[外语类试卷]BEC商务英语（高级）听力综合模拟试卷12及答案与解析.doc

《[外语类试卷]BEC商务英语（高级）听力综合模拟试卷12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（高级）听力综合模拟试卷12及答案与解析.doc（19页珍藏版）》请在麦多课文档分享上搜索。

1、BEC商务英语（高级）听力综合模拟试卷 12及答案与解析 一、 PART THREE 0 You will hear a passage between John and Larry, who are discussing the thorny issue of putting motivational techniques into practice. For each question(23-30), mark one letter(A, B or C)for the correct answer. You will hear the recording twice. 1 Accordin

2、g to Larry, what is the most troublesome issue? （ A） There are a lot of work for him every day. （ B） Employees have little or no motivation. （ C） The products they made cannot secure the market. 2 In Larrys opinion, what are the employees behaviours? （ A） They wouldnt like to have any contact with t

3、he organisation. （ B） They work hard in the office and often do some extra hours after the work time. （ C） They try their best to do the minimum and volunteer nothing. 3 On the employees who has little motivation, the company think that （ A） they need to prove that they are working hard. （ B） they w

4、ill be the next ones to be dismissed. （ C） they should get good salary. 4 According to Larry, the company can improve the situation by （ A） keeping employees active with meaningful activities. （ B） introducing regular work meetings. （ C） modifying the system of supervision. 5 What means can also be

5、accepted for Larry? （ A） To give employees the information and resources whether they need or not （ B） To foster a sense of independence （ C） To recognise and congratulate employees for good work 6 What does Larry say about fostering a sense of team spirit? （ A） Company has to organise outdoor assau

6、lt courses. （ B） Company can provide opportunities for people to meet, talk and share together. （ C） Company has to deal with employees personal problems. 7 According to Larry, how employees will be affected by companys regular and specific feedback? （ A） The company has to assess staff more regular

7、ly. （ B） The employees have much time to talk with the managers. （ C） The employees will be involved in decision that affects their work. 8 In the end of this conversation, what does Larry say about the techniques he mentioned? （ A） These techniques are pretty new. （ B） People are fortunate to have

8、a boss who is trained in the art of motivation and have themselves never been well-managed. （ C） A good boss may have more modeled positive motivation behaviours. 8 You will hear a discussion between an interviewer Mary with branding guru Robert, president of a brand optimisation. For each question(

9、23-30), mark one letter(A, B or C)for the correct answer. You will hear the recording twice. 9 According to Robert, which kind of business do the branding rules apply to? （ A） solely online business （ B） any business （ C） some kind of business 10 Which of the following did Robert identify as effecti

10、ve? （ A） You need not know anything about branding rules. （ B） You cannot create a promise that supports your long term business strategy. （ C） You must totally understand how to begin an effective branding. 11 What is the key to brand equity building? （ A） to develop and manage your brand （ B） to h

11、ave a brand from a time you start your business （ C） to follow the branding rules 12 What role does advertising play in building brand awareness and recognition? （ A） an important role （ B） a very quick, excellent way but just one of the tactics to positively touch and engage customers （ C） be as we

12、ll without as with it 13 In Roberts opinion, when do you need to change? （ A） Some behaviours create negative image of your brand. （ B） You set up brand sales guidelines. （ C） Skilled employees leave your company. 14 How should you treat an affiliate that is a top-performer, but is hurting the brand

13、 in the long run? （ A） protecting your brand and company （ B） making a promise to your customer （ C） warning it to conform to your guidelines or face termination 15 What is important of ones brand? （ A） Brand can prevent ones customers. （ B） Brand is ones company and its promise to ones customers. （

14、 C） Brand may have limited impact on staff loyalty. 16 Where can you find some other online resources to learn more branding? （ A） （ B） www. buildyourbrand. com （ C） www. brandmanagement. com 16 You will hear a radio interview between a journalist and the chairwoman of a shoe manufacturing company.

15、 For each question(23-30), mark one letter(A, B or C)for the correct answer. You will hear the recording twice. 17 Jean Chapel looks at peoples shoes because （ A） she needs ideas for new designs. （ B） she wants to know the market. （ C） the company asks her to do so. 18 One of the founders of Chapels

16、 was （ A） Jeans cousin. （ B） Jeans grandfather. （ C） Jeans father. 19 Before a family member can work for Chapels they must have （ A） bought shares in the company. （ B） gained a professional qualification. （ C） worked for another company. 20 Jeans son has succeeded in （ A） selling more of their prod

17、ucts overseas. （ B） increasing factory output greatly. （ C） supplying 70% of shoes bought in France. 21 Every week the company （ A） exports 8,000 pairs of shoes. （ B） sells 250 pairs of shoes. （ C） makes 8,000 pairs of shoes. 22 What is Jean worried about? （ A） She will have to pay 8% duty in the fu

18、ture. （ B） Other countries have unfair advantages. （ C） Her business share has fallen by 5%. 23 What has happened to the countrys shoe industry in recent years? （ A） It has lost 80% of its export market. （ B） It has increased its profits by 23%. （ C） It has been damaged very badly. 24 Chapels deals

19、with foreign competition by （ A） maintaining quality. （ B） making shoes more cheaply. （ C） making more shoes. BEC商务英语（高级）听力综合模拟试卷 12答案与解析 一、 PART THREE 0 【听力原文】 23 Man 1: Larry, everyday you are concerned with a lot of issues, but what seems to be the most troublesome issue? Man 2: Like me, managers

20、, company owners, and supervisors have always been frustrated and bewildered by employees with little or no motivation. 24 Man 1: Can you be more specific? Man 2: We have all seen the “quit-but-stay“ employees who have served their physiological contact with the organisation. Nothing seems to fire t

21、hem up. They firmly park their brains and their enthusiasm in the staff car park in the morning, re-engaging them with gusto 30 seconds after the official end of work time. However, they shrewdly avoid doing anything that warrants dismissal and are content to keep their heads down, doing the minimum

22、 and volunteering nothing. 25 Man 2: . This leaves the company with little option but to mark them down as candidates for the next round of redundancies. 26 Man 1: But what management techniques are available to repair and restore motivation? Man 2: The answer is, I suppose, to give employees as muc

23、h meaningful work as possible. The less intrinsically interesting the work, the more needs to be done to make it acceptable: job enrichment, job rotation and job sharing. 27 Man 1: Are there any other means apart from that? Man 2: There are now several other commonly accepted ways. The first is to g

24、ive employees the information and resources needed to do a good job, and ensure, through ongoing training, that employees have the necessary skills to meet the requirements of the job. Next, demonstrate a commitment to career development and promotion from within. Equally important is to foster a se

25、nse of team spirit. You do not have to organise outdoor assault courses. It is enough to provide opportunities for people to meet, talk and share together. Recognition has been highly emphasized. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and cr

26、eate heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication. 28 Man 2: . Equally important is to foster a sense of team spirit. You do not have to organise outdoor assault courses. It is enough to provide op

27、portunities for people to meet, talk and share together. Recognition has been highly emphasised. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both f

28、ormal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are worth. Consider such factors as market forces, predatory competitors and the contribution each individual makes. 29 Man 2: .

29、 Celebrate success and create heroes. Two more things are: provide regular and specific feedback to all staff through both formal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are

30、worth. Consider such factors as market forces, predatory competitors and the contribution each individual makes. 30 Man 1: But it seems to me nothing is new in these techniques. Man 2: They are not. The fact that we know some of the key factors in motivation, however, has not prevented many managers

31、 form ignoring them. Some people are fortunate enough to have a good boss, who may have more modeled positive motivational behaviours. But because few managers are trained or educated in the art of motivation and have themselves never been well-managed, we get the perpetuation of incompetence. Man 1

32、: This explains the paradox of why people have heard about but not seen successful motivational managgement in practice. Man 1: Larry, everyday you are concerned with a lot of issues, but what seems to be the most troublesome issue? Man 2: Like me, managers, company owners, and supervisors have alwa

33、ys been frustrated and bewildered by employees with little or no motivation. Man 1: Can you be more specific? Man 2: We have all seen the “quit-but-stay“ employees who have served their physiological contact with the organisation. Nothing seems to fire them up. They firmly park their brains and thei

34、r enthusiasm in the staff car park in the morning, re-engaging them with gusto 30 seconds after the official end of work time. However, they shrewdly avoid doing anything that warrants dismissal and are content to keep their heads down, doing the minimum and volunteering nothing. This leaves the com

35、pany with little option but to mark them down as candidates for the next round of redundancies. Man 1: But what management techniques are available to repair and restore motivation? Man 2: The answer is, I suppose, to give employees as much meaningful work as possible. The less intrinsically interes

36、ting the work, the more needs to be done to make it acceptable: job enrichment, job rotation and job sharing. Man 1: Are there any other means apart from that? Man 2: There are now several other commonly accepted ways. The first is to give employees the information and resources needed to do a good

37、job, and ensure, through ongoing training, that employees have the necessary skills to meet the requirements of the job. Next, demonstrate a commitment to career development and promotion from within. Equally important is to foster a sense of team spirit. You do not have to organise outdoor assault

38、courses. It is enough to provide opportunities for people to meet, talk and share together. Recognition has been highly emphasised. Many companies now publicly recognise and congratulate employees for good work. Celebrate success and create heroes. Two more things are: provide regular and specific f

39、eedback to all staff through both formal appraisal and informal channel of communication. Encourage feedback from staff and involve employees in making decisions that affect their work. Pay people what they are worth. Consider such factors as market forces, predatory competitors and the contribution

40、 each individual makes. Man 1: But it seems to me nothing is new in these techniques. Man 2: They are not. The fact that we know some of the key factors in motivation, however, has not prevented many managers from ignoring them. Some people are fortunate enough to have a good boss, who may have more

41、 modeled positive motivational behaviours. But because few managers are trained or educated in the art of motivation and have themselves never been well-managed, we get the perpetuation of incompetence. Man 1: This explains the paradox of why people have heard about but not seen successful motivatio

42、nal management in practice. 【知识模块】 选择题 1 【正确答案】 B 【知识模块】 选择题 2 【正确答案】 C 【知识模块】 选择题 3 【正确答案】 B 【知识模块】 选择题 4 【正确答案】 A 【知识模块】 选择题 5 【正确答案】 C 【知识模块】 选择题 6 【正确答案】 B 【知识模块】 选择题 7 【正确答案】 C 【知识模块】 选择题 8 【正确答案】 C 【知识模块】 选择题 8 【听力原文】 23 Woman: If a business is entirely online, can they still brand themselves

43、effectively? Please advice on how. Man: Branding rules apply to any business, whether they are solely online or an online distribution channel for a bricks and mortar business. 24 Man: Branding rules apply to any business, whether they are solely online or an online distribution channel for a bricks

44、 and mortar business. Effective branding begins with understanding who your customers are and what they want, who you compete with for their businesses and what promise they making to the market, and determining what promise you will make to customers that differentiates you from competitors, is sal

45、ient, and is built upon key company assets. Once you create your promise you must ensure that it supports your long-term business strategy, and it is fully integrated into company operations, is clearly communicated throughout the organisation: and most importantly, metrics and measures are put in p

46、lace to ensure that you deliver on your brand promise every hour of every day. 25 Woman: Many affiliates in the performance marketing industry dont have the budget or time to build a brand. Can you build a brand quickly, or is that fools gold? Man: First, you must remember that you have a brand from

47、 the time you start your business. The key is to develop and manage your brand, to build brand equity. If you follow the rules listed above and focus on involving and measuring everyone in the organisation who touches the customer to ensure a superior brand experience, you will quickly develop loyal

48、 customers who will stay with you and provide not only a stream of reliable revenue but also serve as your brand endorsers that help generate new business. 26 Man: . Branding is not only about advertising per se. Advertising is a very excellent, quick way to build brand awareness and recognition, bu

49、t it is just one of many tactics to positively touch and engage customers. Brand is your business. Your daily actions build your brand, and that is time and money well spent. 27 Woman: Do you have any advice for a merchant who has an affiliate that is a top-performer, yet is worried that the affiliate is hurting their brand in the long run? Man: Your brand is your trust mark for customers. Any behaviour that in anyway creates negative perceptions of your brand should be changed immediately. Brand implementation guidelines should be developed fo