[外语类试卷]BEC商务英语（高级）阅读模拟试卷108及答案与解析.doc

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1、BEC商务英语（高级）阅读模拟试卷 108及答案与解析 一、 PART ONE 0 A Photo Smart Scanner When it was first introduced, the Hewlett-Packard Photo-Smart scanner was an unprecedented bargain for the photo enthusiast. It was capable of scanning prints up to 5x7 as well as film, and it was a compact, convenient to use design. No

2、w after considerable acceptance and success of the original S 10 model, HP has released an S-20 model upgrade. The sleek, diminutive desktop design remains the same, but the scanning specifications for film have been improved, the handling of positive and negative 35mm film has been extended for mou

3、nted or film strip format, and the software is now even easier to use, more efficient, and offers a fuller manual control of color adjustment. In other words, none of the compromises imposed by the limitations of the S 10 are found in the new S 20, and the price of the new model is the same as the o

4、riginal cost of the S 10, $499. B Equipment cart Perfect for transporting computers, audio-visual equipment and other office machinery. Non-slip top (W71mmx D483mmx H25mm)with heavy duty 25mm tubular frame, supports equipment weighing up to 159kgs. Lower wire shelf (W533mm x D330mm) holds additional

5、 equipment or supplies. Cart moves easily on four swivel, ball bearing, 102mm rubber wheels. W711mmx D483mmXH737mm, 14kgs. C Mail cart Organise and distribute your mail more efficiently with this sturdy cart constructed of durable 25mm tubular steel. Top basket (W914mm x D406mm x H279mm) takes hangi

6、ng folders. Bottom basket (W889mm x D400mm x H279mm) is ideal for moving boxes and large packages. Rubber wheels in front and two 203mm rigid wheels in back provide easy mobility. Folds for easy storage. W1117mm x D559mm x H279mm,20kgs. D Wire management kit Safely organize your equipment wires and

7、cables. Self-adhesive cable tubes, with slide-on covers, attach to the underside of your desk or around your office walls to safely route cables and wires. To group multiple wires, the kit includes an assortment of clamps and ties. E Storage apparatus OPEN-WIRE DESIGN a new approach to the age-old p

8、roblems of storage and organization in your computer room. Just one wire shelving unit can store all your computer hardware-monitors, CPUs, keyboards in one readily accessible location. It will also reduce dust circulation and improve air-circulation. REINFORCED SHELVES provide extra strength and al

9、low items to slide on and off easily. Though, hard surface resists chipping, scratches and other damage. ASSEMBLES IN MINUTES. You dont even need tools, just snap together sleeves and slide shelf over sleeve to securely lock in place. Shelves are easily adjustable. The floor levellers also adjust fo

10、r surface irregularities to keep the unit stable. 1 It is possible to put files in one of the baskets. 2 The top of this has a surface which prevents things sliding. 3 This can be fixed to your office furniture or to the walls. 4 You can put this together very quickly, using only your hands. 5 You c

11、an use this product to prevent people from falling over loose wires or accidentally pulling them out. 6 You can make it much smaller when you put it away. 7 This item is useful because there will be less dust and more air moving freely round any equipment placed here. 8 The latest model is with the

12、same price as the previous one. 二、 PART TWO 8 Read this text taken from an article about wholesaler marketing decisions. Choose the best sentence to fill each of the gaps. For each gap 9-14, mark one letter (A-H) on your Answer Sheet. Do not use any letter more than once. Wholesaler Marketing Decisi

13、ons Wholesalers, like retailers, must make decisions on their target market, product assortment, pricing, promotion and place. Many wholesalers make the mistake of serving too many customers. They need to define their target market. H On the other hand, they need to discourage the customers who are

14、not profitable enough by requiring larger orders or adding surcharges to smaller ones. The wholesalers product is his assortment. Unfortunately, many of them carry too wide a range of goods. (9) . They need to identify the more profitable lines and vary inventory levels accordingly. Wholesalers usua

15、lly mark up the cost of goods by about 20 percent to cover their expenses. This often leaves a margin of about 3 percent profit. (10) . They are cutting margins on some lines in order to win new customers, and on other lines they are asking for special prices when they can increase the suppliers sal

16、es. (11) . Their use of trade advertising, sales promotion, publicity and personal selling is largely haphazard. (12) . They certainly need to develop an overall promotion strategy. Finally, wholesalers typically locate in Iow- rent, low-tax areas and put very little money into their physical settin

17、g and offices. In many cases they dont invest enough in material- handling and order-processing systems. (13) . Progressive wholesales have already moved over to the automated warehouse where orders are fed into a computer, items are picked up by mechanical devices and conveyed on a belt to the disp

18、atch area for packing. (14) . A They should not carry too many lines or too much stock. B Many wholesalers are now using computers to carry out accounting, billing, inventory control and forecasting. C They need to adopt some of the image-making techniques used by retailers. D Most wholesalers are n

19、ot promotion-minded enough. E They need to adopt some methods used by sellers. F Wholesalers are beginning to experiment with new approaches to prices. G To meet rising costs, they need to study the advantages of automated handling procedures. H They need to identify the more profitable customers an

20、d design stronger offers and build relationships with them. 三、 PART THREE 14 Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organizations have implemented changes that seek to improve their com

21、petitiveness. The consequences of organizational change, however, can vary. Sometimes, the employees may accept the change readily; at other times, the change is met with resistance and dissatisfaction of the employees. Change and stress are closely related. Because of the feelings of uncertainty, i

22、nsecurity, and threat that it invokes, organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary. According to Selye, a little stress is actually good. When stress is at its optimal level, it

23、 can increase human resource potential as it spurs individuals to achieve their best working performances. However, stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experiencing high levels of anxiety or depression, low job motivation, s

24、omatic problems such as headaches, loss of appetite, trouble sleeping and ill health. In an organization that has many of its employees overly stressed or burned out, there are many detrimental consequences such as higher absenteeism, lower productivity, lower job satisfaction, and low morale. There

25、 is variation in the manner individuals respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may regard change as a threat, feeling distressed and fearful of the

26、 uncertain consequences of the change. Others may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with an optimistic attitude, seeing change as a challenge, an opportunity for growth and improvement. What accounts for the differences in experie

27、ncing change and perceiving stress for these individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individuals adjustment to organizational change and stress. However, the research is often fo

28、cused on organization-level phenomena, rather than on individual factors. Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This explains why coping with organizational change and stress can turn out

29、 to be very different experiences for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a persons ability to cope with change. Hence, on top of looking at organizational factors, this study also examines individual factors that may

30、 help to maximize an individuals potential to work productively and efficiently in the midst of change. 15 According to the second paragraph, what is the most possible and proper statement about the reason why change and stress are closely related? （ A） Change can be the motivation of stress and thr

31、ough their mutual interaction, there will be improvement. （ B） Stress causes change to occur, and may bring negative effects such as the chang of the job and the reduction of the salary. （ C） Organizational change is a primary cause of stress and when change occurs, employees often experience role s

32、tress. （ D） Change and stress are a pair of phenomena that will both appear in the process of employment. 16 Why, according to Selye, is a little stress good to employees to some extent? （ A） As it mobilizes an individual to achieve peak performances in activities and tasks. （ B） As, if without stre

33、ss, nothing can be achieved successfully and fully. （ C） As stress is an important way to prevent inaction and languor during the working process. （ D） As stress is the ligament between the employees and the organizations and helps the organizations to identify qualified employees. 17 According to t

34、he fourth paragraph, what should the organization do about the impact of the stress? （ A） The organization should take some measures to prevent stress and provide more freedom for the employees. （ B） It is in the organizations best interest to reduce the amount of distress coming from the organizati

35、onal change, so as to enhance its human resource potential. （ C） The organization should disregard the impact, otherwise, the interest and efficiency could be affected. （ D） The organization should know what causes the stress and eliminates the origins of the stress. 18 What does the writer imply in

36、 the fourth paragraph? （ A） Organizations can increase communication and disseminate adequate information about the change to employees. （ B） Organizations can help employees through training and educating them on how to cope with stress. （ C） Organizations can create a supportive environment at the

37、 workplace and it is vital that both superiors and colleagues play a part. （ D） That would be beneficial for the company if the employees are in a good state of psychological and emotional well-being, instead of being overly stressed or burned out. 19 From the last paragraph, in summary, what is the

38、 element that also causes differences in the way people experience change? （ A） The differences in the gender, age, nationality and personality. （ B） Dispositional traits that predict a persons ability to cope with change. （ C） It is maximizing an individuals potential to work productively and effic

39、iently in the midst of change. （ D） Differences in the way people perceive stress is also due to the uniqueness of individuals. 20 What is the theme of this article? （ A） Maximizing human resource potential would mean that employees are in their top form performing for the organization. （ B） The org

40、anizational change can affect human resource potential. （ C） Organizations can increase communication and disseminate adequate information about the change to employees. （ D） Organizations can empower their employees to play a more active role in the implementation of change. 四、 PART FOUR 20 Read th

41、e article below about the employee turnover in a company employees three different kinds of ways of moving in their company. Choose the correct word or phrase to fill each gap from A, B, C, or D. For each question 21 30, mark one letter (A, B, C, or D) on your Answer Sheet. Promotions, Transfers, an

42、d Separations In the past, employees stayed with a company for most or all of their working life. Todays employees, however, are more likely to change jobs several times as they search for better opportunities. In the United States, most organizations experience (21) , costly employee (22) as employ

43、ees leave for one reason or another. Turnover occurs because of promotions, transfers, and separations. A promotion is an advancement, or (23) movement within an organization to a position with increased authority, responsibility, and salary. In some companies, (24) the length of time a person has b

44、een with the company is the key issue in determining who should be promoted. A transfer is a horizontal move from one job to another within a company. Transfers allow workers to obtain new skills or to find a new (25) within an organization when their old position has been (26) because of automation

45、, decreased sales, or some other factors. A separation is the departure of the employee from the organization. Separations occur because of resignation, layoff, and retirement. Resignation is giving up ones job (27) . A layoff is (28) of employment due to slow business conditions, the elimination of

46、 specific jobs, or the closing of work facilities. Retirement is separation because of age or after a specified number of years of service. A well-organized human resources department strives to (29) losses due to separations and transfers because recruiting and training new employees is very expens

47、ive. A high turnover (30) in an organization may signal problems with the selection or training process or with the compensation program. （ A） considerable （ B） considerate （ C） consolable （ D） comprehensive （ A） work （ B） transfer （ C） separation （ D） turnover （ A） horizontal （ B） flat （ C） vertica

48、l （ D） fluctuating （ A） number （ B） seniority （ C） experience （ D） sense （ A） role （ B） position （ C） duty （ D） responsibility （ A） evaluated （ B） changed （ C） turned （ D） eliminated （ A） voluntarily （ B） by oneself （ C） automatically （ D） passively （ A） decrease （ B） sensibility （ C） suspension （ D

49、） pause （ A） reduce （ B） increase （ C） minimize （ D） black out （ A） speed-up （ B） rate （ C） degree （ D） grade 五、 PART FIVE 30 Read the article below about training across cultures.For each question 31 40, write one word in CAPITAL LETTERS on your Answer Sheet.There is an example at the beginning, (0).TRAINING ACROSS CULTURESCultural differences are an important factor when it comes to how and what managers should learn and from whom. Different cultural responses(0)management education are particularly revealing.Training(31)_makes extensive use of cas