that affect your success in a job. These include getting on with people, oral and wr

11、itten communication. teamworking, problem solving and good time management. Most people think that interviewers know what they are looking for and will recognize it when they see it. (8) This applies to recruiters as much as anyone else. In fact, a former head of selection at one big firm used to sa

12、y that “some interviewers are so poor they would do better to rely on chance.“ In companies which recognise this, various methods are used to try to find the right person. (9) Research has shown that this approach is more reliable than the ordinary job interview. though not as effective as using per

13、sonality tests or assessment centres. In a structured interview the interviewer groups the qualities listed in the job specification under various headings. There arc two well-established structures for this: the National Institute of industrial Psychologys Seven-Point Plan and the Five-Fold Grading

14、 System. Both these systems cover factors such as physical appearance, qualifications, general intelligence, motivation and previous experience. (10) However, they should not give equal weight to each one. Some factors are more important in one job than another. For example, physical appearance and

15、manner will be more important in a sales position than for a researcher who works behind the scenes. It is also a fact that the impact the candidate makes in the first three or four minutes of an interview is of major importance. (11) A decision not to hire is often made during those first few minut

16、es. It is not always possible to tell whether structured interview techniques are being used. If interviewers ask questions systematically, using some kind of checklist, and occasionally make a brief note, they probably are. On the other hand, if the interviewer goes through your application to conf

17、irm what you have already said, or asks irrelevant questions, or jumps from one topic to another, the interview is unlikely to be structured. Before you attend any interview, look again at the job description and the personal specification. (12) If you already have a mental list of the key points th

18、at you need to mention, you are unlikely to waste time giving irrelevant information or to omit important points in your favor. A. Study them closely and assess what your interviewer will be looking for. B. However, people are actually not very good at assessing one another. C. A number of skills ar

19、e common to most of these interviewing situations. D. Although a favorable impression may be reversed later in the interview, a negative impression is rarely changed. E. The most common is the structured interview. F. For each of these areas the interviewers score candidates against how well they fi

20、t the job specification. G. But there are other personal skills that affect your success in a job. 三、 PART THREE 12 Read the article below about managing a small business. For each question 13-18, mark one letter(A, B, C or D)on your Answer Sheet, for the answer you choose. The Difficulties Of Manag

21、ing A Small Business Ronald Meets asks who chief executives of entrepreneurial or small businesses can turn to for advice. The organisational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic, Andrew Bidden wrote recently in Boston Busine

22、ss Review. This seems to suggest that the leaders of entrepreneurial or small businesses must 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 t

23、he entrepreneurial or small business has been written, and the leaders of such businesses 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 cha

24、llenges faced by management in big business. In part this is because those involved in gathering 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 alw

25、ays preferred to adapt to changing circumstances. The organisational problems of entrepreneurial 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, a

26、re business most important asset. The research that does exist shows that neither money 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 w

27、hen it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting tile 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 ha

28、ve always been suspicious about the latest management solution. They regard the many offerings 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. B

29、ut such impatience with management solutions does not mean that problems can be left to 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 collec

30、tive knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leaders problems have certainly been solved already by someone else. There is an organisation called KITE which enables those responsible for small businesses to meet. Its members,

31、all of whom are chief executives, go through a demanding selection process, and then join 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 woma

32、n who has been specially tranined to head the group. Each member takes it in turn to host a meeting at his or her business premises and most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being

33、 discovered. 13 Whet 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 experti

34、se. （ D） They could learn from the organisational skills of managers in large companies. 14 According to the second paragraph what has led to a lack of support for entrepreneurs? （ A） Entrepreneurs have always preferred to act independently. （ B） The requirements of big businesses have always taken

35、priority. （ C） It is difficult to find solutions to the problems faced by entrepreneurs. （ D） Entrepreneurs are reluctant to provide information about their businesses. 15 What does the writer say about the expansion of small businesses? （ A） Many small businesses de not produce enough profits to fi

36、nance growth. （ 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. 16 What does the writer sa

37、y 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 adept measures that provide long-term solutions. （ C） They have little confidence in the business advice that is available. （ D） They de not take market

38、 changes into account when drawing up business plans. 17 What does the writer say the members of the KITE organisation provide? （ 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 numbe

39、r of industries. 18 The writer says that KITE groups are 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. 四、 PART FOUR

40、18 Read the fax below about people express. 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. There is an example at the beginning, (0). People Express People Express, founded in April 1981, grew

41、rapidly on the basis of low fares and no-frills service. It soon became a leading airline and (19) changed the industry as firms constantly engaged in price wars to lure passengers. Then, People Express bubble (20) because it overexpanded, consumer complaints mounted and other airlines matched its f

42、ares on popular routes. In 1986,People Express (21) hundreds of millions of dollars and was forced to sell out to Texas Air, the owner of Continental and Eastern Airlines. In early 1987,Texas Air (22) People Express into its Continental division and industry observers believed (23) the costly fare w

43、ars would be ended. They could not have been more wrong. To stimulate business for its (24) Continental Airlines, Texas Air instituted a new low fare category (25) MaxSaver. The fare offered prices that were up to 40 per cent lower than“ supersaver“ rates offered 28all airlines. For example, the rou

44、nd-trip MaxSaver fare from New York to Houston was $79. The MaxSaver fares were immediately matched by all major airlines, (26) feared losing business. While MaxSaver rates were low, they also had restrictions. Tickets could not be (27) or flight times modified after purchase. Passengers would have

45、to stay over either a Saturday or Sun- day. Reservations had to be made at least two days (28) ,and there were limited seats available. Three weeks after MaxSaver rates were (29) American Airlines announced plans to raise its discount fares and require 30-day (30) purchasing for its lowest fares. It

46、 felt it could not continue at the rates in effect. However, just 10 days (31) American Airlines had to revise its plan. Texas Air refused to abandon the MaxSaver fare; it even extended the (32) pro- gram into the busy summer season. Competitors went along and the price war raged on, (33) an executi

47、ves that “nobodys cost structure can survive MaxSave.“ （ A） little （ B） slowly （ C） quick （ D） radically （ A） burst （ B） explode （ C） opened （ D） disappeared （ A） gained （ B） made （ C） lost （ D） disappeared （ A） emerged （ B） merged （ C） has combined （ D） mixed （ A） what （ B） which （ C） where （ D） th

48、at （ A） expand （ B） to extend （ C） expanded （ D） extended （ A） called （ B） calling （ C） to call （ D） calling on （ A） to （ B） for （ C） with （ D） by （ A） put off （ B） canceling （ C） destroyed （ D） canceled （ A） before （ B） in advance （ C） ahead of （ D） later （ A） introduced （ B） brought in （ C） taken

49、in （ D） adapted （ A） advanced （ B） before （ C） ahead （ D） prior to （ A） lately （ B） later （ C） late （ D） latter （ A） further （ B） deeply （ C） great （ D） promotion （ A） despite of （ B） despite （ C） in spite （ D） although 五、 PART FIVE 33 In most lines of the following text, there is one unnecessary word. It is either grammatically incorrect or does not fit in with the sense of the text. For each numbered line 34-45, find the unnecessary word and then write the word in CAPITAL LET-TERS on your Answer Sheet. Some lines are correct.