[语言类考试复习资料大全]高级阅读分类模拟题阅读1

1、书山有路勤为径，学海无涯苦作舟。祝愿天下莘莘学子：学业有成，金榜题名！语言类考试复习资料大全高级阅读分类模拟题阅读1高级阅读分类模拟题阅读1PART ONEQuestions 1-8 Look at the statements below and the five news items on various companies on the opposite page from an article. Which extract (A, B, C,D or E) does each statement(1-8) refer to ? For each statement (1-8), mak

2、e one letter (A, B, C,D or E) on your Answer Sheet. You will need to use some of these letters more than once. A. New Store Parkins search for a site for its next store has been ended by Marsdens misfortunes, with Parkin agreeing to buy half of the latters Birmingham store for40m. Parkins main store

3、 is in London, but it opened its second, in Birmingham, three years ago, and has been seeking sites in other large cities. There was surprise that the new store, likely to open next year, is so close to the existing one, where profits have so far beaten Parkins sales targets, in case it draws custom

4、ers away from the existing outlet. B. Capacity Cut The packaging industry has typically suffered from a vicious cycle, with rising prices leading to excess capacity, which in turn leads to a collapse in prices, and Johnson Keithley is no exception. The company has been attempting to smooth the boom/

5、bust cycle by better capacity management, but it admitted yesterday that it has been forced to make significant cuts to capacity because of a surprisingly sharp downturn in demand. The group now expects its second-half results to fall below expectations, and warned of further problems on the horizon

6、. C. Hit by Higher Costs Higher raw-material costs have reduced full-year profits at Bonners, the plastics manufacturer, with prices of polyethylene, the main component of its business, rising 8% since last year. Profits were also held back by the disposal of its packaging division, which accounted

7、for over half of turnover the previous year. Additional costs were incurred by relocating the head office from Wrexham to Cardiff, and I from reorganization and redundancy in its plastics business. Bonners said that trading in the current year has started slowly, particularly in its European markets

8、. D. Surprise Fall Shares in regional supermarket chain Couldson fell steeply yesterday after the retailer warned of losses at its biggest outlet, in Bristol. The warning was in stark contrast to its trading statement three months ago, which reported a rise in like-for-like sales of 5% in the preced

9、ing month. However, trading across the rest of the chain, including seven outlets bought last year from Luxona, showed a healthy improvement. The company has promised to do all it can to stem the decline of the last four weeks at the Bristol outlet. E. Modest Improvement Dorcas Foods has posted a mo

10、dest rise in interim profits. However, the company says it has had to absorb increased costs at its Quality Sugar subsidiary and the impact of a margin squeeze at its Australian baking operations. In sugar, the continued strength of sterling has capped profits, and with Dorcass move out of sugar-bee

11、t refining, expenditure on redundancy is having a serious impact. At the same time, floods in Australia have led to higher wheat prices, which in turn have reduced margins in the companys baking operations. 1. This company reports not being able to pass on higher costs to its customers.答案:E2. The sa

12、le of part of a company has had an adverse affect on profits.答案:C3. This companys response to fluctuations in sales has not had the desired effect.答案:B4. Jobs have been lost because a company has ended one of its activities.答案:E5. There are fears about the impact of internal competition within the c

13、ompany.答案:A6. This company has reported contrasting results from different parts of its operations.答案:D7. This company has spent money on moving part of its operation.答案:C8. Efforts are to be made to turn around sales at a store.答案:DPART TWOQuestions 9-14 Read this article from the business pages of

14、 a newspaper. Choose the best sentence from the opposite page 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. High fliers of the future head for specialist fairs Despite the recent development of online recruiting, grad

15、uate job fairs are still proving hugely popular in Britain with both employers and job hunters. (0) H Any graduate with big ambitions could be forgiven for thinking that the north-west of England is the centre of the north-west of England is the centre of the universe next week. 1 As usual, they wil

16、l all be looking for the brightest, best and most suitable graduates to employ. November 2 sees Expo Management (the finance, business and management fair), and on November 3, Technology for the Future (the IT, science and engineering fair), will be held. 2 Expo Management has also expanded, to inco

17、rporate a broad range of careers in business and management, as well as the finance sector. There are excellent transport links from all parts of the country to where the fairs are being held. An accommodation booking service is available, and there is plenty of entertainment on offer. Employers are

18、 keener than ever to take part. 3 Having said that, employers use the fairs in order to make contact with the specific kinds of graduates they are looking to recruit. 4 However, all graduates visiting the fairs with the right skills and motivation are likely to get a very positive response from empl

19、oyers. Preparation is the key to getting the most from these fairs and visitors should have done their homework. 5 It is sensible to exploit this opportunity by coming armed with a good CV and a list of relevant questions to ask. Also, this year the fairs organizers have introduced a new support fac

20、ility. 6 By visiting world.co/gradfairs, they will get instant access to the full list of exhibitors and their vacancies, as well as links to their company websites. With the world of business changing and expanding so rapidly, ambitious graduates will find that time spent at the fairs

21、makes an excellent investment in their future. A They are keen for graduates to make use of this innovation before they attend the fairs. B Graduates can take advantage of these to ensure that they know how to make the best applications possible in the weeks following the fairs. C The latter, only a

22、 few years old, has proved so successful that this year it has doubled in size: it now plays host to more than 40 employers. D In particular, it is those with technical qualifications who are most sought after. E After all, they may not have another chance to see such a huge range of prestigious emp

23、loyers under one roof. F The reason is that is where a 170-strong list of employers will be setting up their stands at the start of Novembers round of graduate fairs. G This enthusiasm means that the prospects for graduate job-hunters are excellent at the moment. H As a result, they are getting bigg

24、er and bigger each time they hit the road again. 1.答案:F2.答案:C3.答案:G4.答案:D5.答案:E6.答案:APART THREEQuestions 15-20 Read the article below about management styles and the questions on the opposite page. For each question (15-20) mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choo

25、se. Generally, the culture of any firm can be described as principally action-orientated, people-orientated or system-orientated. That is to say, the behavior that the managers exhibit tends to emphasize one of these three approaches to leadership and management. In successful firms where leadership

26、 is action-orientated, the culture is generally driven by one or a handful of managers who present a strong vision for the firm and lead by example. The emphasis is on getting things done, on driving for change. Such leaders constantly infuse energy throughout the firm and reinforce it through train

27、ing that emphasizes individual action, showing initiative, taking considered risks and stressing individual output and results. It is a dynamic culture that rests on individuals being motivated to rise to the challenges of the business and being willing to take on responsibilities, often beyond what

28、 is considered their normal role. The downside is that the approach can be somewhat one-sided, overlooking the need for systems to handle routine matters, and taking for granted that people are all driven by a sense of challenge. It can result in the strong and quick riding roughshod over the more c

29、onsidered and thoughtful. When overdone, action-orientation becomes flare behavior, insensitive to differences in situations and people. Successful people-orientated cultures derive from leadership that trains people to be ready to take responsibility and then invests them with it. Such firms delega

30、te responsibility down as far as possible. They are not the do it, check it, recheck it, double-check it and then check it again to be sure types of cultures. They empower trained people and trust them to build quality in. They ask people to make decisions and expect them to do so. If the decisions

31、prove wrong, the experience is used as the basis for learning rather than for criticism or punishment. They emphasize commitment and mutual support, reinforced through training that focuses on how and when to delegate responsibility, on understanding and recognizing that people are not all the same,

32、 learning how to get the best out of everyone. However, people-orientated cultures are not warm and cuddly. They respect people, support them and develop them - but they expect them to perform. If people fail to live up to expectations after proper training investment, appropriate steps are taken. T

33、he downside of people-orientated cultures occurs when responsibility is not appropriately delegated. Insufficient challenge for bright, trained people leads to poor performance. Equally, giving people more than they can handle without properly preparing them, and without providing adequate support i

34、f they initially falter, leads to the same result. Successful system-orientated cultures focus on trying to deal systematically with recurring problems and situations. Basically, they have their feet on the ground; in most organizations, 80070 of what is done is routine, and the system-orientated fi

35、rm knows this. So its procedures handle the routine, leaving managers to use their energy on that 20% of the work that needs their expertise. The essence of a successful system-orientated culture is its ability and willingness to constantly question its systems. Such organizations tend to have stron

36、g corporate cultures, and people have to buy into them before being given the right to question and criticize. But given that, every process is up for evaluation and improvement. The rule book really matters, but it is not cast in stone. Away from the rule book, initiative is a key characteristic, b

37、ut it is initiative in a strong team environment. People consult where possible and take individual decisions only when it is not. 1. According to the text, a company that has an action-orientated approach to management is likely to A accept that some initiatives will be more successful than others.

38、 B view staff in terms of their personal achievements. C emphasize the importance of staff input into strategy. D expect staff to work extra hours without remuneration. 答案:B2. Which of the following does the writer consider a disadvantage of action-orientated management? A It attracts people who are

39、 unreliable. B It focuses too heavily on controversial issues. C It gives out the wrong kind of message to new recruits. D It makes a questionable assumption about human behavior. 答案:D3. Unlike action-orientated companies, those who favor people-orientated A keep a watchful eye on what their employe

40、es do. B are unwilling to tolerate errors of judgment. C are sensitive to individual differences. D see indecision as a positive feature. 答案:C4. According to the text, which type of person may under-perform in a people-orientated company? A an intelligent person who lacks stimulation B a new member

41、of staff who is keen to learn new skills C a new employee who is given a challenging role D an individual who learns less quickly than others 答案:A5. In the writers view, the system-orientated approach is A visionary. B realistic. C uninspiring. D outdated. 答案:B6. In a system-orientated culture, empl

42、oyees are A encouraged to share ideas. B not expected to criticize colleagues. C trained to focus on self-improvement. D not allowed to challenge company policy. 答案:APART FOURQuestions 21-30 Read the article below about customer relationship management. Choose the correct word to fill each gap from

43、A, B, C or D on the opposite page. For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet. Customer Relationship Management In todays fast-moving market, it is a simple fact that products are constantly being replaced by something new. For companies large and small, the most

44、important real 1 with measurable, long-term value is loyal, one-to-one customer relationships. However, despite their importance, they do not 2 On any companys balance sheet. If a company lost 10% of its inventory to theft, it would react swiftly, but if the company loses 10% of its customers, this

45、may not be 3 In this age of product 4 in which the market fails to perceive any profound difference between products or companies, effective management of customer relationships is critical in achieving a competitive 5 Delivering quality service and achieving high customer satisfaction have been clo

46、sely 6 to profits, and consequently the 7 all companies are trying to make is to provide more internal and external customer relationship focus. By 8 available information technology, leading companies have already shortened process and response times, increasing customer satisfaction. But companies

47、 must make a profit to survive, so telling a chief executive to focus more on customers, through the use of expensive information technology, may fall on deaf ears unless it can be demonstrated that such investments will be 9 In terms of revenue, market share and profits. Certain companies are respo

48、nding to this new customer focus by completely 10 their traditional financial-only measurements of corporate performance, and seeking new ways of measuring customers perceptions and expectations. 1. A worth B value C asset D property答案:C2. A turn out B make up C write out D show up答案:D3. A detected

49、B regarded C conceived D distinguished答案:A4. A coincidence B similarity C agreement D connection答案:B5. A authority B command C advantage D preference答案:C6. A joined B linked C associated D combined答案:B7. A shift B fluctuation C motion D displacement答案:A8. A profiting B capitalizing C exploiting D be

50、nefiting答案:C9. A reinstated B restored C replaced D recouped答案:D10. A modifying B mending C refurbishing D overhauling答案:DPART FIVEQuestions31-40 Read the article below about working abroad for your company. For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet. JUST HOW FA

51、R WILL YOU GO FOR YOUR JOB? These days, a great many companies require more staff to spend more time working abroad on business assignments, as a result of the trend towards economic globalization. Nearly 1 senior managers believe that it is going to be more important than ever 2 executives to be gl

52、obally mobile over the next five years. Ambitious young managers are also increasingly realizing that international experience is essential if they want to get anywhere near the boardroom of a modern, successful company. But 3 is a downside to this. A majority of top managers say they are now unwill

53、ing to make the personal sacrifices involved in meeting this demand. Severe shortages (34) the supply of globally mobile executives are therefore on the cards. The solution that has now 4 , commonplace is a significant increase in the use of short-term assignments. International commuting - living 5

54、 home but traveling regularly around the world - is now the norm for many managers. A 6 companies are even known to pay for key staff to travel home once a week from workplaces in another continent Airlines have recognized the trend and are adapting their services to accommodate the demands of steadily increasing numbers of business people traveling on short-term assignments, for 7 by reducing check-in times and scheduling late flights. However, it remains to be seen 8 or not even this can make international commuting