Sample BEC test.docx
- 文档编号:16567710
- 上传时间:2023-07-14
- 格式:DOCX
- 页数:18
- 大小:56.88KB
Sample BEC test.docx
《Sample BEC test.docx》由会员分享,可在线阅读,更多相关《Sample BEC test.docx(18页珍藏版)》请在冰点文库上搜索。
SampleBECtest
BECSampleTest
READING1hour
PARTONE
Questions1-7
•Lookatthestatementbelowandthetextontheoppositepageabouttheimportanceoflisteningtopeople.
•Whichsection(A,B,CorD)doeseachstatement(1-7)referto?
•Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.
•Youwillneedtousesomeoftheselettersmorethanonce.
Example:
0Evenwhenwewritethingsdown,wecanforgetwhatwassaid.A
1Sometimesitisnecessarytoinsistonfurtherexplanation.
2Youshouldn'tfocusonyourresponsewhileothersarestillspeaking.
3Peoplearereluctanttoadmitthattheydon'tlistenwell.
4Therearebenefitsinseeingthingsfromthespeaker'sperspective.
5Keenobservationofthespeakercansupportourlisteningskills.
6Itisriskytothinkaboutadifferentissuewhilesomeoneisspeaking.
7Peopledonotmindhearingtheirownviewssummarized.
Goodlistener,bettermanager
A
Toooftenweaccuseothersofnotlistening,pretendingthatweourselvesarefaultless,yetinourheartsweknowthatmanyofthemistakeswemakecomeaboutbecausewehaven'tlistenedcarefullyenough.Wegetthingswrongbecausewehaven'tquiteunderstoodwhatsomeonemeantwhentheyweretalkingtous.Anyonewhohasevertakentheminutesofalongmeetingwillknowhowharditistoremember-despitethebenefitofnotes-exactlywhateveryonesaid.Butsuccessdependsongettingthingsright-andthatmeanslistening.
B
Listeningisnotthesamethingashearing;itisnotaneffortlessactivity.Itdemandsattentionandconcentration.Itmaymeanquizzingthespeakerforadditionalinformationorforclarification-itisalwaysbettertoaskthantocontinueregardlessandgetthingswrong.However,ifyouallowyourmindtowanderontosomethingelse,evenforafewminutes,you'llmisswhatthespeakerissaying-probablyattheverymomentwhenheorsheissayingsomethingcritical.Andnothavingheard,youwon'tknowyou'vemissedanythinguntilit'stoolate.
C
Themostcommonbadhabitwehaveistostartthinkingofwhatwearegoingtosayaboutthesubjectlongbeforetheotherspeakerhasfinished.Wethenstoplistening.Evenworse,thisoftenaddsrudenesstoinattentiveness,asonceyouhavedecidedwhattosaythereisafairchanceyouwillinterrupttosayit.Goodlistenersdon'tinterrupt.Infactitisoftenworthexplainingthemainideaofwhatyouhavejustbeentoldbeforegoingontomakeyourownpoints.Nobodyisoffendedbythisanditshowsthatyouhavelistenedwell.
D
Aboveallbepatientandacceptthatmanypeoplearenotverygoodcommunicators.It'shelpfultorememberthatthewayspeoplemoveandpositionthemselveswhiletheyarespeakingcanrevealagreatdealaboutwhattheyaresaying.Equallyimportantlyyoushouldputyourselfintheotherperson'splace,bothintellectuallyandemotionally;itwillhelpyoutounderstandwhattheyaregettingatandformaresponse.Butdon'tbetooclever.Facedwithaknow-all,manypeoplekeepquietbecausetheyseenopointincontinuing.
PARTTWOQuestions8-12
•Readthearticlebelowaboutrecruitingstaff.
•Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
•Foreachgap(8-12),markoneletter(A-G)onyourAnswerSheet.
•Donotuseanylettermorethanonce.
•Thereisanexampleatthebeginning,(0).
Findingtherightpeople
Whenasmallcompanygrows,managersmusttakeonmanynewroles.Besidestheday-to-dayrunningofthebusiness,theyfindthemselvesresponsiblefor,amongotherthings,relationswithoutsideinvestors,increasedlevelsofcashflowand,hardestofall,recruitment.
Formostmanagersofsmallandmedium-sizedenterprises,thejobofsearchingfor,interviewingandselectingstaffisdifficultandtime-consuming.___(0)G___.Interviewing,forexample,isahighlyskilledactivityinitself.
“Wehavefoundthewholeprocessveryhard,”saysDanBaker,foundingpartnerofaPRcompany.“Insevenyearswehavegrownfromfivetoeighteenstaff,butwehavenotfounditeasytolocateandrecruittherightpeople.”___(8)___.AsDanBakerexplains,“Wewenttooneforoutfirstrecruitmentdrive,buttheytookalotofmoneyinadvanceanddidn’tputforwardanybodysuitable.Intheendwehadtodoitourselves.”
MostrecruitmentdecisionsarebasedonapileofCVs,acoupleofshortinterviewsandtwocautiousreferences.DavidRowe,abusinesspsychologist,studiedhowappointmentsweremadeinfivesmallcompanies.Heclaimsthatselectionwasrarelybasedinclearcriteria.___(9)___.Thiskindofapproachtorecruitmentoftenhasunhappyconsequencesforbothemployersandnewrecruits.
Smallcompaniesoftenknowwhatkindofpersontheyarelookingfor.___(10)___.AccordingtoDavidRowe,thismeansthatsmallcompanymanagersthemselveshavetodevotemoretimeandenergytorecruitment.Itshouldn’tbesomethingthatislefttotheeveningsorweekends.
Manycompaniesstarttherecruitmentprocesswithover-optimisticideasaboutthetypeofpersonthatwillfitintotheirteam.“It’sveryeasytosayyoumusthavethebestpeopleinthetoppositions,”saysAlexJones,managingpartnerofanexecutiverecruitmentcompany.“Butsomeonewhoisexcellentinonecompanymaynotdosowellinanotherenvironment.___(11)___.Youcanneverguaranteeasuccessfultransferofskills.”
Whateverthecandidate’squalifications,theirpersonalqualitiesarejustasimportantsincetheywillhavetointegratewithexistingmembersofstaff.Thisiswhere,therecruitmentindustryargues,theycanreallyhelp.
AccordingtoAlexJones,“agoodrecruitmentagencywillvisityourcompanyandaskalotofquestions.___(12)___.Theycanaskapplicantsallsortsofyouwithashortlistofpeoplewhonotonlyhavetheskills,butwhoarelikelytofitinwithyourcompany’swayofdoingthings.”
A.Afinancedirectorinabigcompany,forexample,willoftenmakeaterriblesmallcompanyfinancedirectorbecauseheorsheisusedtohavingateamdoingtheday-to-dayjobs.
B.Moreoftenthannot,thepeoplemakingthechoiceprioritizeddifferentqualitiesincandidatesorreliedonguesswork.
C.Recruitmentwouldseemanobvioustasktooutsource,butthecompany’sexperienceofrecruitmentagencieswasnotencouraging.
D.Theyneedpayingforthat,ofcourse,butyouwillhavethemworkingforyouandnotforthecandidate.
E.Theyareusuallyinveryspecificmarketsandtheproblemtheyfaceisthatrecruitmentagenciesmaynotreallyunderstandthesector.
F.Thismeansthatcompaniescannotspendmorethanthestandardtenminutesinterviewingeachapplicant.
G.Yetfewaretrainedandcompetentforallaspectsofthetask.
PARTTHREEQuestions13-18
●ReadthearticlebelowaboutSmithson’s,aBritishdepartmentstore,andthequestionsontheoppositepage.
●Foreachquestion13-18,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
DepartmentStoreMagic
Formostofthe20thcenturySmithson’swasoneofBritain’smostsuccessfuldepartmentstores,butbythemid-1990s,ithadbecomedull.Stillprofitable,thankslargelytoaseriesofsuccessfuladvertisingcampaigns,butdecidedlyboring.Thefamouswerecarefulnottobeseenthere,anditssalesstaffdidn’tseemtohavechangedsincethestoreopenedin1908.Worstofall,itscustomerswerebuyingfewerandfewerofitsown-brandproducts,themajorpartofitsbusiness,andshowingapreferenceformorefashionablebrands.
Butnowallthishaschanged,thankstoRowenaBaker,whobecameSmithson’sfirstwomanChiefExecutivethreeyearsago.Sincethen,whilemostmajorretailersinBritainhavebeenlosingmoney,Smithson’sprofitshavebeenrisingsteadily.WhenBakerstarted,alotofimprovementshadjustbeenmadetothebuilding,withouthavinganyeffectonsales,andshetookthebolddecisiontoinviteoneofEurope’smostexcitinginteriordesignerstodevelopthefashionarea,theheartofthestore.Thisveryquicklyledtorisingsales,evenbeforethegoodondisplaywerechanged.Andassalesgrew,sodidprofits.
Bakerhadambitiousplansforthestorefromthestart.‘We’replayingabiggame,toprovewe’reuptherewiththeleadersinoursector,andwehavetomakesurepeoplegetthatmessage.Smithson’shadfallenbehindthecompetition.Itprovidedatraditionalservicetargetedatmiddle-aged,middle-incomecustomers,who’dbeenshoppingthereforyears,andthecustomerbasewasgraduallycontracting.Ourideaistosellsuchanexcitingvarietyofgoodsthateveryonewillwanttocomein,whethertheyplantospendalittleoralot.’Baker’svisionforthestoreisclear,butachievingitisfarfromsimple.Atfirst,manyemployeesresistedherimprovementsbecausetheyjustwouldn’tbepersuadedthattherewasanythingwrongwiththewaythey’dalwaysdonethings,eveniftheyacceptedthatthestorehadtoovertakeitscompetitors.Ittookmanylongmeetings,involvingtheentireworkforce,towintheirsupport.IthelpedwhentheyrealizedthatBakerwasaverydifferentkindofmanagerfromtheonestheyhadknown.
Baker’sstaffpoliciescontainedmoresurprises.Theuniformthathadhardlychangedsincedayonehasnowdisappeared.Moreover,teenagersnowgetyoungshopassistants,andstaffinthesportsdepartmentsarethemselvessportsfansintrainers.AsBakerexplains,‘Howcanyouselljeansifyou’rewearingablacksuit?
Smithson’shasanewidentity,andthisneedstobemadecleartothecustomers.’She’salsogiveneverysalesassistantresponsibilityforensuringcustomersatisfaction,evenifitmeansoccasionallybreakingcompanyrulesinthehopethatthiswillhelpcompanyprofits.
RowenaBakerisprovi
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- Sample BEC test