1、剑桥商务英语考试BEC中级练习题2021年剑桥商务英语考试BEC中级练习题单项选择题 1、根据下面资料，回答题 Business Meetings It is important that ideas anD suggestions tableD at formal meetings are voiceD at the (0).D.timeThis is achieveD by keeping to the (19). shown on the agendaFor example, there is no (20). in discussing ideas to do with Item Si
2、x on the agendAwhen Item Two has not yet been (21). Such deviations from the agendAmay (22). in confusion among the people at the meeting; they may also (23). concentration if they see something as irrelevant. To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to
3、(24) .some grounD rulesFirst, everyone will neeD to understanD that they must(25) .their comments to the topiCunder discussionThe Chair can then encourage one person to speak at A(26) .so that any ideas offereD can be discusseD anD (27)Once that person has finished, someone else can put (28). their
4、ideas anD so onIf this procedure is adopted, the participants will be able to follow the various issues in Aconsistent manner, which will help with the decision-making (29). later onIt will also (30).that the quiet people at meetings get Achance to (31). their say, rather than just their more outspo
5、ken colleaguesIn (32). it is often the quiet people at meetings who generate the best ideas, because they are in the (33). of thinking before they speak. （19）应选 Astructure Bdirection Corder Darrangemer 2、根据下面资料，回答题 Buffet Zone Lucy Robertson starteD working at Atake-away fooD business to supplement
6、her income during her student days at Edinburgh UniversitySeveral years later she haD bought the business anD now, 17 years on, she owns Grapevine Caterers, probably Scotlands leading independent caterers, with Aturnover of almost 6m. She haD never planneD to own Abusiness, anD haD certainly never c
7、onsidereD Acareer in catering(0).G However, her unplanneD career began in 1985, when she returneD to Edinburgh anD discovereD that the takeaway she haD workeD in was up for saleOn impulse, she bought it, but admits that at the time she knew nothing about catering(8).It was Adifficult time, but essen
8、tial in terms of gaining the experience she neededThe late 1980s boom was gooD for business, with large numbers of office workers wanting takeaway fooD for their lunches(9). At one point there were 26 fooD outlets within A5-kilometre radius, Robertson recalls, as the economy changeD anD the once pac
9、keD office blocks starteD to become vacant, it became clear that Robertson woulD neeD to diversify(10).It changeD the direction of the company for good. As Robertson began to win catering contracts, she decideD that the company woulD have to move to larger premisesIn 1994, the move was made when she
10、 bought another catering business that already haD Anumber of profitable contracts for boardroom lunches. Meanwhile, Robertsons main competitor, the oldest catering company in Edinburgh, was causing her some anxietyCustomer loyally is not to be underestimated, she warnsBut Robertson is not someone w
11、ho is easily put off(11).Partly as Aresult of this, turnover doubled, anD having outgrown another site, Robertson bought Acity-centre location for the groups headquarters. By now, Grapevines main competitor was Anew catering company calleD TowngatesAlthough Robertson trieD to raise enough money to b
12、uy Towngates, she diD not succeedThen luck interveneD anD Towngates went bankrupt(12).Many accepteD anD the companys turnover went from 700,000 to 1.5 million almost overnight. However, the companys growth was not as smooth as it sounds in retrospectRobertson admits, We were close to the edge during
13、 the growth periodLike many under-capitalizeD companies trying to grow, it might easily have collapsed. But that, she feels, is the challenge of developing your own business. ABut there are plenty of similar contracts to be won in the east of ScotlanD before Robertson turns her attention elsewhere.
14、BHer way rounD this particular problem was to recruit the catering manager of the rival company. CBut this demanD was short-lived, anD before long, increasing competition made it harder to make Aprofit. D It was AdramatiClearning curve anD very small amounts of money were earneD at first, says Rober
15、tson EShe decideD that the solution, since many companies requireD working lunches for meetings with clients, was to prepare anD deliver meals to business premises. FOn hearing this, Robertson immediately contacteD all of their clients anD offereD the services of Grapevine Caterers. GInstead, she st
16、udieD accountancy after leaving university, anD Asteady if unspectacular professional path seemeD set. （8）应选 3、根据下面资料，回答题 Getting the Most out of Meetings One aspect of business life which many managers are unhappy with is the need to attend meetings. Research indicates that managers will spend betw
17、een a third and a half of their working lives in meetings. Although most managers would agree that it is hard to think of an alternative to meetings, as a means of considering information and making collective decisions, their length and frequency can cause problems with the workload of even the bes
18、t-organized executives. Meetings work best if they take place only when necessary and not as a matter of routine. One example of this is the discussion of personal or career matters between members of staff and their line and personnel managers. Another is during the early stages of a project when t
19、he team managing it needs to learn to understand and trust one another. Once it has been decided that a meeting is necessary, decisions need to be taken about who will attend and about the location and length of the meeting. People should only be invited to attend if they are directly involved in th
20、e matters under discussion and the agenda should be distributed well in advance. An agenda is vital because it acts as a road map to keep discussion focused and within the time limit allocated. This is also the responsibility of the person chairing the meeting, who should encourage those who say lit
21、tle to speak and stop those who have a great deal to say from talking too. much. At the end of a well organized meeting, people will feel that the meeting has been a success and be pleased they were invited. They will know not only what decisions were made but also the reasons for these decisions. U
22、nfortunately, at the end of a badly organized meeting those present will leave feeling that they have wasted their time and that nothing worthwhile has been achieved. Much thought has been given over the years to ways of keeping meetings short. One man who has no intention of spending half his worki
23、ng life in meetings is Roland Winterson, chief executive of a large manufacturing company. He believes that meetings should be short, sharp and infrequent. 1 try to hold no more than two or three meetings a week, attended by a maximum of three people for no longer than half an hour, he says. They ar
24、e clearly aimed at achieving a specific objective, such as making a decision or planning a statement, and are based on careful preparation. I draw up the agenda for every meeting and circulate it in advance; those amending are expected to study it carefully and should be prepared to both ask and ans
25、wer questions. Managers are best employed carrying out tasks directly connected with their jobs not attending endless meetings. In business, time is money and spending it in needless meetings that dont achieve anything can be very costly. Executives should follow the example of lawyers and put a cos
26、t on each hour of their time and then decide whether attending a long meeting really is the best way to spend their time. What do most managers think about meetings? A Meetings take up most of their working life. B Meetings allow them to monitor decision-making. C Meetings prevent them from establis
27、hing a routine. D Meetings are the only way they know of achieving certain objectives. 填空题 4、 Questions 8-12 Read the text below about career planning. Choose the best sentence from the list on the opposite page to fill each of the gaps. For each gap 8-12, mark one letter (A-I) on your Answer sheet.
28、 Do not use any letter more than once.Career Planning For many employees, automatic promotion up the ranks of a company is becoming increasingly rare. A new study suggests that, in response, employers need to consider how they can help staff develop their careers. Employers need to rethink their app
29、roach to career management completely, according to the latest research by the Institute of Employment Studies. The new study finds that in fact there is little opportunity for individual career development in many large organisations. (example)_.The Institute of Employment Studies makes it clear th
30、at it is not good practice for companies to hand over career development to individual employees and then simply leave them to get on with it. (8) _. So how should employers help their staff develop a career? Most employees have come to accept that career development is not always the same thing as
31、upward promotion and a higher salary. (9) _.They must also ensure that these opportunities are extended to all their staff and not just to selected individuals. Nick Bridges, who is Director of Human Resources Policy at the Bank of Eastern England, believes there is more talk than action in this are
32、a. (10) _. One way, he believes, for companies to show how serious they are about individual learning is to make it an official part of company practice, as the Bank of Eastern England has done. (11)_. This document, he points out, has made the role of managers clear, and the company has also invested huge amounts of money educating managers so that they can then train their staff. Another company, British Chemicals, has contracted an independent organisation to help staff with c
