商務(wù)英語中級考試真題匯總

為了讓大家更好的學(xué)習(xí)商務(wù)英語BEC考試，小編給大家整理了BEC商務(wù)英語中級考試真題,下面小編就和大家分享，來欣賞一下吧。

BEC真題一

Online exchanges?

Online exchanges have emerged as some of the internet's best businesses - but also as some of the worst

So the internet hasn't revolutionised the (0).....A.... most of us buy petrol, or watch movies. But there is one thing the internet does very well. It can bring together (19) ............ dispersed buyers and sellers to create active, efficient markets where none(20)............before. This facility has (21) ............to the emergence of online exchanges: retail businesses with none of the usual traders' risks - no merchandise, no storefronts - and with nothing to do but take a (22)............of each transaction that takes place on the site.

This may sound straightforward, but some high-profile online exchanges have(23)..........out to be major embarrassments. One company, which tried to establish a central marketplace on the internet for auto parts, has invested, in (24).............a massive $250m and is (25)............to stay in business. Another businessman, who facilitated online trading in business equipment and supplies, (26)............after he had lost $280m.

So what does a company need in order to be successful? You could call it good'market architecture' - a structure that (27)............the right business plan and top technology with good timing and the (28)............of both buyers and sellers.

Mike Pham's company, eStream, is an excellent example of one business that met these (29).............Back in 1996, when Pham was looking for a loan, he didn't like filling in the same form every time he (30)............to a new lender.That got him thinking. Why not (31)............prospective borrowers to complete a standard form and circulate that to a number of lenders, who would then make an offer to the borrower, in (32)............with each other?

Pham's company is doing well. Last year, eStream (33)............more than 1.5 million loans on behalf of 170 lenders.

19 A largely B deeply C mainly D widely

20 A existed B occurred C happened D developed

21 A led B brought C caused D resulted

22 A number B percentage C division D quantity

23 A pulled B made C turned D carried

24 A sum B total C amount D figure

25 A applying B exerting C struggling D forcing

26 A left out B gave up C drew back D ran down

27 A adds B connects C combines D links

28 A confidence B security C certainty D promise

29 A necessities B propositions C measures D criteria

30 A requested B asked C applied D demanded

31 A attract B invite C suggest D recommend

32 A contrast B conflict C challenge D competition

33 A performed B dealt C handled D treated

《Online exchanges》，在線交易。

19題，理解了意思不難做出選擇，是說將廣泛分散的賣家和買家聚集到了一起。用widely dispersed。

20題，以前從未存在過的。None existed before。

21題，這套設(shè)備導(dǎo)致了在線交易的出現(xiàn)。lead to導(dǎo)致。

22題，take percentage of是個(gè)常用詞組，意思是要拿走一部分。看個(gè)例句：I don’t take a percentage of your ad buy。在買賣中常用到這個(gè)說法。

23題，turned out to be，固定用法，結(jié)果是

24題，in total總共，固定用法

25題，從意思上理解，是說掙扎著、努力著要在這個(gè)行業(yè)待下來。用struggle。

26題，也要從意思上理解。這一段是講的major embarrassments，舉的例子都是消極的，前面說一個(gè)公司掙扎著要留下來，后面說當(dāng)這個(gè)businessman損失了280m的時(shí)候，供應(yīng)商放棄他了。用give up。

27題，combine with，結(jié)合。將正確的商業(yè)計(jì)劃和頂級技術(shù)結(jié)合好的時(shí)機(jī)和買家和賣家的信任。

28題，買家和賣家的信任。用confidence。

29題，meet/satisfy/fulfil criteria滿足標(biāo)準(zhǔn)，看朗文的一個(gè)例句：To qualify for a grant, students must satisfy certain criteria。

30題，apply to 在這里是申請的意思：to make a formal request, usually written, for something such as a job, a place in a university, or permission to do something?？匆粋€(gè)例句：I applied to four universities and was accepted by all of them.這個(gè)句子的意思是他不喜歡每次申請新的借款人時(shí)都要填相同的表格。

31題，這里填入invite，使用的是一個(gè)不太常用的意思：to politely ask someone to do something。禮貌的邀請某人做某事。整個(gè)句子的意思是邀請借款者填寫一個(gè)標(biāo)準(zhǔn)的表格，然后表格在債主那里流通。

32題，in competition with each other相互競爭。

33題，處理了1.5m的貸款。用handle，deal的話要加with.

BEC真題二

Staff Appraisals

A director of the advertising agency owned by tycoon Bob Jacoby once grumbled that he wasn't enjoying his work. Jacoby's reply was, 'I don't pay you good money to enjoy yourself. If you enjoy working here, you should be paying me money.' Jacoby's sentiments used to be common.(0)____ Happily, things have changed. Most organisations now undertake regular staff appraisals, at which employees have the opportunity to discuss one-to-one with their line manager their ambitions and hopes, their strengths and weaknesses, their achievements and their disasters. But it is worth remembering how new all this is, and why.

For a start, appraising isn't something many managers do naturally of their own accord. They often find appraisals difficult to handle and have to be made to carry them out. Appraisal systems have become widespread partly as a result of employment legislation, but more particularly because companies have learned that such assessments can work to their advantage. (8)......The company can improve its collective performance by helping employees to improve their individual performance.

Managers who use appraisals need to approach them very carefully. They should bear in mind their own experiences of being appraised when in junior positions, recalling which appraisals were helpful, which were not, and why. In most cases, their own bosses did their homework, checking out the job specification, the C.V. and any previous reports. (9).........As a result, a lot of time would have been wasted, debating exactly what had happened and when.

Being prepared and appreciating what it is like to be on the receiving end are, indeed, the keys to successful appraising. It is important to begin an appraisal by giving members of staff a chance to express their own views about their performance. (10) ......... Any information gained from colleagues is normally given in a positive spirit, since nowadays everyone understands appraisals and appreciates that they are carried out with good intentions.

The atmosphere in the appraisal should be one of positive and open discussion about how the employee is performing in the company.(11).........Some individuals will feel unjustly criticised when their boss makes comments on their performance. Others will respond fiercely to a critical assessment - although if they defend themselves passionately, that is no bad thing!

Finally, it is important to regard appraisals as part of a continuing process.(12)......... Instead, they should be followed up with friendly questions from time to time, making it clear to employees that new goals and strategies suggested in them are to be taken seriously and are to be acted upon.

If these pieces of advice are followed, it is hoped that both the employees and the company as a whole will benefit from the experience.

A However, managers must take great care in this respect.

B Only after that should managers put forward their own points, which are likely to include comments collected from others in the organisation.

C They should not be forgotten as soon as they are over.

D Like many other aspects of free enterprise, appraisals are an excellent example of underlying self-interest.

E Sometimes the appraiser goes too far the other way and fails to communicate problem areas and scope for improvement.

F If they relied on memory, they probably got things wrong.

G Employees were paid, and they obeyed; if they didn't like it, they could leave.

《Staff Appraisals》，員工評價(jià)。文章是講的對員工進(jìn)行評價(jià)歸于整個(gè)公司的意義，以及進(jìn)行員工評價(jià)時(shí)應(yīng)該注意哪些問題。

第八題。第二段講了評價(jià)的好處，對整個(gè)公司是有利的。第八空前面說公司認(rèn)識(shí)到這些評估是對他們自己有利的。第八空的后面說公司可以通過幫助員工改進(jìn)個(gè)人表現(xiàn)來改進(jìn)集體的表現(xiàn)。從前后文的信息看，這一題應(yīng)該填入表示評估對公司有利的句子，沒有轉(zhuǎn)折。D選擇符合：同自由企業(yè)的其他方面一樣，評價(jià)是潛在私利的杰出例子。這里的underlying self-interest可以對應(yīng)于前面的work to their advantage。

第九題。第三段是講經(jīng)理們要小心謹(jǐn)慎的使用評價(jià)。第九空前面說經(jīng)理們要記住自己處于底層時(shí)被評價(jià)的經(jīng)歷(bear in mind their own experiences of being appraised)，通常情況下需要查看任職資格、簡歷和先前的其他報(bào)告。而第九空后面說的是這樣會(huì)浪費(fèi)時(shí)間，爭論到底發(fā)生了什么，什么時(shí)候發(fā)生的?？梢缘诰趴盏囊馑加幸欢ǖ棉D(zhuǎn)折，選F：如果他們依賴于記憶，很有可能把事情弄錯(cuò)。Relied on memory正好與前面的checking out the job specification相對應(yīng);got things wrong對應(yīng)于后面的a lot of time would have been wasted。

Job specification : a written statement about a job that includes a job description and the skills, experience and personal qualities that sb needs in order to do the job, used when an organization is looking for a new person for a job.

第十題，這一題的答案比較明顯。前后文內(nèi)容很一致，還有明顯的連詞。這一空的前面說在開始評估前給每個(gè)員工一個(gè)表達(dá)對自己表現(xiàn)看法的機(jī)會(huì)很重要。答案是B：只有在那之后經(jīng)理們才能提出自己的觀點(diǎn)，這個(gè)觀點(diǎn)可能包括從組織中的其他人那收集的評論。After that很明顯是承接上文的連詞，put forward their own points可以對應(yīng)于前面的express their own views，而comments collected from others 是對應(yīng)于后文的any information gained from colleagues。

第十一題。這一段的開頭就說評估的氣氛要積極、公開。第十一空的后面說有些人會(huì)覺得不公正的被批評了，還有些人會(huì)對批評做出激烈的反應(yīng)。可見第十一題有轉(zhuǎn)折的意思。選A，however是個(gè)明顯的關(guān)鍵詞：經(jīng)理們必須在這個(gè)方面小心。因?yàn)橐坏┎恍⌒?，就?huì)出現(xiàn)后文所說的那些員工的反應(yīng)。

第十二題。這一段是講的持續(xù)評估的重要性。選C：他們不能一結(jié)束就被遺忘。前面的a continuing process和后面的 should be followed up都是關(guān)鍵詞。

BEC真題三

SHEER GENIUS - OR A WASTE OF TIME?

Encourage your original thinkers and live with their strange habits, says Alan Worthin

If one of your research staff announced that he had worked out a way to propel a vehicle on a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further? If a member of your development team asked if she could come in late because she had her best ideas at 3 am would you insist that she is in the office at 9 am like everyone else?

Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they weren't particularly good at encouraging the people who produced them.

Original thinkers don't always fit easily into the framework of an organisation. However, the advice from managing director, John Serrano is, 'Get rid of the dull people and encourage the unusual ones'. Essentially, he believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution. He also says, 'Original thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry and disappointed. It is essential to avoid this.'

'You can't recognise original thinkers by the way they look,' says Ian Freeman. An apparently ordinary exterior can conceal a very creative thinker.' His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. 'We define employees as champions, free-wheelers, bystanders and weak links, and most original thinkers come into the category of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have li ttle or no understanding of business directions and systems.'

Headhunter George Solomon also thinks original thinkers have their disadvantages. 'They may have a bad influence within an organisation, especially given the current management trend for working in teams. The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues. who have to be allowed to point out when they are being driven crazy by the original thinkers' behaviour.' Yet, in his opinion, the 'dream team' in any creative organisation consists of a balanced mixture of original thinkers and more practical, realistic people.

So, having identified your original thinkers, how do you handle them? One well-known computer games company has a very inventive approach. 'We encourage our games designers by creating an informal working environment,' says director Lorna Marsh. 'A company cannot punish risk-takers if it wants to encourage creativity. Management has to provide support, coaching and advice - and take the risk that new ideas may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives.'

Original thinkers may fit into the culture of 21st century organisations, but more traditional organisations may have to change their approach. Business psychologist Jean Row believes that the first step is to check that original thinkers are worth the effort. 'Are the benefits they bring worth the confusion they cause? If so, give them what they want, allow plenty of space, but set clear limits. Give them extremely demanding targets. If they fail to meet them, then the game is up. But if they succeed, your organisation stands only to gain.'

13 It is important for a company to encourage original thinkers because

A this allows it to promote innovative products.

B this enables it to stay ahead of its rivals.

C they are very flexible about their working hours.

D their talents are ideally suited to the market.

14 John Serrano thinks that original thinkers should be

A helped to develop better people management skills.

B asked to manage change within the organisation.

C supported so they can perform well for the company.

D encouraged to follow company procedures.

15 What does Ian Freeman say about original thinkers?

A They are unenthusiastic and poorly motivated.

B Their work standards are impossibly high.

C Their abilities are hard to recognise.

D They lack awareness of commercial processes.

16 What problems can be observed when there are original thinkers in the workforce?

A They may have a negative effect on other workers.

B They dislike the concept of teamwork.

C They rush tasks through to completion.

D They cannot work with less creative colleagues.

17 In what way is the games company's approach to original thinkers special?

A It allows them to work from home whenever they wish.

B It uses different forms of disciplinary action for them.

C It promotes a relaxed atmosphere in the workplace.

D It encourages them to reduce the risks that they take.

18 A traditional organisation wishing to employ original thinkers needs to

A provide them with projects they are interested in.

B assess whether their contribution makes up for any problems.

C have a flexible approach if goals are not always achieved.

D be prepared to handle any negative feedback from colleagues

《Sheer genius—or a waste of time》，純粹是天才，還是浪費(fèi)時(shí)間?文章講的是公司里的那些有創(chuàng)意的人(original thinkers)，他們對于公司的存在到底有什么價(jià)值，公司又該怎么利用他們?

13題，問對于公司來講鼓勵(lì)有創(chuàng)意的人很重要的原因是什么。答案是第二段的第一句，非常明顯：Current business wisdom is that companies need creative, innovative people to beat competitors?，F(xiàn)如今的商業(yè)智慧是公司需要有創(chuàng)造性的、創(chuàng)新型的人才來打敗對手。也就是B選項(xiàng)說的：讓他們能夠超越對手。

14題，問John認(rèn)為有創(chuàng)意的人應(yīng)該怎么樣。答案是第三段：He believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution公司應(yīng)該學(xué)會(huì)怎樣管理有創(chuàng)意的人，從而確保公司能夠從他們的貢獻(xiàn)中盈利。也就是應(yīng)該努力使那些有創(chuàng)意的人的才華能夠造福公司。選C：他們應(yīng)該得到支持，從而為公司做的好。其他幾個(gè)選項(xiàng)根本沒有說到點(diǎn)子上，一看就可以pass掉。

15題，Ian關(guān)于有創(chuàng)意的人是怎么說的。答案是第四段的最后一句：他們有激情有動(dòng)力但是卻對商業(yè)方向和系統(tǒng)一無所知。選D：缺乏對商業(yè)過程的了解。Business direction and systems可以和commercial processes相對應(yīng)。

16題，問當(dāng)工作場所出現(xiàn)了有創(chuàng)意的人，會(huì)發(fā)生什么問題。答案是第五段的這么一句：The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues。他們自己可能沒有意識(shí)到，但是有這樣的人在身邊會(huì)對同事們造成麻煩。disruptive是disturbing的意思。

17題，問游戲公司對待有創(chuàng)意的人的方式特別在什么地方。答案是第六段，看公司總監(jiān)的原話：We encourage our games designers by creating an informal working environment。創(chuàng)造一種非正式的工作環(huán)境，也就是C選項(xiàng)說的relaxed atmosphere。這題可能會(huì)有人誤選A，那是錯(cuò)誤的理解了最后一句。最后一句說工作和家庭生活沒有明顯的區(qū)別，是說工作時(shí)間是彈性的，不代表同意他們隨時(shí)隨意在家里工作。

18題，問傳統(tǒng)的機(jī)構(gòu)如果想要雇傭有創(chuàng)意的人需要什么。答案是最后一段的這么一句話：the first step is to check that original thinkers are worth the effort.。第一步是檢測這些有創(chuàng)意的人是否值得所作的這些努力。后面緊接著問了，他們帶來的好處是否值得他們造成的混亂?所以答案是B：評估他們的貢獻(xiàn)能否彌補(bǔ)任何問題。

BEC真題四

Setting up an appraisal scheme

Appraisals 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 have 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 need 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 managed. 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 employees' 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 no 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 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 person's line 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 in 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.