I've just moved from a company with a very strict hierarchy to a fast-growing software company and it's been hard coming to terms with the changes. I mean, don't get me wrong, I enjoy my new job a lot more. I have a lot more responsibility now and everything's done in project teams and managed by objectives. The one thing I do miss however, is that now, once a project's running, the team's pretty much on its own and left to solve any problems by itself. Before, there was always a superior I could turn to for help, and to be honest, I'd be much happier if that were still the case. Especially when you're starting a new job, having someone to talk to can make things a lot easier.
I produce technical documents, you know, user's manuals and that sort of thing nothing creative, I'm afraid. Our team's responsible for its own work schedules. And as long as everything's finished before the machine's shipped, it's up to us when we do it. So you'd think with e-mail and everything, we'd all be able to work from home or come and go as we please but that's not the case. Unfortunately, it's a very conservative company so everyone's still clocking in and out at the same time. I suppose the managers have always worked a routine nine to five and just can't imagine anything else being possible.
I'm an IT consultant and I'm working for a small leisure group on a one-year contract. So I'm travelling around Europe a lot, which I know sounds very glamorous, but it's just a case of jetting in, fixing a hotel's computer and then jetting out again. It also mean I'm on call and work very … shall we say ‘flexible' hours, including many weekends. Oh and I'm also responsible for the website, which I work on from home. What I miss is support from colleagues, you know, being able to discuss problems or things like the latest technology with other IT professionals in the same job. So, yes, it's definitely the social side of my job I'd like to improve.
Well, I'm a temp and I'm working as a PA for a law firm in London just now. It's a medium-sized firm that's growth quickly so its organisation is very much like that of a smaller company. OK, I know it's unreasonable to expect a definite job description I mean, if something needs doing, then I think whoever's available should do it. But I'm already responsible for managing the diaries and correspondence of two senior managers, so when the telephone's ringing all day and people keep asking me to photocopy reports or even make them coffee, it just becomes impossible to get anything done.
I work for the UK subsidiary of a Japanese company and it's very Japanese in terms of the way it's run. I've just got a new boss, who's come over from Japan. We seem to be getting on pretty well at the moment he always has time for me and gives me lots of support. The only thing is, I don't really have a huge say in what I do which is all right but sometimes it would be nice to be able to show a bit of initiative. Our work processes are totally standardized as fixed routines, which I don't mind. It's just that I always have to consult him before I can make even the smallest alteration to any job of any sort.
I = Interviewer N = Neil
I So, Neil, why did BT decide to introduce Options 2000?
N Well, we started looking at flexible working back in 1993. And subsequent staff surveys showed that 96 per cent of our office-based staff wanted to work at home two or three days a week. We thought about how we could respond to this and soon realised that flexible working was very much a win-win-win situation. It's a win for technology, using our own products and practicing what we preach. And of course, it reduces BT's office space and cuts costs. But I think the real driver for change was accepting that our people wanted to work differently.
I Right. And how many of them will actually end up working from home?
N Our target's 10,000 by the end of the year.
I 10,000!
N Yes, that's out of about 55,000 office-based staff.
I And what effect has this had on company structure?
N Well, the company's been organised around business units for some time now. It used to be very much departmentalised, with work being done in series, you know, passed from one department to the next. But product life cycles are a lot shorter nowadays for the Internet, say, it's less than 6 months even. So people come together for a specific purpose and then go off to join new projects when the job's done.
I So, these organisational changes must have had quite an effect on BT's culture.
N Well, as I said, we've been developing a project-oriented culture. So, people now are paid for what they actually do and not for sitting at a desk from nine to five. But the really fundamental change is that we've become a lot more collaborative, both internally and in our dealings with partners and clients. And people are, of course, now getting used to working on several teams at once, which means they tend to get a lot more variety in their work as well.
I Yes. And how about the technology? How do you help your teleworkers cope with it?
N Well, people working from home have, I suppose, had to become more independent about coping with technology. But our corporate intranet is the largest in Europe and we've invested a lot of time and money in making sure there's enough on-line support for anyone using it. Oh, and there is some training
available, of course.
I And what's been the impact so far?
N Well, it's difficult to say whether productivity's risen or not. But surveys show that since people have had access to work 24 hours a day, they've been working a lot longer days. In fact, we've just implemented a new training programme to help managers recognise this and deal with the situation. Because although some people might produce their best work under this kind of pressure, it's certainly not the case for everyone.
I Was that one of the challenges when implementing the programme?
N Yes, as was getting the general concept over. We've also had to adapt to the diversity of our flexible workers. It's not unusual, say, for 400 of them to be on the intranet at midnight.
I Midnight? N Yes. I So, what happens when these people need stationery or when their computer crashes?
N We've had to develop 24-hours, 365-day-a-year support services. I'd say that was probably our toughest challenge, actually.
I And how have people adapted to working in these virtual teams?
N Well, so far, very well. New teams usually meet at the start of a project. Of course, you can always find out about the other team members on the company intranet even before you meet them. After the first meeting, most communication is then done by e-mail, so we've had to work out guidelines on how to use e-mail, so we've had to work out guidelines on how to use e-mail more effectively. At the start we experienced some difficulties with people circulating far too much irrelevant information. And, of course, there's always one or two people who resist any form of change whatsoever.
I And finally, how do you see the future of the office itself?
N Well, I think flexible working's bound to increase but there'll always be a place for the office. There'll always be a need for face-to-face contact because even teams working remotely still need to get together every now and again to refocus. Being tied to the desk, however, is history. In future, mobile personal information systems will have all the tools we need for our jobs. The days of putting bits of paper in drawers are definitely numbered, I'm afraid.
新编剑桥商务英语高级学生用书Unit 2A
R = Richard K = Katie
R Now, Internet stocks. They were going through the roof earlier this year until they ran into their recent difficulties. So the question is: has the bubble finally burst? Our technology correspondent Katie Johnson joins me in the studio. So Katie, first of all, what drove these prices up so high in the first place?
K Well, all the hype about the Internet would have attracted some investors looking for a quick profit but I think the real driving force has been the fact that demand has far exceeded a limited supply. There were only a handful of Internet share offers last year, so opportunities to jump onto the Internet bandwagon have been very limited.
R And all this is despite the fact they're far from what you'd call a safe investment.
K Absolutely, yes.
R But what about good old profits? Do they match the performance of the share prices?
K Well, this is what's so fascinating. Take https://www.doczj.com/doc/ad18937468.html,, for example, the Internet bookseller. They have a market value of $18bn, turnover in excess of $1bn, and yet they haven't even reached the break-even point. Apart from a couple of companies, such as Yahoo! And America Online, most of them are a long long way away from making any kind of profit whatsoever, never mind the huge profits everyone's hoping for.
R So why on earth is everyone so keen to invest in them?
K Well they're very trendy, and of course there's always the brand factor, which is another reason. Companies like Yahoo! And America Online now enjoy incredibly high brand awareness. But the real attraction is the tremendous potential for future revenue, particularly from advertising. Yahoo! Already has 144 million page hits a day and nearly 2,000 advertisers. And with Internet usage expected to double within five years, advertising spending is bound to increase.
R But then how do analysts value these companies?
K Well, it's not easy. They have few assets in the traditional sense and they all show phenomenal growth in terms of turnover, so analysts are having to rely on alternative yardsticks to compare them.
R Such as?
K Such as things like audience reach. Lycos, another search engine like Yahoo!, saw its shares jump by more than a third recently when figures came out saying it reached 45 per cent of all home Internet users.
R So, let's turn to the recent collapse in these share prices. Has the bubble finally burst?
K Well, we were due a sell-off, so it's not surprising that shareholders took advantage of the recent sharp rises. But I think what's really depressed prices is the flood of Internet companies that have floated recently and saturated the market with their hares. It seems that supply and demand are now leveling out. In fact, several companies have even seen their shares slide below the offer price. So, yes, enthusiasm does seem to be cooling.
R Well, it seems to me that anyone investing in Internet shares is in for a bit of a rollercoaster ride. So just why I the market so volatile?
K Well, it's a very young market, don't forget. And many companies have been listed for only a couple of months. Also, a lot of people who invest in these stocks actually use the Internet to trade on-line. Without the broker's commission, they can afford to buy in and out of stocks several times a day. This makes the market very sensitive to any breaking news. And I think it's this responsiveness which makes it so volatile.
R So, Katie, the big question. What's the market going to do next?
K Well, Richard, that's the million dollar question, isn't it? Some of the prices being paid do reflect the value of these companies so I can't really see prices falling much more. And although confidence will return, enthusiasm is cooling so don't expect to see prices soaring in the near future.
R So how do you see the future for companies in this sector?
K Well, I think the sector's going to see lots of consolidation activity as the bigger players look to buy talent and market share. Lycos, for example, has just acquired HotBot, one of its rivals. We'll also see one or two large established non-Internet companies looking to enter the market. The giant German publisher Bertelsmann, for example, has just entered into a joint venture with US bookseller Barnes and Noble to challenge Amazon's dominance on the Net. And if the Internet continues to grow like it is, then a few of these companies are bound to see substantial returns on their investments.
新编剑桥商务英语高级学生用书Unit 2B
Good afternoon, ladies and gentlemen. I'm Steve Brown from the Zeneca Public Affairs Department. I'm here today to tell you a little bit more about the merger between Zeneca and the Swedish pharmaceuticals company Astra. So, first of all, the boards of Astra and Zeneca have announced that there is to be an all-share merger of the two companies. The new company will be called AstraZeneca. I'll begin by going through the rationale for the merger and listing some of its benefits. Then I'll go on to give some details about the new board and talk about the financial effects of the merger. And finally, I'll give a brief summary of the terms, including details about dividends and so on.
The merger is a natural step for both partners as they both share the same science-based culture as well as a common vision concerning the future of the industry. The benefits of this move are many. To begin with, the merged group will have an enhanced ability to create long-term growth and increased value for its shareholders. Furthermore, it'll be able to deliver the full potential of its existing and future products through the joint strength and worldwide presence of its global sales and marketing operations. In fact, based on the joint pharmaceutical sales for last year, the AstraZeneca group will be the third largest pharmaceutical company in the world.
The combined strength of the two R&D functions will also ensure an excellent basis for innovation-led growth. With a combined R&D spend of nearly $2bn, AstraZeneca will one of the largest R&D organizations in the world, which will mean that the company will also be of great interest to academic institutions and biotech companies seeking partners for their research programmes.
At a strategic level, management is hoping that the merger will create sizeable operational efficiencies by restructuring areas of duplication. It has been calculated that synergies resulting from the merger could lead to cost reductions of over a billion dollars within the next three years. Although this sounds like a somewhat optimistic figure, we are quite confident that it can be achieved through streamlining the workforce, particularly in areas like administration and a restructuring of the two sales operations.
Moving on to the board now, the board of AstraZeneca will be drawn equally from the two companies, with Tom McKillop, the Chief Executive, running the company along with his executive team. The board will be headed by Percy Barnevik, the non-executive Chairman, whose job it will be to check that strategy and policy are periodically reviewed and agreement is maintained. The two deputy Chairmen, Sir David Barnes and Hakan Mogren, both have extensive experience of the pharmaceutical industry and business in general. They will be available to advise and support the Chief Executive as necessary.
新编剑桥商务英语中级学生用书Unit3B Cash Flow
B:so,steve,how ‘s the cash flow situation ?any better?
St:not really,no.the more we sell ,the less cash we seem to have.
B:yes,I know.it’s called over-trading.you’re going to have to figure our a quicker way of turning those sales into cash.
St:but now ,Barbara?that’s the question.
B:well,did you think any more about offering early settlement discount
St:oh,yeah,we talked to most of our customers about it.they sounded quite interested.it seems that if we offered a 1%dicount .about half our customers would pay in ten days.
B:well,that would make a big difference to cash flow.
St:but if we offer 2%,three quarters of our customers will pay within ten days B:that’s great.so why don’t you do it?
St:oh come on,Barbara.our margins are small enough already.i don’t see how we can afford to offer discounts.if we gave a 2%discount ,we’d lose thousands of dollars every year.
B:do you know how much exactly?
St:well ,on average monthly sales of $25,000,it’d cost us over four and a half thousand a year.
B:what if you offered 1% and half your customers used it?
St:well.that’d cost us about 1,500 a year.that’s a lot of money.barbara.
B:but don’t forget your fianancing costs.steve.financing your cash flow gap means you’re paying the bank almost $3000 a year in interests.i worked out that if you offered the 1%discount ,you’d save almost a thousand on financing costs. St:so that you’re saying is the real cost of the discount would only be $500 more?
B:that’s right.and your cashi flow for the month would increase by over $8000.and with the 2%discount ,you’d have an extra 16000 a month.
St:wow.that much?we could really use that extra cash.steve.
B:hmm.i still think 2% is too much.
St:then why don’t we offer 1%?
B:mmm Barbara?
St:well,it’s not my decision.but if I were you steve.i’d really think very seriously about offering an early settlement discount.
B:ok.ok .i get the point.if it really can make that big difference .we’ll give it a try.
新编剑桥商务英语高级学生用书Unit 6A
I = Interviewer G = Goran Nilsson
I And now to IKEA. The Swedish furniture retailer has just reported turnover of 56 billion Swedish kroner from its 150 stores worldwide. Now, IKEA puts its success down to corporate culture. So with me today to explain the secret of IKEA's culture is Managing Director of IKEA UK, Goran Nilsson. Good morning, Mr. Nilsson.
G Good morning.
I Now is every IKEA store really exactly the same?
G Well, in terms of culture they're pretty well uniform. Although our culture will naturally bond with the local culture to some extent, our core values such as simplicity and cost-consciousness are valid in all cultures. So we don't need to adapt the way we operate to run our stores. And as for products, although we make some minor adaptations to suit local tastes, we produce exactly the same catalogue in all 28 countries.
I And where do these values originate?
G It all goes back to Sweden in the 50s and 60s. IKEA's founder, Ingvar Kamprad, started the company at a time of democratic and social change …
I Are IKEA's values those of its founder, then?
G Well, they have evolved over the last 57 years, of course, but I think our mission statement 'A better life for the majority of people's still very much reflects the spirit of those early years. Having said that though, I think Ingvar's ability to relate to a co-worker in China today would be pretty limited, thought.
I You mentioned China. How does IKEA cope with such diversity amongst its employees?
G Well, funnily enough, I've been working for IKEA for 15 years in Sweden, Italy, Canada, the USA and what's struck me most is how much we have in common. People may interpret certain concepts such as responsibility and freedom differently but our core values such as humbleness exist in every country.
I So, what are the advantages of such a strong corporate culture?
G They're tremendous. For one, there's a real bond between our operations around the world. It's easy to transfer across borders because you know the values will be exactly the same. And from a marketing and positioning point of view it's very advantageous as well. But the real pay-off is that it makes IKEA unique. You can clone our products and our store concept but not our culture. It takes years to build and it has to be maintained daily.
I But how do you educate 40,000 workers?
G We begin by making sure people understand the values. That's why the IKEA Way seminars are so vital. All managers attend them and then it's their responsibility to pass the message on. Corporate culture also figures in meetings …
I Do you use educational videos and brochures as well?
G Videos and brochures are helpful tools but only if used in conjunction with 'walking the talk' and discussing values with management. We have various initiatives which regularly provide co-workers with the opportunity to participate and contribute to these discussions.
I So, does culture affect IKEA's recruitment process?
G It has a major impact. Although it's important for us to get highly-skilled people into the company, we're not interested if there's a conflict of value systems. Anyone expecting a flash car or status symbols has no future with us. Recruitment at IKEA's an extensive process, based on judgements about a candidate's value systems and attributes. We can add retail skills, no problem, but it's tough to change someone's mindset.
I Does that go for career advancement too?
G Yes, it does.
I So Swedish managers will always have more chance of promotion then?
G We find that many Scandinavians identify more easily with our culture but there is no written or unwritten rule concerning the nationality of senior managers. It would be impossible, however, for anyone to advance within IKEA without wholly understanding and buying into the company's philosophy and culture. So managers are encouraged to visit Sweden and learn the language etc. and management inductions include at least one week in Almhult, where the company began.
I And finally, Ingvar Kamprad stepped down as President in the mid-80s, replaced by Anders Moberg. What effect did this have on the development of IKEA's culture?
G Both Moberg and our current Chief Executive, Anders Dahlvig, worked closely with Kamprad for many years and have a deep knowledge and understanding of Kamprad's original vision and philosophy. Naturally, IKEA is different today than it was 10 years ago, primarily because it is three times bigger and has entered many more diverse and challenging markets. But our values and mission to provide quality,
affordable products for the majority of people remain very much in situ.
Lesson 1 Section one News item 1 A. b,c,d B. 1c,2d,3b,4a News item 2 A. b B. running behind News item 3 A. d, B. 1.president,had died in a plane crash 2.ruling,130 3.Foreign Minster,47 4.Portugal,1975 5.Prime Minister,9,transitional Section two A. FTFFF B. C,C,B,A,D,B,C,B C. 52,hospital director,married,good,US Air Force Hospital,Wiesbaden, W.Germany,this moring,undertermined,U.S.A D. 1.precisely,freedom 2.take up,reporters,six-mile jog 3.evaluation,had coped extremely well 4.evidence,tortured,physically ab used Section three A.1.Most Chinese thoughtt mao tsetong as a very good poet,according to the speaker. 2.poetry was considered abysmal because of the restriction of publicatio n during the ten years of the cultural revolution. 3.leaders in china,as well as in the east,are expected to be accomplished p oets. 4.it is about getting rid of a disease that was a plague in china. 5.willis barnstone is a professor of comparative literature at Indiana unive rsity in Bloomington. 6.mao’
商务综合英语课程教案 授课时间第周星期第节课次 授课方式（请打√）理论课√讨论课□实验课□习题课□其他□ 课时 安排 6 授课题目（教学章、节或主题）： Unit 10 customer service Teaching objectives and requirements(教学目的、要求): Students arerequired to 1．Master economic vocabulary in customer care and service; 2．Be familiar with ways of dealing with customer complaints； 3．Get to know some best techniques for dealing customer complaints; 4. Learn the skills of dealing customer complaints. Teaching highlights and difficulties(教学重点及难点)： Highlights: 1.grasp ways of dealing with customer complaints. 2.master economic vocabulary in customer care and service. Difficulties: 1.understand the various methods to solve customer complaints. 2. express themselves more freely on the theme after doing a series of theme-related reading, listening, speaking and writing activities; Time allotment(教学时数)： 6 Periods Teaching method(教学方法)： 1.Group Discussion 2.Exemplification and demonstration； 3.Task-based teaching 4.Teams-based Cooperative Learning References(参考书目)： 1.科顿，法尔维等编，体验商务英语综合教程4，《体验商务英语》改编组改编，高等教育出版社， 2.马斯库尔，海特勒著，体验商务英语教师用书4，《体验商务英语》改编组改编，高等教育出版社， 3.蒋景东著，常用商务英语词典，浙江大学出版社，2012,5. 4.（英）帕金森编著，牛津英汉双解商务英语词典，华夏出版社，2011
Unit 6a Reporting Results 第六单元a 报告业绩 Annual Report 年度报告 A 我们目前正实施的资源增效计划所创造的利润基本抵消了罢工及不利汇价造成的损失，这种成本绩效的改进，实现了高达1亿英镑的业绩。另外一个收人来源是最近我们出售了独家拥有的子公司迪诺克斯。 B 公司稳步发展，税前利润和例外项目上升到5.96亿英镑。公司业绩良好的一个特点仍然还是严格的现金管理制度。投资的增加给公司带来了压力，但资产负债表显示，尽管有3.46亿英镑的支出，净现金收入还是达到了32亿英镑。 C 贸易额增长了4.5%，与近几年相比有了大幅度的提高；营业额提高了3%。去年底完成的结构重组计划，使经营利润也同时增长。这一项目虽然成功、但也使净现金减少到4.72亿英镑。 D 去年我们的主要业绩是收购了一家特色化工制品公司。这一投资以及已经制定的资产出售计划。将使公司的经营范围更加合理。由于公司非核心业务经营业绩不佳。交易利润下降了7%，证明我们目前所采取的行动是合理的。 Unit 7a Health and Safety 第七单元a 卫生与安全 5 STEPS TO RISH ASSESSMENT 风险评估的五个步骤 风险评估就是对工作中可能导致人身伤害的潜在危险进行周密极查，以此判断是否已经采取了足够的防范措施或者是否应该增加其他措施以防止危害发生。风险评估的目的是保证没有人受到人身伤害或者得病。事故和疾病可能夺去人的生命，而且，如果产量减少、机器被毁、保险费用增加或者需要打官司，还会影响到公司的业务。 进行风险评估时需要判断的重要事项包括：判断事故隐患是否重大，是否采取了适当的防范措施以把危害减到最小。 如果你的公司规模很小，井且你自信熟悉风险评估这项工作，你可以进行自我评估，或者，你也可以让有责任心的员工、安全事务代理人、安全员来帮你做这项工作。如果你自己没有把握，可向地方健康和安全监督员咨询。但切记：你有责任保证防范借施充分落实到位。 第一步 在你的工作场所周围巡视一遍，重新检查有什么可能引起伤害的潜在危险。忽略无关紧要的细节，把注意力集中在可能引起重大伤害或可能伤及群休的重大隐患上。向你的员工或员工代表了解他们的想法。因为他们每天身临工作场所，每天都在工作，他们可能已经注意到了一些井不是一目了然的情况。 第二步 把那些并不始终在工作场所的人员也考虑进去，比如清洁工、承包人以及维修人员。那些到访的公众也要考虑进去，他们也有可能因为你们的生产活动而受到伤害。 第三步 即使采取了充分的防范措施，仍然还会有危险存在。你需要对每种重大隐患作出判断：现存的危险是否重大，一般还是很小。首先，要考虑是否已经做了法律要求你必须做的一切。再想一想普遍接受的行业标准是否适宜。但不要就此而止，还要再为自己考虑一下，因为法.律规定你必须采取合理措施以保证工作场所的安全。切记：你的目的是通过增加必要的防范措施来减少安全隐患。 第四步 如果你的员工少于5人，就不必采用书面形式记录下来；但如果你有5个或5个以上的员工，就必须把评估的主要结果记录下来。也就是说要把那些较为重大的隐患写下来，并把最重要的发现结果记录在案。你应该保存这一书面材料以备将来参考。如果监督员来查询你的防范措施或者如果你卷入了一场民事责任诉讼，这份材料对你就特别有用。这份材料还能够证明你已经按照法律行事了，而且它还可么提醒你密切关注具体事务或者引起你优虑的事故隐患。 第五步 有时候，你无疑需要引进新的机器、物品以及工作程序，而这些有可能引发新的隐患。如果有重大变化，
BEC商务英语中级学生用书答案 第一单元 P7 READING (5) 1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become one P9 GRAMMAR (5) 1 need 2 communicate 3 have escaped 4 have been working 5 have been 6 am working 7 answer P9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。 P10 READING (4) AACCBABCAC 第二单元 P16 READING (4) →BACBC P18 GAMMAR (4) 1 began 2.trademarked 3.became 4.has been 5.has been working 6.has been 7.took part P19 GAMMAR (5) 1.have been working 2.joined 3.have had 4.have been considering 5.has expanded https://www.doczj.com/doc/ad18937468.html,pleted 7.have been studying 8.has agreed P23 WRITING A MEMO 第三单元 P27 READING (3) https://www.doczj.com/doc/ad18937468.html,unch 2.charge 3.fee 4.growth 5.concept 6.branch out P27 Writing（6.work in pairs.中有可能选择其中一个话题进行作文。） P29 GRAMMAR (6) 1.’ll call 2.won’t rise 3.’re running 4.’m going to have 5.’leaves 6.will be opening 7.will have started 8.going to leave 9.’ll be receiving 第六单元 P57 SPEAKING 6问答题(答案没有找到，自主发挥) P58 GRAMMAR （1）1. ’s employed 2.must have been asked 3.is hoped 4 are being made 5to be looked at6 were taken on7 ’ll be fired GRAMMAR(3)1.will be given 2.is being reviewed 3.have been offered 4.was set up 5.will be given 6.to be look 7.is hoped 8.have been delayed P59 GRAMMAR （5） 1.to assess 2.was unfairly dismissed 3.was followed 4.has been found 5.had failed 6.is reported 7.gave 8.was dismissed 9.appears 10.is recommended 11.should be carried 12.will help P61 READING (2) →BFDAEC P62 1 翻译（可能从着5篇短文中出） 第七单元 P66 READING (3) BCBD P69 GRAMMAR (6) 1.bad 2.most 3.most enjoyable 4.more 5.than 6.better 7.as 8.better P70 READING (2)→BADCD BCABA BDBCC Memo例文 To: All Staff From: (name of student) Date:4,july
LESSON 13 SECTION 1 1.A special committee of twelve senator s today began the impeachment trial of Federal Judge Harry Claiborne. It's the first such proceeding in fifteen years. Claiborne is serving a jail sentence for tax evasion. 一个由十二位参议员组成的特殊委员会今天开始启动对联邦法官Harry Claiborne的弹劾。这是十五年来第一次发生这样的诉讼。Claiborne因为被判逃税而收押在监。 2 President Reagan today continued his campaign for a drug-free America. He ordered mandatory testing for federal workers in sensitive positions. And he also sent Congress a legislative package that would increase federal anti-drug spending by nine hundred million dollars, much of that on increased border patrols. The President said the legislation is the federal government's way of just saying no to drugs. "We're getting tough on drugs; we mean business. To those who are thinking of using drugs, we say 'Stop.' And to those who are pushing drugs, we say 'Beware.'" Mandatory drug testing for some federal workers is the most controversial part of the President's plan. It's been condemned by some employee groups. 里根总统今天继续他的全国性禁毒行动。他要求对所有处于敏感部门的联邦政府的职工进行强制性毒品检查。他还送给国会一份关于国家反毒品增加9亿美元预算的法案，其中很大部分是用于边境巡逻。总统说立法是联邦政府坚决反对毒品的有效方法。“我们要严厉打击毒品，我们不是随便说说的。对于那些在想着使用毒品的人，我们说：…停止！?对于那些做毒品买卖的人，我们说：…当心！?”对于部分联邦工作人员的强制药检是总统计划中最受争议的部分。它受到部分职员团体的谴责。 One person was killed and more than fifty injured today in Paris when a bomb exploded at the drivers' permit office at police headquarters. It was the fourth blast in seven days in the French capital
第一单元 P7 READING (5) 1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become one P9 GRAMMAR (5) 1 need 2 communicate 3 have escaped 4 have been working 5 have been 6 am working 7 answer P9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。 P10 READING (4) AACCBABCAC 第二单元 P16 READING (4) →BACBC P18 GAMMAR (4) 1 began been been working been part P19 GAMMAR (5) been working had been considering expanded been studying agreed P23 WRITING A MEMO 第三单元 P27 READING (3) out P27 Writing（in pairs.中有可能选择其中一个话题进行作文。） P29 GRAMMAR (6) 1.’ll call ’t rise 3.’re running 4.’m going to have 5.’leaves be opening have started to leave 9.’ll be receiving 第六单元 P57 SPEAKING 6问答题(答案没有找到，自主发挥) P58 GRAMMAR （1）1. ’s employed have been asked hoped 4 are being made 5to be looked at6 were taken on7 ’ll be fired GRAMMAR(3) be given being reviewed been offered set up be given be look hoped been delayed P59 GRAMMAR （5）assess unfairly dismissed followed been found failed reported dismissed recommended be carried help P61 READING (2) →BFDAEC P62 1 翻译（可能从着5篇短文中出） 第七单元 P66 READING (3) BCBD P69 GRAMMAR (6) enjoyable P70 READING (2)→BADCD BCABA BDBCC Memo例文 To: All Staff From: (name of student) Date:4,july Subject: Parental Leave Further to our previous meeting ,I am pleased to comfirm that parental leave for fathers has been extended to three weeks .The new system will come into operation as from 4th SEPTEMBER. May I remind you that your managers will require one month’s notice
《新编剑桥商务英语（初级）》 （第三版） 教案 教材：《新编剑桥商务英语(初级)》（第三版） Rolf Cook and Mara Pedretti with Helen Stephenson编著, 经济科学出版社， 2008年10月
《新编剑桥商务英语(初级)》课程单元教学设计一、教案头
二、教学设计
第一次课设计梗概（2课时） （1）告知学生本课程的总体安排、教材的处理，上课的方式、明确学习目标。 两个目标：通过听、说、读、写及分组讨论，案例表演和课堂演示,培养学生在商务情景下的工作习惯和交流意识；尽量通过BEC初级考试。 两个要求：为了提高学生的积极性并使他们了解在平时的学习中应提高哪些能力，告诉学生现在用人单位对员工的要求，第一要有一定的专业素质，二是情商要高,即懂得如何交流,如何为人处事。 教学方式：在教学中,主要采取活动教学,通过各种各样的活动,提高学生的自信心和交流能力。将学生分为六组，每组四人，一个组即为一个公司，每个组员都有一个职位，第一周确定每个组员的职位。第三、四周确定公司的名称、职能和业务范畴，并在全班演示。（2）考核方式 平时表现：两个方面，一是整组的表现,即各个公司在各种课堂活动上的表现；二是个人的主动表现和提问表现.只要平时刻苦努力,积极主动。 期末卷面：一整套BEC初级的模拟题。 口试：口试的形式仿照BEC初级口试形式并加上案例表演。 （3）进入正题 本次课的项目主要是介绍公司的职务分类,职能范畴，撰写个人简介及设计名片。 ●Reading: Read and get to know the format of BEC preliminary exam. ●Reading and Discussion: Read the materials about Training and Workshops in order to know the job title and responsibilities.
Lesson Eleven Section One: News in Brief Tapescript 1. Texas Air announced today that it will buy the troubled People Express Airlines for about a hundred and twenty-five million dollars. The proposed deal would allow most People Express employees to keep their jobs, although the company will eventually lose its identity and become part of Texas Air. Federal officials must approve the merger. Texas Air is also trying to buy Eastern Airlines. 2. A rally on Wall Street today after six consecutive losing sessions, the Dow Jones Industrial Average ended the day up nearly nine points, to close at seventeen sixty-seven point fifty-eight. 3. What's being called a 'freedom flight" of seventy former Cuban political prisoners landed in Miami today to an ecstatic reception by thousands of relatives and well-wishers. The plane also carried forty one relatives of former prisoners. The flight culminated nearly two years of negotiations with the Castro regime. Section Two: News in Detail Tapescript Texas Air Corporation today announced that it has agreed to buy People Express Airlines for one hundred twenty-five million dollars in securities. Texas Air already owns Continental Airlines and New York Air. It is in the process of acquiring Eastern Airlines. People Express, one of the first no-frills, low-fare air carriers, has been in financial trouble lately. It was forced to shut down its subsidiary, Frontier Air flights. Texas Air now says it will acquire Frontier's assets as part of its deal with People Express. Joining us now from New York, NPR's business reporter Barbara Mantel. ' Barbara, it is said this is a very attractive low price, this one hundred twenty-five million dollars in securities. Besides that, why does Texas Air want People Express?' "Well, Frank Lorenzo, who is Chairman of Texas Air, will get airplanes from People Express, which he might need. He will get the lowest cost work-force in the industry at People Express. He will get a new terminal at Newark, New Jersey that People Express is building. He'll get flights to London, and he will get control over competition. People Express competes heavily, especially in the northeast corridor, with Texas Air.' 'This issue of competition has been a sticking point before for the Department of Transportation when two airlines wanted to get together. How will Texas Air get around it this time?' 'Well, they might not. Texas Air wanted to acquire East ..., or wants to acquire, Eastern Airline, and the Department of Transportation said, 'No, not unless you sell more landing slots, more slots in the northeast corridor to Pan Am so that we'll have some competition there.' And Texas Air agreed to that just last week. That may happen again here. The Department of Transportation may require that Texas Air sell some slots or some gates to another airline to ensure that there is still competition in the northeast part of the marketplace. But Texas Air has some leverage here with the Department of Transportation because People Express is a failing company. And the Department of Transportation may feel, 'Well, we'll let them buy People
美联英语提供：商务英语-学商务英语到底该买什么书 关于商务英语，那些你不知道的事都在这里 https://www.doczj.com/doc/ad18937468.html,/test/fayin.aspx?tid=16-73675-0 学商务英语到底该买什么书 十大主流教材PK：学商务英语 一、《MARKET LEADER体验商务英语综合教程》 内容简介： 《体验商务英语》系列教材为学习者提供了全新的学习方式，即在体验中学习商务英语，进而提高运用英语进行商务交际的能力。该系列教材是在培生教育出版集团出版的Market Leader 和powerhouse 系列教材的基础上改编的，由《综合教程》、《听说教程》、《同步练习》、《教师用书》和配套的录音、录像资料等组成。 教材特点：将国际商务活动引入课堂，体验真实的商务世界。角色扮演和案例学习将体验式学习引向深入，教学设计严谨，为体验式学习打好基础。教学资源丰富，为体验式教学提供有力支持。 点评：
作为老牌商务英语品牌的引进教材，极好地保留着美国人的实用主义特点。Market Leader(https://www.doczj.com/doc/ad18937468.html,)注重于应用，尤其是每个单元的案例分析十分有利于体验式教学。加上其文章都来自于FT，不但内容精炼，在应用的广泛度和流行程度上也做到了有力保证。该系列教材非常适合公司英语培训、公司英语内训等教学使用，亚洲最大的公司英语培训公司马科里得的首选教材就是这套《MARKET LEADER体验商务英语综合教程》，就是看中它具有MBA特点的案例教学设计。刚刚出版的第三版在应用的贴合度上又有不少改进，非常值得期待。 二、《新编剑桥商务英语》 内容简介： 剑桥商务英语证书(BEC)考试是一种全新的实用型考试，侧重考察真实工作环境中的英语交流能力，专为广大商务英语学习者量身定做，获得全球众多教育机构及企业的认可，并将其作为入学考试或招聘录用的英语语言水平要求。 《新编剑桥商务英语教师用书》增加了学生用书中由于篇幅限制无法保留的部分内容，如详细的教学笔记、习题答案、听力文字材料和进一步的学习参考；还提供了内容高度凝练、充满趣味而且可以模仿的学习活动，是职场新人和广大师生们最理想的选择 点评：
Module 6 第六单元 6.1 Recruitment Vocabulary recruitment 招聘 migraine (headache) 周期性偏头痛 body-piercing studio 人体穿环工作室（一种从事人体美容的地方）take a sick day 请一天病假 sales position 销售职务 sales figures 销售数据 apply for 申请 go in for an interview 参加面试 arrange an interview 安排面试 automated messages 自动应答信息 lottery 彩票win～中彩票，中奖 pay off the rest of his mortgage 付清贷款余额 mortgage 抵押，按揭 disciplinary procedures 惩戒程序，纪律程序 take someone on 录用某人 walk out 离职，罢工 dismiss解雇 sack 解雇，炒鱿鱼 fire 解雇 lay off 使下岗（临时）解雇 resign 辞职 take voluntary redundancy 自愿裁员，自愿接受裁退 make redundant 裁员 give notice 预先通知（解雇、辞职等） applicant 申请人 flexible 灵活的，善于变通的 stationery 文具 personal correspondence 私人信件 pension 养老金 retirement 退休 6.2Emailing Vocabulary inbox 收件箱 check the inbox 检查收件箱
Lesson 1 Section one News item 1 A. b, c, d B. 1c, 2d, 3b, 4a News item 2 A. b B. running behind News item 3 A. d, B. 1.president, had died in a plane crash 2. Ruling, 130 3. Foreign Minster, 47 4. Portugal, 1975 5. Prime Minister, 9, transitional Section two A. FTFFF B. C, C, B, A, D, B, C, B C. 52, hospital director, married,good,US Air Force Hospital,Wiesbaden,W.Germa ny,this moring,undertermined,U.S.A D. 1.precisely,freedom 2.take up,reporters,six-mile jog
3.evaluation,had coped extremely well 4.evidence, tortured,physically abused Section three Chinese thoughtt mao tsetong as a very good p oet,according to the speaker. 2.poetry was considered abysmal because of th e restriction o f publication durin g the ten year s of the cultural revolution. 3.leaders in china,as well as in the east,are e xpected to be accomplished poets. 4.it is about getting rid of a disease that was a plague i n china. 5.willis barnstone is a professor of comparative literature at Indiana university in Bloomington. 6.mao’s poetry was interesting because he was a revol utionary and his personal poetry was the history of china. B.FT original master,most important poets 2.the revol ution,the red army,nature 3.dismiss his poetry as simply the work of a m an who achieved fame elsewhere. Lesson two Section one News item 1
2019年BEC商务英语高级听力资料：数量 Let's talk about the problem of quantity. 我们谈谈数量的问题吧。 You'll issue a certificate of quantity and weight. 你们必须出具数量和重量证明书。 The package number and quantity are identical with each other. 包装号与商品数量相吻合。 Quantity matters as much as quality of price, doesn't it? 数量和价格、质量一样重要，是吗? We believe we shall be able to better satisfy our customers quantitatively. 我们相信能在数量上更好地使客户满意。 The quantity you ordered is considerable. 你们订的数量还可以。 We can supply any reasonable quantity of this merchandise. 对此商品，我们能提供任何适当的数量。 I must advise the farm of the quantity of the wheat as per the contract.
我将按合同规定通知农场小麦的数量。 If the quantity of the goods does not conform to that stipulated in the contract, the importer will refuse to accept the goods. 假如进口商发觉货物数量与合同规定不符，他将拒收。 Is there any quantity limitation for the import of cotton cloth from China? 从中国进口的棉布有数量限制吗? You remarked yesterday you would sell on shipped quality, quantity, and weight. 你昨天强调过你们售货以船装质量、数量和重量为准。
新编剑桥商务英语初级 第三版教案 -CAL-FENGHAI-(2020YEAR-YICAI)_JINGBIAN
《新编剑桥商务英语（初 级）》 （第三版） 教案 教材：《新编剑桥商务英语(初级)》（第三版） Rolf Cook and Mara Pedretti with Helen Stephenson编著, 经济科学出版社， 2008年10月
《新编剑桥商务英语(初级)》课程单元教学设计一、教案头
二、教学设计
第一次课设计梗概（2课时） （1）告知学生本课程的总体安排、教材的处理，上课的方式、明确学习目标。 两个目标：通过听、说、读、写及分组讨论，案例表演和课堂演示,培养学生在商务情景下的工作习惯和交流意识；尽量通过BEC初级考试。 两个要求：为了提高学生的积极性并使他们了解在平时的学习中应提高哪些能力，告诉学生现在用人单位对员工的要求，第一要有一定的专业素质，二是情商要高,即懂得如何交流,如何为人处事。 教学方式：在教学中,主要采取活动教学,通过各种各样的活动,提高学生的自信心和交流能力。将学生分为六组，每组四人，一个组即为一个公司，每个组员都有一个职位，第一周确定每个组员的职位。第三、四周确定公司的名称、职能和业务范畴，并在全班演示。 （2）考核方式 平时表现：两个方面，一是整组的表现,即各个公司在各种课堂活动上的表现；二是 个人的主动表现和提问表现.只要平时刻苦努力,积极主动。
期末卷面：一整套BEC初级的模拟题。 口试：口试的形式仿照BEC初级口试形式并加上案例表演。 （3）进入正题 本次课的项目主要是介绍公司的职务分类,职能范畴，撰写个人简介及设计名片。 Reading: Read and get to know the format of BEC preliminary exam. Reading and Discussion: Read the materials about Training and Workshops in order to know the job title and responsibilities. Listen: Listen and grasp the job title. Grammar: Ss should grasp the present simple and adverbs and expressions of frequency by self-study, group work and game. Speaking: Discuss Work-life balance in groups and report it out. Vocabulary: Remember all the new words in this module and finish the exercises in the book. Homework: 1. Review all the important points in these two modules. 2. Design your business cards. 详案 Module 1 1.1 & 1.3 World of Work & BEC Preliminary Exam I.Aims and Objectives: At the end of this session, the students should be able to: a.Know the general information about Cambridge BEC Preliminary, the useful study strategies for this course and the content of Pass Cambridge BEC Preliminary. b.Talk about jobs, design the business cards and grasp the present simple and adverbs and expressions of frequency. II.Session Outline 1.Greetings 2.Duties: 1) Warmer (books closed): T asks Ss the definition of BEC and the format of the exam.