商務(wù)英語(yǔ)高級(jí)閱讀題精講
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商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講1
Read the text about career-planning services.
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 .
There is an example at the beginning .(0)
Your Career Path Can Lead You Anywhere
We used to be advised to plan our careers. We were told to make a plan during the later stages of our education and continue with it through our working lives.(0)_____ some people still see careers in this way. However, to pursue a single option for life has always been unrealistic.
Planning for a single career assumes that we set out with a full understanding of our likes and dislikes and the employment opportunities open to us. (9)____ For most people this degree of certainty about the future does not exist.
Our initial choice of career path and employer is often based on inadequate knowledge and false perceptions. But with age and experience, we develop new interests and aptitudes and our priorities alter. The structure of the employment market and, indeed of employment itself, is subject to change as both new technologies and new work systems are introduced (10) _____ We must face the uncertainties of a portfolio career.
It is clear from the recent past that we cannot foresee the changes which will affect our working lives. The pace of change is accelerating , as a result of which traditional career plans will be of very limited use. (11)_____ They will need updating to reflect changes in our own interests as well as in the external work environment. Flexible workers already account for about half the workforce. (12)______ We are likely to face periods as contract workers, self-employed freelances, consultants, temps or part-timers.
Many employers encourage staff to write a personal development development (PDP) (13)_____ Although some people use it only to review the skills needed for their job, a PDP could be the nucleus of wider career plan –setting out alternative long-term learning needs and a plan of self-development.
A report issued by the Institute of Employment Studies advises people to enhance their employability by moving from traditional technical skills towards the attainment of a range of transferable skills. (14)_____ Instead, special schemes should be established to encourage people to examine their effectiveness and to consider a wider range of needs.
0 A B C D E F G H
A This dual effect means that the relationship between employers and workers has evolved to such and extent that we can no longer expect a long-term relationship with one employer.
B. It carries an implicit assumption that we ourselves, and the jobs we enter, will change little during our working lives.
C. This growth suggests that a career plan should not be expressed only in terms of full-time employment but should make provision for the possibility of becoming one of the.
D this is a summary of one’s personal learning needs and an action plan to meet them.
E Consequently, they must now accommodate a number of objectives and enable us to prepare for each on a contingency basis.
F However, it warns that employers often identify training needs through formal appraisals, which take too narrow a view of development.
G . Such a freelance of consultant would be constantly in demand.
H We were expected to work towards that one clear goal and to consider a career change as a bad thing.
參考答案: 9 B 10 A 11E 12C 13D 14F
9.本段是說(shuō)在職業(yè)生涯中設(shè)立一個(gè)單獨(dú)的目標(biāo)的影響。而且首段也說(shuō)了assume，根據(jù)前后文，應(yīng)該選擇B。
10.本段說(shuō)了一些不確定的因素來(lái)說(shuō)明在職業(yè)生涯中一直追求一個(gè)目標(biāo)不切實(shí)際。而空白前面說(shuō)的是就業(yè)市場(chǎng)結(jié)構(gòu)，new technologies和new work systems這雙重影響，之后說(shuō)了在一個(gè)公司待著不現(xiàn)實(shí)，那么中間選擇A。
11.空白前面講傳統(tǒng)的職業(yè)規(guī)劃用途有限，后面將需要升級(jí)和更新來(lái)適應(yīng)我們的興趣和外部工作環(huán)境的變化。E.相應(yīng)的，職業(yè)規(guī)劃也應(yīng)該順應(yīng)這種變化。
12.前面講了Flexible workers占所有勞動(dòng)力的一半，后面又說(shuō)了我們可能會(huì)面臨職業(yè)，顧問，或者兼職工作。那么中間的空白部分肯定講工作形式的問題。
13.D。前面講到PDP，后面肯定要對(duì)其進(jìn)行說(shuō)明。
14.F。這段主要講了人們?cè)鯓釉u(píng)測(cè)自己的能力和工作有效性以及怎樣提高的問題?？瞻撞糠趾笫寝D(zhuǎn)折，那么空白部分應(yīng)該是和其相反的。
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講2
Read the following article on negotiating techniques and the question 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 choose.
The Negotiating Table:
You can negotiate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.
The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying ‘yes”. This can be a problem because one of them usually begins by saying “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.
It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.
Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friends but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying---put a few hesitations in , do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.
Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However , joint venture can mean joint risk and sometimes , if this becomes too great , neither party may be prepared to see the deal through . More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.
De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuses their request , they will troop along to Dad and pressure him. If al else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lesson to be learned from watching and listening to children.
15 Dr Cohen treats negotiation as a game in order to
A put people at ease
B remain detached
C be competitive
D impress rivals
16 Many people say “no” to a suggestion in the beginning to
A convince the other party of their point of view
B show they are not really interested
C indicate they wish to take the easy option
D protect their company’s situation
17 Dr Cohen says that when you are trying to negotiate you should
A adapt your style to the people you are talking to
B make the other side feel superior to you
C dress in a way to make you feel comfortable.
D try to make the other side like you
18 According to Dr Cohen, understanding the other person will help you to
A gain their friendship
B speed up the negotiations
C plan your next move.
D convince them of your point of view
19 Deals sometimes fail because
A negotiations have gone on too long
B the companies operate in different ways
C one party risks more than the other.
D the lawyers work too slowly
20 Dr Cohen mentions children’s negotiation techniques to show that you should
A be prepared to try every route
B try not to make people feel guilty
C be careful not to exhaust yourself
D control the decision-making process.
參考答案: 15-20 BDADBA
15.段有這樣一句話needs to avoid being too adversarial，也就是說(shuō)要保持客觀，公正，超然，所以選擇B。
16.從第二度后一句話可以看出，Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.應(yīng)該選擇D。
17.第三段，Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer.所以選擇A。
18.You do not need to become their best friends but being too clever will alienate them. you should repeat back to them what they have said to show you take them seriously.所以選擇D。
19.從第四段的這句話可以看出，More common is a corporate culture clash between companies, which can put paid to any deal.選擇B
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講3
Questions 1-7
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)明的句話，另一個(gè)是正文的標(biāo)題。從這兩個(gè)地方就可以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)行的研究滿足不了需要，于是大多數(shù)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段講的是接班人問題對(duì)公司的重要性，并且應(yīng)該讓院線經(jīng)理們明白這種重要性;轉(zhuǎn)自:考試網(wǎng) - [Examw.Com]
D段是針對(duì)前面列出的問題，提出的解決建議，什么專家協(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。
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講4
Staff appraisals
Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction.Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) ........... They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.
The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.(8).............The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.
The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9).............So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager-led, with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) ............. In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.
Gillingham believes that anyone who thinks it’s just the employee who doesn’t like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time.(11) ..............................Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.外語(yǔ)學(xué)習(xí)網(wǎng)
Gillingham believes that calling the process an appraisal may be unhelpful.(12) ..........................In either case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.
A Alternatively, managers may want the employees themselves to evaluate their work performance.
B In larger companies, the people likeiy to do something with this information will be found in the HR department.
C. Problems such as rushing through the appraisal and being appraised by a manager who doesn’t understand the employee’s role were common concerns.
D Arguably, ’performance review’ is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.
E This is mainly because they have not been shown how to carry out appraisals properly.
F But all too often, the format of the appraisal doesn’t allow this.
G But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.
《Staff appraisals》，員工評(píng)估。很多公司的員工和經(jīng)理都害怕評(píng)估，但是好的評(píng)估可以增進(jìn)員工的忠誠(chéng)度和滿意感，給公司帶來(lái)益處。
第八題，前面說(shuō)年度評(píng)估可能是個(gè)有用的或者是痛苦的經(jīng)歷。但是根據(jù)調(diào)查，標(biāo)準(zhǔn)的年度評(píng)估效果卻不盡如人意。那么正常來(lái)講，后面應(yīng)該接著說(shuō)評(píng)估不好(far from perfect)的原因或者是表現(xiàn)。C選項(xiàng)講的是表現(xiàn)(problems)，E選項(xiàng)雖然有because，但是不是講的評(píng)估不好的原因。選C，正好和后面也對(duì)的上。出了問題，才使得后果更加嚴(yán)重(the possible outcome is even worse)。
第九題，也需要理順上下文的邏輯關(guān)系。前面說(shuō)評(píng)估的質(zhì)量取決于老板決定怎么去執(zhí)行。如果進(jìn)行的好的話員工會(huì)根據(jù)收到的反饋來(lái)改進(jìn)他們的表現(xiàn)?？崭窈竺嬉粋€(gè)SO，問到怎么樣讓一個(gè)有建設(shè)性的評(píng)估被實(shí)行?那么前面的內(nèi)容多少有點(diǎn)轉(zhuǎn)折的意思。實(shí)行的好對(duì)改進(jìn)員工的表現(xiàn)有好處，可實(shí)行的不好呢?邏輯上看，這里應(yīng)該填入評(píng)估如果被執(zhí)行的不好的話會(huì)怎么樣，或者說(shuō)影響實(shí)行的一些因素，所以后面才會(huì)問到該怎么去執(zhí)行。從給出的幾個(gè)選項(xiàng)，F(xiàn)是符合這一特征的：評(píng)估的格式不允許這個(gè)(指根據(jù)反饋的結(jié)果改進(jìn)表現(xiàn))。
第十題，接著上面講評(píng)估的具體方法?？崭竦那懊嬷v評(píng)估都是manager-led，并且介紹了一些過(guò)程。空格后面有in both cases，可以看出空格這里應(yīng)該填入評(píng)估的另一種方法，和manager-led對(duì)應(yīng)的。選項(xiàng)A符合條件：經(jīng)理們可能想要員工們自己評(píng)價(jià)自己的工作表現(xiàn)。alternatively這個(gè)連詞是個(gè)暗示。
第十一題，前面說(shuō)很多經(jīng)理視評(píng)估為浪費(fèi)時(shí)間。后面說(shuō)如果沒有必要的訓(xùn)練，很多經(jīng)理都會(huì)回避那些需要在評(píng)估上討論的讓人不舒服的話題。E選項(xiàng)可以對(duì)應(yīng)于上下文：那主要是因?yàn)樗麄儾]有被演示怎么正確的進(jìn)行評(píng)估。因?yàn)闆]有接受訓(xùn)練才不理解，才會(huì)認(rèn)為是浪費(fèi)時(shí)間。have not been shown也就是without the necessary training。
第十二題，這一空是明顯的。叫評(píng)估不合適，那就換個(gè)名字吧，選D，叫“performance review”。
