什么是《50天攻克BEC》

備考需要什么圖書(shū)?什么是《50天攻克BEC》?今天小編給大家?guī)?lái)了50天攻克BEC，希望能夠幫助到大家，下面小編就和大家分享，來(lái)欣賞一下吧。

備考圖書(shū)詳解 |《50天攻克BEC》系列(高級(jí))

備考需要什么圖書(shū)?什么是《50天攻克BEC》?

A:

想必下面的書(shū)B(niǎo)EC考生都不太陌生，各大書(shū)店網(wǎng)點(diǎn)都有售賣(mài)，我們的《50天攻克BEC》系列。見(jiàn)過(guò)不代表?yè)碛羞^(guò)、使用過(guò)。今天小森就介紹我們美森的市售圖書(shū)。帶大家了解我們的書(shū)究竟擁有著什么內(nèi)核，會(huì)給大家什么幫助~

美森50天攻克BEC高級(jí)

◆ 50天攻克BEC高級(jí) 閱讀篇(16天)

◆ 50天攻克BEC高級(jí) 聽(tīng)力篇(12天)

◆ 50天攻克BEC高級(jí) 口語(yǔ)篇(12天)

◆ 50天攻克BEC高級(jí) 寫(xiě)作篇(10天)

現(xiàn)貨劍橋商務(wù)英語(yǔ)應(yīng)試輔導(dǎo)用書(shū)，BEC考官&劍橋官方授權(quán)BEC培訓(xùn)師親自操刀編寫(xiě)!

編著：包楠迪

● 劍橋BEC授權(quán)培訓(xùn)師

● 托業(yè)師資培訓(xùn)認(rèn)證教師

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● ETS托福師資培訓(xùn)認(rèn)證老師

● 商務(wù)英語(yǔ)碩士，超過(guò)5年授課經(jīng)驗(yàn)

● 出版《16天攻克BEC高級(jí)閱讀》、《新版劍橋BEC考試真題集詳解》系列等暢銷(xiāo)圖書(shū);

今天我就從閱讀、聽(tīng)力、口語(yǔ)、寫(xiě)作四方面著手，帶大家看看美森《50天攻克BEC》系列有何獨(dú)到之處!

50天攻克BEC高級(jí) 閱讀篇(16天)

本書(shū)分為“基礎(chǔ)篇”和“提高篇”。詳細(xì)分析每個(gè)模塊的題型、解題思路和答題步驟，配有樣題詳解;結(jié)合答案詳解進(jìn)行復(fù)習(xí)。在本書(shū)最后一部分配有四套全真綜合試題，大家在一定的積累之后可以通過(guò)綜合試題進(jìn)行評(píng)測(cè)哦~

當(dāng)你在閱讀完本書(shū)后，在考場(chǎng)上會(huì)有似曾相識(shí)的踏實(shí)感~

50天攻克BEC高級(jí) 聽(tīng)力篇(12天)

根據(jù)歷年真題出現(xiàn)的頻率和重點(diǎn)，最大程度的進(jìn)行了有針對(duì)性的節(jié)選，全書(shū)分為十二天，時(shí)間安排的十分合理有序。

并整理高頻商務(wù)詞匯以及核心的商務(wù)背景知識(shí)鏈接，從詞匯，題型，話(huà)題場(chǎng)景，商務(wù)交流等多方面提高你的聽(tīng)力水平。為參加考試做好預(yù)熱準(zhǔn)備!

50天攻克BEC高級(jí) 口語(yǔ)篇(12天

一線(xiàn)BEC培訓(xùn)教師、考官的教學(xué)經(jīng)驗(yàn)，及多名考生備考實(shí)考經(jīng)驗(yàn)，編寫(xiě)此書(shū)。根據(jù)歷年真題出現(xiàn)的頻率和重點(diǎn)，最大程度的進(jìn)行了有針對(duì)性的節(jié)選，讓考生讀完此書(shū)更有信心迎接考試~

本書(shū)編寫(xiě)的特色之一是針對(duì)每部分的真題或模擬試題先給出答題思路，然后再給出供參考的完整陳述，這樣有助于考生獨(dú)立自考的能力，同時(shí)又不限制自我發(fā)揮，避免考試時(shí)出現(xiàn)機(jī)械記憶的現(xiàn)象。

50天攻克BEC高級(jí) 寫(xiě)作篇(10天)

本書(shū)每一道真題都配有范文及解析。在真題選取和結(jié)構(gòu)布置上，根據(jù)歷年真題出現(xiàn)的頻率和重點(diǎn)。

本書(shū)編寫(xiě)的一個(gè)重要指導(dǎo)原則是既要考慮到應(yīng)試的基本需求，又要兼顧語(yǔ)言應(yīng)用能力的實(shí)際提高，集中講解商務(wù)英語(yǔ)背景知識(shí)。為了考生理解，其中涉及到的術(shù)語(yǔ)或生詞都分別進(jìn)行了集中注釋。

2020上半年高級(jí)商務(wù)英語(yǔ)考試寫(xiě)作模擬題

題目：催款

Dear Sirs,

Account No.8756

As you are usually very prompt in settling your accounts, we wonder whether there is any special reason why we have not received payment of the above account, already a month overdue.考生如果怕自己錯(cuò)過(guò)考試報(bào)名時(shí)間和考試時(shí)間的話(huà)，可以 免費(fèi)預(yù)約短信提醒，屆時(shí)會(huì)以短信的方式提醒大家報(bào)名和考試時(shí)間。

We think you may not have received the statement of account we sent you on 30th August showing the balance of US$ 80,000 you owe. We send you a copy and hope it may have your early attention.

Yours faithfully,

2020上半年高級(jí)商務(wù)英語(yǔ)考試閱讀理解習(xí)題

Look at the statements below and the article about the development of future business leaders on the opposite page.Which section of the article (A, B, C or D) does each statement (1-7) refer to?For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.You will need to use some of these letters more than once.

1 Managers need to take action to convince high-flyers of their value to the firm.

2 Organisations need to look beyond the high-flyers they are currently developing.

3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.

4 Managers need expert assistance from within their own firms in developing high-flyers.

5 Firms currently identify high-flyers without the support of a guidance strategy.

6 Managers are frequently too busy to deal with the development of high-flyers.

7 Firms who work hard on their reputation as an employer will interest high-flyers.

The Stars of the Future

A Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms,and meets regularly to discuss the leadership development of the organisations’ high-flyers.

B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.

C TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore,selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.

D TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.

首先得搞明白的是這篇文章到底講的什么。不用看具體內(nèi)容，有兩個(gè)地方直接告訴了。一個(gè)是題目說(shuō)明的第一句話(huà)，另一個(gè)是正文的標(biāo)題。從這兩個(gè)地方就能夠看出全文探討的是公司未來(lái)接班人——也就是潛力股——的培養(yǎng)問(wèn)題。

A段講了TLRG這個(gè)貫穿全文的研究組織誕生的原因：現(xiàn)行的研究滿(mǎn)足不了需要，于是絕大部分公司只能自己探索發(fā)掘接班人的模式;(即第五題的答案)

B段講了直屬經(jīng)理(line managers)對(duì)于發(fā)掘接班人的重要性(真是干什么都要從基層抓起)，以及經(jīng)理們的一些疑慮;

C段講的是接班人問(wèn)題對(duì)公司的重要性，并且應(yīng)該讓院線(xiàn)經(jīng)理們明白這種重要性;

D段是針對(duì)前面列出的問(wèn)題，提出的解決建議，什么專(zhuān)家協(xié)助等等。

整篇文章分為四個(gè)部分，層層遞進(jìn)，有很強(qiáng)的邏輯性。拿這樣的文章來(lái)做閱讀材料應(yīng)該是相對(duì)容易把握的。

題目解析：

圖中藍(lán)色的線(xiàn)為答案潛伏的地方。7個(gè)題干基本是將原文中的句子用另外的詞語(yǔ)和句型表述出來(lái)，所以題干中的關(guān)鍵詞都能在正文里

找到與之匹配的，比如第四題題干里的expert對(duì)應(yīng)D段的specialists,第六題的too busy to對(duì)應(yīng)于B段里的heavy

workloads，第七題的interest對(duì)應(yīng)于C段的appeal。

第一題說(shuō)“經(jīng)理們必須采取措施使?jié)摿蓚兿嘈潘麄儗?duì)公司的價(jià)值”，也就是要讓潛力股們對(duì)公司忠誠(chéng)，即C段說(shuō)的creating “attraction

centres”和loyalty。

第二題說(shuō)“組織必須把目光投向正在培養(yǎng)中

中的潛力股以外的地方”，即D段最后兩句話(huà)所說(shuō)的尋找新一代的潛力股。

第三題和B段的最后一句話(huà)完全是一個(gè)意思：怕培養(yǎng)潛力股的投入收不回成本。

第四題說(shuō)開(kāi)發(fā)潛力股，經(jīng)理們需要在公司內(nèi)部得到專(zhuān)家支持。答案是D段的第一句話(huà)：公司的人力資源專(zhuān)家需要采取行動(dòng)。HR

specialists就是expert。

第五題說(shuō)公司現(xiàn)在沒(méi)有在指導(dǎo)策略的支持下辨別潛力股。也就是說(shuō)公司是依靠自己來(lái)發(fā)掘人才的。答案是A段的第一句：現(xiàn)行的研究滿(mǎn)足不了需要，所以公司只能形成自己的一套體系。

第六題，經(jīng)理們太忙了，無(wú)暇顧及潛力股的發(fā)展。答案是B段的：Unfortunately, with today’s flat

organisations, where managers have functional as well as managerial

responsibilities, people development all too often falls victim to heavy

workloads.。不幸落在了高工作負(fù)荷的人的肩上。高工作負(fù)荷，也就是too busy。

第七題，看重作為雇主名聲的公司能夠吸引潛力股。答案是C段的這么一句：if their companies are known as ones that

develop their people, they will have a greater appeal to

high-flyers。如果公司是以開(kāi)發(fā)員工而著稱(chēng)的話(huà)，將會(huì)對(duì)潛力股產(chǎn)生更大的吸引。以開(kāi)發(fā)員工而著稱(chēng)(known as ones that develop

their people)，名聲很好，也就是看重自己作為雇主的名聲。

疑似生詞：

1、line managers 直屬經(jīng)理，業(yè)務(wù)經(jīng)理

2、flat organization 扁平化的組織，即企業(yè)中的單層管理組織對(duì)應(yīng)的單詞hierarchy 等級(jí)制的公司

3、poach vt. (侵入他人地界)偷獵(或捕魚(yú)), 水煮，剽竊，挖角

eg： A rival firm poached our best computer programmers.

我公司的競(jìng)爭(zhēng)對(duì)手把我們的計(jì)算機(jī)程序編制員挖走了。

4、runs deep 純粹是想說(shuō)一下那句著名的諺語(yǔ)：Still water runs deep靜水流深。

5、fall victim to 成為。。。。的受害者

B段中的原話(huà)：People development all too often falls victim to heavyworkloads.人員發(fā)展成為高負(fù)荷工作的受害者，也就是說(shuō)經(jīng)理們因?yàn)樘Χ鵁o(wú)暇顧及潛力股的培養(yǎng)，即第六題的答案。

6、retention 保留，在文中指留住員工。是風(fēng)險(xiǎn)管理中常見(jiàn)的專(zhuān)業(yè)名詞。

2020上半年高級(jí)商務(wù)英語(yǔ)考試寫(xiě)作模擬題題目：拒絕簽訂合同

范文：

Dear

This letter will confirm [individual’s] telephone conversation with you today concerning an increase in our billing rate to [amount] per hour， effective [date] It is necessary that we request this increase due to a rise in the cost of conducting our business. We are faced with an increase in payroll taxes and insurance， along with an increase in our overhead costs. In addition to the above，we also seek a modest profit.

Attached are copies of our service agreement and we request that you sign one copy and return it to us indicating your approval of this new rate.