1World of work
A. My work is so rewarding
…I work in advertising. I love my work, which is really rewarding and stimulating. Originality and creativity are very important in this industry, of course.
No two days are the same in my job: I could be contacting film companies for new advertising campaigns one day and giving client presentations the next. I like the client contact and I am very much hands-on– being involved with the productive work of the agency rather than managing it. When I joined the agency, I hit it off with my colleagues immediately and I still get on well with them. There?s a very good rapport between us.?
B. I like the team work
…I?m an aircraft engineer. I work on the research and development of new aircraft. I love putting ideas into practice. I like working on my own, but it?s also great being part of a team. I like the team work and the sense of achievement when we do something new. And of course, the plans we produce are very beautiful.
Is there anything I don?t like? I dislike days when I?m chained to a desk. I don?t like admit and paperwork - sometimes I feel I?m snowed under with it. And in a large organization like ours, there can be a lot of red tape and bureaucracy–rigid procedures that can slow things down. C. I want to make a contribution
…I?m a secondary school teacher. It?s a low-paid job but I want to help people and make a contribution to society. That?s what gives me motivation. My job gives me a lot of satisfaction. The work can be stretching, taking me to the limits of my skills and knowledge. But it?s great to see kids developing and learning. Of course, they can be very difficult and demanding, but sometimes we even get recognition from parents that we are doing a good job! But I don?t like unnecessary interference -I don?t like people breathing down my neck.
A. Motivation 1
Yolanda – senior manager, car rental firm
I believe that all our employees can find satisfaction in what they do. We give them responsibility, which means that the decisions they take have a direct impact on our success, and encourage them to use their initiative, so they don?t have to ask me about every decision they make.
We hope this gives employees the feeling that they are valued, with management knowing the effort they make. We believe that all this leads to a higher sense of motivation among employees. When everyone feels motivated, morale is good and there is a general feeling of well-being in the organization.
B. Motivation 2
Xavier – factory manager
I don?t believe in all this talk about motivation. My subordinates, the people working under me, are basically lazy and need constant supervision - we have to check what they are doing all the time. Some people think this is authoritarian, but I think it?s the only way of managing.
Decisions must be imposed from above without consultation- we don?t discuss decisions with workers, we just tell them what to do.
Note: Subordinate is very formal and can be negative.
C. Theory X and Theory Y
Xavier has conservative views and believes in what the US management thinker Douglas McGregor called Theory X, the idea that people dislike work and will do everything they can to avoid it. Yolanda is more humanitarian and believes in Theory Y, the more advance view that, given the right conditions, everyone has the potential to find satisfaction in work.
Others have suggested Theory W (for …whiplash?), the idea that most work since the beginning of human society has been done under systems of slavery.
A. Hygiene factors
Yolanda, the car rental manager we met in Unit 2, went on a management course. She looked at the work of Frederick Herzberg, who studied what motivates employees, and took the notes.
They are aspects of work that are not in themselves enough to make employees satisfied, but that can cause dissatisfaction if they are not right.
These are hygiene factors
supervision – the way you are managed
policy - the overall purpose and goals of the organization.
working conditions – the place where you work, hours worked, etc
salary
peer satisfactions – how you relate to and work with others at the same level in the organization security – level of confidence about the future of your job
B. Motivator factors
Other aspects of work can give positive satisfaction.
These are the motivator factors.
achievement – the feeling that you have been successful in reaching your goals.
recognition – the feeling that your employers understand and value what you do by giving positive feedback
the work itself – the nature and interest of the job
responsibility – when you are in charge of something and its success of failure
advancement – how far you will be promoted in the organization; how far you will go up the career ladder
personal growth – how you develop personally in your work, and your opportunities to do this
4Employment and employability
A. Outsourcing
Nigel, a 30-year-old information technology (IT) specialist, talks about his career so far:
…I used to work in the IT department of a bank. All the IT work was done in-house. I thought I had a job for life. But then one day the bank decided to cut costs by outsourcing the work to a specialist IT company called IT Services (ITS).
Luckily, the bank didn?t make me redundant so I didn?t lose my job, and after a while I decided to work for ITS instead. At first, I didn?t know what to expect, but now I?m very happy. We work with a lot of different clients – I?m a consultant and I give them advice.?
B. Employability
…ITS put a lot of emphasis on professional development and we often go on training courses so we can keep up with current trends in the industry.
ITS tell us that although we may not have a job for life with the company, our up-to-date skills will mean that we will always be employable. Companies and governments talk about the importance of lifelong learning– continuing to develop our knowledge by going on courses and reading journals, for example.
I really enjoy my work but in the next year or two, I may make a career move and join another company.?
C. Freelancers and portfolio workers
…When I?m about 40, I want to set up on my own as a freelancer of offering consultancy services to different companies. The idea of working freelance on different projects for different clients attracts me.?
The management thinker Charles Handy calls freelancers portfolio workers because they have a portfolio or range of different clients. Some experts say that increasing numbers of people will work this way in the future, as companies outsource more and more of their work because they want to concentrate on their core functions.
Note: People care called freelancers or freelances. The corresponding adjective is freelance, as in ‘freelance work’.
5Flexibility and inflexibility
A. ways of working
Nordland is an advanced industrialized country. In addition to outsourcing some functions to freelancers (see Unit 4), many organizations there are looking for ways of having more flexible working, for example:
■temporary workers who only work for short periods when they are needed, either on a temporary contract with a company, or through a temp agency
■part-time workers who work less than a full working week
■job-sharing, where two people share a particular job, each of them working part-time.
B. Job flexibility
The government of Nordland is trying to encourage this kind of job flexibility, and it has passed laws that allow companies to hire and fire employees easily. When letting people go, companies only have to give them two weeks?notice and relatively small redundancy payments; one week?s salary for every year worked is the norm.
The government has also reduced unemployment benefits, the money paid to people without jobs. They say that all these measures make for a flexible job market and encourage job creation. Critics say that this approach leads to job insecurity, with employers able to get rid of employees too easily.
C. Job protection
Sudonia is an advanced industrialized country with a very different approach. Companies in trouble are only allowed to make employees redundant after a long period of consultation. If employees are made redundant, they receive generous redundancy payments and then unemployment benefits. The government says people need this sort of job protection, and trade unions are fighting hard to keep it.
Payment to employees such as sick pay, and parental leave when they have time off following the birth of children, are also very generous. Mothers get 18 months? paid maternity leave and fathers get six month?s paternity leave. But the social charges which employers and employees have to pay the government are very high.
Critics say that this contributes to a rigid labor market, one with too much job protection. They say that this sort of inflexibility discourages job creation and leads in the long run to higher unemployment and slower economic growth. As a consequence, companies may look abroad for cheaper bases and workforces.
6Work-life balance
A. Stress
People talk about being under (a lot of) stress or pressure. They say their work is stressful and that they fell stressed or stressed out. They want to find ways to de-stress. They may complain that they have stress-related illness. Some people may suffer burn-out or a complete breakdown, which means they are no longer able to work.
…Stress? often occurs in these combinations:
stresses and pressures you are under.
B. The causes of stress
The most common causes of stress are:
■heavy workloads: too much to do in the limited time available
■office politics: problems with colleagues who above all, want to advance their own position. These people like playing politics.
■role ambiguity: responsibilities are unclear
■ lack of management support: managers do not provide the necessary help and resources
■effort-reward imbalance: not getting sufficient recognition or pay
■home-work imbalance: not enough time for family, personal interests, etc.
C. Quality of life
Some people are workaholics– they think about very little except work. Others are increasingly looking for quality of life: less commuting, more time with their families, etc. Journalists write about people downshifting or rebalancing their lives. They may work part-time, work from home, move to the country and so on.
In a recent survey:
a 95 per cent of homeworkers said they have a better work-life balance or home- work balance
than when they were in-company because they can spend more time with their families and on leisure activities.
b 82 per cent of said they have more autonomy and independence: they are able to organize their
work and their time how they want.
But in the same survey homeworkers also complained that:
a there is no boundary between work on the one hand and personal life on the other – the two
overlap (73 per cent)
b they feel lonely and isolated because they are out of contact with others and don?t have
colleagues around them (57 per cent)
7Managing talent
A. Core competent
Devising strategies to prevent the flight of talent
Is your company today held dependent on “core competents”– talented individuals possessing the skills that make your products and services unique? If so, you?re not alone. In a study by the Corporate Leadership Council, a computer company recognized 100 core competents out of 11,000; and a transportation group deemed 20 of its 33,000 employees truly critical to performance.
Core competents will stay only as long as organizations can offer them something they desire. Bear in mind, though, that this phenomenon concerns a small group of highly skilled people. However, talent does not necessarily equate to an impressive title. Core competents need not be senior executives, but could just as easily be people whose intellectual property is crucial to the organization, or whose particular expertise is difficult to replicate.
No company ever went bankrupt because it suffered from having too much talent. Recent research shows that only 7 per cent of all managers strongly agree with the statement “our company has enough talented managers to pursuer all or most of its promising opportunities”.
In addition, 75 per cent of executives worldwide now rank human performance ahead of productivity and technology in terms of strategic importance. The same study also reveals that 80 per cent of all executives claim that by 2010 attracting and retaining people will be the leading success factor in strategy.
B. Creatives and suits
An expert in workplace trends says:
…Some activities depend on group of freelance creatives for each project. For example, in film-making, the creatives, that is , the writers, director, etc., and the talent–the actors –come together for a particular project and then disband. This is a typical example of a virtual organization. The only permanent people in the company are the suits, the businesspeople, who bring the teams together for each project. Other industries work in similar ways.
For example, in software development, managers and programmers may come together to contribute to a particular project and then leave to work on others.
8Team building
A. Teams
In some (but not all) situations, tasks can be achieved more easily by teams with a common purpose, rather than by individuals. Of course, it?s important to develop team work through team building so as to get the best from the team.
B. Team players
Meredith Belbin has identified these types of team members or team players:
a the implementer, who converts the team?s plan into something achievable
b the co-ordinator, a confident member who sets objectives and defines team members? roles the
shaper, who defines issues, shapes ideas and leads the action
c the plant, a creative an
d imaginativ
e person who supplies original ideas and solves problem
d th
e resource investigator, who communicates with the outside world and explores opportunities
e the monitor evaluator, who sees all the possibilities, evaluates situations objectively, and sees
what is realistically achievable
f the teamworker, who builds the team, supports others and reduces conflict
g the completer, who meets deadlines, corrects mistakes and makes sure nothing if forgotten
C. Stages of team life
The typical team goes through a series of stages:
a forming: the group is anxious and feels dependent on a leader; the group tries to discover how
it is going to operate and what the …normal? ways o f working will be
b storming: the atmosphere may be one of conflict between members, who may resist control
from any one person; there may be the feeling that the task cannot be achieved.
c norming: at this stage, members of the group feel closer together an
d th
e conflicts are forgotten
d performing: th
e group is carrying out the task for which it was formed; members feel safe
enough to express differences of opinion in relation to others
e mourning: the group?s work is finished, and its members begin to have pleas ure memories of
their activities and achievements.
9The right skills
A. Hard and soft skills
For a long time, hard skills, for example skills in technical subjects, were considered the most important thing in business. But more and more, people are realizing the importance of soft skills–the skills you need to work with other people, and in the case of managers, to manage people in tactful and non-authoritarian, non-dictatorial ways.
B. Emotional intelligence
While IQ has traditionally been the means by which we judge someone?s abilities and potential. EQ – the E stands for emotional – is the new benchmark for a new world. If you?ve got it, you?re more likely to be powerful, successful and have fulfilling relationships than if you haven?t. Emotional intelligence– the ability to understand and control your emotions, and recognize and respond to those of others – is emerging as the single most important and effective business and personal skill of the new century.
At American Express, financial advisers who?d been through emotional intelligence training improved sales by up to 20 per cent, significantly more than the company average. A ten-year study by Sheffield University of over 100 small- and medium-sized UK businesses found that people management was three times as important as research and development in improving productivity and profitability and six times as important as business strategy.
Daniel Goleman, a US science journalist-turned-consultant with a background in psychology, first popularized the notion of emotional intelligence in the mid-nineties. Goleman defines five elements of emotional intelligence: self-awareness, self-regulation, motivation, empathy and social skills. Sceptics argue that this sounds suspiciously like the old soft skills, in management-course speak, dressed up in new clothing. But Tim Sparrow, of human performance consultants Buckhold Associates, points out a crucial difference. …Soft skills training was only about interpersonal intelligence–relating to others. Emotional intelligence involves intrapersonal skills –knowing yourself –as well. You can?t be interpersonally intelligent if you don?t recognize feelings in yourself.
The observer
10What is quality?
A. Defining quality
Staying in the lead means continually raising the bar
In 1980, a television documentary in the US entitled If Japan Can, Why Can’t we?announced that it had discovered the secret of Japanese competitive success: quality. Japanese companies were successfully dominating world markets because they had a quality system that allowed them to produce better products than their US rivals.
What was more, the documentary said, the Japanese had learned this quality system from US experts such as Edwards Deming and Joseph Juran. What US and other western business had to do now was relearn the techniques of quality management.
The central problem revolves around an understanding of what …quality? is and how far the concept can be applied across the organization. Definitions can vary, but it is generally accepted that the three elements which constitute quality are fitness of design, conformity to specification and satisfying customer needs.
Today, quality is most often defined by the reaction of customer who buys and uses the product. If the customer is satisfied, so the theory goes, the product is of sufficient quality. However, a strategy based on no more than meeting customer expectations is a dangerous one, as it opens the door to rivals that may produce better products.
Note: Specifications are referred to informally as specs.
B. Quality in manufacturing
Gordon Greer is head of quality at a car component company:
…The design for each component embodies the intentions of its designer. So conformity to specification means putting these intentions into practice when we make the components. Put another way, this is elimination of variation.
We pay great attention to accuracy. The components must be made to very strict tolerances– the measurements must be not more or less than particular limits to within a fraction of a millimeter.?C. Quality in services
Serena Togliatti is customer relations manager at a large bank:
…In services, there is a parallel situation to the one in manufacturing. The service received by the customer must be exactly what is planned and intended, and annoying mistakes, for example in their accounts, must be avoided.
From the customer?s point of view, quality could be defined in terms of customer approval, that is, recognition that we are satisfying customer needs and customer expectations. And if we exceed those expectations, there may even be customer delight.? (See Unit 23)
11Quality standards
A. Standards and certification
The International Organization for Standardization is based in Geneva. It is a network of national standards institutes from over 145 countries working in partnership with international organizations, governments, industry, business and consumer representatives.
ISO has developed more than 14,000 International Standards, which it says are “documented agreements containing technical specifications or other precise criteria and guidelines to ensure that materials, products, processes and services are fit for their purpose.”
There are two series of standards for management systems: the ISO 9000 series on quality management and the ISO 14000 series on environmental management. Organizations can apply for certification to ISO 9001:2000 and ISO 14000:1996. (For more on environmental standards, see Unit 43)
The ISO is the registered trademark of the International Organization for Standardization and is reproduced here by kind permission of ISO.
B. ISO 9000
The 2000 version of the ISO 9000 standards put particular importance on:
a the role of top management in setting policies for quality
Top managers have to be seen to be involved in quality issues, not leaving this to middle management.
b statutory and regulatory requirements– for example, the car industry has to pay particular
attention to safety and environmental laws and standards in relation to the components that they use
c measurable objectives–we have to be able to measure quality an
d by how much it is
improving
d resourc
e management–how we manage the inputs to our products, for example in human
resource and materials
e monitoring customer satisfaction–customers are the ultimate judges o
f quality and we
have to constantly check and improve the ‘score’ that they give us
f trainin
g effectiveness–the training of our staff is an investment and we have to measure
how effective it is in terms of our future profitability
12TQM and JIT
A. Total quality management
Total quality management, or TQM, was fashionable in the 1980s. This often involved quality circles, groups of workers who were encouraged to contribute ideas on improving the products that they made. Some companies had quality circles of production workers who suggested better ways of organizing the production line.
Employee participation, for example getting employees to suggest improvements to production methods, as in total quality management, is a form of empowerment: employees have a voice in quality improvement, rather than just following managers? instructions. (See Units 2 and 3)
B. Kaizen
The TQM approach was designed to bring about gradual, step-by-step or incremental improvements in quality. Continuous improvement is what the Japanese call kaizen. An essential part of kaizen is gemba–…the place where things happen?. In manufacturing, this is, of course, the factory floor. The idea is that continuous improvements can best be made by the people directly involved with production.
C. Just-in-time production
Originating in Japan, and then adopted all over the industrialized world, TQM forms part of lean production, making things with the minimum of time, effort and materials. Instead of producing components in large batches, they are delivered or produced just in time (JIT), only as they are needed. Employees are empowered to correct problems on the spot. Things must be done right first time (RFT). There should be no reworking to correct defects on finished products.
Production is seen as a continuous process of sequential rather than isolated steps, and the production, or assembly line is laid out in a logical way. Stocks of components are kept to a minimum. Manufacturing organized in steps like this is flow production.
13Quality and people
A. Investors in people
There are models and framework that emphasize the human dimension in improving quality. Investors in People is a framework developed in the UK. It sets a level of good practice for training and development of people to achieve business goals.
The Investors in People Standard is based on four key principles.
a Commitment to invest in people to achieve business goals
b Planning how skills, individuals and teams are to be developed to achieve these goals
c Action to develop an
d us
e necessary skills in a well defined and continuing program directly
tied to business objectives.
d Evaluation outcomes, th
e results o
f trainin
g and development for individuals?progress
towards their goals and the goals of the organization as a whole.
B. The EFQM Excellence Model
The EFQM Excellence Model was developed by the European Foundation for Quality Management, a non-profit organization set up by leading European companies to …help European business make better products and deliver improved services through the effective use of leading edge management practice?.
In this model, people are very much part of the wider quality picture. It refers to company stakeholders, who are not only its employees, shareholders and customers but also the community as a whole.
14The management of change
A. Business process re-engineering
In the 1990s, business process re-engineering, or BPR, emerged. Inspired by a book by Michael Hammer and James Champy, consultants told companies not to bother with incremental improvement, but to abolish everything, go back to the drawing board and redesign all the business processes involved in producing something, whether a product or a service. They said that this redesign should be:
■fundamental: asking basic questions about what a process is meant to achieve
■radical: going to the root of things and ignoring completely how things were done before,
…like stating again with a new sheet of paper?
■dramatic: bringing about very big and sudden changes.
In the eyes of critics, BPR often meant delayering–removing management layers, perhaps resulting in job losses.
B. The benefits of BPR
For its supporters, there are some of the strengths of BPR:
a leadership: strong leadership is important; changes are imposes from above; there is visible
commitment from leader for change
b people management: fewer management layers mean larger, more challenging jobs
c policy an
d strategy: cleverer fit between th
e organization and its declared purpose and goals
d processes: mangers and employees gain improved awareness and understanding of key
processes
e customer satisfaction: clear focus o
f processes on the customer for existin
g products and
services
f business results: dramatic improvements for companies in crisis.
(The headings are from the EFQM Model – see Unit 13)
15Striving for perfection
A. Benchmarking and best practice
Benchmarking is the idea that a firm should find out which company performs a particular task best and model its performance on this best practice.
Companies talk about carrying out a benchmarking exercise. To do this, they b enchmark themselves against other companies.
Large companies can measure the performance of different department in relation to each other in an internal benchmarking exercise. Competitive benchmarking involves looking outside the company at how other companies in the same industry do things.
Functional benchmarking looks at how the same function such as manufacturing or personnel recruitment is done by non-competitors. Companies can learn a lot from firms who are not their direct competitors. For example, a train company has learned how to organize the cleaning of its trains better by looking at an airline organizes the cleaning of its planes.
One way of seeing how a competitor?s product is made is by reverse engineering–taking the product apart to see how it is made. The same principle can also be applied to services. This technique can also be used in benchmarking.
Note: ‘Best practice’ is usually uncountable, but you can also talk about ‘the best practices’ in a particular area.
B. Six sigma quality
Quality can be measured in terms of the number of defects per million parts, operations, etc. or example, one sigma equals 690,000 defects per million parts and two sigma means 45,00 defects per million. Even with two sigma quality, the chances of a manufactured product being defective are quite high.
Motorola was the first company to aim for six sigma quality. In manufacturing, six sigma quality is when there are fewer than 3.4 defects per million components. This idea can also be applied in areas outside manufacturing. In invoicing, for example, it means fewer than three or four mistakes per million transactions.
Six sigma quality has been taken up by several other companies.
And the ultimate goal is zero defects– no defects at all.
16 Strategic thinking
A . Strategy
A strategy (countable noun) is a plan or series of plans for achieving success. Strategy (uncountable noun) is the study of the skills, knowledge, etc. required to make such plans. Strategic success in a commercial organization id often measured in terms of profitability , the amount of money it makes in relation to the amount invested.
An important part of planning is resource allocation . This is the way finance, people and assets – equipment, buildings, know-how, etc. – are going to be used to achieve a particular objective .
A company ?s senior executives make strategic decisions or formulate strategy . Sometimes an organization will publicly state its main overall objective or vision in its mission statement.
Companies sometimes form strategic partnership , working together to achieve a specific strategic goal . For example, MG Rover entered a partnership with a Chinese car manufacture to enable it to produce and sell cars in Chine. A company may also make a strategic move , such as acquiring a competitor, designed to increase their market share.
B
. Companies and markets
17Competition
A. Competitors
The main competitors in a particular industry are its key player. Smaller competitors may be referred to as minor players.
■ cut throat ■ ferocious ■ intense ■ fierce
■ keen ■ low-key ■ stiff ■ tough
The usual pattern for a new industry is to have a large number of competitors: there may be start-ups– completely new companies – and there may be companies already established in other sectors that also want to get into the industry, perhaps by setting up a new subsidiary or business unit. (See Unit 19)
B. ‘Competing’ and ‘competitive’
Competing and competitive are adjectives related to …competition?. Two companies may produce competing products– products that compete with each other. A competitive product is one that has real and specific benefits in relation to others of the same type.
…Competing? also occurs in these combinations:
18Companies and their industries
A. Competitive forces
An important strategic thinker is Michael Porter. He defines the five competitive forces at work in any industry.
B. SWOT analysis
SWOT stands for strengths, weaknesses, opportunities, threats.
In formulating strategy, a company should look at its strengths and weaknesses in relation to its competitors. For example, a good sales team is strength and poor internal communication is a weakness.
The company should also look at opportunities and threats in its environment: the strength of competitors, government regulation, the way that society is changing etc. These are external factors. For example, a change in a country?s legislation on broadcasting might present an opportunity for a group that wants to buy a television company there. The change would probably also pose a threat to existing broadcasters.
The ways that a company organizes and combines its human resources, know-how, equipment and other assets are what Hamel and Prahalad call its core competencies. These are internal factors. (See Unit 7)
C. Be good at something
Porter says that competitive advantage can be based on:
■cost leadership: offering products or services at the lowest cost; this is one strategy to adopt in volume industries where competitors produce large numbers of similar products.
■differentiation: offering products or services that give added value in terms of quality or service compared to competitors.
■focus: using one of the above two strategies to concentrate on a niche, a specific part of the market with particular needs.
The danger, says Porter, is when a company does not follow any of these particular strategies and is stuck in the middle.
19Key strategic issues
A. Industries and their players
In some industries, like steel or tires, there are few companies: these industries are concentrated. Other industries are fragmented: for example there are millions of restaurants worldwide, and even the largest chain, McDonalds, only has a market share of less than one per cent in terms of all restaurant meals served worldwide.
If an industry has low entry barriers and is attractive because of its high potential profitability, there will always be new entrants. This was the case for Internet service providers at the turn of the century with a lot of companies offering this service.
Other industries, like steel, require massive investment in equipment, know-how, etc. – these are high entry barriers and new entrants to the industry are rare.
B. Mergers and acquisitions (M&A)
Some companies are very acquisitive, buying competitors in their industry or companies in other industries in a series of acquisitions or takeovers, which it may refer to as strategic acquisitions. Or a company may merge or combine as an equal with another company of similar size.
A company may also buy its suppliers and customer companies in a process of vertical integration.
The result of this may be an unwieldy conglomerate, a holding company with a large number of subsidiaries, which may not be easy to mange profitably as a group.
C. Make or buy?
Recent strategic thinking holds that conglomerates are not good. Many conglomerates have disposed of or divested their non-core business, selling them off in order to concentrate on their core business. This is related to the make or buy decision, where companies decide whether to produce particular components or perform particular functions in-house or to buy them in from an outside supplier. (See Unit 4)
Note: the nouns relating to ‘dispose’ and ‘divest’ are ‘disposal’ and ‘divestment’. They can be both countable and uncountable nouns. (Compare “divestment” with “investment”)
商务英语词汇大全abroad adv.在国外，出国，广泛流传 absence n.缺席，离开 absent adj.不在，不参与 absenteeism n.（经常性）旷工，旷职absorb v.吸收，减轻（困难等）作用或影响abstract n.摘要 access n.接近（或进入）的机会，享用权v.获得使用计算机数据库的权利 accommodation n.设施，住宿 account n.会计账目 accountancy n.会计工作 accountant n.会计 accounts n.往来账目 account for解释，说明 account executive n.（广告公司）客户经理accruals n.增值，应计 achieve v.获得或达到，实现，完成acknowledge v.承认，告知已收到（某物），承认某人 acquire v.获得，得到 acquisition n.收购，被收购的公司或股份acting adj.代理的 activity n.业务类型 actual adj.实在的，实际的，确实的 adapt v.修改，适应 adjust v.整理，使适应 administration实施，经营，行政administer v.管理，实施 adopt v.采纳，批准，挑选某人作候选人advertise v.公布，做广告 ad n.做广告，登广告 advertisement n.出公告，做广告advertising n.广告业 after-sales service n.售后服务agenda n.议事日程 agent n.代理人，经纪人 allocate v.分配，配给 amalgamation n.合并，重组 ambition n.强烈的欲望，野心amortize v.摊还 analyze v.分析，研究 analysis n.分析，分析结果的报告 analyst n.分析家，化验员 annual adj.每年的，按年度计算的 annual general meeting（AGM）股东年会anticipate v.期望 anticipated adj.期待的 appeal n.吸引力 apply v.申请，请求；应用，运用 applicant n.申请人 application n.申请，施用，实施appointee n.被任命人 appraisal n.估量，估价 appreciate v.赏识，体谅，增值appropriate v.拨出（款项） approve v.赞成，同意，批准 aptitude n.天资，才能 arbitrage n.套 arbitration n.仲裁 arrears n.欠账 assemble v.收集，集合 assembly line n.装配线，流水作业线assess v.评定，估价 asset n.资产 current asset n.流动资产 fixed asset n.固定资产 frozen asset n.冻结资产 intangible assets n.无形资产 liquid assets n.速动资产 tangible assets n.有形资产 assist v.援助，协助，出席 audit n.查账，审计 automate v.使某事物自动操作 average n.平均，平均水准 awareness n.意识；警觉 backing n.财务支持，赞助 backhander n.贿赂 backlog n.积压（工作或订货） bad debt死账（无法收回的欠款）balance n.收支差额，余额 balance of payments n.贸易支付差额balance sheet n.资产负债表
1. autonomous: independent, able to take decisions without consulting a higher authority 2. decentralization: dividing an organization into decision-making units that are not centrally controlled. 3. function: a specific activity in a company, e.g. production, marketing, finance 4. hierarchy: system of authority with different levels, one above the other. 5. line authority: the power to give instructions to people at the level below in the chain of command 6. report to: to be responsible to someone and to take instructions from him or her 7. subordinates: people working under someone else in a hierarch 8. industrial belt: an area with lots of industrial companies, around the edge of a city 9. wealth: the products of economic activity 10. productivity: the amount of output produced (in a certain period, using a certain number of inputs 11. corporate ethos: a company?s ways of working and thinking 12. collaboration: working together and sharing ideas 13. insulated or isolated: alone, placed in a position away from others 14. fragmentation: breaking something up into pieces 15. motivate :To inspire, to induce, to give a reason or incentive to someone to do something. 16. employee: A person employed by someone else, working for money. 17. labor relations: Relations between employers and employees, managers and workers, management and unions. 18. responsibility: Having control of something as part of your job 19. wages: Money paid (per hour or day or week) to manual workers 20. salary: A fixed regular payment made by employers, usually, for professional or office work. 21. benefits or perks: Advantages that come with a job, apart from wages or salary. 22. promotion: To be raised to a higher rank or better job. 23.job security: Knowing that there is little risk of losing one?s job. 24. skilled: Having particular abilities, acquired by training. 25. subcontractor : Any company that provides goods or services for another one 26. component : Any of the pieces or parts that make up a product, machine, etc.
*appropriate v. 拨出（款项）adapt v. 修改，适应 赞成，同意，批准 approve v. adjust v. 整理，使适应中级考试词汇必备BEC aptitude n. administration n. 实施，经营，行政天资，才能套利 administer v. 管理，实施 *arbitrage n. 采纳，批准，挑选某人作候选人 arbitration n. 仲裁adopt v. A *arrears n. 公布，做广告欠帐 advertise v. 在国外，出国，广泛流传abroad adv. assemble v. ad n. 做广告，登广告收集，集
合 absence n. 缺席，离开 assembly-line n. 装配线，流水作业线advertisement n. 出公告，做广告 absent adj. 不在，不参与 advertising n. 广告业 assess v. 评定，估价 absenteeism n. （经常性）旷工，旷职资产 asset n. after-sales service n. 售后服务 absorb v. 吸收，减轻（冲击、困难等）作用或影响流动资产议事日程 current asset n. agenda n. 摘要abstract n. agent n. 代理人，经纪人固定资产 fixed asset n. access n. 接近（或进入）的机会，享用权冻结资产 allocate v. 分配，配给frozen asset n. 获得使用计算机数据库的权利v. intangible assets n. 无形资产amalgamation n. 合并，重组 accommodation n. 设施，住宿 liquid assets n. 速动资产 ambition n. 强烈的 欲望，野心 account n. 会计帐目有形资产摊还 tangible assets n. *amortise v. 会计工作accountancy n. analyse v 分析，研究assist v. 援助，协助，出席会 计accountant n. 分析，分析结果的报告 audit n. 查账，审计 analysis n. 往来帐目accounts n. 分析家，化验员automate v. 使某事物自动操作analyst n. account for 解释，说明每年的，按年度计算的average n. 平均，平均水准annual adj. account executive n. （广告公司）客户经理股东年会） awareness n. 意识；警 觉 AGMannual general meeting （增值，应计*accruals n. anticipate v. 期望获得或达到，实现，完成achieve v. anticipated adj. 期待的 B，承认承认，告知已收到（某物）acknowledge v. 财务支持，赞助 backing n. 吸引力appeal n. 某人 apply v. 申请，请求；应用，运用backhander n. 贿赂 acquire v. 获得，得到申请人*backlog n. 积压（工作或订货） applicant n. *acquisition n. 收购，被收购的公司或股份申请，施用，实施死账（无法收回的欠款） bad debt application n. acting adj. 代理的 balance n. 被任命人appointee n. 收支差额，余额业务类型activity n. appraisal n. 估量，估价balance of payments n. 贸易支付差额actual adj. 实在的，实际的，确实的资产负债表balance sheet n. 赏识，体谅，增
史上最全剑桥商务英语BEC考试资料下载 史上最全剑桥商务英语BEC考试资料下载2010-02-11 09:17 |(分类:-BEC & BULATS) 2009最新BEC考试资料汇总(包含08年以前资料) 注意：论坛要下注册一下，才能下载资料 人邮版bec真题第3辑_高级 人邮版bec真题集第2辑_高级. 求-BEC高级-人邮版“模拟试题册”听力 人邮版bec中级真题第三辑 人邮版bec中级真题第二辑 剑桥BEC真题第三辑（初级）听力--人邮版 人邮版BEC高级真题(第二辑)听力MP3 人邮版BEC高级真题(第三辑)听力MP3 BEC教材 新编剑桥商务英语初级【学生用书?教师用书?同步辅导】三册全集 新编剑桥商务英语同步辅导高级 新编剑桥商务英语学生用书高级2版.rar 新编剑桥商务英语教师用书高级2版 新编剑桥商务英语学生用书中级：2版 新编剑桥商务英语同步辅导（经科版）中级.pdf 新编剑桥商务英语教师用书初级.pdf 新编剑桥商务英语初级mp3(华夏版) 新编剑桥商务英语(高级)-学生用书-经济科学出版社mp3全集(下) 《新编剑桥商务英语中级学生用书》(BEC2)经济科学出版社[MP3] 新编剑桥商务英语(高级)-学生用书-经济科学出版社mp3全集(上) 新编剑桥商务英语(中级)-学生用书-经济科学出版社 新编剑桥商务英语自测练习与解答
初级 BEC初级精华（MP3+视频+讲义） NO-BOOK口语初级版(含文本) 剑桥商务英语证书(BEC)30天突破mp3--初级 按课程自己汇总的BEC初级、中级词汇 [下载]新编剑桥商务英语初级【学生用书?教师用书?同步辅导】三册全集石化出版社BEC初级习题集MP3[60M] [下载]新编剑桥商务英语教师用书初级.pdf [下载]新编剑桥商务英语初级mp3(华夏版) [下载]剑桥商务英语证书初级试题及听力MP3集萃[更新] [商务英语BEC][初级写作]新东方-初级商务英语flash-写作-刘军 [商务英语BEC][初级口语]新东方-初级商务英语flash-口语-李淼 [商务英语BEC][口语]初级商务英语口语讲义 BEC初级 BEC初级1998-1999真题.doc 考生必看：商务英语BEC初级模拟试题大汇总.doc 中级 BEC中级技巧试题词汇一本通 BEC中级短文听力训练技巧 人邮版bec中级真题第三辑 人邮版bec中级真题第二辑 BEC中级词汇与MBA联考英语词汇 BEC中级商务英语真题下载 人邮版bec中级真题第二辑 BEC中级技巧试题词汇一本通 BEC中级模拟试题3套附答案和其他中级资料 初级商务英语口语（BEC中级） BEC中级2008考试核心词汇（精彩例句版） [下载]2008BEC中级口语讲座课件（网络完全版） BEC中级阅读全真 独家发布：《BEC中级技巧试题词汇一本通》全套MP3(B已修复) [下载]新东方bec中级写作flash课件 [下载]BEC中级大礼包【口语听力阅读写作】 bec中级阅读_新东方耿耿 bec中级写作_新东方孙能武 bec中级听力_新东方高媛媛 [下载]BEC中级口语新东方谢娇岳
《新编剑桥商务英语中级》-Vocabulary Unit 1a Teamwork toiletries：n. 化妆品厂、清洁、化妆用品公司major brands：主导品牌expatriate：n. 旅居海外的，移居国外的creative thinking：创新思维 a survival course：生存技巧培训课程profile：n. 简介、小传、概况simulation：n. 模拟训练go for profit：追求利润behind schedule：进度落后于计划stick to the schedule：严格按计划进行 Unit 1b Communication exceed：v. 超越、胜过over-estimate：vt. 过高的估计manageable：adj. 便于管理understate：vt. 轻描淡写的说 seminar：n. 研讨会、讨论会management：n.（企业、机关的）管理人员follow-up evaluation：后续评估 deadline：n.最终期限complimentary ticket：免费赠送的票 Self-study and Exam practice have everything to do with：与…关系密切curriculum vitae：个人简历、履历，简称CV human factor：认为因素 aggressive：adj. 咄咄逼人的、好斗indicate：vt. 显示、表明 Unit 2a Entertaining customer satisfaction form：顾客满意、情况问卷表complete the form 填写表格questionnaire：n.调查表、问卷criteria：n. 标准（为criterion的复数形式）atmosphere：n.氛围attentiveness：n.殷勤、周到 value for money：物有所值程度enhance：vt. 提高、增加mezzanine：n. （尤指介于一层与二层之间的）中层楼reasonable prices：合理的价格interior design：室内装修group dining：团体用餐catering requirement：餐饮要求tour groups：旅游团corporate events：公司社交活动wine tastings：品酒会steak：n.牛排 company presentations：公司业务报告会business trip：公务旅行vegetarian：素食者call in：顺路到某处 alike：adv. 一样的，相似的evolve：逐渐发展或完成pride ourselves on/upon：为…感到骄傲along with：同…一道be of importance：具有重要性to cater for：提供餐饮服务，接待gently：adv. 轻轻地，小心地 strive：为获得…而努力奋斗concept：n. 概念，观念，想法distinctive：adj.与众不同的suitable：adj. 舒适，合适memorable：adj. 难忘的tourist：n. 游客，观光客awful：adj. 糟糕的，恶
美式论文、报告写作技巧 编者按：美式教育的特点即是课程内容强调学生参与及创新运用，因此，报告便成了常见的考核学生学习成果的方式，比如实验报告、学期报告、专题报告、研究报告及论文（含毕业论文）等。研究生presentation 及seminar 的机会更是占很大的比重，有些甚至占学期成绩很大比例。如何完成报告、论文同时得到良好的成绩，是本文提供给有志留学的有心人参考的目的。 美国大学生由於自小已养成自动寻找答案习惯，在启发式的教育环境下，写报告、论文对他们来说比较不陌生，虽然专业知识上美国学生不见得比外籍学生强，但是表达能力由於自小培养，加上英语能力的优势，常比外籍学生在报告、论文方面有较隹的利基。反之中国学生比较缺乏报告写作的训练，因此如果在留学过程中无法适应美式教育会比较辛苦，其实论文、报告的写作要领其实不难，只要把握技巧就可水到渠成。 通常论文由篇首(Preliminaries)，本文(Texts)以及参考资料(References)三部分构成；而这三大部分各自内容如下： (一) 篇首： 封面(Title) 序言(Preface) 谢词(Acknowledge) 提要(Summary) 目录(Tables and Appendixes) (二) 本文： 引言(Introduction) 主体，含篇(Part)、章(Chapter)、节(Section) 、以及注释(Footnotes) (三)参考资料： 参考书目(References or Bibliography) 附录资料(Appendix)。 进行论文或报告写作之前，先要确定想要表达的主题，主题确定后，将其具体表达，即为题目。题目可以提供研究者： 一.研究的方向 二.研究的范围 三.资料搜集的范围 四.预期研究成果 通常在确定题目之後就开始找资料从事研究，建议在找资料之前最好去问教授有哪些参考资
Unit One a Management consultancy: 管理顾问Schedule 制定计划 Specify 详细说明Allocate 分配，配给，分派为特定目的而拨出；指定Static 固定的static job Dynamic (工作)效率高的 Approach v.tr 着手开始处理或工作Screen初选，遴选 Abreast adv. 并肩地, 并排地（keep abreast of… 随时了解） Performance 表现；业绩；Re-align 重新调整；采用新的工作安排Prescribed 指定的Specification 详细说明书；规格 Initiate 开始展开最初的工作；开Peak occupancy 客流高峰时宾馆饭店的住房率Undertaking n. 任务；承担的任务；事业Incidental 附带的 Revise 修正, 修改Managerial adj.管理的 Leisure group 娱乐业公司Recommend推荐, 介绍Perception （对于某事物的）理解，见解，看法Motivate激励 Assign分配, 指派Attribute某人某物的属性或特征Expectation期望（指商业活动中的既定目标）Explicitly明白地, 明确地 In terms of根据, 按照, 用...的话, 在...方面Compatible谐调的, 一致的, 兼容的In-company training 企业内部的培训（通常以在职的方式进行）
Unit One b Start-up （项目的）启动；（公司或企业的）创建 Hierarchical等级制度的Entrepreneurial 与企业有关的Responsive （常与to连用）反应的；表示回答的；易反应的 Ever-increasing 前所未有的Sizeable相当大的, 大的Inherent固有的, 内在的Define定义, 详细说明Standardization标准化Sequential连续的, 有顺序的Authority （上级赋予下级的）职权Motivation （促使员工工作的）动力Hamper妨碍, 牵制Flexibility弹性；灵活性Complex复杂的Complexity复杂(性) Co-ordinate（使）互相配合；（使）协调，调整 Fast-cycle （经营）快速运转的Decision-maker 决策者 Real-time 实时的Evaluate 评估 Refine 使……达到最佳状态Monitoring监视；控制；监测On behalf of 代表Accomplish 完成Departmentalize把...分为各部门Back-up备份；支援 Suitability合适, 适当, 相配, 适宜性Sufficiently 十分地, 充分地Ambiguity 含糊, 不明确Highlight 说明 Implement 贯彻；实现；执行Clarify澄清, 阐明 Pilot试验性的；为将来的发展做尝试性范例的Productively：有效地Commute每天（乘火车）往返上班；定期往返于两地间
BEC Highe核心词汇整理 Live up to不辜负；demanding post要求职位；feel up to觉得可以对付，感到可能性Drop in （口语）（有选择的加入，愿意（或决心）参加； disorientated 不知所措的，迷失方向的； Underperform vt. （股票等）运作差于（一般市场价格）vi 表现不佳，工作不如预期Out-of-date过时的Dimensions规模，大小 Premises/ ' prem经营场址 Eye-ope ning令人瞠目结舌的，使人开眼界的，有启发性的 Draw up 草拟，起草，停住 Working practices 常规的做法，工作实践 Autocratic 专制的，独裁的 Boutique 精品店 Inroads 损害，得手，侵犯，消耗 Margin 边缘，利润，余裕 Enlightened 开明的，文明的，进步的，被启发的 Uphill 上坡的，向上的 Turnover 翻覆，营业额，流通量 Sectionalized flow 将流 Assign分配，指配 Araft of 大量 Piecework 计件工作 Aggrieved 受委屈的，愤愤不平的，权利受到不法侵害的
Popper 爆破者，爆玉米花用具 Cholesterol 胆固醇 Waffle iron 蛋奶烘饼烤模 Unleash 发出，发动，放开 Spin旋转 Eject 吐出，排出 Leftover 剩余物，残存物，吃剩的食物Presider （会议的）主席，主持者Promenade 散步 Stroll 散步 Elitism 高人一等的优越感 Urbane 有礼貌的，彬彬有礼的 Premium 奖金，保险费，额外费用 Segment 部分，部门 Premium shoes 保费鞋 Nonproprietary 非专属的 Outlet 出口，销路，批发商店 Sizable相当大的，大小相当的 Distribution （商品的）经销，推销，销售量Distribution channel 分销渠道，销售渠道Vulnerable 易受攻击的，易受伤害的，有弱点的
商务英语词汇大全analysis n.分析，分析结果的报告 abroad adv.在国外，出国，广泛流传analyst n.分析家，化验员 absenee n.缺席，离开annual adj.每年的，按年度计算的 absent adj. 不在，不参与annual general meeting （AGM ）股东年 会 absenteeism n.（经常性）旷工，旷职an ticipate v.期望 absorb v.吸收，减轻（困难等）作用或影响an ticipated adj.期待的 abstract n.摘要appeal n.吸引力 access n.接近（或进入）的机apply v.申请，请求；应用，运用 会，享用权v.获得使用计算机数据库applica nt n.申请人 的权利application n. 申请，施用，实施accommodatio n n. 设施，住宿appo in tee n. 被任命人 accountn. 会计账目appraisal n. 估量，估价 acco untancy n.会计工作appreciate v. 赏识，体谅，增值 acco untant n. 会计appropriate v.拨出（款项） accounts n. 往来账目approve v. 赞成，冋意，批准 account for 解释，说明aptitude n. 天资，才能 acco unt executive n. （广告公司）客户经理arbitrage n.套 accruals n. 增值，应计arbitrati on n. 仲裁 achieve v.获得或达到，实现，完成arrears n.欠账 acknowledge v.承认，告知已收到（某物），assemble v. 收集，集合 承认某人assembly line n. 装配线，流水作业线 acquire v. 获得，得到assess v.评定，估价 acquisition n.收购，被收购的公司或股份asset n.资产 acting adj.代理的curre nt asset n. 流动资产 activity n.业务类型fixed asset n. 固定资产 actual adj.实在的，实际的，确实的frozen asset n. 冻结资产 adapt v.修改，适应intan gible assets n. 无形资产 adjust v.整理，使适应liquid assets n. 速动资产 adm ini strati on 实施，经营，彳亍政tan gible assets n. 有形资产 administer v.管理，实施assist v.援助，协助，出席 adopt v.采纳，批准，挑选某人作候选人audit n.查账，审计 advertise v.公布，做广告automate v.使某事物自动操作 ad n.做广告，登广告average n.平均，平均水准 advertisement n. 出公告，做广告aware ness n. 意识；警觉 advertis ing n.广告业backing n.财务支持，赞助 after-sales service n. 售后服务backha nder n.贿赂 agenda n.议事日程backlog n.积压（工作或订货） age nt n.代理人，经纪人bad debt死账（无法收回的欠款） allocate v.分配，配给balanee n.收支差额，余额 amalgamation n.合并，重组bala nee of payme nts n. 贸易支付差额ambition n.强烈的欲望，野心bala nee sheet n. 资产负债表 amortize v.摊还ban krupt adj. 破产的 analyze v.分析，研究ban kruptcy n. 破产
Day 2 1 conduct stock business从事股票业务 2 adventurer n. 冒险家 3 adventurous adj. 喜欢冒险的 4 adverse 有害的；相反的 5 be adverse to the interest of the company 损害我们公司利益 6 adverse trade balance贸易逆差 7 adverse balance of payment收支逆差 8 adversity n. 逆境 9 advisor n. 顾问 10 advisory adj. 顾问的 12 affluent natural resources丰富的自然资源 13 affluent customers 富足的客户 14 run afoul of 与****纠缠，与***发生冲突 15after sale service 售后活动 16 against all risks 保全险 17aged debtor长期债务人 18 at the top of the agenda 当务之急 19 set the agenda 决定事情轻重缓急 20 real estate agent房产经纪人 21 air time 广播时间 22 commemorative album纪念册 23 be on the alert to 对，，，警惕 24allotment 分配，配置 25salary allotment 薪酬分配 26 allotment letter 分配股息通知单 27 capital allowance 资本减免 28 alongside delivery 船边交货 29 alternate director候补董事 30 alternate accountant 备选账户 31amalgamate v. 合并amalgamate with B 32 amalgamator 合并人 33 assets amalgamation 资产合并 34amass v. 积累amassment n. 积蓄 35 amass funds 积累资金 36 amenity n. 舒适；礼仪；愉快；便利设施 37 offer contemporary amenity 提供所有现代设施 38 amortise vt. 分期偿还账务 偿还费用/贷款/债务amortise the cost/loan/debt 39 amount declared 申报金额 Amount deposited 储存金额 Amount of discount 贴现额 Venture capital analyst 风险投资分析师 40 annual budget 年度预算
最新最全 BEC高级英语词汇大全(带音标速记版) (共200个) 2018.11 1.intangible asset[?n?t?nd??b?l ??set] n. 无形的资产 【助记】tangible 有形的，切实的；tangible asset 有形资产、intangible asset 无形资产 2.fringe benefits附加福利 【助记】Fringe n.adj.边缘（的）；附加的；穗、刘海；v.加穗于 3.currency[?k?r?nsi] n. 货币；通用 【助记】谐音；可润色（经济）的是货币 4.contribution[?k?ntri?bju:??n] n. 贡献；捐款，捐献物；投稿 【助记】contribution 贡献 contri-contry国家 bu-build 建设最后+tion。为国家作贡献 5.chart[t?ɑ:t] n. 图，图表；海图 【助记】ch（谐音：查）art（艺术）。图表是可以查看的艺术。 6.charge[t?ɑ:d?] vt. 索价；指控；指责；给…充电 【助记】费用、索费；电荷，充电；命令；指责；控告 7.candidate[?k?ndidit] n. 候选人；投考者；求职者 【助记】can did ate 能做（能）吃的候选人 8.bond[b?nd] n. 联系 【助记】绑的——绑在一起就是联结、联系的意思 9.black list[bl?k list] 黑名单,沉船登记簿，禁止贸易的名单 【助记】bench+mark 椅子+记号，在椅子上刻个记号作为基准 10.benchmark['bent?mɑ:k] n. 基准点, 标准检查程序, 参照点 vt. 检测(竞争对手的产品以比较和改进自身产品)
Module 1 1.1Way of Working Regular hours 正常工作时间Flexible hours弹性工作时间Freelance n.自由职业 Tele working n.电子办公 Job-share vi./n.分担工作（制）Job-sharing n.分担工作 Shift work 轮班工作 Part-time n.兼职 Temping n.临时工 Consultancy n.咨询公司Specialist advice n.专业咨询Flextime n.弹性工作时间Hotdesking n.办公桌轮用 Office gossip n.办公室小道消息Office news n.办公室新闻 Credit n.赞扬，功劳 Managing director 总裁Brainpower n.智能 Worst-case adj.做最坏的打算Scenario n.事态 Full-time adj.全日制的 Delegate vt.分派工作，授权Availability n.利用可能性 Job-sharer n.与人分担工作的人Parental leave adj.父母假，育儿假Distraction n.让人分心的事Contact n.人脉 Case-load n.工作量 Daily log 日志 Voice mail 语音信箱（邮件） Self-organization n.自我组织能力Disruptive n.造成混乱的 1.2 Making Contacts Trade fair event 商品交易会 Coffee break 工间咖啡休息时间Drinks evening 晚间酒会 Coaching event 专项体验训练活动Network vt/vi. 建立关系网络Networking n.建立人际网，关系网Maximize vt.最大限度的使用，发挥Socializing n.参与社交交际Corporate world 商界 Useful contacts 有用的人际关系 Co-chair联合总裁 Networking event 牵线搭桥的联谊活动Locals n.当地人 Be spread out 分散在各地 Internal communication 内部交流Post-it note 便条 1.1~1.2 Temp n.临时工 Local newspaper 当地报纸 Journalist n.记者 Permanent job 固定工作 Qualified adj.有资格的 Temporary job 临时工作 Business section （报刊）商务板块Bad experience 令人不快的经历 At the moment 目前 Special event （体赛、演出）大型活动Promoter n.承办人，赞助商Orchestra n.管弦乐队 Band n.管乐队 Solo n.独奏 Formal dress 礼服 Hire n.出租 Product development 产品开发Venus n.维纳斯 Beauty salon 美容院 Make up specialist 美容专家Assistant manager 副经理 Jasmine 茉莉花 Flower expert 花卉专家 Sales representative 销售代理Operator n.运营公司 Specialist holiday operator Premier adj.首要的，首位的 Hotel chain 连锁酒店 Car hire 汽车出租 Chauffer n.专用司机
使用方法： 1。不要直接背书，先背这篇帖子里的词汇（容量不是太大，花点功夫，几天就可以搞定），你马上就会觉得做商务英语的练习轻松多了。 2。对照听力课上课笔记复习，边背单词边复习上课内容和商务知识。 3。在此基础之上，再去背词汇书，进一步作词汇扩展，这样循序渐进，是比较高效率的做法。 4。加黄色高亮的词汇是在BEC真题中考到过的 5。特别要关注小V在词汇后面标注的相关真题信息和解释。 6。做真题中的相关练习，进一步巩固。 于是就大功告成啦！！！ A abroad adv. 在国外，出国，广泛流传 absence n. 缺席，离开 absent adj. 不在，不参与 absenteeism n. （经常性）旷工，旷职 absorb v. 吸收，减轻（冲击、困难等）作用或影响 abstract n. 摘要 access n. 接近（或进入）的机会，享用权 v. 获得使用计算机数据库的权利 accommodation n. 设施，住宿 account n. 会计账目 accountancy n. 会计工作
accountant n. 会计 accounts n. 往来账目 account for解释，说明 account executive n. （广告公司）客户经理 accruals n. 增值，应计 achieve v. 获得或达到，实现，完成 acknowledge v. 承认，告知已收到（某物），承认某人 acquire v. 获得，得到，企业兼并（中级段子题里考过，是常见的企业与企业之间的业务合作模式） acquisition n. 收购，被收购的公司或股份 acting adj. 代理的 activity n. 业务类型 actual adj. 实在的，实际的，确实的 adapt v. 修改，适应 adjust v. 整理，使适应 administration n. 实施，经营，行政（中级段子题考过，相关词组有administrative system，公司行政体系） administer v. 管理，实施 adopt v. 采纳，批准，挑选某人作候选人 advertise v. 公布，做广告 ad n. 做广告，登广告 advertisement n. 出公告，做广告 advertising n. 广告业 after-sales service n. 售后服务 agenda n. 议事日程 agent n. 代理人，经纪人 allocate v. 分配，配给（利润、预算等）高级段子题考过 amalgamation n. 合并，重组 ambition n. 强烈的欲望，野心 amortize v. 摊还
BEC中级考试词汇大全 A abroad adv. 在国外，出国，广泛流传absence n. 缺席，离开 absent adj. 不在，不参与 absenteeism n. （经常性）旷工，旷职 absorb v. 吸收，减轻（冲击、困难等）作用或影响abstract n. 摘要 access n. 接近（或进入）的机会，享用权 v. 获得使用计算机数据库的权利accommodation n. 设施，住宿 account n. 会计帐目 accountancy n. 会计工作 accountant n. 会计 accounts n. 往来帐目 account for 解释，说明 account executive n. （广告公司）客户经理 *accruals n. 增值，应计 achieve v. 获得或达到，实现，完成acknowledge v. 承认，告知已收到（某物），承认某人 acquire v. 获得，得到 *acquisition n. 收购，被收购的公司或股份acting adj. 代理的 activity n. 业务类型 actual adj. 实在的，实际的，确实的 adapt v. 修改，适应 adjust v. 整理，使适应administration n. 实施，经营，行政 administer v. 管理，实施 adopt v. 采纳，批准，挑选某人作候选人 advertise v. 公布，做广告 ad n. 做广告，登广告 advertisement n. 出公告，做广告 advertising n. 广告业 after-sales service n. 售后服务 agenda n. 议事日程 agent n. 代理人，经纪人 allocate v. 分配，配给 amalgamation n. 合并，重组 ambition n. 强烈的欲望，野心 *amortise v. 摊还 analyse v 分析，研究 analysis n. 分析，分析结果的报告 analyst n. 分析家，化验员 annual adj. 每年的，按年度计算的 annual general meeting （AGM）股东年会 anticipate v. 期望 anticipated adj. 期待的 appeal n. 吸引力 apply v. 申请，请求；应用，运用 applicant n. 申请人 application n. 申请，施用，实施 appointee n. 被任命人 appraisal n. 估量，估价 appreciate v. 赏识，体谅，增值 *appropriate v. 拨出（款项） approve v. 赞成，同意，批准 aptitude n. 天资，才能 *arbitrage n. 套利 arbitration n. 仲裁 *arrears n. 欠帐 assemble v. 收集，集合 assembly-line n. 装配线，流水作业线 assess v. 评定，估价 asset n. 资产 current asset n. 流动资产 fixed asset n. 固定资产 frozen asset n. 冻结资产 intangible assets n. 无形资产 liquid assets n. 速动资产 tangible assets n. 有形资产 assist v. 援助，协助，出席 audit n. 查账，审计 automate v. 使某事物自动操作 average n. 平均，平均水准 awareness n. 意识；警觉 B backing n. 财务支持，赞助 backhander n. 贿赂 *backlog n. 积压（工作或订货） bad debt 死账（无法收回的欠款） balance n. 收支差额，余额 balance of payments n. 贸易支付差额 balance sheet n. 资产负债表 bankrupt adj. 破产的 bankruptcy n. 破产