BEC商务英语中级考试真题及答案解析(共24页).doc

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1、精选优质文档-倾情为你奉上BEC商务英语中级考试真题及答案解析 给大家带来BEC商务英语中级考试真题, 这下面就和大家分享，来欣赏一下吧。一、1 This businessman has successfully targeted a different group of consumers.2 With careful forward planning, this businessman is helping the company survive a difficult period.3 The company is now more open to change because of t

2、his businessmans way of thinking.4 This businessman has made and implemented certain decisions despite opposition to them.5 This businessman has achieved some success by misleading people about his intentions.6 The abilities of this businessman were previously doubted by the company that employs him

3、.7 This businessman is admired for his ability to manage a number of business interests.Businessman of the Year AwardA James King: Chief Executive of Fentons FinanceKing was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his t

4、eam. He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the righ

5、t moment. History will be the judge, but for now the markets consider King to be a star.B Keith Nash: Chief Executive of Hamleys SupermarketsNash took over as CEO when Hamleys systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the hig

6、her quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.C Jor

7、ge Marquez: Chairman of the Kenwick GroupMarquez was a popular choice for his achievements at Kenwick. The judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as they transform

8、ed their businesses. He operates as a virtual chairman, without a permanent office in any one company. He phones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be chairman of two

9、 other large companies.D Richard Jenkins: Finance Director of Centron AdvertisingLabouring in the shadow of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the public face of Centro

10、n, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession. It is largely thanks to him that Centron is in mu

11、ch better shape than its rivals.Businessman of the Year Award年度企业家奖。分别介绍了这个奖项的四个候选人的英雄事迹。第一题，这个企业家成功的定位了不同的消费群体。答案在B段：He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious。他开始将品牌定位在高质量的食品市场并且发起了几项注重健康的自主品牌的运动。He

12、alth conscious是指注重健康的。一个是高质量的食品市场，一个是注重健康的，联合起来，就是瞄准了不同的消费市场，即不同的消费群体。第二题，通过小心的前进计划，这个企业家帮助公司度过了一个困难时期。答案是D段的这么一句：budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession.。预算和预告正是使得公司可以成功的，尤其当现在整个广告市场被衰退袭击的时候。Budget

13、s and forecast就是题干中说的careful forward planning，successful对应于survive，a different period对应于the market has been hit by recession。第三题，因为这个企业家的思维方式，公司对待变化更加开明了。答案是A段的这么一句：He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility。他以重塑了Fentons Finance而受到嘉奖给了固定守旧的文化以新的生命。mor

14、e open to change就可以对应于revitalising its culture of inflexibility。revitalising是give new life to的意思。第四题，尽管有反对意见，这个企业家还是制定并执行了某些决定。答案是C段的这么一句：he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group在推动某些争议性的或者是经验不足的执行官的任命时

15、他很有勇气。从controversial和courageous可以看出来，这些任命时不完全被接受的，有反对意见(opposition)，但他还是坚持了。第五题，这个企业家通过让人们误会自己的意图而取得某些成功。答案是A段的这么一句：He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment他让所有人相信他是反对大的并购的，然后在最佳时期跳上Westcombe银行的机会(即收购了这个银行)。

16、let everyone believe，也就是misleading people about his intentions。第六题，这个企业家的能力最初在雇佣他的公司里受到了怀疑。答案是B段最后一句，稍微隐晦点：This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.因为无法得到高层的职位而失望离开，结果因为他的决策，公司股价上升了，让他很满足。意思就是本来以这个人的能力是可以胜任高层的工作

17、的，但是他却没有得到。第七题，这个企业家因为处理一些商业利益的能力而受到仰慕。答案在C段。C段最后说这个人在不同的公司担任要职(be chairman)，不同的公司会有商业利益的冲突，而他却能好好处理(manage)，所以答案选C。二、Achieving a successful mergerHowever attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has

18、been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain.According to Chris Bolton of KS M

19、anagement Consultants, 70% of mergers fail to live up to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters.

20、 They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be give

21、n to which personnel, from which side, should take on the key roles.This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and s

22、hareholder value. However, although the companies skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.But even in mergers that do go ahead, there

23、 can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very differ

24、ent profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer,

25、but the option it eventually chose was usually the correct one. Neither companys approach would have worked for the other.The answer is not to adopt one companys approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the bes

26、t from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest a

27、t creating a new culture.Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed i

28、n a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.13 According to the text, mergers can encounter problems whenA contracts are signed too quickly.B experts cannot predict accurate figures.C conflicting att

29、itudes cannot be resolved.D staff are opposed to the terms of the deal.14 According to Chris Bolton, what do many organisations do in preparation for a merger?A ensure their interests are representedB give reassurances to shareholdersC consider the effect of a merger on employeesD analyse the varyin

30、g strengths of their staff15 The proposed merger of two pharmaceutical groups failed becauseA major shareholders were opposed.B there was a fall in the demand for their products.C there were problems combining their areas of expertise.D an issue of personal rivalry could not be resolved.16 According

31、 to the text, focus groups can help companies toA develop new initiatives.B adopt contingency plans.C be decisive and react rapidly.D evaluate how well matched they are.17 Creating a new culture in a newly merged organisation means thatA management styles become more flexible.B there is more chance

32、of the merger working.C staff will find it more difficult to adapt to the changes.D successful elements of the original organisations are lost.18 According to the text, intercultural analysis will showA what kind of benefits a merger can lead to.B how the national context affects the way a company i

33、s run.C how long it will take for a company culture to develop.D what changes companies should make before a merger takes place.Achieving a successful merger，实现一个成功的并购。*没有从技术和经济效益的角度来分析并购成功的因素，而是强调了一个在并购中容易被忽视的重要因素：文化冲突。不同的企业文化走到了一起，能否兼容是并购能否成功的关键因素。一个比较著名的例子是当年惠普与康柏的并购。第十三题，问什么情况下并购会遇到麻烦。答案是A段的最后一句

34、，关键词是culture clash：如果两个公司的员工在工作方式上存在文化冲突，那么金融专家和律师们为了达成交易所做的一切努力都是徒劳的。所以选C：冲突性的态度无法得到解决。Conflicting attitude对应于culture clash。attitude具体指公司员工做事情的方式和态度。第十四题，问很多机构为并购所做的准备是什么。答案是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力

35、集中在法律、技术和金融事务上了。也就是更多的看重经济等方面的利益，而忽视了人的因素。选A：确保他们的利益得到很好的反映，也就是自己的利益有保障。represent在这里的意思是be present or found in something, especially to a particular degree。第十五题，问这俩医药公司并购失败的原因是什么。答案是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.

36、在谁来领导新的机构的问题上无法达成一致。所以选D：人员竞争问题无法得到解决。Personal rivalry就是指两个领导谁也不服谁。第十六题，问focus group可以帮助公司干什么。先弄明白focus group的意思，看剑桥高阶的解释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。处理问题的团体。答案在第四段。这一段是举例说明两个合并公司的文化兼容性问题。经过focus group的

37、调查，这两个公司的做事方式有很大差别，不能兼容。所以这一题的答案是选D：评估他们能否匹配。第十七题，问在一个新合并的公司里创造新的文化意味着什么。答案是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取双方的优点，创造一个所有人都能接受的新组织。每个人都能接受，那么合并成功的可能性会大大增加。选B：合并起作用的几率增加了。第十八题，跨文化分析能够表明什么。答案是最后一段的最后一句：how its politics, econom

38、ics and history impact on the way business is done.看看这个国家的政治、经济和历史是怎么影响商业行为的。也就是考察宏观的国家背景对微观的经济个体的影响。选B：国家背景怎样影响公司的运行方式。三、Setting up an appraisal schemeAppraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unused potential. (0) .So, if you ha

39、ve decided that an appraisal scheme should be set up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.First of all, you nee

40、d to decide on your key objectives and the real purpose of your scheme.(8).A scheme should never be introduced at a time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be man

41、aged. It is essential that all senior staff are committed to the process and willing to make a positive contribution.The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employee

42、s potential needs. (9).It should be someone who is trusted and whom staff will turn to if they are concerned about their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that n

43、o manager can effectively appraise more than seven or eight people. It is equally important to remember that, if significant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened.(10) . So bear this in mind

44、 from the beginning and, if necessary, establish an appeals procedure.Having decided on your policy and who will appraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. (11).Most organisations choose a persons l

45、ine manager to be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternatives if necessary.Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne i

46、n mind that some appraisals may involve the disclosure of confidential information. (12) .These will show the decisions that were taken during the interview and will also indicate any new performance targets that have been agreed.A It is important to select a manager who can deal effectively with an

47、y suspicions staff may have about appraisals.B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of appraisal.C Having even one staff member in such a position may affect how others respond to the process.D Ideally, this should be to provide a supportive

48、framework that aids staff development.E Simply make sure that staff know who will appraise them and why, and what form the interview will take.F It is therefore important to decide who will have access to written records of the appraisal.G They can also be a means of getting the best out of staff, both as individuals, and as team members.Setting up an appraisal scheme，制定评估计划。第八题，前面说做评估最重要的是决定关键的目标，以及计划的真正目的。那么接着应该说的就是这个计划的目的是什么。符合这一条件的是D：理想的说，这是为了提供一个帮助员工发展的支持性框架。