BEC第三辑test3真题(试题仅阅读部分)及参考答案

这是我根据文库里的一份资料单独整理出来的BEC第三辑TEST3，可能又不完整及缺漏之处，望大家能够理解。谢谢! PART 1

1 This businessman has successfully targeted a different group of consumers.

2 With careful forward planning, this businessman is helping the company survive a difficult period.

3 The company is now more open to change because of this businessman's way of thinking.

4 This businessman has made and implemented certain decisions despite opposition to them.

5 This businessman has achieved some success by misleading people about his intentions.

6 The abilities of this businessman were previously doubted by the company that employs him.

7 This businessman is admired for his ability to manage a number of business interests.

'Businessman of the Year' Award

A :James King: Chief Executive of Fentons Finance

King was nominated for the quality of his leadership, with the judges claiming that the Fentons Finance boss is almost revered by his team. He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility, removing outdated pre-merger barriers and playing a brilliant tactical game. He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge, but for now the markets consider King to be a star.

B Keith Nash: Chief Executive of Hamley's Supermarkets

Nash took over as CEO when Hamley's systems and distribution were out of date and the brand badly needed freshening up. He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious. As a result, the share price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.

C Jorge Marquez: Chairman of the Kenwick Group

Marquez was a popular choice for his achievements at Kenwick. The judges say he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group, and then sponsoring them as they transformed their businesses. He operates as a 'virtual' chairman, without a permanent office in any one company. He phones his CEOs regularly, and several of them have acknowledged the vital contribution he makes to their effectiveness. Everyone is impressed at how he also finds the time to be chairman of two other large companies.

D Richard Jenkins: Finance Director of Centron Advertising

Labouring in the shadow of a high-profile boss can sometimes draw attention away from the finance director, and the judges considered it was high time Jenkins got that attention. The CEO may be the public face of Centron, but Jenkins is the one who makes it run smoothly. Behind the scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession. It is largely thanks to him that Centron is in much better shape than its rivals.

Part 2(这个可能分段有错误)

Setting up an appraisal scheme

Appraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unused potential. (0) ..........So, if you have decided that an appraisal scheme should be set up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.

First of all, you need to decide on your key objectives and the real purpose of your scheme.(8).............A scheme should never be introduced at a time of redundancies, or simply for profit or competitive edge, because this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be managed. It is essential that all senior staff are committed to the process and willing to make a positive contribution.

The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employees' potential needs. (9).............It should be someone who is trusted and whom staff will turn to if they are concerned about their appointed appraiser or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and sensitivity. First, remember that no manager can effectively appraise more than seven or eight people. It is equally important to remember that, if significant numbers of staff are appraised by someone they dislike, or by a person whose values they do not share, the success of your scheme may be threatened.(10) ............. So bear this in mind from the beginning and, if necessary, establish an appeals procedure.

Having decided on your policy and who will appraise which members of staff, you need to communicate this in the simplest possible way. Avoid lengthy documents - few people will read them. (11).............Most organisations choose a person's line manager to be the appraiser. This can be seen as an opportunity or a threat, so be ready to consider alternatives if necessary.

Once you have established the appraisal process, make sure that appraisal interviews take place at a convenient time, and ideally on neutral ground. It should be borne in mind that some appraisals may involve the disclosure of confidential information. (12) .............These will show the decisions that were taken during the interview and will also indicate any new performance targets that have been agreed.

A It is important to select a manager who can deal effectively with any suspicions staff may have about appraisals.

B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of appraisal.

C Having even one staff member in such a position may affect how others respond to the process.

D Ideally, this should be to provide a supportive framework that aids staff development.

E Simply make sure that staff know who will appraise them and why, and what form the interview will take.

F It is therefore important to decide who will have access to written records of the appraisal.

G They can also be a means of getting the best out of staff, both as individuals, and as team members.

PART 3(这个可能分段也有错误)

SHEER GENIUS - OR A W ASTE OF TIME?

Encourage your original thinkers and live with their strange habits, says Alan Worthin. If one of your research staff announced that he had worked out a way to propel a vehicle on a cushion of air, would you tell him to concentrate on something practical, or suggest taking it further? If a member of your development team asked if she could come in late because she had her best ideas at 3 am would you insist that she is in the office at 9 am like everyone else?

Current business wisdom is that companies need creative, innovative people to beat competitors. The reality is that companies have always needed new ideas to survive and progress, but in the past they weren't particularly good at encouraging the people who produced them.

Original thinkers don't always fit easily into the framework of an organisation. However, the advice from managing director, John Serrano is, 'Get rid of the dull people and encourage the unusual ones'. Essentially, he believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution. He also says, 'Original thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry and disappointed. It is essential to avoid this.'

'You can't recognise original thinkers by the way they look,' says Ian Freeman. An apparently ordinary exterior can conceal a very creative thinker.' His consultancy, IBT Personnel, has devised a structured way to identify original thinkers. 'We define employees as champions, free-wheelers, bystanders and weak links, and most original thinkers come into the category of free-wheelers. They may miss deadlines if they become involved in something more interesting. They are passionate and highly motivated but have li ttle or no understanding of business directions and systems.'

Headhunter George Solomon also thinks original thinkers have their disadvantages. 'They may have a bad influence within an organisation, especially given the current management trend for working in teams. The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues. who have to be allowed to point out when they are being driven crazy by the original thinkers' behaviour.' Yet, in his opinion, the 'dream team' in any creative organisation consists of a balanced mixture of original thinkers and more practical, .realistic people.

So, having identified your original thinkers, how do you handle them? One well-known computer games company has a very inventive approach. 'We encourage our games designers by creating an informal working environment,' says director Lorna Marsh. 'A company cannot punish risk-takers if it wants to encourage creativity. Management has to provide support, coaching and advice - and take the risk that new ideas may not work. Our people have flexible working hours and often make no clear distinction between their jobs and their home lives.'

Original thinkers may fit into the culture of 21st century organisations, but more traditional

organisations may have to change their approach. Business psychologist Jean Row believes that the first step is to check that original thinkers are worth the effort. 'Are the benefits they bring worth the confusion they cause? If so, give them what they want, allow plenty of space, but set clear limits. Give them extremely demanding targets. If they fail to meet them, then the game is up.

But if they succeed, your organisation stands only to gain.'

13 It is important for a company to encourage original thinkers because_____

A this allows it to promote innovative products.

B this enables it to stay ahead of its rivals.

C they are very flexible about their working hours.

D their talents are ideally suited to the market.

14 John Serrano thinks that original thinkers should be_____

A helped to develop better people management skills.

B asked to manage change within the organisation.

C supported so they can perform well for the company.

D encouraged to follow company procedures.

15 What does Ian Freeman say about original thinkers?

A They are unenthusiastic and poorly motivated.

B Their work standards are impossibly high.

C Their abilities are hard to recognise.

D They lack awareness of commercial processes.

16 What problems can be observed when there are original thinkers in the workforce?

A They may have a negative effect on other workers.

B They dislike the concept of teamwork.

C They rush tasks through to completion.

D They cannot work with less creative colleagues.

17 In what way is the games company's approach to original thinkers special?

A It allows them to work from home whenever they wish.

B It uses different forms of disciplinary action for them.

C It promotes a relaxed atmosphere in the workplace.

D It encourages them to reduce the risks that they take.

18 A traditional organisation wishing to employ original thinkers needs to _____

A provide them with projects they are interested in.

B assess whether their contribution makes up for any problems.

C have a flexible approach if goals are not always achieved.

D be prepared to handle any negative feedback from colleagues.

PART 4

Who Benefits Most from Company Training?

According to recent research, the better educated and the higher up the socio.economic scale you are, the more likely you are to be offered workplace training. And, incidentally, the more likely you are to then turn (19) the offer, pleading family and personal commitments or (20) of work. Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager to (21) them up. In fact, people with few or no educational qualifications are three times more

likely to accept training when it is offered.

In the majority of companies, more (22) are allocated to management training than to other areas. Employers (23) their better qualified staff as more important to the business, so they pay them accordingly and invest more in them in (24) of training. This is (25) by the fact that organisations are dependent on properly (26) managers making the right decisions. But this (27) may mean that companies are (28) other parts of the workforce down.

The researchers found a growing demand for training among the lower-skilled.Unfortunately this demand is not being (29)by employers, even though there are strong indications that companies would benefit from doing so. They also discovered that, despite the substantial (30) between the training provided for managers and that offered to other staff, there was still widespread endorsement of training.

For the purposes of the research, training was defined as any (31) of planned instruction or tuition provided by an employer with the aim of helping employees do their work better. It therefore included a wide variety of approaches. On-the-job and classroom training (32) to be used equally by employers. But learning on the job, which involved observing a certain procedure and then practising it, was easily the most popular method for all categories of employee. While many felt that learning from colleagues was best,very few (33) the internet as an effective way to train.

19 A back B over C down D off

20 A force B pressure C strain D load

21 A pick B keep C take D put

22 A means B reserves C finances D resources

23 A imagine B regard C suppose D know

24 A requirements B specifications C states D terms

25 A allowed B approved C justified D accepted

26 A understanding B intelligent C informed D knowledgeable

27 A stress B emphasis C weight D strength

28 A letting B cutting C breaking D setting

29 A reached B achieved C gained D met

30 A space B gap C hole D room

31 A frame B structure C form D order

32 A showed B appeared C demonstrated D presented

33 A rated B thought C marked D believed

PART 5 没有找到

答案

PART 1 答案

《‘Businessman of the Year' Award》年度企业家奖。分别介绍了这个奖项的四个候选人的

英雄事迹。

第一题，这个企业家成功的定位了不同的消费群体。答案在B段：He began refocusing the brand at the higher quality end of the food market and launched several own-brand initiatives for the health conscious。他开始将品牌定位在高质量的食品市场并且发起了几项注重健康的自主品牌的运动。Health conscious是指注重健康的。一个是高质量的食品市场，一个是注重健康的，联合起来，就是瞄准了不同的消费市场，即不同的消费群体。

第二题，通过小心的前进计划，这个企业家帮助公司度过了一个困难时期。答案是D

段的这么一句：budgets and forecasts are what is needed to make a company successful, particularly now that the advertising market has been hit by recession.。预算和预告正是使得公司可以成功的，尤其当现在整个广告市场被衰退袭击的时候。Budgets and forecast就是题干中说的careful forward planning，successful对应于survive，a different period对应于the market has been hit by recession。

第三题，因为这个企业家的思维方式，公司对待变化更加开明了。答案是A段的这么

一句：He is credited with reinventing Fentons Finance - revitalising its culture of inflexibility。他以重塑了Fentons Finance而受到嘉奖——给了固定守旧的文化以新的生命。more open to change就可以对应于revitalising its culture of inflexibility。revitalising是give new life to的意思。

第四题，尽管有反对意见，这个企业家还是制定并执行了某些决定。答案是C段的这

么一句：he has been courageous in pushing through the appointment of controversial or inexperienced chief executives to companies within the group在推动某些争议性的或者是经验不足的执行官的任命时他很有勇气。从controversial和courageous可以看出来，这些任命时不完全被接受的，有反对意见（opposition），但他还是坚持了。

第五题，这个企业家通过让人们误会自己的意图而取得某些成功。答案是A段的这么

一句：He led everyone to believe he was opposed to large mergers and then jumped on the Westcombe Bank opportunity at just the right moment他让所有人相信他是反对大的并购的，然后在最佳时期跳上Westcombe银行的机会（即收购了这个银行）。let everyone believe，也就是misleading people about his intentions。

第六题，这个企业家的能力最初在雇佣他的公司里受到了怀疑。答案是B段最后一句，

稍微隐晦点：This should be extremely satisfying for Nash, who had left the retailer in 1986, disappointed after failing to secure the top job.因为无法得到高层的职位而失望离开，结果因为他的决策，公司股价上升了，让他很满足。意思就是本来以这个人的能力是可以胜任高层的工作的，但是他却没有得到。

第七题，这个企业家因为处理一些商业利益的能力而受到仰慕。答案在C段。C段最

后说这个人在不同的公司担任要职（be chairman），不同的公司会有商业利益的冲突，而他却能好好处理（manage），所以答案选C。

PART 2 答案

《Setting up an appraisal scheme》，制定评估计划。

第八题，前面说做评估最重要的是决定关键的目标，以及计划的真正目的。那么接着应

该说的就是这个计划的目的是什么。符合这一条件的是D：理想的说，这是为了提供一个帮助员工发展的支持性框架。

第九题，这一段是讲选人的重要。空格前面说要挑选一个了解各个员工潜在需求的人，

后面说这个人要能被大家信任，这样当员工有什么疑问时才会转向他。从上下文看，第九空仍然是和选人有关。A最符合这个特点，有两个关键地方。select a manager和deal with any suspicions，分别可以和上下文对应。Select a manager可以对应于前面的the person given responsibility，deal with any suspicions可以对应于后文的staff will turn to if they are concerned. 第十题，前面说让员工被自己不喜欢的或者是价值观不认同的人来评估的话，评估计划

的成功会打折扣。所以这个第十空的讲的还是关于选人的。C可以填在这里，C选项的in such a position是个暗示：让即使只有一个员工处在这样的位置上都会影响他人的反应。意思是不能让一个被大家不喜欢的人处在评估人的位置上。

第十一题，这段讲评估的形式要尽可能的简单，避免冗长的文件。能接上的是E：只需

要让员工知道谁来评估，为什么评估，以及评估的形式就行了。没有必要弄那些复杂的没人愿意读的文件。

第十二题，前面说评估可能会涉及到一些机密信息的披露。后面说这些会展现一些访谈

的决定。关键要理解空格后面的these代表什么。能够show the decisions that were taken during the interview，一般是文字材料。空格12应该填入F，written records是个关键暗示：因此决定谁来接触这些文字材料是很重要的。

PART 3答案

《Sheer genius—or a waste of time》，纯粹是天才，还是浪费时间？文章讲的是公司里的

那些有创意的人（original thinkers），他们对于公司的存在到底有什么价值，公司又该怎么利用他们？

13题，问对于公司来讲鼓励有创意的人很重要的原因是什么。答案是第二段的第一句，

非常明显：Current business wisdom is that companies need creative, innovative people to beat competitors。现如今的商业智慧是公司需要有创造性的、创新型的人才来打败对手。也就是B选项说的：让他们能够超越对手。

14题，问John认为有创意的人应该怎么样。答案是第三段：He believes that companies need to learn how to manage their original thinkers in order to ensure that the business profits from their contribution公司应该学会怎样管理有创意的人，从而确保公司能够从他们的贡献中盈利。也就是应该努力使那些有创意的人的才华能够造福公司。选C：他们应该得到支持，从而为公司做的好。其他几个选项根本没有说到点子上，一看就可以pass掉。

15题，Ian关于有创意的人是怎么说的。答案是第四段的最后一句：他们有激情有动力

但是却对商业方向和系统一无所知。选D：缺乏对商业过程的了解。Business direction and systems可以和commercial processes相对应。

16题，问当工作场所出现了有创意的人，会发生什么问题。答案是第五段的这么一句：The original thinkers themselves may be unaware of any problem, but having them around can be disruptive to colleagues。他们自己可能没有意识到，但是有这样的人在身边会对同事们造成麻烦。disruptive是disturbing的意思。

17题，问游戏公司对待有创意的人的方式特别在什么地方。答案是第六段，看公司总

监的原话：We encourage our games designers by creating an informal working environment。创造一种非正式的工作环境，也就是C选项说的relaxed atmosphere。这题可能会有人误选A，那是错误的理解了最后一句。最后一句说工作和家庭生活没有明显的区别，是说工作时间是弹性的，不代表同意他们随时随意在家里工作。

18题，问传统的机构如果想要雇佣有创意的人需要什么。答案是最后一段的这么一句

话：the first step is to check that original thinkers are worth the effort.。第一步是检测这些有创意的人是否值得所作的这些努力。后面紧接着问了，他们带来的好处是否值得他们造成的混乱？所以答案是B：评估他们的贡献能否弥补任何问题。

PART 4

谁从公司培训中获益最多？

第一段的三个空需要在理解整体的基础上联系起来进行选择。根据调查，受教育程度越高，越有可能接受公司的培训。And, incidentally，这里最好能理解下incidentally的意思：used to introduce a new topic, or some extra information, or a question that you have just thought of （引新话题、附加信息、或临时想到的问题）顺便提一句。你越接受培训，越有可能拒绝这份工苦苦哀求的家人、个人承诺以及工作压力。相反倒是接受培训较少的员工，可能会接受他们（指前面被拒绝的这些东西）。19题选turn down拒绝，21题与turn down对应，选take up 接收。

22题，更多资源被分配给了管理层培训而不是其他地方。training也是一种资源。

23题，regard….as固定搭配。雇主认为他们具有更好知识的员工更为重要。

24题，in terms of固定短语，就….而论，在…..方面。

25题，根据上下文意思来选择。前面说花在管理层的培训更多，这一句实际上是介绍原因：组织有赖于消息灵通的经理们做出正确的决定。25题，justify证明….正确。组织依赖于经理们所作的正确决定的事实证明了把更多的培训花在他们身上是正确的。26，informed，见多识广的，消息灵通的。商务英语中常见的一个常见说法是keep informed（It is a good way to keep staff informed），所以看到这个词应该就很敏感。

27题，emphasis强调（Emphasis is special or extra importance that is given to an activity or to a part or aspect of something.），指培训的侧重点在经理们的身上。

28题，let down使失望，这种侧重让其他员工失望。

29题，meet the demand满足需要。虽然对低技术职员的培训需求在增长，但经理们并没

有满足这样的需要。

30题，两者之间的巨大缺口，gap。

31题，any form of 任何形式的计划好的说明。

32题，后面的一句有个BUT，也就是转折，所以前面用appeared to be，看起来像是。

33题，rate as固定用法，把某事物评价为

商务英语期末考试参考答案

商务英语期末考试参考答案 说明：商务英语期末考试有五种题型： 一、中英短语互译已经全部总结，见下文 二、问答题已经提供了参考答案，仅供参考，见下文 三、案例分析题请根据题目要求自行准备 四、英语段落翻译中文已经注明，请自己翻看商务英语教程 五、写作请根据题目要求自行准备 1、中英短语互译（详见商务英语课件——每个PPT中的短语部分） PPT1： 1. individual proprietorship个体经营，独资企业 2. convertible bonds 可转换债券 3. memorandum of association 公司章程 4. monopolistic competition 垄断竞争 5. business credit 商业信用 1. 财政资源 financial resources 2. 有限责任公司 limited company 3. 销售收入 sales revenue 4. 有形商品 tangible goods 5. 流动资金 working capital PPT2： 1. flexible manufacturing system 弹性生产系统 2. fractional reserve system 部分准备金制度

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