2020年BEC剑桥商务英语中级阅读理解练习题

20202020BEC解练习题解练习题BECBECBEC中级阅读理解,下面就和大家分享，来欣赏一下吧。2020BEC剑桥商务英语中级阅读理解练习题WhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrackWhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrackDavidHaydenfoundedhiscompany,CriticalPath,anemailprovider,in1997totakeadvantageoftheboominemailtraffic.CriticalPathbecameapubliccompanytwoyearslater,andHaydentooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtotooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtostaywiththecompanyasChairman,butthebusinesswasputinthehandsofnewmanagersbyitsinvestors.Withsector-leadingproductsandanexpandingmarket,thecompanyseemedtobeontheupandup.However,byearly2001,itwasintrouble.Sharestheupandup.However,byearly2001,itwasintrouble.Sharesthathadbeenworth$26in1999,whentheywerefirstsold,werethathadbeenworth$26in1999,whentheywerefirstsold,weredowntoamere24cents.downtoamere24cents.Calledinbyapanickingboard,HaydenfoundhimselfbackinchargeasExecutiveChairman,tryingdesperatelytorescuewhathecould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.Thoseguyscould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.Thoseguysdidntunderstandtheproductorthesector,saysHayden.Theheadsofdepartmentdidntcommunicateandtheydidntlead.Butwhatwasworse,CriticalPathhadlostthegoodwillofitswasworse,CriticalPathhadlostthegoodwillofitsinvestors.HaydenknewthatbringingthefiguresundercontrolwouldbeHaydenknewthatbringingthefiguresundercontrolwouldbeavitalstepinthecompanysturnaround.Youvegottosortoutthefinances.Forme,thatmeantgettingbackthegoodwilloftheinvestors.Thatwastough,afterwhathadhappened.Butalthoughtheywereangrywiththecompany,theydidnthavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitstheywereangrywiththecompany,theydidnthavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitsfeetagain.Hewasauthorisedtomakewhateverchangeswererequired,andhisfirstactwastofindpeoplewithinthecompanyhecouldtrustandputthemincharge.ThenextthingHaydenhadtotacklewasmorale.Everyonelefttheofficeatfiveonthedot-theycouldntgetawayquicklyenough.ThenextthingHaydenhadtotacklewasmorale.Everyonelefttheofficeatfiveonthedot-theycouldntgetawayquicklyenough.Togetthebuzzbackandwinthestaffover,IhadtoprovemyownTogetthebuzzbackandwinthestaffover,Ihadtoprovemyowncommitmentandputintheextrahourswiththem.Inreturn,itwascommitmentandputintheextrahourswiththem.Inreturn,itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain.Contrarytonormalpractice,Haydenwasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthewasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthecompanywhoweregivenmoreresponsibility.But,asHaydeninsists,beforeacompanyreachessuchacrisis,therearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.Abusinessthathasanunrealisticpricingtherearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble,ishismessage.Orifyouoftenhavetoapplyforyouroverdraftlimittoberaisedorhavetroublepayingtaxontime,somethingneedstobedone.bedone.By2003,thecompanywashealthyagain,withreasonablyBy2003,thecompanywashealthyagain,withreasonablystablefinancesandamodestbutsteadysharepriceof$1.60.Onethingthathelpedsaveuswasthatourtechnologyworked,saysHayden.With20millionemailaccounts,weneverlostasinglemajorclientbecausetheproductkeptonworking.Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmajorclientbecausetheproductkeptonworking.Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmovedon.Itwastimetogo,hesays.Imnotaturnaroundmovedon.Itwastimetogo,hesays.Imnotaturnaroundspecialist.Ipreferstart-ups.Ipreferstart-ups.13WhateventcoincidedwithCriticalPathbecomingapubliccompany?AHaydenbecametheExecutiveDirectorofCriticalPath.AHaydenbecametheExecutiveDirectorofCriticalPath.BInvestorshiredareplacementteamtorunCriticalPath.BInvestorshiredareplacementteamtorunCriticalPath.CCriticalPathlaunchedasuccessfulnewproductonthemarket.DCriticalPathwasfloatedontheStockExchangeat24centspershare.DCriticalPathwasfloatedontheStockExchangeat24centspershare.14WhichofthefollowingsituationsdidHaydenfaceatCritical14WhichofthefollowingsituationsdidHaydenfaceatCriticalPathin2001?ATheemployeeswereworriedaboutjobsecurity.BTheinvestorswerecallingforchangestothecompanystructure.BTheinvestorswerecallingforchangestothecompanystructure.CThemanagementwasmisleadingthestaffaboutthecompanysposition.DTheboardofdirectorsdidnotrealisethescaleoftheDTheboardofdirectorsdidnotrealisethescaleofthecompanyspanysproblems.15OnereasonHaydenwasabletoturnCriticalPatharoundwasthatAhemanagedtofindnewinvestors.Ahe