商务英语中级真题以及答案.docx
- 文档编号:17541857
- 上传时间:2023-07-26
- 格式:DOCX
- 页数:19
- 大小:252.94KB
商务英语中级真题以及答案.docx
《商务英语中级真题以及答案.docx》由会员分享,可在线阅读,更多相关《商务英语中级真题以及答案.docx(19页珍藏版)》请在冰点文库上搜索。
商务英语中级真题以及答案
剑桥商务英语证书考试(BEC)中级模拟测试(0612)
(内部交流材料)
阅读部分
TIME1hour
INSTRUCTIONSTOCANDIDATES
Donotopenthispaperuntilyouaretoldtodoso.
Writeyourname,Centrenumberandcandidatenumberinthespacesatthetopofthispage,Writethese
detailsinpencilonyourAnswerSheetifthesearenotalreadyprinted.
WriteallyouranswersinpencilonyourAnswerSheet~-noextratimeisallowedforthis.
ReadcarefullytheinstructionsforeachpartandtheinstructionsforcompletingyourAnswerSheet.
Trytoanswerallthequestions.
AttheendoftheexaminationhandinboththisquestionpaperandyourAnswerSheet.
INFORMATIONFORCANDIDATES
Thereareforty-fivequestionsonthisquestionpaper.
PARTONE
Questions1-7
●Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage
●Whichsectionofthearticle(A,B,CorD)doeseachstatement1-7referto?
●ForeachstatementI-7,markoneletter(A,B,CorD)onyourAnswerSheet
●Youwillneedtousesomeoftheselettersmorethanonce
1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.
2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.
3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.
4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.
5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.
6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.
7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers,
TheStarsoftheFuture
AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow'sLeadersResearchGroup(TLRG).Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations'high-flyers.
BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday'sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,'onlytoseethempoachedbyanotherdepartmentorworsestill,anotherfirm.'Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.
CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating'attractioncentres'.'Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,'saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.
DTLRGhasconcludedthatacompany'sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythehigh-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.
PARTTWO
Questions8-12
●Readthearticlebelowaboutpossiblereasonsforacquiringacompany.
●Choosethebestsentenceontheoppositepagetofilleachofthegaps.
●Foreachgap8-12,markoneletter(A-G)onyourAnswerSheet.
●Donotuseanylettermorethanonce.
●Thereisanexampleatthebeginning,(0).
Therearemanycircumstancesinwhichacompanymaywishtotakeoveranotherorganisationthroughanacquisition.
Theneedtokeepupwithachangingenvironmentoftendominatesthinkingaboutacquisitions.Onecompellingreasontodevelopbyacquisitionisthespeedwithwhichitallowsthecompanytoenternewproductormarketareas.(0)G.Thisisparticularlytrueofe-commerce.
Thestrengthofcompetitorsmayinfluenceacompanytochooseacquisitionasawayforward,tnmarketsthatarestaticandwheremarketsharesofcompaniesarereasonablysteady,itcanbedifficultforacompanytobreakintothemarket,sinceitspresencemaycreateexcesscapacity.(8)
Thesameargumentsalsoapplywhenanestablishedsupplierinanindustryacquiresacompetitor.Thismayeitherbetogainthecompetitor'smarketshare,orinsomecasestoshutdownitscapacityinordertorestoreasituationwheresupplyanddemandaremorebalanced.
Theremaybefinancialmotivesforacquisition.Ifthesharevalueofacompanyishigh,themotivemaybetospotandacquireafirmwithalowsharevalue.(9)Anextremeexampleisassetstripping,wherethemainmotivefortheacquisitionisshort-termgainbybuyingupundervaluedassetsandsellingthemonbitbybit.
Theremayalsoberesourceconsiderations.Theremaybealackofresourcesorskillstocompetesuccessfully,sotheymustbeacquired.(10)Itmayalsobethatithasknowledgeofaparticulartypeofproductionsystem,businessprocessormarketneed.Inaninternationalcontext,acquisitionisoftenameansofgainingmarketknowledge.
Sometimestherearereasonsofcostefficiencywhichmakeacquisitionlookattractive.Acostefficiencycouldarisefromthefactthatanestablishedcompanymayalreadybeveryexperiencedandhaveachievedefficiencieswhichanothercompanywouldfinddifficulttoachievequicklybyinternalmeans.(11)Inconsumergoodsindustriescostefficiencyisusuallythereasonforanacquisition.
Acquisitioncanalsobedrivenbytheexpectationsofkeyshareholders.Shareholdersusuallyexpecttoseecontinuinggrowth,andacquisitionmaybeaquickwaytodeliverthisgrowth.Butthereareconsiderabledangersthatanacquisitioncanlowersharepriceratherthanincreaseit.(12)Thisismorelikelywhenthedecisiontoacquireisspeculativeasopposedtostrategic.Therearesomeshareholderswhofavouracquisitionsimplytobringashort-termboosttosharevalue.
AThenecessarydevelopmentandorganisationallearningwouldbetooslow.
BInthesamewayanorganisationcanincreasemanufacturingopportunities.
CIndeed,thisisoneofthemajorreasonsforthemorespeculativeacquisitionsthattakeplace.
DItmaybethattheparentcompanymaynothavesufficientunderstandingoftheacquiredbusinessandthiscouldremovevalue.
EForexample,acompanymaybetakenoverforitsresearchanddevelopmentexpertise.
FIf,however,thecompanyentersbyacquisition,theriskofreactionfromindustryrivalsisreduced.
GInsomecases,amarketischangingsofastthatacquisitionbecomestheonlywayofsuccessfullybreakingintoit.
PARTTHREE
Questions13–18
●Readthearticlebelowaboutchangingattitudestocreativityintheworkplace,andthequestionsontheoppositepage.
●Foreachquestion13-18,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
Creativityintheworkplace
Nowadays,manyUKcompaniesarestrivingtobemorecreative.Butaccordingtoarecentsurveyofseniormanagers,thelackofacan-domentalityamongstemployeesandanaversiontoriskishinderingBritishbusiness.Manythinkthereistoomuchfocusondeliveringresultsquickly,whichleavesinsufficienttimetothinkcreatively.Somecomplainthatalackofcoherentvisiononcreativitypreventstheirorganisationfrombeingmoreinnovative.
Yetwhileseniormanagersmayregretthelackofcreativity,theymusttakemuchoftheblameforcreatingthesituation.Untilrecently,successivegenerationsofmanagementignoredinnovativeideasfromemployees.Indeed,newwaysofthinkingwereoftenregardedasanunwanteddistractionandoriginalthinkersreceivedlittlesupport.Despitethefactthatmanyorganizationsarenowtakingstepstore-orientthebusinessculturetopromotecreativity,itisnotsurprising,giventhisbackground,thatacreativeenvironmentishardtoestablish.
AnotherrelatedissueisraisedbyKatrinaMurray,apartnerinamanagementconsultancy:
'Whilemanyseniormanagersstillcomplainaboutthelackofsupportforcreativityintheirorganizations,theyalsofailtoappreciatethecontributionhattheythemselvescanmake.Insomecompaniesthereisaperceptionthatonlymanagersatboardlevelcaninfluencethecompanyculture”.Murrayfeelsthatsuchorganizationsareunlikelytochange.Forher,'creativeorganizationsaremadeupofindividualswhobelievetheycandictatetheirownfuture.Companies
needtobeabletospottheseindividualsandgentlyencouragethemtoleadtheway.
Itisalsonecessaryforseniormanagerstore-examinetheirrole.AccordingtoAlexSadowski,anAmericanprofessorofmanagementscience,promotingcreativitymeansre-evaluatingmostofwhatweknowaboutmanagement.Itmeansorganizationsmustbepreparedtoinvestinideaswithoutbeingsureofthereturnonthatinvestment.'KatrinaMurrayagreeswiththisview.Businessesareexpertatthemeasuredapproachwhichinvolvesanalysisandriskavoidance.Butthereisanotherapproachwhichinvolvesintuition"andnotalwayslookingatthebottomline.Whatishardisestablishinga
- 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:
- 商务英语 中级 以及 答案