剑桥BEC真题集 第三辑 高级Test 1

剑桥商务英语高级真题阅读剑桥商务英语高级(BEC3)：阅读真题一· Which passage does each sentence refer to?· For each sentence 1 - 8, mark one letter A1 B, C, D or E on your Answer Sheet.· You will need to use some of these letters more than once.Example:He has developed his own company to promote his work.0 A B C D E1 Others in his field think very highly of him.2 His ideas have spread beyond the business world.3 He felt that people should be able to enjoy their work.4 His ideas are more complex than they seem.5 He did a variety of interesting things before writing his books.6 His most successful book was written with a colleague.7 He is particularly skilled at forecasting important developments.8 Contact with the military was an early influence on his thinking.A John AdairAdair is the pioneering British thinker in the theory of leadership. He was the first person in the UK to hold a professorship in Business Leadership and has published a series of influential books on the subject.Despite his quiet appearance, Adair has had a colourful life, serving in a Bedouin regiment and working on an Arctic fishing boat! His initial interest in leadership came from his army experience and he used to lecture at the highly prestigious academy where British army offices are trained. He now works as an international consultant.B Edward de BonoDe Bono is unusual among major gurus for two reasons: firstly, he was born not in one of the great industrial nations but on the tiny island of Malta. Secondly, his ideas have reached a wider audience than just managers, so that his books have become essential rending in many different disciplines.Most of de Bono s work has been concerned with the way human beings can train themselves to think more creatively. This apparently simple idea has resulted in 37 books and a highly successful career as a lecturer and consultant.C Peter DruckerProbably no other single thinker has done as much as Drucker to establish management as a serious area of study. Certainly, his fellow management thinkers consider him one of the founding fathers of the discipline, and his books and articles are quoted more than those of any other management writer.His first book was published as far back as 1939, yet he is still writing and teaching. His greatest distinction has been his ability to predict coming trends in business and economics. As a result, his ideas are treated with the greatest respect and interest.D Frederick HerzbergAlthough relatively few contemporary management students will have read his books, Herzberg s name is instantly recognisable to anyone who has studied industrial organisations. This is because the American psychologist was responsible for introducing the concept of motivation into management thinking.As a young man, Herzberg became deeply interested in mental illness and the human need for mental and emotional satisfaction. This led him to criticise the approach of many companies to job design, and to argue for the need for job enrichment to stimulate employees efforts.E Tom PetersThe American s reputation was created in the I 980s by the spectacular success of one book, In Search of Excellence, co-written with Robert Waterman. The two were working together as management consultants and no-one expected their first (and only) book to end up selling 5 million copies worldwide!Although his ideas have been criticised, Peters popularity as a speaker and writer has continued to grow. So much so that Peters has created his own business to market books, videos and consultancy based on his work.PART TWOQuestions 9 - 14· Read this text from an article about health clubs.· Choose the best sentence from the opposite page to fill in each of the gaps.· For each gap 9 - 14, mark one letter A - H on your Answer Sheet.· Do not use any letter more than once.· There is an example a t the beginning (0).Travel stress brings boom to health clubsA rapid growth in business travel has provided a lucrativespin-off for British health clubs as companies try to prevent hard-working executives from suffering travel-related stress.Health clubs are fully booked throughout the coming months all around the country and many are planning to expand their facilities.0 H According to Gillie Turner, group marketing manager for the Champneys group of health clubs, during the last recession executives lost many of their extra benefits as companies cut back. . 9 She says that large companies also seem to have decided that it is no good sending someone to a country like Spain as a reward for doing a good job, because they will simply eat too much and flop onto a beach. . 10Champneys, the company acknowledged as the market leader in this field, is now planning to introduce a special “Profiting from Stress" course, which will run over three days. . 11 Jonathon Stapleton, general manager of Champneys, says that modern corporate life being what it is, most business travellers find that they are having to do the work which - even a year ago - was done by two. 12To meet this new demand, other health clubs are also thinking of introducing similar schemes. Clare Brandish, the salesand marketing director of another health club, has noticed a marked change in the clientele at her club. . 13Businesses of all kinds are anxious to reduce absenteeism. .14 Much of the problem is caused by long periods away from home, irregular hours, business entertaining and jet lag.According to the Guild of Business Travel Agents, sales of business-class airline tickets have risen by 12% in the past year, hotel bookings have gone up by 36% and car hire has risen by 24%. Dave Reynolds, the GBTA chief executive, says that the trouble is that the same number of people are being asked to travel more often. He comments that it is nowonder they need to take a break in a health club.A It has been calculated that about 40 million working days are lost each year in Britain because of stress, ten times as many as are lost 10 industrial disputes.B This has involved a considerable rise in the number of business bookings, whereas previously most clients came as private individuals.C Now they are being restored, as industry realises that the health of its executives is vital.D But who will benefit most from these developments?E Because of the pressures this imposes, many companies have now decided that it is worthwhile paying for their senior executives to take a proper break and get advice on how to combat stress.F Executives taking part in it will be given massages and health treatments, workouts and a range of talks on how to deal with stress, especially when travelling.G So what s the reason for this now trend?剑桥商务英语高级(BEC3)：阅读真题二· Read the following article on recruiting and managing staff and the questions on the opposite page.· Each question has four su ggested answers or ways of finishing the sentence, A, B, C and D.· Mark one letter A, B, C or D on your Answer Sheet, for the answer you choose.As a manager in the service industry sector, I've looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses might think they are! They are full of little pointers towards individuals personalities and suitability for the job. The first thing I always look at is an applicant semployment record. I check for continuity and stability. If somebody has a long list of previous jobs, all of varying length, alarm bells start ringing. Rather than an irregular route from job to job, what I hope to see is stable career progression. What does their career path look like - is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, because in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they've applied, what their aspirations and personal goals are, and also about their interests and hobbies and any clubs they belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people have actually been progressing in their careers, because we ask for details of the salaries they have received for each job.It s always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That s why, when you've taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you d like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn't have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and accepted my decisions, even if they didn't agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop aprofessional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn't pay the rent. Shared profit and bonuses help to strengthen team spirit by giving everyone a common goal that they work towards together.15 What fact does the writer hope to learn from applicants CVs?A that they have experience of many different jobsB that their careers have developed steadilyC the opinion their employers had of themD whether they are married or single16 The writer says the application form is useful because itA reveals something of the applicant s character.B gives information about the applicant s family.C explains what skills the applicant has for the job.D shows how much the applicant wants to earn.17 According to the writer, why are CVs and application forms so important?A Interviewing people is an expensive process.B They indicate whether applicants really want the job.C They indicate whether applicants are efficient or not.D Employing the wrong people can be disastrous.18 One reason why the writer was successful in her first business was thatA she was used to dealing with people.B she was open with the staff.C the business was already doing well when she started.D the staff agreed with all her decisions.19 The writer believes profit-sharing is a good idea becauseA it encourages a competitive spirit.B everyone earns the same salary.C everyone shares the same aim.D it creates job satisfaction.20 Which would make the best title for this text?A Profit-sharing as motivationB How I turned a business roundC People - the key to business successD The importance of a well-presented CVPART FOURQuestions 21 - 30· Read the article below about a method of learning languages for business people.· Choose the best word from the opposite page to fill each gap.· For each question 21 - 30 mark one letter A, B, C or D on your Answer Sheet.· There is an example at the beginning (0).Language learning for the busy executiveIf you've ever been told by your boss to improve your knowledge of a foreign language you'll know that 。

BEC真题3 Test oneB 1 It would be advisable for Flacks to consult customers before developing a new product.D 2 Producing goods for specialist markets might increase Flacks' profits.C 3 Flacks may need to change the function of one of its facilities.A 4 Flacks should utilise its current expertise to enter a different market.B 5 Flacks may need to consider closing its current production facility.C 6 Flacks should develop the connections it has established with leading retailers.A 7 Expanding the product range would not be a problem for the workforce.Flacks is a UK-based company that produces fashion accessories for women. How can it continue to grow its business?A Susan FalmerFaced with a shrinking market, cheap imports and competitive pricing, Flacks will have to work hard to increase its margins. They need to move into a more promising market, one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap and the sales force would take it in its stride. Also, they wouldn't need to re-equip their factory and could use non-UK sourcing if facilities here are in short supply.B Mesut GuzelThey have the fundamentals of a survival strategy in a market where outsourced manufacture and brand differentiation hold the key to success. I think they should initially locate some of their production in another country, where manufacturing quality tends to be better and it is easier to meet changing customer demands. But they should also regularly monitor production in Britain and think about outsourcing all this work abroad at some point if they need it done faster. The company should continue to work on innovative products, and thorough market research will help to ensure any new ideas are well received.C Gary WilmotIn order to beat their rivals in a highly competitive market, Flacks should ensure their products are attractive and build on their relationships with the big stores rather than trying to go it alone and market directly. They should also consider refocusing production by using their UK factory for high-specification products. They could eventually build more production overseas in a cycle of continuous development.D Michal KaminskiThe demand for fashion accessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance and design. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chains now have two-tier supply chains and Flacks could focus on top-up orders. They might also investigate other sales channels such as mail order.这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自己的建议。

【BEC中级真题听力】第三辑Test1bec的真题对我们的备考特殊有参考价值，为了方便大家，下面我给大家带来【BEC中级真题听力】第三辑Test 1，望宠爱！【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 1 Hints:Sarah WilliamsMarkProductionHolly9:30英式拼写对话人之间以换行区分Sarah Williams speaking. Hello. Its Mark here, from Production. Holly should be taking some visitors around today, but shes off sick, so I was wondering. If Id do it? Exactly. No problem. Who are the visitors, sales directors again? Not this time. Its the plant managers. Theres about ten, from France, Germany, all around Europe really. And the programme? I thought you could meet them at 9:30 by the packing area. I would suggest meeting at reception, but itll be busy then. Do you want me to show them around the warehouse first? I think theyve been there before. Perhaps you could take them around the shop floor instead? Good idea. What about after coffee? The delivery yard maybe? Theres a lot going on there and visitors usually find it interesting. Im not sure theyd like a presentation, especially not before lunch. I agree. Thanks again.【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 2Hints:ARZ RecruitmentFraser-HillQuality Control Design Sectionoh等语气词不写英式拼写对话人之间以换行区分Hello. ARZ Recruitment. Hello. Im calling from Fraser-Hill. I spoke to you earlier about a vacancy we want to fill. Yes, for the mechanical engineer? Electrical actually. Yes, sorry. I was looking at the wrong file and you were going to check some of the details. Thats right. I think I told you the post was in Quality Control, but apparently its in the Design Section. Someones just handed in their notice there. OK, and is the salary still the same, between 21,300 and 24,800? Thats right, depending on previous experience. Yes, OK, Ive got that, and are there any particular requirements? When we talked earlier I think you mentioned language ability. Thats right. Were export-oriented and all our major clients are overseas, so that would be an asset. And we must have someone with a diploma, not just a certificate. Thats the main thing. OK, that shouldnt be a problem, but Ill get back to you if it is.【BEC中级真题听力】第三辑Test 1 - Part 2 Section 1Hints:em英式拼写写数字编号,编号之后空格写说话内容13 No matter what kind of business situation Im in, its always important to know exactly who the individual is Im communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once youve worked that out, youll be able to ensure you communicate whats in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. 14 Ive learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your position is, you always have to be prepared for opposition. And its important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. 15 When I first started running my own business I made some dreadful mistakes in the way Ihandled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show em whos boss. Other times some gentle persuasion is more effective, in my opinion, anyway. Im sure I was often criticised for my management style, not that I let it bother me, though. 16 Ive found if you want to stay in charge of a situation, the worst mistake you can make is not keeping people up to speed with what youre doing at every single stage of the process. Of course, that doesnt mean you need to be seeking universal agreement or approval for your actions and opinions. Some people will always be critical. But at least adopting this approach will encourage an atmosphere in which everyone feels included. 17 There are always going to be things in a company people dont like, and if youve created an atmosphere in which theyre encouraged to contribute ideas freely, you have to learn to deal with complaints. Revealing that you are, for example, upset by their comments is a crucial error. You will have shown a weakness in your character that others may try to exploit, and may lead to a general lack of support for you.教师辅导：如何攻克BEC〔商务英语〕听力难关据ESOL发布的BEC成果〔报告〕显示：中国考生的通过率明显低于其他非英语国家考生通过率。

剑桥商务英语高级真题阅读为了让大家更好的准备商务英语BEC考试，给大家整理一下剑桥BEC商务英语考试高级真题,下面就和大家分享，来欣赏一下吧。

剑桥商务英语高级(BEC3)：阅读真题一·Look at the sentences below and at five passages taken from a book aboutfamous management thinkers on the opposite page.· Which passage does each sentence refer to?· For each sentence 1 - 8, mark one letter A1 B, C, D or E on your AnswerSheet.· You will need to use some of these letters more than once.Example:He has developed his own company to promote his work.0 A B C D E1 Others in his field think very highly of him.2 His ideas have spread beyond the business world.3 He felt that people should be able to enjoy their work.4 His ideas are more complex than they seem.5 He did a variety of interesting things before writing his books.6 His most successful book was written with a colleague.7 He is particularly skilled at forecasting important developments.8 Contact with the military was an early influence on his thinking.A John AdairAdair is the pioneering British thinker in the theory of leadership. He wasthe first person in the UK to hold a professorship in Business Leadership andhas published a series of influential books on the subject.Despite his quiet appearance, Adair has had a colourful life, serving in aBedouin regiment and working on an Arctic fishing boat! His initial interest inleadership came from his army experience and he used to lecture at the highlyprestigious academy where British army offices are trained. He now works as aninternational consultant.B Edward de BonoDe Bono is unusual among major gurus for two reasons: firstly, he was bornnot in one of the great industrial nations but on the tiny island of Malta. Secondly, his ideas have reached a wider audience than just managers, so thathis books have become essential rending in many different disciplines.Most of de Bono s work has been concerned with the way human beings cantrain themselves to think more creatively. This apparently simple idea has resulted in 37 books and a highly successful career as a lecturer and consultant.C Peter DruckerProbably no other single thinker has done as much as Drucker to establishmanagement as a serious area of study. Certainly, his fellow management thinkersconsider him one of the founding fathers of the discipline, and his books andarticles are quoted more than those of any other management writer.His first book was published as far back as 1939, yet he is still writingand teaching. His greatest distinction has been his ability to predict comingtrends in business and economics. As a result, his ideas are treated with thegreatest respect and interest.D Frederick HerzbergAlthough relatively few contemporary management students will have read hisbooks, Herzberg s name is instantly recognisable to anyone who has studiedindustrial organisations. This is because the American psychologist was responsible for introducing the concept of motivation into management thinking.As a young man, Herzberg became deeply interested in mental illness and thehuman need for mental and emotional satisfaction. This led him to criticise theapproach of many companies to job design, and to argue for the need for jobenrichment to stimulate employees efforts.E Tom PetersThe American s reputation was created in the I 980s by the spectacularsuccess of one book, In Search of Excellence, co-written with Robert Waterman.The two were working together as management consultants and no-one expectedtheir first (and only) book to end up selling 5 million copies worldwide!Although his ideas have been criticised, Peters popularity as a speaker andwriter has continued to grow. So much so that Peters has created his own business to market books, videos and consultancy based on his work.PART TWOQuestions 9 - 14· Read this text from an article about health clubs.· Choose the best sentence from the opposite page to fill in each of thegaps.· For each gap 9 - 14, mark one letter A - H on your Answer Sheet.· Do not use any letter more than once.· There is an example at the beginning (0).Travel stress brings boom to health clubsA rapid growth in business travel has provided a lucrative spin-off forBritish health clubs as companies try to prevent hard-working executives fromsuffering travel-related stress.Health clubs are fully booked throughout the coming months all around thecountry and many are planning to expand their facilities.0 H According to Gillie Turner, group marketing manager for the Champneysgroup of health clubs, during the last recession executives lost many of theirextra benefits as companies cut back. . 9 She says that large companies alsoseem to have decided that it is no good sending someone to a country like Spainas a reward for doing a good job, because they will simply eat too much and floponto a beach. . 10Champneys, the company acknowledged as the market leader in this field, isnow planning to introduce a special Profiting from Stress course, which willrun over three days. . 11 Jonathon Stapleton, general manager of Champneys, saysthat modern corporate life being what it is, most business travellers find thatthey are having to do the work which - even a year ago - was done by two.12To meet this new demand, other health clubs are also thinking ofintroducing similar schemes. Clare Brandish, the sales and marketing director ofanother health club, has noticed a marked change in the clientele at her club. .13Businesses of all kinds are anxious to reduce absenteeism. . 14 Much of theproblem is caused by long periods away from home, irregular hours, businessentertaining and jet lag.According to the Guild of Business Travel Agents, sales of business-classairline tickets have risen by 12% in the past year, hotel bookings have gone upby 36% and car hire has risen by 24%. Dave Reynolds, the GBTA chief executive,says that the trouble is that the same number of people are being asked to travel more often. He comments that it is nowonder they need to take a break in a health club.A It has been calculated that about 40 million working days are lost eachyear in Britain because of stress, ten times as many as are lost 10industrialdisputes.B This has involved a considerable rise in the number of business bookings,whereas previously most clients came as private individuals.C Now they are being restored, as industry realises that the health of itsexecutives is vital.D But who will benefit most from these developments?E Because of the pressures this imposes, many companies have now decidedthat it is worthwhile paying for their senior executives to take a proper breakand get advice on how to combat stress.F Executives taking part in it will be given massages and health treatments, workouts and a range of talks on how to deal with stress, especiallywhen travelling.G So what s the reason for this now trend?剑桥商务英语高级(BEC3)：阅读真题二· Read the following article on recruiting and managing staff and thequestions on the opposite page.· Each question has four suggested answers or ways of finishing the sentence, A, B, C and D.· Mark one letter A, B, C or D on your Answer Sheet, for the answer youchoose.As a manager in the service industry sector, Ive looked at hundreds of CVsin my time. They are not necessarily the bland documents some bosses might thinkthey are! They are full of little pointers towards individuals personalities andsuitability for the job. The first thing I always look at is an applicant s employment record. I check for continuity and stability. If somebody has a longlist of previous jobs, all of varying length, alarm bells start ringing. Ratherthan an irregular route from job to job, what I hope to see is stable career progression. What does their career path look like - is it all steps forward, orare there a lot of sideways moves? And I am always pleased to find a familyperson with children, because in my experience they tend to be responsible andreliable.I never rely on CVs alone. We get applicants to fill in one of our ownapplication forms. We ask why theyve applied, what their aspirations and personal goals are, and also about their interests and hobbies and any clubsthey belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people haveactually been progressing in their careers, because we ask for details of thesalaries they have received for each job.It s always worth looking at CVs and designing application forms with greatcare. Taking on employees might be rewarding, but it is also a big investmentfor any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staffturnover. You need to take on people who understand that, and will want to stay.That s why, when youve taken staff on, the next thing is getting the best outof them.My management style comes from the days when I took over my first business,an ailing road haulage firm which I was certain I could turn into a profitablecompany. The first thing is to treat others as you d like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefitedthe company.I didnt have much experience then of managing people, but above all Ialways tried to be fair and honest with everyone. As a result, I think the staffknew that and accepted my decisions, even if they didnt agree with them all.Also, bosses must be able to communicate. You also need to create team spirit,and build on the strength of the team. I explained my plans for the company toall the staff, and let them all know what I needed from them. The lorry driversresponded brilliantly, and were the key to turning the business round. Theyunderstood that we had to develop a professional reputation, and from then onthe days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make acompany work, so profits should be shared by all. Job satisfaction is important,but it doesnt pay the rent. Shared profit and bonuses help to strengthen teamspirit by giving everyone a common goal that they work towards together.15 What fact does the writer hope to learn from applicants CVs?A that they have experience of many different jobsB that their careers have developed steadilyC the opinion their employers had of themD whether they are married or single16 The writer says the application form is useful because itA reveals something of the applicant s character.B gives information about the applicant s family.C explains what skills the applicant has for the job.D shows how much the applicant wants to earn.17 According to the writer, why are CVs and application forms so important?A Interviewing people is an expensive process.B They indicate whether applicants really want the job.C They indicate whether applicants are efficient or not.D Employing the wrong people can be disastrous.18 One reason why the writer was successful in her first business wasthatA she was used to dealing with people.B she was open with the staff.C the business was already doing well when she started.D the staff agreed with all her decisions.19 The writer believes profit-sharing is a good idea becauseA it encourages a competitive spirit.B everyone earns the same salary.C everyone shares the same aim.D it creates job satisfaction.20 Which would make the best title for this text?A Profit-sharing as motivationB How I turned a business roundC People - the key to business successD The importance of a well-presented CVPART FOURQuestions 21 - 30·Read the article below about a method of learning languages for businesspeople.· Choose the best word from the opposite page to fill each gap.· For each question 21 - 30 mark one letter A, B, C or D on your AnswerSheet.· There is an example at the beginning (0).Language learning for the busy executiveIf youve ever been told by your boss to improve your knowledge of aforeign language youll know that ……(0)…… doesnt come quickly. It generallytakes years to learn another language well and constant ……(21)…… to maintain thehigh standards required for frequent business use. Whether you study in a class,with audiocassettes, computers or on your ……(22)…… sooner or ……(23)…… everylanguage course finishes and you must decide what to do next if you need aforeign language for your career.Business Audio Magazines is a new product designed to help you continuelanguage study in a way that fits easily into your busy schedule. Each audiocassette ……(24)…… of an hour-long programme packed with business news,features and interviews in the language of your choice. These cassettes won tteach you how to order meals or ask for directions. It is ……(25)…… that you cando that already. Instead, by giving you an opportunity to hear the language asit s really spoken, they help you to ……(26)…… your vocabulary and improve yourability to use real language relating to, for example, that all-important marketing trip.The great advantage of using audio magazines is that they ……(27)…… you toperfect your language skills in ways that suit your lifestyle. For example, youcan select a topic and listen in your car or hotel when away on business. Noother business course is as ……(28)…… And the unique radio-magazine format is asinstructive as it is entertaining. In addition to the audiocassette, this package includes a transcript with a business glossary and a study ……(29)…… Thecomponents are structured so that intermediate and advanced students may usethem separately or together ……(30)…… on their ability.Example: A B C D20 A gain B result C success D outcome21 A exercise B performance C practice D operation22 A self B individual C personal D own23 A after B then C later D quicker24 A consists B includes C contains D involves25 A insisted B acquired C asserted D assumed26 A prolong B extend C spread D lift27 A allow B let C support D offer28 A adjustable B flexible C convertible D variable29 A addition B supplement C extra D manuscript30 A according B depending C relatingD basing剑桥商务英语高级(BEC3)：阅读真题三· Read the article below about meetings.· For each question 31 - 40 write one word in CAPITAL LETTERS on yourAnswer Sheet.How to make more of meetingsYou should know what ends you want to achieve in a meeting before it startsand prepare for it (0)……reading any papers circulated beforehand, and carefullythinking about (31)…… you want to say. This may sound rather boring, but solidpreparation is the key to successful meeting s: A great (32)……of time and energycan be wasted through simple lack of planning.The most important issues are not always given the most time in thegeneralrunning of meetings. People are often unwilling (33)…… discuss importantbudgetary matters because they do not fully understand them, but (34)…… becomesan expert when it comes to discussing the colour of the new curtains, or whattype of coffee to buy The discussion of (35)…… trivial matters as these, therefore, should be saved until the end of the meeting.During the meeting it is essential to stick to the agenda so (36)……to avoidthe common problem of repetition. At the same time you (37)…… to be sensitive toother people s ideas and feelings, and never lose your temper. Be prepared toaccept (38)…… implement a suggestion that is contrary to (39)…… own ideas if itis an improvement on them; such honesty and flexibility are signs of good leadership and earn respect.Finally, remember that when a decision is made it is important to act (40)…… it and to honour all the commitments you have made in the meeting.PART SIXQuestions 41 - 50· In most lines of the following text, there is one unnecessary word. It iseither grammatically incorrect or does not fit in with the sense of the text.·For each numbered line 41 - 50, find the unnecessary word and then writethe word in CAPITAL LETTERS on your Answer Sheet. Some lines are correct. If aline is correct, write CORRECT on your Answer Sheet. The exercise begins withtwo examples (0) and (00).Customer care0 Apart from ensuring that an efficient electricity supply for our00 customers, NatElectric provides an invaluable service in other areas41 as well. While our Customer Helpline (charged at local rates) is the42 first point of contact with when you want to make an enquiry and43 we receive a huge number of calls from customers - on44 average, there are 50 000 calls a one week. Available 24 hours45 a day, seven days a week, 365 days a year, our Helpline on advisors46 aim at to answer 95 per cent of all calls within 15 seconds. There47 are more than 200 advisors, working in around the clock to48 provide for this service, backed by a further 80 support staff49 who do handle any necessary paperwork. Although our target50 is to reply to letters within 10 working days, NatElectric regularly responds withinthree to four days, and we are especially proud of the standards achievedby ourcustomer relations team.。

TEST 1PART ONE这篇文章是关于一个女性时尚饰品公司——Flacks的发展战略问题，四个专家给出了自己的建议。

这套题目的答案稍微有些隐晦。

第一题，说在开发新产品前咨询客户的意见对于Flacks来讲是很明智的。

答案是B段的最后一句：thorough market research will help to ensure any new ideas are well received.彻底的市场调查能够确保新的思想很好的被接受。

Market research，市场调查，在很大程度上就是咨询客户的意见（consult customers），any new ideas可以对应于developing a new product, 能够well received，那么对于公司来讲当然就是advisable了。

选B。

第二题，说为专业市场生产产品可以增加利润。

答案是D段的这么一句：the company should consider exploiting niche markets to improve its margins这题关键是要理解一个市场的含义：niche market。

看英英解释：a small area of trade within the economy, often involving specialized products。

improve its margins也就是increase profits，选D。

第三题，说Flacks可能需要改变它的一个设备的功能。

这里答案不是太明显，是C段的这么一句：They should also consider refocusing production by using their UK factory for high-specification products。

他们也需要考虑通过利用英国工厂生产高规格产品来调整生产焦点。

也就是说，英国工厂原来不是生产高规格产品的，即题目说的改变它的一个设备的功能。

剑桥商务英语BEC高级阅读真题(三)PART THREEQuestions 15 - 20· Read the following article on recruiting and managing staff and the questions on the opposite page.· Each question has four suggested answers or ways of finishing the sentence, A, B, C and D.· Mark one letter A, B, C or D on your Answer Sheet, for the answer you choose.As a manager in the service industry sector, I’ve looked at hundreds of CVs in my time. They are not necessarily the bland documents some bosses might think they are! They are full of little pointers towards individuals personalities and suitability for the job. The first thing I always look at is an applicant s employment record. I check for continuity and stability. If somebody has a long list of previous jobs, all of varying length, alarm bells start ringing. Rather than an irregular route from job to job, what I hope to see is stable career proGREssion. What does their career path look like - is it all steps forward, or are there a lot of sideways moves? And I am always pleased to find a family person with children, BECause in my experience they tend to be responsible and reliable.I never rely on CVs alone. We get applicants to fill in one of our own application forms. We ask why they’ve applied, what their aspira tions and personal goals are, and also about their interests and hobbies and any clubs they belong to. That gives you a useful insight into their personality and lifestyle. The application form also enables us to test how much people have actually been progressing in their careers, because we ask for details of the salaries they have received for each job.It s always worth looking at CVs and designing application forms with great care. Taking on employees might be rewarding, but it is also a big investment for any business. Mistakes in choosing staff can cost companies dear, so it makes sense to spend time ensuring you get the right person.In the service sector, one of the aims of companies is to maintain and improve customer service, and this is achieved partly through low staff turnover. You need to take on people who understand that, and will want to stay. That s why, when you’ve taken staff on, the next thing is getting the best out of them.My management style comes from the days when I took over my first business, an ailing road haulage firm which I was certain I could turn into a profitable company. The first thing is to treat others as you d like to be treated yourself. As soon as I took over the business, I talked to everybody individually, and looked for ways to make sure their particular skills benefited the company.I didn’t have much experience then of managing people, but above all I always tried to be fair and honest with everyone. As a result, I think the staff knew that and ac cepted my decisions, even if they didn’t agree with them all. Also, bosses must be able to communicate. You also need to create team spirit, and build on the strength of the team. I explained my plans for the company to all the staff, and let them all know what I needed from them. The lorry drivers responded brilliantly, and were the key to turning the business round. They understood that we had to develop a professional reputation, and from then on the days of poor quality deliveries were over.Lastly, I am a great believer in profit-sharing. It takes a team to make a company work, so profits should be shared by all. Job satisfaction is important, but it doesn’t pay the rent. Shared profit and bonuses help to strengthen team spirit by givingeveryone a common goal that they work towards together.。

BEC中级真题解析_第三辑T1P3BRITISH COMPANIES CROSS THE ATLANTICNext month a large group of British business people are going to America on a venture which maygenerate export earnings for their companies' shareholders in years to come. A long list ofsponsors will support the initiative, which will involve a ￡3-million media campaign and afortnight of events and exhibitions. The ultimate goal is to persuade more Americans that Britishcompanies have something to interest them.While there have been plenty of trade initiatives in the past, the difference this time round is thatconsiderable thinking and planning have gone into trying to work out just what it is thatAmericans look for in British products. Instead of exclusively promoting the major corporations,this time there is more emphasis on supporting the smaller, more unusual, niche businesses.Fresh in the memories of all those concerned is theknowledge that America has been the end ofmany a large and apparently successful business. For Carringtons, a retail group much respectedby European customers and investors, America turned out to be a commercial disaster and thebelief that they could even show some of the great American stores a retailing trick or two washopelessly over-optimistic.Polly Brown, another very British brand that rode high for years on good profits and huge cityconfidence, also found that conquering America, in commercial and retailing terms, was not aseasy as it had imagined. When it positioned itself in the US as a niche, luxury brand, selling shirtsthat were priced at $40 in the UK for $125 in the States, the strategy seemed to work. But once itsmanagement decided it should take on the middle market, this success rapidly drained away. Itwas a disastrous mistake and the high cost of the failed American expansion plans played a largerole in its declining fortunes in the mid-nineties.Sarah Scott, managing director of Smythson, the upmarket stationer, has had to think long andhard about what it takes to succeed in America and she takesit very seriously indeed. 'ManyBritish firms are quite patronising about the US,' she says. They think that we're so much moresophisticated than the Americans. They obviously haven't noticed Ralph Lauren, an American whohas been much more skilled at tapping into an idealised Englishness than any English company.Also, many companies don't bother to study the market properly and think that becausesomething's successful in the UK, it's bound to be successful over there. You have to look at whatyou can bring them that they haven't already got. On the whole, American companies are brilliantat the mass, middle market and people who've tried to take them on at this level have found it verydifficult.'This time round it is just possible that changing tastes are running in Britain's favour. Theenthusiasm for massive, centralised retail chains has decreased. People want things with some sortof individuality; they are fed up with the banal, middle-of-the-road taste that America does so well.They are now looking for the small, the precious, the 'real thing', and this is precisely what manyof the companies participating in the initiative do best.13 The main reason that the British business people are going to America is toA encourage American consumers to buy their products.B analyse how American companies attract media coverage.C look for financial backing from American investors and banks.D investigate how British and American companies could form partnerships.14 In the writer's opinion, the proposed venture will be different to previous ones becauseA fewer British business leaders will be making the trip.B less well-known companies will be better represented.C the larger companies have decided they will not be participating.D it involves research into how British companies market themselves.15 The writer states that Carringtons was wrong toA be cautious about trading in America.B borrow money from its European investors.C assume it was superior to American rivals.D ignore the advice of its American managers.16 According to the writer, Polly Brown's mistake occurred when itA continued to trade despite making a loss.B attempted to attract a different type of customer.C tried to break into too many markets at the same time.D expected American consumers to pay British prices for goods.17 Sarah Scott states that British companies hoping to succeed in America shouldA focus on a gap in the market.B be less concerned with their image.C concentrate on selling products in the mid-price range.D carry out research into the pricing policies of American companies.18 The writer suggests that success in America depends uponA adopting a more American approach to marketing.B persuading the mid-range consumer to pay for quality.C copying the strategies of American companies.D building a reputation as a supplier of unique goods.《British companies across the Atlantic》，跨洋英国公司。

BEC真题第三辑中级Test 1 READING 1 hourPART ONEQuestions 1-7●Look at the statements below and the advice of four market experts on theopposite page.●Which expert’s advice (A, B, C or D) does each statement (1-7) refer to?●For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.●You will need to use some of these letters more than once.1It would be advisable for Flacks to consult customers before developing a new product.2Producing goods for specialist markets might increase FIacks’ profits.3Flacks may need to change the function of one of its facilities.4Flacks should utilise its current expertise to enter a different market.5Flacks may need to consider closing its current production facility.6Flacks should develop the connections it has established with leading retailers.7 Expanding the product range would not be a problem for the workforce.Flacks is a UK-based company that produces fashion accessories forwomen. How can it continue to grow its business?A Susan FalmerFaced with a shrinking market, cheap imports and competitive pricing, Flacks will haveto work hard to increase its margins. They need to move into a more promising market,one where demand is growing and where the company can exploit existing skills and contacts. They could think about brand extension - this would not be a giant leap andthe sales force would take it in its stride. Also, the y wouldn’t need to re-equip theirfactory and could use non-UK sourcing if facilities here are in short supply.B Mesut GuzelThey have the fundamentals of a survival strategy in a market where outsourcedmanufacture and brand differentiation hold the key to success. I think they shouldinitially locate some of their production in another country, where manufacturingquality tends to be better and it is easier to meet changing customer demands. But theyshould also regularly monitor production in Britain and think about outsourcing all thiswork abroad at some point if they need it done faster. The company should continue 1to work on innovative products, and thorough market research will help to ensure any Tnew ideas are well received.C Gary Wilmotln order to beat their rivals in a highly competitive market, Flacks should ensure theirproducts are attractive and build on their relationships with the big stores rather thantrying to go it alone and market directly. They should also consider refocusingproduction by using their UK factory for high-specification products. They couldeventually build more production overseas in a cycle of continuous development.D Michal KaminskiThe demand for fashion acessories is relatively flat and the company should consider exploiting niche markets to improve its margins. But even within these, Flacks must distinguish its goods from those of its rivals in terms of quality, performance anddesign. Innovative sales, marketing and PR are vital to exploit these niche products. One competitive advantage that Flacks does have is production times. Many retail chainsnow have two-tier supply chains and Flacks could focus on t0p-up orders. They mightalso investigate other sales channels such as mail order.PART TWOQuestions 8-12●Read the article below about evaluating the work of company directors.●Choose the best sentence from the opposite page to fill each of the gaps.●For each gap (8-12), mark one letter (A—G) on your Answer Sheet.●Do not use any letter more than once.●There is an example at the beginning, (0).EVALUATING THE PERFORMANCE OF THE BOARDFew employees escape the annual or twice-yearly performance review. (0) .....G.... . The answer is not a great number. And the smaller the company, the fewer checks there are on how well thedirectors are doing. Some of the largest companies formally assess the performance of their board, but very few new or growing companies have managed to get round to establishing any such procedure.Many business experts believe, however, that it is important for all companies to review theperformance of the board. (8) ............ . Another reason is that the board itself needs information on how well it is doing, just as much as other employees do. For the chief executive, appraisal of some sort is absolutely essential for his or her own sake and for the good of the company. Indeed, many of those who have reached this level remark on howlonely the job of chief executive is and how few opportunities they get to discuss issues relating to it.There is some evidence to show that once smaller companies put a board appraisal process in place, they find this process relatively easy to operate. (9) ............ . Their counterparts in larger organisations. however, are often afraid that appraisals could be a challenge to their status.So, how should companies assess their board? (10) ............ . At a very basic level, this could simply mean getting all the directors to write down what they have achieved and how they can improve on it. At the other end of the scale is the full ‘360-degree’ appraisal. Here, each director is appraised in a systematic manner by a combination of the chairman and fellow directors.In the largest companies there are many methods for assessing the board. A number of such companies have self-assessment schemes. The chairman may meet each board member individually to ask how things are going, in a fairly informal way. The whole board might also meet to talk about its progress in open session, (11) ............ . These might ask for people’s opinions on the board’s main tasks or on how well the committees are working.Research indicates there has been some improvement in the way the appraisal of boardmembers ls conducted. (12) ............ . The chairman will have been involved directly or indirectly in the appraisal of all members of the board. Whose job is it, then, to appraise the chairman?Example:A It is often the case that the directors of such companies are even happy to receive criticism, as this can prevent them from making basic mistakes.B The rest of the workforce sees it as unfair if the directors are the only members of the company to escape appraisal.C These are encouraging as they put a limit on the power of the chairman to assess fellow directors.D Alternatively, questionnaires might be distributed to directors, forming the basis forfuture discussion.E One issue remains, however, when all the others have been dealt with.F lt is generally agreed that it is the chairman’s responsibility to ensure the regular appraisal of each member of the board.G However, one wonders how many companies have in place a formal appraisal processfor their board of directors.PART THREEQuestions 13-18●Read the article below about British companies and their performance in the Americanmarket, and the questions on the opposite page.●For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.BRITISH COMPANIES CROSS THE ATLANTICNext month a large group of British business people are going to America on a venture which may generate export earnings for their companies' shareholders in years to come. A long list of sponsors will support the initiative, which will involve a S3-million media campaign and a fortnight of events and exhibitions. The ultimate goal is to persuade more Americans that British companies have something to interest them.While there have been plenty of trade initiatives in the past, the difference this time round is that considerable thinking and planning have gone into trying to work out just what it is that Americans look for in British products. Instead of exclusively promoting the major corporations, this time there is more emphasis on supporting the smaller, more unusual, niche businesses. Fresh in the memories of all those concernedis the knowledge that America has been the end of many a large and apparently successful business. For Carringtons, a retail group much respected by European customers and investors, America turned out to be a commercial disaster and the belief that they could even show some of the great American stores a retailing trick or two was hopelessly over-optimistic.Polly Brown, another very British brand that rode high for years on good profits and huge city confidence, also found that conquering America, in commercial and retailing terms, was not as easy as it had imagined. When it positioned itself in the US as a niche, luxury brand, selling shirts that were priced at $40 in the UK for $125 in the States, the strategy seemed to work. But once its management decided it should take on the middle market, this success rapidly drained away. lt was a disastrous mistake and the high cost of the failed American expansion plans played a large role in its declining fortunes in the mid—nineties.Sarah Scott, managing director of Smythson, the upmarket stationer, has had to think long and hard about what it takes to succeed in America and she takes it very seriously indeed. ‘ManyBritish firms are quite patronising about the US,' she sa ys. ‘They think that we’re so much more sophisticated than the Americans. They obviously haven't noticed Ralph Lauren, an American who has been much more skilled at tapping into an idealised Englishness than any English company. Also, many companies don't bother to study the market properly and think that because something’s successful in the UK,it’s bound to be successful over there. You have to look at what you can bring them that they haven’t already got. On the whole, American companies are brilliant at the mass, middle market and people who’ve tried to take them on at this level have found it very difficult.’This time round it is just possible that changing tastes a re running in Britain‘s favour.The enthusiasm for massive, centralised retail chains has decreased. People want things with some sort of individuality; they are fed up with the banal, middle-of-the-road taste that America does so well. They are now looking for the small, the precious, the ‘real thing’, and this is precisely what many of the companies participating in the initiative do best.13 The main reason that the British business people are going to America is toA encourage American consumers to buy their products.B analyse how American companies attract media coverage.C look for financial backing from American investors and banks.D investigate how British and American companies could form partnerships.14 In the writer’s opinion, the proposed venture will be different to previous onesbecauseA fewer British business leaders will be making the trip.B less well-known companies will be better represented.C the larger companies have decided they will not be participating.D it involves research into how British companies market themselves.15 The writer states that Carringtons was wrong toA be cautious about trading in America.B borrow money from its European investors.C assume it was superior to American rivals.D ignore the advice of its American managers.16According to the writer, Polly Brown’s mistake occurred when itA continued to trade despite making a loss.B attempted to attract a different type of customer.C tried to break into too many markets at the same time.D expected American consumers to pay British prices for goods.17 Sarah Scott states that British companies hoping to succeed in America shouldA focus on a gap in the market.B be less concerned with their image.C concentrate on selling products in the mid-price range.D carry out research into the pricing policies of American companies.18The writer suggests that success in America depends uponA adopting a more American approach to marketing.B persuading the mid-range consumer to pay for quality.C copying the strategies of American companies.D building a reputation as a supplier of unique goods.PART FOURQuestions 19-33● Read the article below about plans for a new telephone banking centre.● Choose the best word to fill each gap from A , B , C or D on the opposite page. ● For each question (19-33), mark one letter (A , B , C or D ) on your Answer Sheet. ● There is an example at the beginning, (0).19 20 21 22 23 24 25 26 27 28 29 30 31 32 33PART FIVEQuestions 34-45● Read the text below about how consumers decide what to buy.● ln most of the lines (34-45) there is one extra word. lt is either grammatically incorrector does not fit in with the meaning of the text. Some lines, however, are correct. ● lf a line is correct, write CORRECT on your Answer Sheet.● If there is an extra word in the line, write the extra word in CAPITAL LETTERS onyour Answer Sheet.● The exercise begins with two examples, (0) and (00). B plantB invested B engaging B teamwork B improve B uniformC function C funded C containing C enterprise C grow C extensiveD situation D paid D involving D collaboration D advance D universalA facility A assisted A consisting A venture A benefit A inclusiveA help A facts A acquire A necessitate A reorganisation A announcement A method A achieved A mindB contribute B reasons B gain B ease B reassignment B publication B step B taken B regardC provide C data C attract C support C relocation C notice C point C drawn C accountD combine D evidence D win D enable D replacement D acknowledgement D action D earned D noteWRITING 45 minutesPART ONE●You have been informed that next Wednesday your company’s computer system will beclosed down so that improvements can be made.●Write an email to all staff in your department:•saying what time on Wednesday the system will be closed down•suggesting how staff should prepare for this•saying how the system will be better after the improvements.●Write 40-50 words.PART Two .●You work for PJT Ltd, a manufacturing company. You need more staff in your department andyour line manager has asked you to write a report explaining why.●Look at the information below, on which you have already made some handwritten notes.●Then, using all your handwritten notes, write your report.●Write 120-140 words.LISTENING 40 minutes (including10 minutes’ transfer time)PART ONEQuestions 1-12●You will hear three telephone conversations or messages.●Write one or two words or a number in the numbered spaces on the notes or forms below.●After you have listened once, replay each recording.Conversation One(Questions 1-4)●Look at the notes below. t●You will hear a woman calling a colleague about a factory visit.Conversation Two(Questions 5-8)●Look at the form below.●You will hear a woman calling a recruitment agency.Conversation Three(Questions 9-12)● Look at the notes below.● You will hear a journalist phoning the Managing Director of Shipton's Foodsabout his firm’s website.PART TWOQuestions 13-22Section One(Questions 13-17)● You will hear five short recordings.● For each recording, decide what the speake r’s strategy is for success in management. ● Write one letter (A-H ) next to the number of the recording.● Do not use any letter more than once.● After you have listened once, replay the recordings.13 .............................. 14 .............................. 15 .............................. 16 .............................. 17 ............. L ................ Shipton's Foods Company website is maintained by their (9) ................................................................. .......................................................................................................................................... Main function of site is to give information about their (10) ...............................................................................................................................to trade customers. The company currently has plans for(11) ........................................................................................................................................................................................................................................................................ Priority for developing website: it must be (12) .............................................................. ..........................................................................................................................................Section Two(Questions 18-22)● You will hear another five recordings.● For each recording, decide what the speaker’s main reason is for makin g the phone call. ● Write one letter (A-H ) next to the number of the recording.● Do not use any letter more than once.● After you have listened once, replay the recordings.18 .............................. 19 .............................. 20 .............................. 21 .............................. 22 ..............................PART THREEQuestions 23-30● You will hear Sophie Garland, the General Manager of Daylong Leisure Centres, and JamesPinot, the Operations Manager, discussing problems at the Nottingham centre.● For each question (23-30), mark one letter (A , B or C ) for the correct answer.● After you have listened once, replay the recording.23 What does Sophie say about the Nottingham centre's problems?A She doesn’t know what has cau sed them.B She hadn’t expected Nottingham to have problems.C She doesn’t think they will continue for long.24 James says the European division solved a similar problem byA closing some centres.B advertising the centres.C investing in the centres.25 Sophie proposes that the Nottingham centre shouldA be sold to a company in a different sector.B continue to operate as a Daylong Centre.C remain a leisure centre but under different ownership.26 James believes that the main cause of the problem isA a change in consumer tastes.B the design of the centres.Cthe economic situation.27According to Sophie, advertising wouldA take time to improve the figures.B produce only temporary results.C improve the company’s image.28James suggests that part of the solution is toA reduce opening hours.B employ staff on lower wages.C limit the promotional offers.29 The Board wants to sell the Nottingham centre becauseA the company’s share price has been falling.B it would fetch a good price.C they need to compensate for losses.30 Sophie finally agrees to propose to the Board that theyA keep the centre running as normal.B allocate money for extra promotions.C give the centre a chance to reduce its costs.You now have 10 minutes to transfer your answers to your Answer Sheet.SPEAKING 14 minutesSAMPLE SPEAKING TASKSPART ONEln this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.PART TWOIn this part of the test, you are asked to give a short talk on a business topic. Youhave to choose one of the topics from the three below and then talk for about oneminute. You have one minute to prepare your ideas.PART THREEln this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.For two candidatesStaff MagazineYour company is planning to introduce an internal magazine to keepstaff informed of company developments.You have been asked to help plan the staff magazine.Discuss the situation together, and decide:●what type of information to include in the magazine●which type of staff should contribute to the magazine.For three candidatesFollow-on questions。

剑桥商务英语高级(BEC3)口试真题及应考提示(1)Speaking Test Part II1. Customer Relations: the importance of making customers feel valued2. Company growth: the importance to a company of controlling expansion3. Marketing: how to ensure that agents maintain a high level of effectiveness when representing a company4. Time Management: the importance of planning work time effectively5. Project Development: how to ensure inter-departmental co-operation on new projects6. Purchasing: how to evaluate and select new products7. Personnel Management: the importance to a company of having well motivated staff8. Strategic Planning: how to decide whether to purchase or rent company premises9. Sales: how to ensure that price levels for new products are set appropriately10. Communication Skills: the importance of foreign language training for selected employees11. Advertising: how to select a suitable agency to handle a company’s advertising12. Finance: how to decide whether to float a company on the stock-market13. Marketing: the importance to a company of offering its products on the world-wide web14. Staff Training: how to evaluate the effectiveness of company training programmes15. Company Growth: how to decide when it is the right time for a business toexpand16. Public Relations: the importance to a company of sponsoring well-known personalities from the arts and popular culture17. Recruitment: how to ensure that the best candidate for a post is selected18. Information Management: how to analyse and make effective use of information19. Sales: the importance of brand image in ensuring that products or services sell well20. Technology: the importance to a company of keeping up-to-date with internet developments21. Quality Control: how to ensure that a company consistently maintains quality control standards22. Product Promotion: how to make effective use of the media when promoting a new product or service23. Product Management: the importance of teamwork for the effective management of projects24. Health and Safety: how to develop a responsible attitude among staff to the health and safety requirements of accompany25. Technology: the importance of computer skills for the workplace of the future26. Communications: how to ensure that e-mail is used appropriately by staff for internal and external communications27. Staff Development: how to administer a staff budget effectively28. Market Research: the importance of finding out about customers’habits and attitudes29. Financial Management: how to identify ways of reducing costs in a company30. Communication: how to achieve an effective working relationship between different departments within a company31. Communication skills: the importance of understanding cultural differences when working in an international environment32. Personnel Management: the importance of providing employees with clear job descriptions33. Company Growth: how to ensure that company growth proceeds at the optimum rate34. Time Management: how to manage a heavy workload effectively35. Health and Safety: the importance to a company of having a Health and Safety policy36. Human Resources: how to ensure that staff at all levels receive appropriate feedback on individual performance。

第三辑Test 1Staff MagazineYour company is planning to introduce an internal magazine to keep staff informed of company developments.You have been asked to help plan the staff magazineDiscuss the situation together, and decide:●What type of information to include in the magazine●Which type of staff should contribute to the magazine●How often the magazine should be published【题目分析】企业内刊你所在的公司目前正计划发行企业内部期刊以帮助员工随时了解公司的发展状况。

要求你帮助策划企业内刊的设计。

你们一起讨论这个话题，并决定：●杂志包括哪些内容●杂志所定位的员工类型●杂志的发行周期【词汇、短语】特写feature 视觉的visual熟悉的，了解的up-to-speed 上交submit使适应，定位orient 承诺，奉献commitment【句型点击】●正面评价观点Good idea!I really appreciate what you’ve saidYou’ve made a very good point.That’s interesting!【参考范例】A: I think the staff magazine should be published four times a year and contains news and features about events in the company and the achievements of staff.B: I don’t think so. A monthly publication of news , analysis, opinions, interviews, competitions and feedback would be bette r, which can cover a wide range of topics, of interest to staff.C: I prefer the monthly. The magazine is an easy and convenient way of keeping up-to-speed with everything that’s going on in the company. In addition, staff magazine is designed to create a corporate culture that can connect all people in. so, the more, the better.A: Ok, maybe you are right. Staff magazine should involve everyone and everything in the company. A rich, prompt and diverse coverage satisfies all needs and expectations. By the way, what could be the target audience of the magazine?B: since every issue is designed to give staff a better understanding of our business, to share knowledge and experiences, to provide interest and entertainment and to show readers why the company is a good place to work, the magazine should beoriented to all the staff members.C: You can target the staff magazine to different groups, for individual department may want their version of the magazine.Moreover, staff should be encouraged to become involved in producing the magazine and building a sense of community and engagement.A: An employee magazine, um, sounds nice. And printed staff magazines can be out of date before staff even read them; so what about e-magazine, which allows content to be alive and up to date?B: Good idea! Then staff can get information across in an engaging and visual way. Down-loading and uploading old and new issues are really easy through the internet and intranet. Anyone can easily submit their article or update in the relevant section of the staff magazine.C: So many ways to improve the magazine and the staff magazine is such a great commitment to help staff to communicate better, and be better informed. Even the clients can get useful information and grasp business opportunities from the staff magazine.第三辑Test 2Video ConferencingThe company you work for is concerned about the amount of time staff spend traveling to meetings in other branches of the company, and is looking at alternatives.You have been asked to make recommendations about introducing video conferencing.Discuss the situation together and decide:●What the company needs to know about the meetings that take place at present.●What are the advantage and disadvantage of video conferencing might be●What kinds of practical preparations would be needed before introducing the system?【题目分析】电视会议你所在的公司目前很关注员工出差到其他分公司开会的用时问题，正在寻找可替代的开会方式。

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TEST 1 KEYKeyTest 1 Reading1 D2 B3 E4 A5 D6 C7 E8 CPart 29 B 10 A 11E 12C 13D 14FPart 315 B16D 17A18D19B 20 APart 421 B 22C 23 A24 D25 A26-30 B D D C APart 531- 35 AS WHY NOT/ HARDLY WHO/ THA T OF36-40 FOR SO/ THUS HA VE MUCH LIKEPART 641-45 CORRECT THEY CORRECT BEING WHICH46-50 FOR CORRECT SHOULD WHEN CORRECT51-52 THEIR THA TTest WRITINGSAMPLE AThis report describes the movements of the balance of trade between 1991 and 2001 , for a particular country, concerning manufacturing and agriculture.Manufacturing:Imports increased constantly during this period. The figure shows a rise of $ 4 bn within the whole period and no fluctuations are to be remarked.Exports rose from nearly $ 3 bn in 1991 to approximately $7 bn in 2001 , suffering minor fluctuations all the way through. In general, the balance of trade remained slightly positive through the period considered.Agriculture:Imports increased slightly, ending the period around $1 bn over their starting level. They suffered a temporary fall between 1992 and 1994 , followed by a steady recovery. After peaking at around $2.5 bn in 1999, imports fell slightly to their final value.Exports figure shows the same performance although at level $4bn higher than imports.Consequently, the balance of trade remained markedly positive throughout the period.Band 4All content points are included. There is a relatively natural use of language and a good range of structure, despite some inaccuracy. There is also evidence of a wide range of vocabulary and the report is well organized.Sample BIntroduction:The aim of this report is to describe the imports an exports of the Manufacturing and Agricultural sectors in the years 1991-2001 in European contry’sManufacturing ImportsIn the first year (1991) the imports were just above $2 bn, at the end of 2001, the imports were almost on the $ 6 bn.Manufacturing ExportsIn 1991 were just below the $ 3TEST 1PART11 THREE DAYS2 CLOBAL CONFERENCES PLCTOMORROW’S SOFTW AREPERMITLARGE CORPORA TIONSLOGIC SOLUTIONSINTELLIGENT CHANGEIT ANALYSTCUSTOMER DRIVENORGANISA TIONAL STRUCTURESFRAMEWORK FOR ACTIONCASE STUDIESPARTF C D B E A B F C DPART3C A B C B C B A。

Text 3Reading 1 hourPART ONEQuestions 1 – 8●Look at the statements below and at the five extracts on the opposite page from an articlegiving advice to self-employed consultants about negotiating fees for their services.●Which book (A, B, C,D or E) dose each statement 1 –8 refer to ?●For each statement ! – 8, make one letter (A, B, C,D or E) on your Answer Sheet .●You will need to use some of these letters more than once .1 Trying to negotiate is only worthwhile if there is the prospect of success.2 The best result of negotiation is when both parties have a sense of satisfaction.3Accepting a lower fee might have benefits in the future.4It is important to know how much other people are charging for similar work.5You should ask for a fee in excess of what you expect to get.6Offer the other party incentives to agree to your fee.7Other people‘s reactions to you are influenced by your body language.8It may become obvious that you have come to regret a deal you have made.EPART TWOQuestions9– 14●Read the text about training progammes.●Choose the best sentence from the opposite page to fill each of the gaps .●For each gap 9– 14, mark one letter (A-H) on your Answer Sheet .●Do not use any letter more than once .●There is an example at the beginning .(0)REAL TRAINING FOR ALL-ACTION MANAGERSLearning by doing is familiar to every manager sent on a training course. Invariably this involves role-play based on studies of long-ago triumphs and disasters from a relevant industry or organization. (0)_H_ The problem is, any experience of decision-making gained from role-play has one obvious shortcoming: it is not real life.To tackle this dilemma, some of the best-known companies have set up the International Management Development Consortium, which provides a range of executive development programmes for staff members. (9)____ What this means is that they involve ‗action learning‘ through real-life situations, and participants work as problem-solving consultants on projects within companies engaged in day-to-day business.(10)____ Within this they also take training and refresher courses in traditional business skills such as finance, marketing, staff management and strategic planning. These disciplines are taught by a mix of academics, business people and senior managers from Consortium companies who also monitor the consultancy work.More than 100 of these consultancy projects have been undertaken so far, and many more are to come. (11)____ Generally, those who choose to attend the course come from various countries, reflecting the multi-national nature of companies within the Consortium.(12)____ As a result of this cross-culturalexchange, the people on the course learn a great deal from each other- and often keep in contact on a professional level long after the end of their course.The Consortium says language difficulties are not a problem when consultancies are undertaken for foreign companies on site. A translator is on hand to deal with difficulties which arise from technical terms or jargon. (13)____ This is because they are not charged consultancy fees, although a nominal sum is payable for administration. The funding for the scheme is provided by each Consortium member who contributes to the cost of running the training courses, and the amount involved is considerably less than fees charged by leading business schools. (14)____ ‗it is,‘ says the Chairman, ‗a real learning experience with techniques that can easily be used back at work..‘A They are being offered by companies whoare aware of the benefits of the range ofknowledge offered by the people on thecourse.B As well as the savings, there are also thedividends it pays in the form of improvedstaff performance.C The difference between these programmesand the average executive course,however, is that these courses are basedon the concept of ‗live‘ consultancy.D In this way, participants can alsobenchmark themselves against the bestmembers from a range of Consortiumcompanies. E This means that within every traininggroup there will be a wide variety ofexperience, which is discussed andexplored by the group.F Typically, groups of up to six coursemembers undertake projects as part ofthis development programme.G Another major advantage is that thesecompanies usually get their problemssolved very cheaply.H Managers are typically cast as key figuresin these dramas, the comparisons aremade later between how they dealt withthe fictional situation and the actualevent.PART THREEQuestions 15– 20●Read the following article about business schools and the questions on the opposite page .●For each question 15 – 20 , mark one letter (A, B, C or D ) on your Answer Sheet for theanswer you choose.In terms of pure quantity of research and debate, business schools have performed amazingly in promoting management as a distinctive activity. No other discipline has produced as much in such a short period. It is unclear yet how much of it will stand the test of time, but for sheer industry, the business school deserve credit. Not a day goes by without another wave of research papers, books, articles, and journals.In these terms, schools have produced a generally accepted theoretical basis for management. When it comes to knowledge creation, however, they find themselves in difficulties. They are caught between the need for academic rigour and for real-world business relevance, which tend to pull in opposite directions. The desire to establish management as a credible discipline leads to research that panders to traditional academic criteria.The problem for business school researchers is that they seek the approval of their academic peers rather than the business community. In the United States this has led to the sort of grand ‗paper clip counting‘ exercises that meet demands for academic rigour but fail to add one iota to the real sum of human knowledge.Business schools have too often allowed the constraints of the academic world to cloud their view of the real world. Business school researchers seek provable theories –rather than helpful theories. They have championed a prescriptive approach to management based on analysis and, more recently, on fashionable ideas that soon disappear into the ether. The ‗one best way‘ approach encourages researchers to mould the idiosyncrasies of managerial reality into their tightly defined models of behaviour. Figures and statistics are fitted into linear equations and tidy models. Economists and other social scientists label this cure smoothing.Meanwhile, reality continually refuses to co-operate.Central to this is the tension between relevance and rigour. In a perfect world, there would be no need to choose between the two. But in the business school world, the need to satisfy academic criteria and be published in journals often tilts the balance away from relevance. In other words, it is often easier to pursuequantifiable objectives than it is to add anything useful to the debate about management. To a large extent, the entire business school system works against useful, knowledge-creating research. Academics have five years in which to prove themselves if they are to make the academic grade. It seems long enough. But it can take two or even three years to get into a suitable journal. They therefore have around three years, probably less, to come up with an area of interest and carry out meaningful and original research. This is a demanding timescale. The temptation must be to slice up old data in new ways rather than pursue genuinely groundbreaking, innovative research.It is a criticism also made by some business school insiders. ―Academic journals tend to find more and more techniques for testing more and more obscure theories. They are asking trivial questions and answering them exactly. There has to be a backlash,‖ says Julian Birkinshaw of London Business School. In large part, the problem goes back to a time when business schools were trying to establish themselves. Up until the 1960s, American business schools were dismissed as pseudo-academic institutions, including the universities of which they often formed a part, regarded them as a little more than vocational colleges. Since then, most of the leading schools have undergone major reassessments and introduced sweeping changes. However, it is questionable whether those changes have gone far enough.15 What does the first paragraph suggest about the research generated by businessschools?A Its quality is variable.B Its lasting value is uncertain.C It has always been produced too quickly.D It has had no influence on management.16In paragraph two, the writer argues that business school researchA takes a negative view of the business community.B has failed to give credibility to management as a discipline.C is directed at the wrong audience.D does not stand up to academic scrutiny.17 In the third paragraph, the writer criticizes the theories of management producedby business schools for beingA incomprehensible.B contradictory.C vague.D inflexible.18In the fourth paragraph, the writer says that the business school system causes academics toA be satisfied with reinterpreting previous research.B avoid complicated business issues.C concentrate on very narrow fields of study.D focus on topics no longer relevant to business needs.19What do we learn about business schools in the last paragraph?A They are reluctant to admit to failings.B They resent criticism of their academic journal.C They used to be looked down on by other institutions.D They are comfortable with the current situation.20What is the writer’s purpose in this text?A to express regret at the growth of business schoolsB to point out a weakness in the approach of business schoolsC to criticize business school for producing bad academicsD to forecast the eventual collapse of business schoolsPART FOURQuestions 21 -30●Read the article below about expanding a retail business.●Choose the correct word to fill each gap from (A, B, C or D) on the opposite page.●For each question 21-30,mark one letter (A, B, C or D) on your Answer Sheet.●There is an example at the beginning, (0)Should you open a second branch?Choosing to expand your business by opening a second location can be one of the best decisions you‘ll ever (0)____, or one of the worst. Before you (21)____ at a decision, there are several things you should check to see if you are ready to take this big step towards expansion.Firstly – your cash flow. Like starting up any business, a second location (22)____ a large initial investment and usually takes a long time to turn a profit. Look at your firm‘s accounts carefully. If these (23)____ that you cannot afford a long-term drain on your financial resources, then it is probably better to wait.Secondly – your personnel and systems. If you don‘t have a management team (24)____ place already, you should probably think about establishing one before opening a second branch. The same (25)____ in the case of operating systems and controls. The better organized your businessnow, the better organized your second location will be, too.Also, you need to think about your market. Is your current site doing as much business as it can (26)____, or are there ways you could grow without opening a second branch? Try expanding internally first. Similarly, don‘t (27)____ that just because your business is successful in one town, it will immediately succeed in a (28)____ community. Research your potential markets before setting up shop, and (29)____ your new branch to answer the specific needs of these markets. Finally, be realistic about the time you need to invest to make a second location work. You don‘t want to take (30)____ so much work that you can‘t honour your commitments.21 A arrive B come C reach D approach22 A contains B includes C involves D consists23 A tell B present C show D exhibit24 A at B in C by D to25 A applies B refers C concerns D relates26 A deal B hold C handle D cope27 A assume B trust C rely D count28 A connecting B neighbouring C surrounding D matching29 A invent B amend C design D innovate30 A through B up C down D onPART FIVEQuestions31-40●Read the article below about a successful airline .●For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet .●There is an example at the beginning, (0) .Example :A SUCCESSFUL AIRLINEExecutives at Fastline, now (0)____ of the country‘slargest airlines, were in optimistic mood at the pressconference they held yesterday afternoon. Theyannounced that they were (31)____ a position to revisethe company‘s full-year profits forecast sharplyupward (32)____ a result of an exceptionally strongperformance over the last nine months. Profits duringthis period rose by very (33)____ 50 per centcompared with the same period last year. Thecompany feels confident that this performance willcontinue throughout the remainder of the year. It isexpected (34)_____will be a 40 per cent increase inprofits for the full year compared with the 15 per centthat had been indicated (35)____ the half-year stage.During the year, (36)____than raise its fares as most other airlines did in response to higher fuel costs, Fastline stuck to its decision to keep fares at the same level as last year. This must account to (37)_____ extent for the significant rise (38)____ only in the number of passengers booked on flights, but also in the amount of freight carried.The airline has also confirmed that it is in negotiations with another airline to sell the whole of (39)____ 20 per cent holding in Border Air. However, executives are refusing to reveal the name of the interested party until a definite agreement (40)____ reached.PART FIVEQuestions41 - 52●Read the text of the job advertisement below.●In most of the lines 41 - 52 there is one extra word. It is either grammatically incorrect ofdoes not fit in with the sense of the text. Some lines, however,are correct .●If a line is correct, write CORRECT on your Answer Sheet.●If there is an extra word in the line ,write the extra word in CAPITAL LETTERS on yourAnswer Sheet .●The exercise begins with two examples, (0) and (00) .Example :COMMERCIAL DITECTOR REQUIRED0We are a dynamic and ambitious food manufacturer supplying the grocery sector00 and are entering an extremely exciting period of new change as we focus on our41strategy how to achieve market leadership. We are at present seeking a new42commercial director. If you are the type of a person who can demonstrate the43energy and insight to drive a business forward looking as part of a team, this may44well be the perfect opening for you. We need appoint a committed professional who 45will assume full responsibility for the company‘s entire commercial operation. The 46commercial director will have report directly to the general manager and will be47expected to provide with both leadership and hands-on coaching to the staff. This48high-profile role will involve in the implementing and developing of commercial49strategies that will make maximize the profitable growth of the company. The50person appointed will already have demonstrated sure success at a senior51commercial level for a minimum of three years time in a food manufacturing52company and will possess exceptional leadership qualities and commercial skills.Writing 1 hour 10 minutesPart oneQuestion 1●The chart below shows the percentages of a company’s turnover which were contributed by its main product areas in three successive years.●Using the information in the chart , write a short report comparing the contributions of the three products to turnover in the three years.●Write 120-140 words on a separate sheet.Part two●Write an answer to one of the question 2-4 in this part. Write your answerin 200-250 words.●Question 2●t he Sales Manager in your company is looking for a venue where he can hold a three-day conference for sales staff. You have recently attended a conference at the Marston Conference Centre and the Sales Manager has asked you to prepare a report on the suitability of the Centre for his conference.●Write your report for the Sales Manager.●Describing your experience of the venue when you attended the conference there●Assessing the positive and negative aspects of the venue●Making a recommendation as to its suitability for your company’s conferenceQuestion 3●You are dissatisfied with the poor service that has recently been provided by the company responsible for delivering your products to your customers.●Write a letter to the company:●Informing them of the fall in the standard of their service●Explaining why you are dissatisfied●Describing the bad effect the service has on your business●Detailing what action your intend to take if the service does not improveQuestion 4●You feel that your company’s main product or service would benefit from better publicity. The directors have asked you to write a proposal putting forward your ideas.●Write your proposal for the directors.●Mentioning the product or service concerned●Stating the shortcoming of the current advertising●Outlining how your competitors publicise their products or services●Suggesting a different approach to advertisingListeningapproximately 40 minutes (including 10 minutes’ transfer time)Part one:Question 1-12You will hear a spokesperson telling a group of business people about the Business Support Agency------an organization which distributes business and research grants.. As you listen, for questions 1-12. complete the notes, using up to three words or a number..After you have listened once, replay the recording.The business support agency (BSA)Who we are1BSA receives financial support from the Department of ______________________2And some ___________________companies3Examples of work are shown in the __________________________________________ 4BSA made __________________________________________ last yearHow to apply5(i) Contact the__________________________________________ Office on 0188454545(ii) Complete the form, including.History of companyDetails of requirements6, __________________________________________7(ii) Meet one of the agency‘s __________________________________________8 (Iv) Write a plan, including all _____________________ and _____________________What happens next9the final decision is taken by the __________________________________________10successful applicants can expect to receive_____________________ of the funding needed from the BSA11Money will be paid in _____________________12Companies will need to produce a _____________________ at the end of the yearPart twoQuestion 13-22●You will hear five different people talking about changing their jobs.●For each extract there are two tasks, For Task One , choose the reason for changing jobs from the list A-H .For Task Two, choose the problem area in the new workplace from the list A –H●After you have listened once, reply the recordingTask one—Reason for changing jobs●For questions 13-17 ,match the extracts with the reasons, listed A –H●For each extract, choose the reason each speaker mentions.●write one letter A-H next to the number of the extract13____________14___________15___________16___________17___________A to escape from monotonyB to reduce travel timeC to improve promotion opportunitiesD to increase time spent doing researchE to experience a flatter company structureF to acquire a more creative roleH to make better use of qualificationsTask Two- Problem area in the new workplace●For question 18-22, match the extracts with the problem areas in the new workplace , listed A –H.●For each extract, choose the negative aspect each speaker mentions.●Write one letter A –H next to the number of the extract.18__________19__________20__________21__________22__________A internal communicationB colleagues‘ time managementC type of trainingD IT supportE performance appraisal procedures.F quality of office equipmentG secretarial assistanceH clarity of company strategyPart ThreeQuestion 23-30●You will hear Tania and Jerry , two managers from a furniture manufacturer, discussing a meeting they have just attended.●For each question 23-30, mark one letter (A ,B or C) for the correct answer.●After you have listened once, replay the recording.23. Why has the Chief Executive had to leave?A The company has been taken overB The company‘s share price has fallenC The company has changed its strategy24 What is Tania’s opinion of the new Chief Executive?A he lacks the qualities necessary for the positionB His experience qualifies him for the jobC He will prove to be better than he seems25 What does the company intend to do ?A concentrate on a smaller range of furniture productsB diversify into non-furniture productsC expand by taking over some of its competitors26 In Jerry and Tania’s opinion, what should the company focus on future?A increasing the market share of its core productsB finding niche markets for its productsC differentiating its products from those of competitors27 Tania’s new area of responsibility is to manageA a divisionB a changeC a brand.28 Jerry’s fear about his new post is thatA some of his staff might not like him being the bossB he does not know enough about the fieldC it will not be sufficiently demanding29 What do Tania and Jerry think about the proposed television advertising campaign?A It will focus on the wrong products.B The company cannot afford itC the timing is wrong30 Tania thinks that not enough money is being spent onA salariesB product developmentC the working environmentSpeaking 16 minutesPart oneIn this part, the interlocutor asks questions on a number of work-related and non-work-related subjects to each candidate in turn, you have to give information about yourself and express personal opinions.Part twoThe candidate chooses one topic and speaks about it for approximately one minute. One minuts‘preparation time is allowed.A personal management: the importance to a company of having well-motivated staffB strategic planning: how to decide whether to purchase or rent company premisesC Sales：How to ensure that price levels for new products are set appropriatelyPart ThreeIn this part of the test, candidates are given a topic to discuss and are allowed 320 seconds to look at the prompt card, before talking together for about three minutes, afterwards, the examiner asks more questions related to the topic.For two candidatesHealth and Fitness FacilitiesYou company is considering providing a fitness centre on the premises to help employees improve their health and fitness. You have been asked to make recommendations for this scheme. Discuss, and decide together:●What benefits the centre would bring for the company●How to promote the need for health and fitness to all staffFor three CandidatesHealth and Fitness FacilitiesYour company is considering providing a fitness centre on the premises to help employees improve their health and fitness. You have been asked to make recommendations for this scheme. Discuss, and decide together:●What benefits the centre would bring for the company●Which types of facilities could be included●How to promote the need for health and fitness to all staffFollow-on questions●Would company fitness facilities be equally popular among all staff?Why ?why not?●Should employees have to pay to use health and fitness facilities? Why /why not?●What other ways are there for companies to encourage their employees to remain fit and healthy?●Should companies include employees‘families in their health and fitness provision ? why ? why not?●Is the welfare of employees an appropriate concern for companies? Why? Why not?TEXT 3 KEY TEXT 3 READINGPART 11-5 A E D A B6-8 E C DPART 29-10 C F11-14 A E G BPART 315 B16-20 C D A C BPART 421-25 A C C B A26-30 C A B C DPART 531-35 IN AS WITH THERE AT/BY36-40 RATHER SOME/AN NOT ITS ISPART641-45 HOW A LOOKING APPOINT CORRECT 46-50 HA VE WITH IN MAKE SURE51-52 TIME CORRECTTEST 3 LISTENING1 EDUCATION2 MULTINATIONAL3 ANNUAL REPORT4 20 AWARDS/ GRANTS5 PROJECT CO-ORDINATION/ING6THE PROEDICTED BENEFITS7 REGIONAL CONSULTANTS8 COSTS AND DATS9 CENTRAL COMMITTEE10 70 %11 QUARTERLY INSTALMENTS12 PROGRESS REVIEW/ REPORTPART 213-15 C A H16-20 D G B E A21-22 H DPART 323-25 C A B26-30 C B A A CTapesciptListening test 3Q 1 -12:Woman : Thank you everybody, thank you . the Business Support Agency or BSA are very proud of the part we play in the development of business success . Today, I ‗ll give you a bit of background on the Agency, and then outline the steps involved in applying for support, OK?what we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched—the amount fluctuates on a yearly basis-by contributions from a number of multinational companies. We then follow the procedures I ‗ll be outlining in a moment. Some examples of this work, if you‘re interested , can be seen in our annual report-I ‗ll leave copies out for you to look at . since we began, ,we‘ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we‘re not simply giving this money away—our criteria are strict.So , how do you apply ? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Co-ordinating Office . You can call them on 0188454545 and express your interest . they‘ll then send you an application form. It‘s quite a lengthy document, I must warn you, and you ‗ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decision about whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organization are going to be available to put in the necessary work. Ok , well that‘s then your role finished for the time being.Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful and around eighty per cent of applications are the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty percent last year. The payment will be made in quarterly installments. This has proved to be the most generally useful method all round. The last job for you will be coming up with a progress review, which you need to do at the end of the first year, well , are there any questions?Q 13-22:。

BEC高级真题第3辑精听:Test1-Part One(1)Good morning, ladies and gentlemen. I'm honoured to have this opportunity to talk to you. Eight years ago, I bought my first computer, but I soon discovered that where I lived, it was difficult to find accessories for that particular make. That made me realise that other people must have the same problem.Then I found that foreign magazines contained plenty of advertisements of mail order companies, so I started buying spare parts and things that way and selling them on to my friends at a small profit. That was how my company, Manshee, was born. Four years later, Manshee was making a profit and had reached a turnover of six million pounds. We had four directors - myself and three of my friends - plus a staff of seventeen. The culture was young and the working environment didn't have any structure. The company just grew and grew with its own momentum, and everything we did seemed to strike lucky. If we needed to buy some equipment or redecorate the sales office, we decided yes or no in isolation, only taking the short term - usually the cash flow for that month - into account.However, the market became increasingly cut throat, and that led to falling margins. We realised, rather unwillingly, that the time had come to structure our future, but we didn't really have much idea how to set about it. So we went to a firm of consultants who specialise in helping small businesses, and it proved a turning point. They insisted that we four directors sit down and rank our investments in order of importance for the coming years. It seems obvious now, but we'd never realised the value of doing it before.Test1-Part One(2)Initially, we set out strategic and financial targets for the next three years, and now we're pleased with just how many of those objectives we've met.The value of bringing in outside expertise was that it gave us objectivity. It's so easy to take things for granted, and to go on in the same mindset. Using consultants meant we received invaluable advice on our business priorities.Planning has allowed us to make notable improvements. For instance, by segmenting our customer base, we realised that we could put our customers, currently in excess of a thousand, into four distinct groups, according to their buying behaviour. That made us realise we could increase sales if we allocated different people to deal with each group. So we set up four specialist divisions, and the most successful one has increased its sales by over 20%, and that's the division involved with the training sector.We're signing off the next plan for growth. People are sometimes concerned that planning leads to rigidity, but we certainly don't find that it stops us from being as flexible as we need to be. Thank you.Test1-Part Two(1)Speaker OneWoman: Well, now it’s all over, I can only hope we’ve learnt the right lessons from the experience. Although the consultants at the time urged caution, the board were sure of the plan –after all, it was the sort of thing they’d pulled off before – and ploughed ahead with the launch of the new division.But the board wouldn’t accept that the predicted boom in these new overseas markets was bound to be unstable because of likely fluctuations in currency rates and share prices, and that’s where it all came unstuc k.They reacted sensibly, though, and now we have established a good joint venture there, which is a better bet than going it alone, or slashing costs all over the place and laying people off in a panic.Test1-Part Two(2)Speaker TwoMan: In the end, you'd have to say we had a lucky escape I mean, it could have been a lot worse. It's very difficult to know where your brand is really positioned.., we've always accepted that our research almost inevitably will be running a bit behind.Consumer tastes change so quickly these days, and that's where we suffered, and lost market share. The directors, once it was clear what was happening, attacked the problem and looked at various options.They could have looked to generate revenues with a share issue, but I think they were right to go for clipping back by reducing expenditure wherever possible you're better placed to re- group with a tight ship. The plans to develop higher quality products for the future look pretty plausible now.Test1-Part Two(3)Speaker ThreeWoman: Well, I now know to take all this talk about the importance of communication skills seriously...I used to think it was all rather woolly, but when you've seen the damage misunderstandings can do...I suppose the board was a grouping of people with such strong backgrounds individually that each of them expected to be top dog, and that it was perhaps inevitable that they'd clash over what direction the company should go in.Anyhow, it looked very grim for a while but, in the end, two of them took the pretty sizeable payoffs they were offered and moved on. From our point of view, at least it saved us from the prospect of the group being split up and the shares sold off.Test1-Part Two(4)Speaker FourMan: We were all extremely glad to see the back of that particular episode in the company's history.I know there's quite a trend to constantly reviewing your sourcing in the search for cost savings, but it was crazy to move over to such an untried firm.The trouble was we were getting nearly all our parts from them, so everything was leaving the factory here with faulty components, with appalling results. We should have listened to the consultants, but on this one we thought we knew better.It got so bad that predatory offers were being made for the division, and we had to think hard about how to save the brand's reputation. Raising fresh capital through new shares was the right way to go and enabled us to cover the losses we made in sales.Test1-Part Two(5)Speaker FiveWoman: I sometimes really do think that the people who know least about a company are the people who run it... that's why there's such an industry in advising on and supplying the skills for managing change. We went along assuming that we were selling well because of what we saw as our core qualities but we were wrong.It was just that we happened to have got our pricing right, so when we changed that, it all started falling apart. Things got decidedly grim for a time, and drastic action was required. A merger was considered, and an aggressive takeover had to be fought off.In the end, it was easier to accept an offer for the Budget Products Division, and avoid major redundancies, than to go on trying to keep the whole thing afloat.Test1-Part Three(1)Man: Well, Deborah, we need to think about the candidates who've put in applications for the post of area manager.Woman: Yes, John, it's an exciting new role, and it fits in with the strategy development plan. Man: Quite. It's part of a logical progression in our approach to management, carefully consolidating our skills base. It should mean a new chain of command, but based on tried and tested methods.., we'll be stronger as a result.Woman: Well that's the idea. Now, the first one that's come in is from Colin...Man: The assistant manager for the south-east?Woman: Yes. Colin's clearly keen...Man: But of course, it's an attractive proposition.Woman: And I think that's what's drawn him. He's said his current post is demanding as well he might but that he's keen to position himself in the spotlight here. Reading between the lines, I think the alternative, as he sees it, is to move sideways to IT, which is where his background is. It would be a shame to lose someone like him ... he's hungry.Man: Yes, it's a genuine application. He's a serious contender. I was struck recently... I think it was last month.., by his problem- solving abilities. He was passed a complaint it wasn't really his problem at all but he took it up anyway, about some faulty goods we'd supplied, apparently. I think he saw it as an efficiency issue, and so relevant to any responsible person here. And he reacted really well, so that the customer went away happy after all.Test1-Part Three(2)Woman: Right, and that suggests the qualities that are most germane to the job. Ultimately, I suppose, we're looking for a level of adaptability that it's fair to say someone in his position may not have had the chance to really demonstrate yet.., but his familiarity with the goods we produce is second-to-none, so I think the signs are there that he may become an astuteanalyst and problem-solver.Man: That's certainly encouraging. And it's not just in the office that he's been looking good.I sent him abroad as part of that group a few weeks ago. The basic brief was to secure a continuation of the Asian contract. To be honest, that was a bit of a given, and what I was really hoping for was something extra. And sure enough, he clearly really worked on all our contacts out there, and he came back with some great new insights into how we might be able to develop bulk sales direcdy through warehouses, rather than through the standard agency channels.Woman: Oh right, interesting I missed the de- brief on that one. But I do know he went on a training course not so long ago, and clearly reaped the benefits there. The content was mundane enough -‘how to produce effective reports' or somesuch but he identified the points that really mattered, and saw that what it actually addressed was how to order the most pertinent facts for delivery to a team.Man: So, it's good news all round?Test1-Part Three(3)Woman: Let's look at what his reference has to say. He does have shortcomings, of course. His confidence is very strong, almost to a fault, you might say, which could lead to difficulties on the patience front.., just because he gets the point quickly doesn't mean he's entitled to think everyone else does, that they share the same conclusions.., others may be behind in terms of objectivity, still grappling with issues that impact personally on themselves. Man: Hmm, that'd certainly be something to watch, I guess. Still, we're not looking for perfection, are we? And we're not going to be setting up a lone operator.Woman: Oh, far from it. Whoever gets the job will be well backed up. I was talking to the consultants the other day, and they were quite critical of our reliance on checking performance through the one-to-one appraisal system, so it's been decided that this new post will be linked into the cross-departmental advisory group that was set up a few months ago, and benefit from dealing with them and getting their input. That should help quite a bit. Man: That makes a lot sense. Well, let's talk about some of the other candidates...Test2-Part One(1)Man: Good morning, ladies and gentlemen, and "welcome to the Factories of the Year award. My name is Jonathan Hargreaves, and I’m Chief Executive of the Institute of Production Research, which organised these awards, in association with Barrington Business School. I’m delighted to introd uce to you the school’s professor of manufacturing science, Jacqueline Allen, who again chaired the panel of judges. Jacqueline.Woman: Thank you, Jonathan, and good morning, everyone. This year’s search for the Factories of the Year has produced a bumper crop of outstanding winners, which is very welcome proof that the old economy isn’t dead, but is emerging revitalised from its recent problems. As ever, we initiated our search for the best by sending each participating factory a questionnaire. This consisted of fourteen pages and probably more questions than the recipients would have liked. From their answers, each factory was assessed on a basket of performance criteria.Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it's poor it can have measurable results such as high staff turnover and a high accident rate. And if a business can't easily handle change, it may well create more problems than it solves, and its future is unlikely to be secure.The next step was for the panel of judges to assess the results and devise a shortlist. We then visited these factories. I must say, I found it fascinating to see so many factories in action. As a result of these visits, we came up with the three winners in each category.The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start.Test2-Part One(3)A determination among the factory's management team not to be second best, for another. And acting on the realisation that clever initiatives don't count if they don't further a factory's mission. No successful factory can, for a moment, forget its customers, whether they're internal to the company or external.As ever, new trends emerged: an outstanding level of competence in supply-chain management, as well as in manufacturing, is increasingly important. The links between a factory, its suppliers and its customers can make or break an operation.This year's winners also demonstrate the importance of optimising the movement of goods and people around the factory. Confused, muddled-looking factories underperform, while successful ones use signs to help staff and visitors find the best route to their destination. And allowing goods or materials to get lost in some dusty corner of the warehouse is unacceptable: the problem of tracking components as they move through production has led to a number of developments, of which electronic tagging is one of the most exciting. Now I'd like to turn to the individual categories...Test2-Part Two(1)Speaker OneWoman: Well, there seem to be more and more fairs, don't there? And all apparently quite unmissable, which is fine, except I do actually have an office, and do need to get things done. So I try to be a bit selective. I try to make sure I've got my own agenda clear about what I want from a fair. With this one, for example, I wanted to see how our goods match up against our main rivals, by looking at theirs as if I were an ordinary customer.., noting the specifications and so on... basic market research, really. And it was interesting, gave me some ideas to take back to the office. Some of the brochures and other literature that I picked up at this one were quite striking, very high quality, and that alone made it worthwhile.Speaker TwoMan: For me, fairs are a vital part of business life.., where else do you get manufacturers, suppliers, agents, everyone all milling around together? It's certainly a great audience for the sort of talk I was there to do, and it meant I was able to communicate our values and commitment to service. Those are things our suppliers need to understand, so that we can get a full circle of quality from components to delivery and after-sales. And of course, I also had plenty of time to look around, do some networking. I realised there are places we haven't considered as markets that we should be looking into. The currency situation means our prices could be very attractive outside our domestic markets and get us good sales. So, all very worthwhile...Test2-Part Two(3)Speaker ThreeWoman: These fairs are getting so big.., it's frustrating because you waste a lot of time just navigating your way around. I actually wonder how useful they really are in terms of achieving sales. Still, I have to say, that it gave me an idea for a couple of features we could incorporate into our main model, which would make it more attractive, I think. So that was a bonus, and to some extent made up for my disappointment about not securing a new representative, which had been my aim. I did talk to a couple of promising people who cover the Pacific Rim, but there were a lot of complications, different expectations... I realise it's going to take a while before we can reach a concrete agreement and build a solid marketing strategy there.Test2-Part Two(4)Speaker FourMan: To be honest, I relish opportunities to get out of the office from time to time.., it refreshes the mind, and you can get insights into what you're really doing. I'm pleased this time, because I've come back with the realisation that we can save quite a bit on packaging - our new range of products are selling well, and in fact we're getting bigger orders than we forecast, and the agents are very optimistic.., which all means we don't need to package up units individually, and that'll be quite a saving. It's important, because it's getting increasingly competitive all the time, with new products coming out almost every month. The other thing I've been trying for is better components, and that's why my plan for the fair was to identify new manufacturers of processors, because I'm not happy with our present source.Test2-Part Two(5)Speaker FiveWoman: It's amazing the way the industry is developing… I was walking around remembering such fairs just, say, five years ago, and thinking of how many of the products simply didn't exist then. One of the effects of all this constant innovation is that to stay competitive you have to keep finding different marketing angles. That's what I was lookingfor, some kind of fresh approach to expanding our customer base. In the office, I tend to become absorbed in staffing issues, so I need to get out among customers and competitors. Anyway, while I was there I spotted a way of getting value out of our database. There's software available now which would enable us to analyse customer preferences and provide ‘pinpoint offers' for them.Test2-Part Three(1)Woman: These days, more and more people are employed by a company, but work from home. They're sometimes called 'remote workers'. Carserve is a vehicle breakdown company whose phone operators are all based at home. Steve Marriott, an internal business consultant with Carserve, is in the studio today. Steve, do people really enjoy working from home?Man: If you measure enjoyment by staff retention and improved productivity, the answer is definitely yes. But this doesn't happen by itself. In Carserve, we like the fact that our staff keep in touch with each other, through personal phone calls and emails. We also use email for company communications, instead of using office noticeboards, though of course we can't guarantee that everyone reads them all. But the absence of a sharp division between work and home sometimes creates a definite sense of insecurity, which we can't always remove. Woman: Wasn't there a risk in introducing remote working?Test2-Part Three(2)Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it's turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they're sitting around watching TV, even though they know we don't do that kind of checking up.Woman: When you joined Carserve you weren't happy with the ways things were being run, were you? What was the problem?Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.Woman: How did you turn that around?Test2-Part Three(3)Man: Communication is important, but regular meetings are no substitute for a change of attitude. Managers have to start from the assumption that the remote workers are doing their job properly, even though they aren't being supervised. So that's what I focused on. Woman: You do teamwork, don't you, even though the teams aren't physically working in the same place. How does that work?Man: Surprisingly, perhaps, it makes them more effective. Because they know they're only coming into the office for a team meeting, they plan that meeting much more carefully than perhaps they would do otherwise. And between meetings they communicate by email orphone, and that tends to take the pressure off reaching a decision before thinking it right through.Woman: Earlier, you mentioned the use of electronic communication internally, like the phone, and computers for emails. Have these replaced face-to-face contact?Test2-Part Three(4)Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email won't be read on time. So, we make sure staff can regularly talk to their managers face-to-face.Woman: Doesn't remote working make it difficult for managers to carry out their work? Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doesn't matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work.Woman: So, have you organised training for managers, to deal with this new way of working? Man: Yes, a great deal of thought goes into finding out what would most benefit staff. Many people would focus on how to use the technology, but in our experience that isn't a priority. We've already run workshops on managing remote teams, but many managers find it hard to let go of their traditional control, and feel that remote working is a recipe for chaos. We're trying to tackle this.Woman: Steve Marriott, thank you very much.Man: Thank you.Test3-Part One(1)Hello. My name's Sue Barnard. I've come to talk to you this afternoon about that old marketing perennial, the free gift. I work as a marketing consultant, on a freelance basis, and I thought that I would begin with an anecdote. One of the companies I work with is a major manufacturer of consumer durables, and so I need to keep in touch with the latest campaigns being launched by rival groups, as well as seeing how our own efforts are looking. So I'm a keen reader of weekly magazines.Although I'm actually based in Manchester, last week I happened to be with some clients at their sales conference, which was being held in Wales. On the way there, waiting at the station, I popped into a newsagents for a browse, to pass the time. The March issue of Prime magazine immediately caught my eye because the cover said:‘Free Gift this Issue: Free Diary'.Test3-Part One(2)And it puzzled me because I had seen the same issue on sale in Manchester without any gift. Clearly, people in Wales were getting the same magazine, but all packaged up in a special plastic jacket with this gift inside. Why, I wondered, were people in my area losing out? Well, of course, the answer lies in the marketing policy of the magazine itself. No use givingeveryone a freebie because then there'd be no way of gauging how successful it'd been in drumming up extra sales. In other words, it's a controlled experiment. In this case, flat sales of Prime in Manchester, coupled with strong sales in Wales, would indicate that the gift had done the trick, and this type of strategy is vital for magazines as more and more titles crowd the racks.Test3-Part One(3)Just looking round the newsagents this week, you'll find one magazine giving away a book worth six ninety-nine, when the magazine itself only costs two ninety-nine. And it doesn't stop there. One rival is offering a CD, another a calculator. And so it goes on. You know, it really is a ‘readers' market at the moment.But, I can see you're asking yourselves, if the gifts are actually far more expensive than the magazines... ? Well, clearly, the magazines are facing greater competition and it's all about offering your reader the best possible value. If your competitor's got something out, then you don't want to be seen to be lagging behind. And once you've started, in a sense, you've got to keep on - you do get locked into a ‘circulation war' where the only way to sta y on top seems to be through the free gifts. And remember, it doesn't matter if the gift costs more than the magazine because the real profits come not from the cover price, but from the advertising revenues. To keep those flowing in, you need good figures, and that's where the free gifts come in.And, of course, it can't be any old gift. An inappropriate choice would do more harm than good. The gift must reinforce the true brand values of the magazine. The specialist titles are particularly good at this. And it's also a good opportunity for people to sample your magazine; it may bring in new readers. With the right gift, you could even be looking at as much as fifteen per cent uplift on your sales, particularly in the teen market, where pop fashions come and go and it's very important to encourage reader loyalty.Test3-Part Two(1)Speaker OneWoman: This was a workshop for department heads, and it was supposed to make us more effective and flexible in dealing with staff. We worked in teams of four, and simulated various situations, taking it in turn to be the manager and the employee, and after each activity the rest of the team gave feedback on our style and performance.That was really demanding, and, after a while, people began to get quite critical towards each other, and actually some people got irritable, but it was very worthwhile.We agreed we were all pretty bad at doing staff appraisals, so we arranged for the next session to deal with this. Actually it was some people's first experience of looking in depth at their own behaviour and reactions.Test3-Part Two(2)Speaker TwoMan: The Chief Executive was there, and all the senior managers and department heads, and the idea was that we'd plan how to introduce the new structure that's going to be put in placenext year. First, the CE presented the company's objectives and the new organisation, then we broke up into small groups to discuss how to implement it all. After that, each group gave their comments to the whole seminar. Some very sensible criticisms were made, which the boss clearly wasn't expecting, but he did agree not to split up the marketing department after all. Anyway, we ended up by agreeing on a timetable for a meeting to brief the workforce and for the various moves, so we're probably quite well prepared now.Test3-Part Two(3)Speaker ThreeWoman: I went to something called a 'team role laboratory', which was for the manager, supervisors and all the staff of my department. The idea was to focus on everyone's behaviour and working relationships. It was a very powerful experience, as you can imagine, because it brought up all sorts of feelings. There's a lot of resentment at some people never being around when there's an emergency, and at the way one of the supervisors lets people get away with anything. In fact, this made him realise he's not cut out for the job, and he's since resigned. We also tried to establish what the department's objectives were, and it was an eye-opener to some people to discover what we're actually supposed to be doing, and how we fit in with the rest of the company.Test3-Part Two(4)Speaker FourMan: They'd invited the managers of a different-sized store in each division, together with some of the higher-level managers, and we were grouped in vertical lines. So, I was with my area manager and her division manager. We had to brainstorm how to cut costs and improve margins in the light of last year's poor figures. At first, I was afraid of disagreeing with my boss in case it was held against me in the future, but, after a while, we felt more like equals. It made me realise how little I'm told about the big issues in the company: some of my suggestions couldn't be implemented for reasons I didn't know anything about. So, one good thing that came out of it was that my boss agreed to meet me and the other store managers once a month to tell us what's going on in the company.Test3-Part Two(5)Speaker FiveWoman: Mine was a workshop on horizontal team effectiveness, which means that Production and Sales met to see how we could work better together. First, Sales said how they saw us, and we gave our opinion of them, then we each explained how we organise our work, how we're affected by other parts of the company, and so on. That gave us all a much more accurate picture of what was actually going on. And that led on to looking at how we could help each other more, which was very useful. We agreed on more realistic timescales for dealing with orders and on a system for the managers to consult each other on problems. We also decided to get together again in six months' time, to see how things are going. Test3-Part Three(1)。

【最新整理，下载后即可编辑】BEC 第三辑高级T est 3 READING 1 hourPARTONEQuestions1-8Look at the statements below and at the five extracts on theopposite page from the annual reports of five mobile phonecompanies.Which company (A, B, C, D or E) does each statement (1-8) refer For each statement (1-8), mark one letter (A, B, C, D or E) on yourAnswer Sheet.You will need to use some of these letters more than once.There is an example at the beginning, (0).Example:A B C D E0 This company has no directcompetition.1 This company is still making afinancial loss.2 This company is having part of its business handledby an outside agency.3 This company has grown withoutundue expense.4 This company is trying to find out what the market responsewill be to a new product.5 This company continues tolose customers.6 This company aims to target a specificgroup of consumers.7 This company is finding it less expensive than before toattract new customers.8 This company hasrationalised its outlets.AOur management team is dedicated to delivering operational excellence and improved profitability. In the coming year, we will focus our marketing on professional young adults, who represent the high value segment of the market and who —according to independent research—are most likely to adopt our more advanced mobile data products. Customer retention is central to our strategy, and we have been successful in reversing the customer loss of recent years by loyalty and upgrade schemes. A restructuring programme, resulting from changingmarketing conditions, has seen our workforce scaleddown to 6,100 people.BAs the only network operator in the country, our marketing is aimed at expanding the size of the market. In the business sector, we have targeted small and medium-sized businesses by offering standardised services, and large customers by offering tailored telecommunications solutions. We have been at the forefront of introducing new telecommunications technology and services and have recently distributed 150 of our most advanced handsets tocustomers to assess the likely demand for advanced data services. Last year, the industry recognised our achievement when we won a national award for technological progress.CA new management team has driven our improved performance here. It is committed to bringing the business into profitability within three years after reaching break-even point in the next financial year. We are focused on delivering rising levels of customer service and an improvement in the quality and utilisation of our network. Good progress has been made on all these fronts. The cost of acquiring new subscribers has been reduced and new tariffs have been introduced to encourage greater use of the phone in the late evening.the consistency of our service. Our ambition is to give customersEHere, we are focused on continuously realising cost efficiencies as well as improving the level of customer satisfaction and retention. We have already taken effective measures to reduce customer lossand to strengthen our delivery of customer service. The quality of our network has improved significantly over the past year and an increase in the utilisation of our network is now a priority. The operation of our customer service centre has been outsourced to a call centre specialist and this has led to a substantial increase in the level ofservice.PART TW0Questions 9-14Read this text taken from an article about theimportance tocompanies of not losing their employees' knowledge.Choose the best sentence from the opposite page to fill each of the gaps.For each gap (9-14), mark one letter (A-H) on your Answer Sheet.Do not use any letter more than once.There is an example at the beginning, (0).Protectrhg the corporate memoryMany companies risk losing expertise through job cuts. But by analysing how staff interact, they may be able to minimise the damage.Many staff have knowledge which is essential to their company. So what can businesses do to avoid losing that expertise when staff leave, and to dis- suade employees from keeping their knowledge to themselves in the face of possible job cuts?First, they need to recognise the problem. A downturn in the economy exposes many companie s’ l ack of commitment to understanding and using their people’s knowledge.(0)....H.....Unless, that is, they’ve made it a routine or suffered because of losing knowledge in the past.Next, any attempt to stop knowledge walking out of the door must be handled sensitively. (9) ........ Employees would be extremely cynical and see it as an attempt to extract their unique knowledge, which they believe gives them job security.Strong incentives are needed to coax people into divulging their expertise when being dismissed. (10) ........ At first sight, this might seem excessive, but the disadvantages should be weighed against the benetits.Of course, not all knowledge can be captured by the organisation and tumed into a process. (11) ........ To {ind out who these ‘knowledge hotspot s’are, companies need to question their staff and analyse their social networks. Companies shou ldn’t ask employees what they know, but who they wouldA Organisations that reward people for sharing knowledge will know who falls into each of these two opposing categories.B This approach enables them to identify those with a limited number of network relationships.C Launching a knowledge-sharing initiative at a time when people are expecting redundancies would not be a good idea.D This provides evidence of the risk that such a policy will meet resistance.E Because of the difficulty of achieving this, it is far better not to lose the valuable sources of knowledge at all.F But a 'knowledge mapping' exercise might reveal that they play a critical role as mentors to the rest of the team.G The price may be an increase in their redundancy package, provision of career counselling, or an agreement to hire them back as consultants.H When companies feel they’re in a crisis, it is one of the things that goes by theboard.PARTTHREEQuestions15-20Read the following article about 'Go-Fast', a cost-savingprogramme introduced by the car manufacturer General Motors, and the questions on the opposite page.For each question (15-20), mark one letter (A, B, C or D) on yourAnswer Sheet.Somewhere today, a group of staff from General Motors will meet as part of the ‘Go-Fast’ p rogramme, and hammer out a new initiative to cut costs and bureaucracy. They may focus only on wiper-blades, or staff appraisal, or showroom design. But by this aftemoon, there should be an outline savings plan, which will, when implemented, be measured carefully for signs of success. The aim is to transform GM from a lumbering leviathan into the corporate equivalent of a sports car. The intention is not just to be big —GM is one of the biggest car manufacturers in the world —but to be fast, particularly in its responsiveness to the market. The success of the programme is reflected in the large number of suggestions being introduced —far more than in the old days, when every change had to come from senior , managers focusing on the ‘big pictu re’.The progress made has transformed investor perceptions of GM. Before the Go-Fast programrne was introduced, the conventional wisdom was that GM’s market share was in permanent l free fall and its organisation incapable of doing anything about it. Now, the decline has been turned around, and the senior manager s’change of approach has led to the company being energised with a winning spirit that has unlocked long-dormant capabilities. That it took a firm of consultants to help devise the programme is perhaps a sad reflection of the danger of corporate thinking becoming inflexible.The shareholder s’support of GM’s strategy to become more outward-looking and innovative is something of a luxury, though in the long run success would convince even the most sceptical shareholders.The strategy includes bearing down on costs and extracting maximum synergies from GM’s numerous alliance partners, such as its tooling suppliers, and exchanging ideas and management tools with other corporations of widely differing sizes, sectors and nationalities. Having such input is one thing, but its value would be undermined without a coherent mechanism to put ideas into practice, and this is where the consultants proved invaluable.other areas soon dissipated, as the ‘l eadership panels’responsible for approving and implementing changes took a broader view. But while internal management has improved dramatically, many analysts are sceptical that the initiatives can outweigh GM’s mountainous pension obligations. The company is still suffering the effects of poor decisions in the past, such as the choice of certain alliance partnerships, and a major change of strategy might be necessary to recover from these. If this were to take place, the company’s core car manufacturing would need to be much more firmly rooted than it is at present, to ensure i t didn’t suffer from lack of focus. However, the architects of the scheme are confident that GM will be far more outward-looking and innovative in the near future.\15 What point is made in the first paragraph about GM’s'Go-Fast' p r og ramme?A The intention behind it is to increase GM’s market share.B Suggestions need to be agreed by senior managers.C All areas of business are examined for possible improvements.D Senior managers are excluded from the initial discussions.16 In the second paragraph, the writer regards it as positive thatA the programme allows improvements to come from within.B certain senior managers have left the company and been replaced.C the consultants developed the ideas on the basis of companyproposals.D investor s’ continued confidence in the company has beenjustified.17 ln the third paragraph, the writer claims that the ’Go-Fast’process is successful because ofA the company’s alliances with many business partners. .B the method of implementing changes.C the positive attitude of investors.D the exchange of management thinking with other companies.18 When starting to set up the programme, the consultants expected thatA the size of the company might make it difficult to introducechanges.B senior managers might be unwilling to change their work style.C it might be difficult to change the company culture.D some of the workforce might resist the changes.19 What concern is expressed in the last paragraph about the ’Go-Fast’ programme?A It may not save enough to meet the company’s financialdemands.B Management is being distracted from the company’s coreactivities.C It has led the company to make unwise strategic decisions.D The company is focusing on changes in the wrong areas.20 What would be the best title for the article? iA Improving internal and external communications .B Choosing the most suitable consultants ·C Making a company more adaptableD Changing a company’s management structurePARTFOURQuestions21-30Read the text below about leadership.Choose the correct word to fill each gap from A, B, C or D on the opposite page.For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.There is an example at the beginning, (0).LeadershipLeadership is the heart of the managerial process, because it (0) ........ initiating action. Other terms identifying the same idea are directing, executing, supervising, ordering, and guiding. Whatever term is used, the idea is to (21) ........ into effect the decisions, plans, and programs that have previously been worked (22) ........ for achieving the goals of the group.Leadership concerns the overall (23) ........ in which a manager influences the actions of subordinates. First, it includes the(24) ........ of orders that are clear, comprehensive, and within the capabilities of subordinates to accomplish. Second, it implies a continual training activity in which subordinates are given instructions to enable them to (25) ........ the particular assigmnent in the existing situation. Third, it necessarily involves the motivation of workers to try to (26) ........ the expectations of the manager. Fourth, it consists of maintaining discipline and rewarding those who (27) ........ properly. In short, leading is the final action of a manager in getting others to act after all preparations have been made.The manager’s style of direction depends upon his or her own personal traits and the situation in (28) ........ . In leadership, more than any other function, the manager must determine an approach alone, after surveying the (29) ........ that are available. In any event, each manager will (30) ........ well to act as an individual, and not to try to act asothers act or to proceed according tothe textbook.21 A set22 A in23 Amanner24 A telling25 A reach26 A please27 Aachieve28 A topic29 Avarieties 30 A go BplaceBoutBmethodBissuingBfinaliseBattainBexerciseBquestionBchancesBbeCgetCoverCmeansCcommittingCterminateCgratifyCperformCsubjectCoptionsC doDputDaroundDmodeDgrantingDcompleteDfulfilDexecuteDargumentDselectionsD workPART FIVEQuestions31-40Read the article below about problems of motivation at work.For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet.There is an example at the beginning, (0).Example: 0 O N ERegain your motivationGetting out of bed to go to work is (0) ........ of life’s lesser pleasures. (31) ........ great the job is, most of us struggle on Monday morning. But when that feeling stretches through the entire week, something deeper may (32) ........ wrong. Sometimes it’s tempting to dismiss feelings of boredom or frustration (33) ........ part of working life. But if you’re constantly feeling uninterested, you need to ask yourself some questions. Demotivation is n’t just caused by major setbacks, like being passed (34) ........ for promotion, or refused a salary increase, but can be a product of far more subtle aspects. Try to define the most important aspects of your job for you personally –and (35) ........ action if you feel things ar en’t right. Talk to agencies or headhunters about your skills and find out (36) ........ you’re worth on the open market.It can be all (37) ........ easy to blame your job when you feel demotivated --when it can be just as easily down to you, as Sally Martin, a fundraising manager for a charity, discovered. ‘l had started to resent my job, the fact that I had no perks, no chances to travel - (38) ........ from visiting other dingy offices for meetings. But then some friends were talking about how superficial they felt their jobs were, and I suddenly realised I cou|dn’t say that about my job. In fact, I really felt (39) ........ was a point to it. I remembered that’s why l’d taken it in the (40) ........ place.’So remember; always give your old job a chance before starting to search for a new one.● ● ● ●PART SIXQuestions41-52 Read the text below about time management.In most of the lines (41-52) there is one extra word. lt is either grammatically incorrect or does not fit in with the sense of the text. Some lines, however, are correct.If a line is correct, write CORRECT on your Answer Sheet. If there is an extra word in the line, write the extra word in CAPITAL LETTERS on yourAnswer Sheet. The exercise begins with two examples, (0) and (00).Examples: 0 L I K E0 C O R R E C TEFFECTIVE TIME MANAGEMENT0 All too often, work seems like to take over a disproportionate part of our lives,00 with the result that we are not able to see our friends or families as often as41 we would like and we have little time for relaxation. Although one of the42 consequences of poor time management for many of us is that it tips over our43 lives out of balance so that we don't pay enough attention to the things that44 are really important to achieve them. But the paradox is that when work45 dominates on the horizon to such an overwhelming extent, weare probably46 being neither as efficient nor as effective at work as we could bewith a47 better organised lifestyle. If we constantly feel under thepressure and are48 always rushing to meet deadlines, we should take up a look atthe way we49 are organising our work. We all have limits on the amount oftime and within50 which we can do a good job; it’s more important to make usethat time well than51 to work more hours. There are various techniques, such asdelegating to each52 others and by reducing interruptions, that are commonlyused for managing time, and when we put these into practice, wewill soon notice the difference.WRITING 1 hour 10 minutesPARTONEQuestion 1The three charts below show a company's operating profit (in $ million), turnover (in$ million) and unit sales (i.e. number of products sold) in the threeyears 2001-2003.Using the information from the charts, write a short report describing the company's performance in the three years.Write 120-140 words.PART TWOWrite an answer to one of the questions 2-4 in this part. Write your answer in 200-250 words.Question 2You work for a supermarket chain and have been asked by the board of directors to write a report on a site where the company is considering building a new supermarket.Write your report for the board, including the following information:a description of the site, including its locationthe advantages and disadvantages of the siteyour opinion as to whether the site is suitable.Question 3A company you already do business with has recently created anew product line. Your department placed an order for the new product, but found that the product did not fulfil your requirements and that the after-sales service was poor. Your head of department has asked you to write a letter to the company informing them of your dissatisfaction.Write your letter, including the following information:what the order was for and when it was placedwhy you are dissatisfied with both the product and the after-sales servicea reminder of business done with them in the pastwhat you expect in response to your complaint.Question 4Your company has recently experienced a drop in sales, and your Managing Director has asked you to write a short proposal about improving the advertising of your company’s products or services.Write your proposal for the Managing Director:commenting on the effectiveness of the advertising you are currently usingrecommending one or two changes to your advertisingexplaining how these changes would affect sales.LISTENING Approximately 40 minutes (includingONE Questions 1-12PART10 minute s’ t ransfer time)You will hear part of a talk to a group of business studentsabout the role of free gifts in product promotion.As you listen, for questions 1-12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.FREEGIF T S1 Sue Barnard works as afreelance .............................................................................................2 One of her clientsproduces .....................................................................................................3 Last week she was working iniVVales, at aclient’s ..................................................................4 She noticed that Prime magazine was offeringa ......................................................... as a gift.5 The magazine was contained ina ..............................................................................................6 The magazines marketing policy involved carrying outa ........................................................7 Rival magazines are offering gifts such as a book,a ........................................... or a ...............8 All the free gifts are being offered in response toincreasing ....................................................9 Magazines can get trapped in what Sue callsa .........................................................................10 Advertising is a more important source of profits for magazinesthan the .............................11 Free gifts need to reflect thereal ................................................................ of the mag azine.12 A gift may increase magazine sales by up to ...........................................................................PART TWOQuestions13-22You will hear five different people talking about workshops they have recently attended.For each extract there are two tasks. For Task One, choose thelaim of the workshop from the list A-H. For Task Two, choose theoutcome of the workshop from the list A-H .After you have listened once, replay the recording.Task One - AimFor questions 13-17, match the extracts with the aims, listed A-H.For each extract, choose the aim of the workshop.Write one letter (A-H) next to the number of the extract.13 .......................... .......14 .......................... .......15 .......................... .......16 .......................... .......17 .......................... ....... A to develop marketing strategiesB to improve co-operation between two departmentsC to decide on a programme for reorganising the companyD to discuss a takeover bid by another companyE to develop manager s’ interpersonal skillsF to suggest ways of increasing profitability Gto modify decision-making proceduresH to improve teamwork withinone departmentTask Two -OutcomeFor questions 18-22, match the extracts with the outcomes, listed A-H.For each extract, choose the outcome of the workshop.Write one letter (A-H) next to the number of the extract.18 .......................... .......19 .......................... .......20 .......................... .......21 .......................... .......22 .......................... ....... A More information will be passed down regularly.B A topic was chosen fora future training course.C A procedure for dealing with emergencies was introduced.D Staff recruitment will be reduced.E One of the participants decided to leave the company.F A future meeting will review progress.G Senior management was persuaded to reverse a decision.H The company ’s appraisal system was abolished.PARTTHREE .Questions23-30You will hear a conversation between Suzanne, a personnelmanager, and Kevin, her assistant, about recruiting new staff for a new factory.For each question (23-30), mark one letter (A, B or C) for the correct answer.After you have listened once, replay the recording.23 W hat do Suzanne and Kevin think will attract staff to the new factory?A the possibility of rapid promotionB the location of the new factoryC the flexible working hours24 When do they hope to begin advertising for staff?A when the new factory is almost finishedB before the senior board meetingC after the holiday period is over25 Who does Kevin suggest should be in charge of the recruitment process?A an external consultantB a person from Head OfficeC the manager of the new factory26 Suzanne feels that new staff ought to be people whoA have the particular skills required.B have experience in a related industry.C want to stay in the job for a long time.27 Which existing staff benefit have they decided to abolish at the new factory?A the subsidised canteenB the travel allowanceC the discount on company products28 Which staff are likely to move from Head Office to the new factory?A staff who have worked for the company for a long timeB staff who think it will give them more chance of promotionA a larger salary.B a bonus scheme.C a share option.30 What will be the purpose of Suzanne and Kevin's next meeting?A to agree a timetable for recruitmentB to discuss the contract details for new staffC to finalise salary levels for the new jobsThat is the end of the Listening test. You now have tenminutes to t r ans feryour answers to yourAnswer S hee t.SPEAKING 16 minutesSAMPLESPEAKINGT ASKSPART ONEIn this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.PART TWOIn this partof the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minuteto prepare your ideas.A Staff relations: the importance of a company providing a range offacilities for all staff ·B Technology: the importance to a company of regularlyupgrading its technological equipmentC Strategic planning: the factors involved in managing changeeffectively within anorganisationPARTTHREEln this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.For twocandidatesEducational SponsorshipThe company you work for is considering funding aregional educational project for 16 to 18-year-old studentsinterested in following a business course. You have beenasked to make recommendations for this scheme.Discuss and decidetogether:how the project could be used to promote thename of the companyhow to monitor the progress andoutcomes of the project.For three candidatesEducational SponsorshipThe company you work for is considering funding aregional educational project for 16 to 18-year—old studentsinterested in following a business course. You have beenasked to make recommendations for this scheme.Discuss and decidetogether:how the project could be used to promote the name of the companywhat the long-term aims of theproject might behow to monitor the progress andoutcomes of the project.F oIIow·on questionsIn what other ways can a company promote its name more widely? (Why?)How should companies select young people foreducational projects? (Why?/Why not?)What do you think arethe benefits to young people oftaking part in company training projects? (Why?/Whynot?)Do you think it is important for companies to beinvolved in educationalprojects? (Why?/Why not?)How important do you think it is to havenational training projects for business people? (Why?/Why not?)Part1BEC 第三辑高级K ey Test 3 Reading1 C2 E3 D4 B5 E6 A7 C8 DPart29 C 10 G 11 E 12 B 13 F14 APart315 C 16 A 17 B 18 D 19 A20 CPart4 21 D 22 B 23 A 24 B 25 D26 D 27 C 28 B 29 C 30 C Part531 HOWE32 BE 33 AS34 OVER/3536 WHAT37 TOO 38 APAR39 THERE40 FIRSTPart641 ALTHOUGH 42 O VER43 CORRECT 44 THEM 45 ON46 CORRECT 47 THE 48 UP49 AND 50 MAKE 51 EACH52 BY。