商务英语(BEC)高级真题

1、商务英语(BEC)高级真题 为了让大家更好的准备商务英语BEC考试，给大家一下剑桥BEC商务英语考试高级真题,下面就和大家分享，来欣赏一下吧。 Text 1 Reading 1 hour PART ONE Questions 1 8 Look at the statements below and at the five reports about panies on the opposite page from an article giving advice to self-employed consultants about negotiating fees for their serv

2、ices. Which book (A, B, C,D or E) dose each statement 1 8 refer to ? For each statement ! 8, make one letter (A, B, C,D or E) on your Answer Sheet . You will need to use some of these letters more than once . Example : Lack of self-confidence will put you at a disadvantage in a negotiation . 0 A B C

3、 D E This pany has been involved in diversifying its business act6ivities. Although this pany is doing well, it has a number of internal difficulties to deal with This pany has reduced the profits it makes on individual items One statistic is a less aurate guide to this panys performance than anothe

4、r The conditions which have helped this pany are likely to be less favourable in the future This panys share price has been extremely volatile over the last twelve months This pany is likely to be the subject of a takeover bid in the near future This panys performance exemplifies a widely held belie

5、f 8 Look at the sentences below and at the five extracts from a book about staff appraisals and feedback on the opposite page . Which new item (A, B, C ,D or E) dose each statement 1 8 refer to ? .examw. For each statement 1 8 , make one letter(A, B, C ,D or E) on your Answer Sheet . You will need t

6、o use some of these letters more than once . 1 Genuine feedback would release resources to be used elsewhere. 2 Managers are expected to enable their staff to work effectively. 3 Experts are unlikely to facilitate a move to genuine feedback. 4 There are benefits when methods of evaluating performanc

7、e have been negotiated. 5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers. 6 The idea that employees are responsible for what they do seems reasonable. 7 Despite experts assertion, management structures prevent genuine feedback 8 An i

8、ncreasing amount of effort is being dedicated to the appraisal process. A Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ra

9、nking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that

10、 the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates. B The notion behind performance appraisal- that workers should be held aountable for their performan

11、ce-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be informa

12、tion that told both the manager and worker how well the work system functioned, and suggested ways to make it better. C Within the production system at the car manufacturer Toyota, there is nothing that is recognizable as performance appraisal. Every operation in the system has an associated measure

13、. The measure has been worked out between the operators and their manager. In every case, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyotas basic idea is expressed in the axiom “bad news first” . Both managers and worker

14、s are psychologically safe in the knowledge that it is the system- not the worker that is the primary influence on performance. It is managements responsibility to ensure that the workers operate in a system that facilitates their performance. D In many panies , performance appraisal springs from mi

15、sguided as assumptions. To judge achievement, managers use date about each workers activity, not an evaluation of the process or systems achievement of purpose. The result is that performance appraisal involves managers judgement overruling their staffs, ignoring the true influences on performance.

16、Thus the appraisal experience bees a question of pleasing the boss, particularly in meetings, which is psychologically unsafe and socially driven, determining who is “in” and who is “ out”. E When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote

17、to their customers an 8 Look at the sentences below and at the five managers ments on leadership on the opposite page Which new item (A, B, C ,D or E) dose each statement 1 8 refer to ? For each statement ! 8 , make one letter(A, B, C ,D or E) on your Answer Sheet . You will need to use some of thes

18、e letters more than once . 1、Suessful leadership involves making sure that employees aept new ideas. 2、A good leader can bring suess to a pany in difficulties 3、Leaders should be assessed on the basis of their achievements .Examw. 4、The personalities of good leaders are generally different from thos

19、e of other managers 5、Patience is a valuable quality in a suessful leader 6、Leaders consider potential changes in what their pany does for others 7、Good leaders will encourage their staff if their organization is in difficulties 8、Leaders need to adapt their behaviour to suit different circumstances

20、 A Maurizio Verna Long-term, visionary business leaders must be prepared to invest to get what they want for their pany. They know when and how to apply pressure and to take risks, when they need to display a more hands-off approach. I have a pretty clear view of my ideal business leader, and of cou

21、rse thats where I m trying to head: he or she should start up and grow a cash-rich, multi-interest international organization of tremendous strength and depth. B Sue Tucker The pace of technological change, and the rate at which businesses are changing , requires leaders to have a particular aptitud

22、e for technology and an understanding of the inter. A lot of people are aware of the opportunities here ,but awareness alone isnt enough: in a true leader this needs to be coupled with clever marketing, product design and technological innovation, and keeping abreast of everything going on in the pany. In fact the acid test , I th