[外语类试卷]BEC商务英语(高级)阅读模拟试卷67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 67及答案与解析 一、 PART ONE 0 A Western Media Western Media has drafted in Carol Spencer, the top marketer in its radio subsidiary, to be its first marketing director and give its Music the use of foreign language sources is often found to be as low as 10 percent. 12 British industry, in
2、particular, has in recent decades often been criticized for its linguistic insularity for its assumption that foreign buyers will be happy to communicate in English and that awareness of other languages is not therefore a priority. In the 1960s, over two-English-speaking customers were using English
3、 for outgoing correspondence; many had their sales literature only in English; and as many as 40 per cent employed no one able to communicate in the customers languages. 13 And non-English-speaking countries were by no means exempt, although the widespread use of English as an alternative language m
4、ade them less open to the charge of insularity. The criticism and publicity given to this problem since the 1960s seems to have greatly improved the situation. 14 Many firms now have their own translation services; to take just one example in Britain, Rown-tree Mackintosh now publish their documents
5、 in six languages (English, French, German, Dutch, Italian and Xhosa). Some firms run part-time language courses in the languages of the countries with which they are most involved; some produce their own technical glossaries, to ensure consistency when material is being translated. It is now much m
6、ore readily appreciated that marketing efforts can be delayed, damaged, or disrupted by a failure to take account of the linguistic needs of the customer. Their changes in awareness have been most marked in English-speaking countries, where the realization has gradually dawned that by no means every
7、one in the world knows English well enough to negotiate in it. This is especially a problem when English is not an official language of public administration, as in most parts of the Far East, Russia, Eastern Europe, the Arab world; Latin America and French-speaking Africa. Even in cases where forei
8、gn customers can speak English quite well, it is often forgotten that they may not be able to understand it to the required level; bearing in mind the regional and social variation which permeates speech and which can cause major problems of listening comprehension.A. Although communication problems
9、 of this kind must happen thousands of times each day, very few receive peoples concern.B. Library requests in the field of science and technology showed that only 13 percent were for foreign language periodicals.C. Industrial training schemes have promoted an increase in linguistic and cultural awa
10、reness.D. Why had the American doctors not heard of it seven years later?E. Common language here usually means a foreign language, but the same point applies in principle to any encounter with unfamiliar dialects or styles within a single language.F. A similar problem was identified in other English
11、-speaking countries, notably the USA, Australia and England.G. In securing understanding, how “we“ speak to “them“ is just as important, it appears, as how “they“ speak to “us“.H. The language barrier presents itself in stark form to firms who wish to market their products in other countries. 三、 PAR
12、T THREE 14 Read the following article about general managers and the questions on the opposite page. Each question has your suggested answers or ways of finishing the sentence, A, B, C and D. Mark one letter A, B, C or D on your Answer Sheet, for the answer you choose. General Managers (GMs) are a p
13、art of middle management and play a key role in organisation. Depending on the size of the organisation a GM can be, for example, a senior manager responsible for a division or a subsidiary company or a less senior manager in charge of a department or section. They are a link between top management,
14、 who make policy decisions, and junior managers, who carry out these policies. Top management work through GMs and they can make the difference between good and bad policy and a motivated or demotivated workforce. The relationships GMs have with their bosses, subordinates and each other are very imp
15、ortant for the success or failure of an organisation. GMs within the same organisation need to have good working relationships with each other in order to apply policies in the same way throughout the organisation. At the same time, GMs are also required to make broad policies into plans that suit t
16、heir particular divisions or departments. In a company conflicts between the activities of various departments will inevitably arise, and it is the job of the GM to act as a link between the departments. Research has shown that the personality of a GM is very important in helping to resolve these de
17、partmental problems. The research has also shown that (as far as the personalities of GMs are concerned) GMs are ambitious people who have balanced temperaments and are good with people. In addition, good GMs combine these personality traits with a detailed knowledge of their business. They work har
18、d to fit into and be accepted by the culture of their particular organisation. It has also been demonstrated that high performing GMs have three sets of skills. First, they need agenda-setting skills, so that they can identify and convince others of the most important objectives of a project. Second
19、, GMs need to develop networking skills. Good GMs deliberately attempt to develop contacts within and outside the organisation. Such a network of contacts means that the GM is aware of issues and can act on them quickly. To develop agenda-setting and networking skills it is essential for a GM to be
20、skilful in dealing with people. This is particularly important as they spend such a large amount of time working with employees at all levels of a company. In terms of work, tasks and attitude, the research has shown that managerial work is done in short bursts, with managers working on many simulta
21、neous projects which can sometimes have conflicting aims. GMs discuss a wide range of subjects in an unconnected way and tend to ask questions rather than give orders. They require large amounts of information which they pass on to top management to help them to make decisions. In order to collect t
22、his information, they must learn to work in uncertain and changing environments. Consequently, both the approach and style of a GM change to adapt to the setting in which they are operating. They must be flexible to be successful. 15 According to the writer, the key role of a General Manager is to_.
23、 ( A) give orders to the junior managers ( B) divide the company into departments ( C) interpret plans made by senior management ( D) communicate between groups of people 16 GMs must have good relationships with each other in order to_. ( A) manage each others department ( B) carry out policies unif
24、ormly ( C) motivate junior management ( D) find out the differences between Departments 17 What does the writer say about problems between departments? ( A) They are frequently caused by the personalities of GMs. ( B) GMs are often reluctant to intervene. ( C) GMs can help solve them by effective li
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