BEC中级阅读资料及解析汇总

千里之行，始于第2页/共2页精品文档推荐BEC中级阅读资料及解析汇总为了让大家更好的预备商务英语BEC考试，我给大家整理BEC中级阅读资料及解析,下面我就和大家共享，来观赏一下吧。

BEC中级阅读资料及解析(1)

TheWhiteHouse

Wegotupearlythismorningand__1__alongwalkafterbreakfast.Wewalkedthroughthebusinesssectionofthecity.Itoldyouyesterdaythatthecitywaslarger__2__Ithoughtitwouldbe.__3__thebusinesssectionissmallerthanIthoughtitwouldbe.Isupposethat’s__4__Washingtonisaspecialkindofcity.__5__thepeopleinWashingtonworkforthegovernment.About9:30wewenttotheWhiteHouse.It’s__6__tothepublicfrom10till12,andtherewasalonglineofpeoplewaitingtogetin.Wedidn’thavetowaitverylong,becausethelinemoved__7__quickly.

TheWhiteHouseisreallywhite.Itispaintedeveryyear.Anditseemsverywhite,becauseit’sgotbeautifullawnsallaroundit,____8____manytreesandshrubs.Thegrounds__9__aboutfoursquareblocks.Imean,they’reabouttwoblockslong__10__eachside.Ofcourse,wedidn’tseethewholebuilding.Thepart__11__thePresidentlivesandworksisnotopentothepublic.Butthepartwesawwasbeautiful.Wewentthroughfiveofthemainrooms.Oneofthemwasthelibrary,onthegroundfloor.Onthenextfloor,therearethreeroomsnamed__12__thecolorsthatareusedinthem:theRedRoom,theBlueRoom,andtheGreenRoom.Thewallsarecoveredwithsilk__13__.Thereare__14__oldfurniture,fromthetime__15__theWhiteHousewasfirstbuilt.Andeverywheretherearepaintingsandstatuesofformerpresidentsandotherfamouspeoplefromhistory.

1.A)madeB)didC)tookD)got

2.A)thanB)asC)soD)like

3.A)ButB)YesC)SoD)Then

4.A)sinceB)asC)becauseD)becauseof

5.A)MuchofB)MostofC)AlotD)Lots

6.A)openB)openingC)beingopenedD)opened

7.A)prettyB)littleC)muchD)verymuch

8.A)/B)havingC)withD)together

9.A)includeB)costC)coverD)spread

10.A)byB)onC)forD)with

11.A)whichB)whatC)thatD)where

12.A)byB)forC)afterD)before

13.A)clothB)clothesC)clothingD)cloths

14.A)MuchpiecesofB)manypiecesofC)manyaD)agreatmany

15.A)thatB)whichC)whoD)when

参考答案:1-5CAACB6-10AACCB11-15DCABD

BEC中级阅读资料及解析(2)

Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage.Whichsectionofthearticle(A,B,CorD)doeseachstatement(1-7)referto?

Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow’sLeadersResearchGroup(TLRG).Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations’high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday’sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,’onlytoseethempoachedbyanotherdepartmentor,worsestill,anotherfirm’.Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating’attractioncentres’.’Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,’saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.

DTLRGhasconcludedthatacompany’sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythe

high-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.

首先得搞明白的是这篇文章究竟讲的什么。不用看详细内容，有两个地方直接告知了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司将来接班人——也就是潜力股——的培育问题。A段讲了TLRG这个贯穿全文的讨论组织诞生的缘由：现行的讨论满意不了需要，于是大多数公司只能自己探究发掘接班人的模式;(即第五题的答案)B段讲了直属经理(linemanagers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;D段是针对前面列出的问题，提出的解决建议，什么专家帮助等等。整篇文章分为四个部分，层层递进，有很强的规律性。拿这样的文章来做阅读材料应当是相对简单把握的。

题目解析：

7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里找到与之匹配的，比如第四题题干里的expert对应D段的specialists,第六题的toobusyto对应于B段里的heavyworkloads，第七题的interest对应于C段的appeal。第一题说“经理们必需实行措施使潜力股们信任他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating“attractioncentres”和loyalty。其次题说“组织必需把目光投向正在培育中的潜力股以外的地方”，即D段最终两句话所说的查找新一代的潜力股。第三题和B段的最终一句话完全是一个意思：怕培育潜力股的投入收不回成本。第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话：公司的人力资源专家需要实行行动。HRspecialists就是expert。第五题说公司现在没有在指导策略的支持下辨别潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的讨论满意不了需要，所以公司只能形成自己的一套体系。第六题，经理们太忙了，无暇顾及潜力股的进展。答案是B段的：Unfortunately,withtoday’sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是toobusy。第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：iftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers。假如公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。以开发员工而著称(knownasonesthatdeveloptheirpeople)，名声很好，也就是看重自己作为雇主的名声。

BEC中级阅读资料及解析3

LookatthestatementsbelowandtheadvicetobusinessesontheoppositepageaboutusingothercompaniestoruntheirITservices.

1、theneedtoteachskillstoemployeesworkingontheoutsourcedprocess

2、rememberingtheinitialreasonforsettinguptheoutsourcedproject

3、theneedtodrawupagreementsthatsetouthowintegrationistobeachieved

4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingatadistantsite

5、theimportanceofmakingsomeoneresponsiblefortheintegrationprocess

6、staffontheoutsourcedprojectfamiliarisingthemselveswithvariousdetailsofthebusiness

7、problemsbeingassociatedwithanalternativetooutsourcing

WhenabusinessdecidestooutsourceitsITservices,itneedstoconsiderthequestionofintegration.Fourexpertsgivetheirviews.

A.GianlucaTramcere,SilicaSystems

AnoutsourcedITserviceisneverafullyindependententity.Itistiedtothehomecompany’spreviousandcontinuingsystemsofworking.Butdespitetheaddedresponsibilityofmanagingnewwaysofworking,manybusinessesignoretheintegrationprocess.Theyfailtoestablishcontractsthatdefinethewaysinwhichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthetechnologicalaspectsofservicedelivery.

B.KevinRayner,Domola

Businessesneedtobuildintegrationcompetencycentresdedicatedtomanagingtheintegrationeffort.Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether.Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeopleandassets,theyneedtorememberthat,atthesametime,outsourcinginvolvesgainingpeople.Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.

C.ClaytonLocke,DigitalSolutions

Communicationisthekeytosuccess,andoutsourcingtootherregionsorcountriescanleadtoarangeofproblems.Foranysuchinitiative,itisnecessarytocreateateamwherethereisgood,opencommunicationandaclearunderstandingofobjectivesandincentives.Bringingpeopletothehomelocationfromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthecomplexitiesoftheexistingsystem.Tointegrateefficiently,outsourcingpersonnelhavetotalktothehomecompany’sexecutivesanduserstounderstandtheirexperiences.

D.KimNoon,JGTech

Onewaytoavoidthedifficultiesofintegrationistocreateajoint-venturecompanywiththeoutsourcer.Thus,a

companycanswapitsassetsforashareoftheprofits.Yetjointventuresbringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing:togaincostefficienciesandqualityofserviceinanareathatforsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbeunderestimated.

这篇文章讲的是外购(outsourcing),分别有四位专家就这个问题给出了自己的看法。A段的专家强调建立合同的重要性，B段专家认为要派专人负责，C段专家讲外派人员和本公司之间要有一个互动，D段专家讲假如与外包商(outsourcer)组成联合企业的话可能带来的一系列问题。假如对文章有个也许、基本的了解，许多题目不用细看就可以得出结论。

第一题的答案略微有些隐晦，在B段的最终一句。“Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.”由于新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。这里的training对应第一题的“teachskillstoemployees”。其次题的答案在D段中间:companiesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing.这里的rationale是基本原理、根本缘由的意思。第三题的答案在A段，特别明显的“establishcontracts”。第四段的答案是C段的最终一句话，outsourcingpersonnelhavetotalktothehomecompany’sexecutivesanduserstounderstandtheirexperiences.这里的talkto对应address，向谈话。第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最终一句说的外购人员向公司汇报他们的经受。第五段的答案在B段，相当明显：Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether。需要派专人负责integration。第六题说“外派人员要熟识自身工作的不同细节”，对应C段的“createateamwherethereisaclearunderstandingofobjectivesandincentives.”打造一个对目标和动机都有清楚理解的团队。第七题略微绕一点。题目里的“analternativetooutsourcing”指的是D段里的“createajoint-venturecompanywiththeoutsourcer”，建立一个联合企业。D段里的专家始终在强调联合企业的麻烦和简单性(jointventuresbringpotentialtroubles)，所以是正确答案。

BEC中级阅读资料及解析4

Readthearticlebelowaboutthechangingroleofhumanresourcesdepartments.

Thebestpersonforthejob

Employeescanmakeabusinesssucceedorfail,sothepeoplewhochoosethemhaveavitalroletoplay.

Employeesareacompany’snewideas,itspublicfaceanditsmainasset.Hiringtherightpeopleisthereforeasignificantfactorinacompany’ssuccess.(0)GIfthehumanresourcesdepartmentmakesmistakeswithhiring,keepinganddismissingstaff,abusinesscandisappearovernight.Manycompaniesnowrealisethatrecruitingthebestrecruitersisthekeytosuccess.

SarahChoi,HeadofHRatEncopic,believesthatthinkingcommerciallyisakeyqualityinHR.EverydecisionanHRmanagermakesneedstoberelevanttoadvancingthebusiness.(8)...CThat’snolongerthecase.HRmanagershavetothinkmorestrategicallythesedays.Theycontinuallyneedtothinkabouttheimpactoftheirdecisionsonthebottomline.

(9)F...Forexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.

WhydopeoplegointoHRinthefirstplace?Choihasareadyanswer.Ithinkmostpeopleintheprofessionareattractedbyalong-termgoal.(10)DNothinghappensinthecompanywhichisn’taffectedbyordoesn’timpactonitsemployees,sotheHRdepartmentisacrucialpartofanybusiness.

Notalloperationalmanagersagree.AninformalsurveyofattitudestoHRdepartmentsthatwascarriedoutlastyearbyaleadingbusinessjournalreceivedcommentssuchasWhatdotheyactuallycontribute?(11)AAsChoipointsout,salarieshaveneverbeenhigherand,inaddition,HRmanagersoftenreceivesubstantialannualbonuses.

Despitethefinancialrewards,HRmanagersoftenfeelundervalued,andthisisamajorreasonformanyleavingtheirjobs.(12)...EHowever,alackoftraininganddevelopmentisamoresignificantfactor.Thesedays,goodprofessionaldevelopmentopportunitiesareconsideredanessentialpartofanattractivepackage,Choiexplains.

AButrisinglevelsofremunerationdemonstratethattheprofession’sgrowingimportanceiswidelyrecognised.

BAtonetime,aprofessionalqualificationwasrequiredinordertoprogresstothetopofH