BEC中级2002年6月真题(附答案)

剑桥国际商务英语证书考试(BEC)中级

2002年06月

阅读部分

TIME 1 hour

INSTRUCTIONS TO CANDIDATES

Do not open this paper until you are told to do so.

Write your name, Centre number and candidate number in the spaces at the top of this page. Write these details in pencil on your Answer Sheet if these are not already printed. Write all your answers in pencil on your Answer Sheet - no extra time is allowed for this. Read carefully the instructions for each part and the instructions for completing your Answer Sheet.

Try to answer all the questions. At the end of the examination hand in both this question paper and your Answer Sheet.

INFORMATION FOR CANDIDATES

There are forty-five questions on this question paper.

PART ONE

Questions 1 – 7

●Look at the statements below and the book reviews on the opposite page.

●Which analyst'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.

1 It looks at how business organisations can affect the environment.

2 It contains practical advice for people involved in data collection.

3 It claims that earlier analyses of this aspect of organisations were too simplistic.

4 It examines contrasting approaches to staff selection.

5 It gives a better explanation of the issues than other books on the subject.

6 It draws on the personal experience of the writers.

7 It looks at how external influences can impact on the effectiveness of managers.

A

MANAGERS IN THE MAKING

As examples of organizational and ‘market’ approaches to society, Japan and Britain provide a useful contrast, showing the national and cultural factors which affect the performance of executives. There is extensive research data behind this book, and key areas of comparison between the two countries include their different systems of recruitment and their diverse attitudes both to management control and the work environment.

B

Analysing Organisations

This book provides support for managers who need to plan organizational research with a step-by-step. ‘how-to’guide. The authors describe each part of the process, the

advantages and disadvantages that result from many of the choices that must be made, and the lessons they have learnt from years spent designing and conducting surveys. The sections on research into recruitment and employment relationships are particularly informative.

C

The Culture Of Organisations

This book looks at the culture of business organizations and the writers suggest that this is more complex and diverse than had previously been recognized. A variety of different and non-traditional research settings across industries are represented, including a car plant in Slovenia, a US software developer and a Korean electronics company.

D

Images Of Organisations

This book shows how organizations can be managed and designed in new ways. There are chapters on the complexity of corporate culture, and on how managers can deal with the negative impact organizations may have on society and the natural world. No other publication covers the arguments so clearly while developing the implications for management with such force.

PART TWO

Questions 8 – 12

●Read the article below about a recruitment company.

●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).

PROSPECTS ARE GROWING

Jane Woodford, head of Prospects recruitment group, talks about how the company is set to grow.

How many jobs have managing directors reading this article had already? Five? More than ten? Wall, Jane Woodford, head of the Prospects recruitment group, has had an amazing seventeen jobs. Woodford has kept a careful count of jobs, which include working in fast food, at a theatre and as a dress-maker. (0) ..G.. In February of this year, after several years as a partner in the business, she became the managing director of the Prospects group.

Prospects was started in 1988 as the Job Shop group, by Hilary Marks. A former estate agent, she decided to go it alone and launched the company in a three-metre by three-metre office, after a downturn in the property market. (8)......‘I don't think she believed she could find anybody who cared as much about her 'baby' as she did,’ says Woodford.

Surely it must, have been difficult for Marks when Woodford became the MD and she became marketing director? Yes, Woodford agrees it was: 'It was extremely hard for Hilary, because originally she had been her own boss. But how to manage changes in the company was something we all had to learn about,’(9)...... Some benefited from this opportunity while others didn't, though the company has only lost two of its long-serving managers.

The change in the head of the company happened at the same time as the company's name changed. A brainstorming session between Woodford, Marks and their accountant produced the name Prospects. The company now has three separate trading divisions, each with its own internal management structure. One of Prospects' operations, New Directions, provides IT training for clients and courses about employment affairs for students, teachers and educational advisers. (10) ...... 'We need tom be closely involved with the educational system,’ she says.

Always looking to encourage and motivate staff, Prospects has appointed team leaders, giving them extra responsibility for dealing with the company's accounts, budgeting and day-to-day operations. (11) ...... 'We accept that they may go on to become directors of other companies,' Woodford explains.

So, what are Woodford's own ambitions for Prospects? 'I'd like to consolidate all the work we have already done and continue to build up a good team of people,’she replies simply. (12) ...... ' When a recruiter has been with us for three years we offer financial bonuses towards the cost of opening his or her own Prospects branch,' she says.

A The reasoning behind this decision was that these people will help the company to

progress, and yet their own careers will benefit at the same time.

B Originally, she wasn't looking for a business partner at all.

C She joined the company in 1995 as business development manager, and became a

shareholder in 1996 and a director in 1997 before taking on her current position.

D Woodford sees this activity as particularly important for Prospects because

recruitment isn't something she believes should stand on its own.

E She is also keen for her trusted consultants, as she calls them, to share in the

company's success through its internal reward scheme.

F Discussion groups were set up to help staff at every level make the necessary

adjustments.

G This very wide experience of working life has without a doubt helped her as a highly

successful recruiter.

PART THREE

Questions 13 – 18

●Read the article below about Smithson’s, a British department store, and the

questions on the opposite page.

●For each question 13 - 18, mark one letter (A, B, C or D) on your Answer Sheet for

the answer you choose.

Department Store Magic

For most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to .a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands.

But now all this has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits.

Baker had ambitious plans for the store from the start. 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the co)repetition. It provided a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot.' Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known.

Baker's staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you sell jeans if you're wearing a black suit? Smithson's has a new identity, and this needs to be made clear to the customers.' She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope that this will help company profits.

Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.'

13 According to the writer, in the mid-1990s Smithson's department store

A was making a loss.

B had a problem keeping staff.

C was unhappy with its advertising agency.

D mostly sold goods under the Smithson's name.

14 According to the writer, Smithson's profits started rising three years ago because

of

A an improvement in the retailing sector.

B the previous work done on the store.

.C Rowena Baker's choice of designer.

D a change in the products on sale.

15 According to Rowena Baker, one problem which Smithson's faced when she joined was

that

A the number of people using the store was falling slowly.

B its competitors offered a more specialised range of products.

C the store's prices were set at the wrong level.

D customers were unhappy with the service provided.

16 According to the writer, many staff opposed Baker's plans because

A they were unwilling to change their way of working.

B they disagreed with her goals for the store.

C they felt they were not consulted enough about the changes.

D they were unhappy with her style of management.

17 Baker has changed staff policies because she believes that

A the corporate image can be improved through staff uniforms.

B the previous rules were not fair to customers.

C customers should be able to identify with the staff serving them.

D employees should share in company profits.

18 What problem does John Matthews think Smithson's is facing?

A More money needs to be invested in the present store.

B The company's profits will only continue to rise if it expands.

C The refurbishment of the store is proving unpopular with customers.

D Smithson's shareholders expect a quick return on~ their investments.

PART FOUR

Questions 19 – 33

●Read the advice below about how to make meetings more effective.

●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).

Many people feel that meetings are a complete (0) ...D... of time and try to avoid them. However, they don't have to be, as long as a few rules are (19)......

Meetings are very rarely held without at least one day's (20) ...... This is because the first rule is that all the participants need to (21) ...... for the meeting, not just the Chair. Being asked to (22) ...... a meeting means you are seen as having something to (23) ...... so make sure this is the case. You should also ensure that any item you want to discuss is put on the agenda, if you are planning to (24) ...... an issue you know is difficult, find out before the meeting if you have any (25) ...... for your point of view.

If you are the Chair, there are three other (26) ...... rules. Firstly, respect your participants by being punctual, always starting and ending on time. If you don't, they'll spend the (27) ...... . meeting looking at their watches and wondering how late you're going to (28) ...... them. Secondly, (29) ...... a meeting only when it is absolutely necessary. Look closely at what you want to (30) ...... in the meeting. If your aim is to complete a task that requires (31) ...... or no discussion, ask yourself whether e-mail or the phone could do the job. Finally, invite only as many people as are needed to get the job done. Don't, however, exclude people who may be able to (32) ...... the best ideas, just because of their (33) ...... in the organisation.

19 A observed B watched C seen D copied

20 A instruction B direction C notice D advice

21 A prepare B arrange C order D manage

22 A occupy B place C attend D enter

23 A send B transfer C pass D offer

24 A launch B raise C bring D lift

25 A assistance B protection C confirmation D support

26 A chief B key C top D high

27 A entire B absolute C major D maximum

28 A restrict B limit C keep D contain

29 A tell B do C make D call

30 A acquire B achieve C reach D possess

31 A small B little C tiny D short

32 A contribute B subscribe C insert D serve

33 A scale B degree C rank D priority

PART FIVE

Questions 34 - 45

●Read the text below about a change in the way companies operate.

●In most of the lines 34 - 45 there is one extra word. It is either grammatically

incorrect or does not fit in with the meaning 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

your Answer Sheet.

●The exercise begins with two examples, (0) and (00).

Examples:

THE END OF THE OFFICE

0 Working with a manager you rarely see is now so far from unusual, and

00 communicating with colleagues across the globe is a further indication that many

34 of US are becoming the truly international workers. As business becomes more

35 dependent on technology, there is less need for managers to turn it up at the

36 office every day. As more work is done than on-line, employees can log on from

37 anywhere. For those managers who have no fixed base, a password allows

38 them to access the system wherever they will happen to be that day. The

39 attraction of these developments for a company are, in part of, financial. Office

40 space which is expensive, so why should employers keep desks for people who

41 are seldom at them? As there are advantages for employees, too. It saves

42 travelling time, which, at the moment, only makes the working day longer. It also

43 allows staff have more flexible working patterns. And if managers come and go

44 as they please, why should secretaries staff deserted offices? As yet,

45 secretaries working outside the traditional office are rare, but now the world

is on-line, this may change.

UNIVERSITY OF CAMBRIDGE ESOL EXAMINATIONS

English for Speakers of Other Languages

BUSINESS ENGLISH CERTIFICATE

写作部分

TIME 45 minutes

INSTRUCTIONS TO CANDIDATES

Do not open this paper until you are told to do so.

Write your name, Centre number and candidate number in the spaces at the top of this page.

Read the instructions carefully.

Answer both parts.

Write your answers in the spaces provided on the question paper.

Write clearly in pen, not pencil. You may make alterations but make sure that your work is easy to read.

INFORMATION FOR CANDIDATES

Part 2 carries twice as many marks as Part 1.

PART ONE

●You are a regional sales manager for an international company. You have been asked

to go to a meeting at your company’s head office. You cannot go, so somebody else will go in your place.

●Write an e-mail to Erica Young, who is organizing the meeting:

●apologizing for not being able to go to the meeting

●explaining why you cannot go

●saying who will go.

●Write 40 - 50 words.

●Write on the separate answer paper provided.

PART TWO

●You work for Business Space plc, a company which rents fully serviced offices to

other businesses. You have just received the fax below.

●Look at the fax and the other information below on which you have already made

some handwritten notes.

●Then, using all your handwritten notes, write a fax in reply to Reinhard Mieter.

●Write 120 - 140 words.

●Write on the separate answer paper provided.

UNIVERSITY OF CAMBRIDGE ESOL EXAMINATIONS English for Speakers of Other Languages

BUSINESS ENGLISH CERTIFICATE

听力部分

TIME Approx. 40 minutes (including 10 minutes' transfer time)

INSTRUCTIONS TO CANDIDATES

Do not open this paper until you are told to do so.

Write your name, Centre number and candidate number in the spaces at the top of this page. Write these details in pencil on your Answer Sheet if these are not already printed. Listen to the instructions for each part carefully.

Try to answer all the questions.

Write your answers on this question paper.

At the end of the test you will have 10 minutes to copy your answers onto your Answer Sheet.

Read the instructions for completing your Answer Sheet carefully.

Write all your answers in pencil.

At the end of the examination hand in both this question paper and your Answer Sheet. INFORMATION FOR CANDIDATES

Instructions are given on the tape.

You will hear everything twice.

There are thirty questions on this paper.

PART ONE

Questions 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.

●You will hear each recording twice.

Conversation One

(Questions 1 - 4)

●Look at the notes below.

●You will hear a woman calling about arrangements for a company dinner at which

awards will be presented to the staff.l

Conversation Two

(Questions 5 - 8)

●Look at the note below.

●You will hear a woman calling about a problem with an employee’s account.

Conversation Three

(Questions 9- 12)

●Look at the notes below

●You will hear a man asking a woman for information about her job.

PART TWO

Questions 13 - 22

Section One

(Questions 13 - 17)

●You will hear five short recordings.

●For each recording, decide which department of the company each speaker works

in.

●Write one letter (A - H) next to the number of the recording.

●Do not use any letter more than once.

A Marketing

B Finance

C Sales

D Training

E Research and Development

F Distribution

G Quality Control

H Customer Services A accepting an argument

B complaining about a delay

C apologizing for a mistake

D delegating a task

E requesting advice

F supporting a decision

G suggesting a compromise

H turning down an offer ● You will hear the five recordings twice.

13 ………………………………

14 ………………………………

15 ……………………………… 16 ……………………………… 17 ………………………………

Section Two

(Questions 18 - 22)

● You will hear another five recordings.

● For each recording, decide what each speaker is doing.

● Write one letter (A - H) next to the number of the recording. ● Do not use any letter more than once. ● You will hear the five recordings twice.

18 ………………………………

19 ………………………………

20 ……………………………… 21 ……………………………… 22 ………………………………

PART THREE Questions 23 – 30

● You will hear the Managing Director of a company that manufactures water pipes

giving a progress report to other senior managers in the same group of companies.

●For each question 23 - 30, mark one letter (A, B or C) for the correct answer.

●You will hear the recording twice.

23 The speaker is going to focus on his company's

A sates strategy.

B personnel policy.

C product range.

24 Two years ago the company concentrated on

A moving to new premises.

B buying new machines.

C designing new products.

25 Last year's goal was

A to reduce staffing levels.

B to prepare for a marketing campaign.

C to improve financial control.

26 In the smaller markets,

A the company's sales are expected to fall.

B more companies are selling similar products.

C products from another company are cheaper.

27 The company's new pipes are installed

A inside existing pipes.

B after old pipes have been removed.

C at new locations only.

28 The company aims to improve its service by

A doing more to find out what its customers want.

B developing products for individual customers more quickly.

C increasing the amount of contact with customers.

29 Towards the end of last year the company had problems with

A deliveries to customers.

B staffing levels.

C payroll costs.

30 Part of the strategy for traditional metal products is to

A limit the range to the highest selling products.

B vary prices according to markets.

C increase the marketing budgets in certain areas.

You now have 10 minutes to transfer your answers to your Answer Sheet.

BEC中级2002年6月参考答案

1-7 DBCADBA

8-12 BFDAE

13-18 DCAACB

19-33 ACACDBDBACDBBAC

34 CORRECT

35 IT

36 THAN

37 CORRECT

38 WILL

39 OF

40 WHICH

41 AS

42 CORRECT

43 HA VE

44 SHOULD

45 CORRECT