1、剑桥商务英语中级全真模拟试题一2012年剑桥商务英语中级全真模拟试题(一)2012年剑桥商务英语中级全真模拟试题（一）PART ONELook 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? You will need to use some of these letter
2、s 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
3、 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
4、 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
5、 overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrows 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. T
6、LRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with todays 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 r
7、esearch 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 a rgues that the ta
8、sk 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 pe
9、ople 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 companys HR specialists need to take action and engage with line managers individually about their role in the
10、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 advic
11、e. 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.PART TWORead the article below about possible reasons for acquiring a company. Choose the best sentence from the opposite page to fill each o
12、f the gaps. Do not use any letter more than once. ACOUISITIONWhen should a company consider acquisition as a way forward? There are many circumstances in which a company may wish to take over another organisation through an acquisition. The need to keep up with a changing environment often dominates
13、 thinking about acquisitions. One compelling reason to develop by acquisition is the speed with which it allows the company to enter new product or market areas. This is particularly true of e-commerce. The strength of competitors may influence a company to choose acquisition as a way forward. In ma
14、rkets that are static and where market shares of companies are reasonably steady, it can be difficult for a company to break into the market, since its presence may create excess capacity. (1) The same arguments also apply when an established supplier in an industry acquires a competitor. This may e
15、ither be to gain the competitors market share or, in some cases, to shut down its capacity in order to restore a situation where supply and demand are more balanced. There may be financial motives for acquisition. If the share value of a company is high, the motive may be to spot and acquire a firm
16、with a low share value. (2) An extreme example is asset stripping, where the main motive for the acquisition is short-term gain by buying up undervalued assets and selling them on bit by bit. There may also be resource considerations. There may be a lack of resources or skills to compete successfull
17、y. So they must be acquired. (3) It may also be that it has knowledge of a particular type of production system, business process or market need. In an international context, acquisition is often a means of gaining market knowledge. Sometimes there are reasons of cost efficiency which make acquisiti
18、on look attractive. A cost efficiency could arise from the fact that an established company may already be very experienced and have achieved efficiencies which another company would find difficult to achieve quickly by internal means. (4) In consumer goods industries, cost efficiency is usually the
19、 reason for an acquisition. Acquisition can also be driven by the expectations of key shareholders. Share-holders usually expect to see continuing growth, and acquisition may be a quick way to deliver this growth. But there are considerable dangers that an acquisition can lower share price rather th
20、an increase it. (5) This is more likely when the decision to acquire is speculative as opposed to strategic. There are some shareholders who favour acquisition simply to bring a short-term boost to share value. A. The necessary development and organisational learning would be too slow. B. In the sam
21、e way, an organisation can increase manufacturing opportunities. C. Indeed, this is one of the major reasons for the more speculative acquisitions that take place. D. It may be that the pa rent company may not have sufficient understanding of the acquired business, and this could remove value. E. Fo
22、r example, a company may be taken over for its research and development expertise. F. If, however, the company enters by acquisition, the risk of reaction from industry rivals is reduced. G. In some cases, a market is changing so fast that acquisition becomes the only way of successfully breaking in
23、to it.PART THREERead the article below about changing attitudes to creativity in the workplace, and the questions on the opposite page. CREATIVITY IN THE WORKPLACE Nowadays, many UK companies are striving to be more creative. But according to a recent survey of senior managers. the lack of a can-do
24、mentality amongst employees and an aversion to risk is hindering British business. Many think there is too much focus on delivering results quickly, which leaves insufficient time to think creatively. Some complain that a lack of coherent vision on creativity prevents their organisation from being m
25、ore innovative. Yet while senior managers may regret the lack of creativity, they must take much of the blame for creating the situation. Until recently, successive generations of management ignored innovative ideas from employees. Indeed, new ways of thinking were often regarded as an unwanted dist
26、raction, and original thinkers received little support. Despite the fact that many organisations are now taking steps to reorient the business culture to promote creativity, it is not surprising, given this background, that a creative environment is hard to establish. Another related issue is raised
27、 by Katrina Murray, a partner in a management consultancy: While many senior managers still complain about the lack of support for creativity in their organisations, they also fail to appreciate the contribution that they themselves can make. In some companies. there is a perception that only manage
28、rs at board level can influence the company culture. Murray feels that such organisations are unlikely to change。For her, creative organisations are made up of individuals who believe they can dictate their own future. Companies need to be able to spot these individuals and gently encourage them to
29、lead the way. It is also necessary for senior managers to reexamine their role. According to Alex Sadowski, an American professor of management science, promoting creativity means re-evaluating most of what we know about management. It means organisations must be prepared to invest in ideas without
30、being sure of the return on that investment. Katrina Murray agrees with this view, Businesses are expert at the measured approach. which involves analysis and risk avoidance. But there is another approach, which involves intuition and not always looking at the bottom line. What is hard is establishi
31、ng a working environment in which both these approaches can function simultaneously. Nevertheless, there are some pleasing indicators of progress in this area. Many of the senior managers interviewed in the survey say their organisations have adopted a number of strategies to encourage individuals t
32、o channel their creativity. Among these are giving open and honest feedback. allowing employees the freedom to measure their performance against more flexible goals, and higher toleration levels of failure. Senior managers also recognise that the way an organisation is led and managed is critical to building a creative environment and that they themselves have an important role to play. But there are some experts who believe an even more fundamental change is needed. Tom Robertson, a professor of creative education, believes that the lack of creativ
