[外语类试卷]BEC商务英语(高级)阅读模拟试卷84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 84及答案与解析 一、 PART ONE 0 How to approach Reading Test Part One In this part of the Reading Test you match eight statements with five short texts. First read each short text and then read the sentences to see which ones refer to the text. Make sure you read each text for overall meani
2、ng, Do not choose an answer just because you can see the same words in the text. Look at the sentences below and at the five sections from an article about benchmarking on the opposite page. Which section of the article does each sentence refer to? For each sentence 1 8, mark one letter (A, B, C, D
3、or E) on your Answer Sheet. You will need to use some of these letters more than once. A Benchmarking involves establishing minimum standards of performance and quality, based on identifying the best method and practice followed in other organisations. These standards can then be used as yardsticks
4、to measure the organisations current costs, production, management and customer focus, and identify areas where they fall short of norms. According to its supporters, benchmarking raises awareness of innovations and best practice, thus helping all companies taking part in benchmarking exercises to i
5、ncrease their competitiveness: by imitating best practice they may be able to reduce their costs or improve their customer service. B There are a number of approaches to benchmarking. Typically, exercises are carried out by companies working within the same field or sector, as in the International M
6、otor Vehicle Programme. Between 1985 and 1990 this brought together car manufacturers from Europe, the USA and Japan with the aim of introducing the western companies to Japanese production methods. As benchmarking by competitors can be very sensitive, in some cases data is mediated through a neutra
7、l body, such as a business school, to protect confidentiality and make sure that no trade secrets are revealed. C There are also instances of companies in widely different industries comparing their management practices, to see how others have dealt with difficulties in internal communications, supp
8、ly chain management, and other areas where practice is transferable from company to company without affecting competition between rivals, in other words, topics where confidentiality is not at issue. To a certain degree this practice has been aided by the development of internet websites dedicated t
9、o the sharing of information, sites which, being in the public domain, are universally accessible. Of course, this means that only certain types of data are provided. D Unlike benchmarking exercises with competitors, which run the risk that participants may want to take what they can and give away a
10、s little as possible, benchmarking between the divisions or business units of a single company is far less likely to lead to the withholding of information. As a by-product, co-operation among different sections of the company may well be enhanced, both through increased understanding of how others
11、operate, and by simply being able to put a face to a name, and know who to talk to about a particular work-related problem. E learning from the successes and failures of others can of course be very valuable. On the other hand, critics claim that by concentrating on existing best practice, companies
12、 simply seek to emulate other businesses. Content to achieve the best of what is being done at the moment, they do not attempt to move beyond it to reach the best possible. However this ignores the creative aspect of the process: learning about other organisations operations may well spark off fresh
13、 ideas, as in a brainstorming session, and lead into the realm of true innovation. 1 Ideas that emerge from a benchmarking exercise may be better than any current practice. 2 In some cases companies receive information without knowing which organisation produced it, 3 Certain methods of benchmarking
14、 generally do not impose restrictions on the kinds of knowledge that can be shared openly. 4 One goal of benchmarking is to solve problems common to companies in a variety of fields. 5 Benchmarking exercises can enable all participants to make improvements in their operations. 6 Benchmarking exercis
15、es may lead to an improvement in contacts with other people. 7 It may be a weakness of benchmarking that organisations imitate others, 8 Some forms of benchmarking do not restrict the availability of data to those organisations taking part. 二、 PART TWO 8 Alan Robinson left school at 16 hoping to mak
16、e as much money as possible. At first, he worked for his father, who owned several newsagents shops in London. “I learnt a great deal about running a business from being in a small shop. You find out that every penny matters.“ 【 B1】 _ , and a couple of years later he was offered a job by his uncle.
17、“He asked me to manage a chain of bookshops he had in South Africa and taught me everything I know about management.“ When he came back to Britain, Alan was offered a job in London as a product development manager with an exciting new clothes company called Naismiths. 【 B2】_ . “I found I really unde
18、rstood the fashion business and what influences products, 【 B3】 _ .“ One day in the warehouse he noticed a range of sports clothes that had been sent from a manufacturer in New York for the company to look at. “I took the clothes round the office and everyone loved them. 【 B4】 _ , so this range was
19、something new.“ 【 B5】 _ . However, she was happy with the way things were and, feeling disappointed, Alan decided to leave and try to sell them himself. Robinson went to New York just to talk to the manufacturer. He went with his father and they took $12,000 from savings to buy stock. Alan says, “We
20、 tried for a whole week to get an interview with the manufacturer and he refused us three times. 【 B6】 _ .“ On his return, Robinson successfully sold the clothes to small fashion and sports shops, and he began to start producing designs of his own. “Then, I had my big break when I received a phone c
21、all from F what I do want is to use the system to find out one e-mail address of somebody who knows about the ice-cream business and then contact them to ask them about the ice-cream business. Its that kind of cooperation that builds success. “ 15 Which of the following employees may not belong to p
22、rofessional service firms? ( A) Lawyers. ( B) Auditors. ( C) Consultants. ( D) Teachers. 16 Professional service firms are characteristic of _. ( A) teamwork spirits and knowledge-sharing ( B) teamwork spirits and knowledge-based technology ( C) giant and formal ( D) giant and flexible 17 _ is or wa
23、s facing both professional service firms and worlds big old corporations. ( A) Flexible structure ( B) Management problems ( C) Information technology ( D) Good leadership 18 More often than not, employees in professional service firms _. ( A) spend their time in managing ( B) finish their work day
24、in and day out ( C) gain new knowledge ( D) adjust themselves towards the firms objectives 19 When the young people join a professional service firm, they may _. ( A) start work at once ( B) talk with senior people ( C) get training ( D) be promoted at once 20 The example given by Jane Griffith aims
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