加载中…bec 阅读题
(2011-11-05 03:22:04)
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BEC备考伴侣阅读讲义
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第一部分 导论
一、BEC阅读理解题的考察目
1.
2.
二、BEC阅读理解题的题型介绍
1.
中级：4个段落－7项陈述
高级：5个段落－8项陈述
2.
中级：完整文章中去掉5句话
高级：完整文章中去掉6句话
3.
中级：6题多项选择
高级：6题多项选择
4.
中级：15题，侧重文法
高级：10题，侧重词汇
5.
中级：无此题型
高级：10题填空，注意词性的选择
6.
中级：12题
高级：12题
注意与传统改错题的区别：只需要挑出错误，不需要修改
三、做题顺序和时间分配
1.
2.
3.
中级：Part IV→8分钟，Part V→5分钟，Part VI→8分钟
高级：Part IV→13分钟，Part V→8分钟
第二部分 逻辑匹配题－Part I
一、不同的匹配类型
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2.
3.
二、做题方法
1.
2.
3.
三、练习题举例
陈述：
0.【C】This company is going to reduce staff numbers.
1.【D】A strong currency has had a negative effect on the company.
2.【C】The workforce has made it difficult for this company to become more efficient.
3.【B】The use of specialists led to very high cost.
4.【D】Increased competition has contributed to this company’s difficulties.
5.【A】This company has reached an agreement on a new project.
6.【B】Part of this company was up for sale.
7.【A】This company has expanded its manufacturing base.
段落
A
Walger, the bus maker, has entered into a joint venture with IMCO Bus Corporation to participate in coachbuilding operations in Mexico. The two companies have just announced the $70 million acquisition of Mexico Coachworks, the largest bus and coach builder in Mexico, with 2,400 employees and three factories. Walger retains a 60% interest in the coachbuilding venture. Analysts have expressed surprise, given the current exchange rate.
B
Jetline Airports has said that it spent £2.1 million on its failed attempt to dispose of its duty-free retail division. The chief executive said the company’s six-month search for a buyer ran up heavy consultancy expenses which left half-year pre-tax profits at £4.5 million. It also emerged that the Director of Finance received a £500,000 settlement when he left the company.
C
GRD, the manufacturing giant, plans to cut 1,500 jobs at its Portland factory over the next five years after union refusal to increase productivity. A company representative said that although they have invested more than $42 million in the new plant and improved technology, the trade unions are still unwilling to increase output. As a result, GRD have been forced to downsize the Portland plant.
D
Maybrooke, the Scottish department store, reported a fall in trading profits in the first half of the year from £545,000 to £462,000, on sales which were down two per cent. They blame the disappointing first half on the strength of the pound, which hit the company’s tourist business, as well as an increase in traffic and parking problems in the city centre, and the growth of out-of-town shopping centres.
四、真题举例（第3辑－高级 Test 2）
陈述
0.【A】One of the biggest difficulties that managers face is motivating staff.
1.【D】People may perceive the same type of work differently.
2.【C】It is important that staff gain recognition for what they have done.
3.【E】The behaviour of staff may be influenced by disappointment with what their organization provides.
4.【B】Traditional ways of motivating staff cannot be put into practice these days.
5.【A】A good salary alone is no longer enough to motivate people.
6.【E】It is desirable for staff and their employers to have similar objectives.
7.【C】Staff should be able to improve their abilities through their work.
8.【D】Not all companies see a need to find out what motivates their staff.
段落
A
Ensuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organizations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.
B
One of the problems is that managers often don’t appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won’t work in today’s technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.
C
What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices－but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.
D
Organizations should focus on asking people what they want－a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skillfully, or you won’t get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader’s job, but both may be very satisfied with their own job.
E
There are huge gaps between what employees expect from employers and what they actually get. For instance, employers’ emphasis on employability (equipping workers with ‘marketable’ skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn’t delivering, which had a detrimental effect on the employees’ workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees’ value and goals with those of the organization, much more conversation is needed.
第三部分 逻辑匹配题－Part II
一、核心解题思想
1.
2.
二、真题举例（第3辑－中级 Test 4）
Human resources management
It is nearly a century since the car manufacturer Henry Ford said, ‘You can destroy my factories and offices, but give me my people and I will build the business right back up again.’ __【G】__. But a few business theorists are beginning to argue that managing people well can add more to the bottom line than anything else.
Mike Manzotti, a leading American author in this area, has strong views about the growing importance of human resources in today’s business world. __【B】__. A company with high staff commitment, for example, has an asset that its rivals find hard to copy.
Research in Britain would appear to support this notion. A recent business school survey into the performance of eight multinationals found that people management could be the most decisive factor in a company’s performance. Another study indicated the same thing in medium-sized manufacturing firms. __【A】__. After all, how can an organization evaluate the commitment of its staff?
For this reason, the researcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organization’s compensation structure or being more selective in recruiting, they are asking for things that require resources. __【F】__.
Some new approaches are emerging that attempt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent.
Another programme, launched by James Lester, an independent human resources expert, approaches the problem from a perspective that is designed to appeal to a wide range of managers. __【E】__. Both, he argue, involve appropriate decisions being made about the allocation of resources within a particular budget.
Lester’s experience enables him to carry out an organizational audit for his clients to identify which areas of HR are in most need of improvement. This is because there is no point in businesses spending large amounts without knowing if the investment is worthwhile. __【C】__. Lester’s advice, however, is for companies to think twice before hiring people, since it is vital they assess whether they are getting value for money.
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三、真题举例（第3辑－高级 Test 1）
How effective is your marketing?
Gone are the days when companies had departments full of staff whose role nobody understood. __【H】__. And rightly so. But when it comes to marketing, what is effectiveness, how do you measure it, and why is its measurement so important?
Businesses are starting to recognize the key marketing questions. Are we providing the right products for the right people at the right price? Are our brands better than those of our competitors? __【D】__. That’s because marketing is not the fluffy stuff that can be axed when the going gets tough－it is the essence of business. So if marketing is important, it follows that it pays to know if yours is working.
The first stage in the process is understanding your current position. How successful is you brand today? What is your market share? You should equip yourself with some sound facts and figures on which to base your conclusions. __【A】__. It could be simply to boost your sales. You may want to reinforce your leadership in a market or trounce a competitive brand. Influencing future profitability, possibly by building a short-term brand share, may be a priority. A clear objective is essential.
But how do you know your marketing is achieving your goals? __【G】__. Their success is not just related to how many boxes leave the factory. Effectiveness may not be tangible. It may be financial, it may not. ‘The brand’ is an intangible asset, but it is now seen as an important one. Quantifying the value of an intangible asset is a difficult, but not impossible, task.
It is also necessary to evaluate both long-term effectiveness and the short-term outcomes of any campaign. __【E】__. But the care of a brand is a marathon, not a sprint, and it is important not to lose sight of the long-term consequences.
Choosing the right measurement tools to evaluate a campaign is another important issue. __【F】__. The accuracy they thus ensure should be consistent over time and correspond to the wider objectives of the business. Ultimately, marketing must deliver profit.
The essential debate should no longer be about the importance of marketing, but what we should do to measure its effectiveness, and what measures will ensure survival. __【C】__. But to others it is likely to be a controversial issue－and one which can produce responses leading to widely different directions for their enterprises.
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第四部分 逻辑匹配题－Part III
一、解题核心
1.
2.
二、真题举例（第2辑－中级 Test 3）
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples of work they have done as members of a successful team are in as strong a position as those who can point to significant individual achievement. Indeed, too much of the latter may suggest that the person concerned is not a ‘team player’ – one of the more serious failings in the book of management.
The importance of being a team player is a side effect of the increasing interaction across departments and functional divides. Instead of pushing reports, paperwork and decisions around the organization, ‘teams provide a dynamic meeting place where ideas can be shared and expertise more carefully targeted at important business issues,’ says Steve Gardner, in his book Key Management Concepts. He adds, ‘Globalization has added a further dimension to teamwork. Multinational teams now study policy decisions in the light of their impact on the local market.’
But is teamworking being overdone? ‘Some managers are on as many as seven or eight different teams’ says Dr Cathy Bandy, a psychologist who recently ran a conference on the subject. ‘They take up so much time that managers can’t get on with core tasks.’ Forming teams and having meetings has, she says, become and end in itself, almost regardless of purpose. There is also the danger of an unhealthy desire to keep the team going after the work has been done. ‘People feel the need to belong, and team membership can provide a kind of psychological support.’
The idea behind teamworking is that, when the right group of people is brought together, a ‘force’ develops which is greater than the sum of their individual talents. This is often true in sport, where good players can reach unexpected heights as members of an international team. However, few business situations have as clear a set of objectives, or as clear criteria of success or failure, as winning a match.
‘In business, everyone needs to be clear about what the challenge is and whether a team is the right way of approaching it’, says Steve Gardner. ‘Unfortunately, people focus instead on who the members of the team should be and what roles they are to play.’ Dr Bandy agrees. ‘There is always a danger that teams can turn into committees,’ she says. ‘In a lot of situations, one or two individuals would be much more effective.’
So what makes a successful team? There are some general qualities that have been identified. Steve Gardner recommends that in every team there should be someone who is good at researching ideas and another who is good at shooting down impractical ones. There should be those who can resolve the tensions that naturally occur in a team and others who are focused on getting the job done. Also, providing a clear and achievable target at the outset is the best way of ensuring that the team will move on to greater things.
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三、真题举例（第2辑－高级 Test 4）
In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives. Having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies, management-employee communication has become a central corporate need.
Concordia International provides a good example of a company that has adjusted well to the changing needs for communication. Since 1995, Concordia has been turned inside-out and upside-down, to ensure that it is a marketing-led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80,000 people - or 35% - on a voluntary basis, with further downsizing anticipated.
From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away, including the core activities of the company they work for. Above all, they have had to face up to the fact that they no longer have a job for life.
Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the ‘pragmatists’ and on the other ‘the highly anxious’. The former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term, rather than the company as a whole. The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.
The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce. This is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments - and hearts and minds - are lost.
The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to providing greater detail when it becomes available. Another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.
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第五部分 文法题－Part IV
一、常考内容
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二、真题举例（第3辑－初级 Test 4）
The bank with ideas
With several hundred years of history behind it, the APL Bank has few problems __(0)__ businesses that it is reputable and secure __(19)__ of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to __(20)__ their changing needs 21st century.
Based in London, APL offers banking services to businesses throughout the UK via its branch __(21)__. Most customer service provision is __(22)__ out by personal account managers based in local branches. Together with __(23)__ staff at company headquarters.
An important __(24)__ for APL has been to make it easy for customers to __(25)__ business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the ‘account contact’ and __(26)__ with the customer during the manager’s __(27)__. In addition, for those who want __(28)__ to their bank at any time of day or night there is now a 24-hour phone-based service.
In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan __(29)__ within 24 hours. This focus on the customer has also been a driving __(30)__ in APL’s recruitment and development policy. For example, newly inducted staff __(31)__ a ‘customer service review’ to find out what it is like to be on the other side of the desk, asking to borrow money.
Together, these __(32)__ in banking have achieved excellent results. The customer __(33)__ is growing fast, and last year the bank gained 36,000 new business accounts.
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三、真题举例（第3辑－高级 Test 3）
Leadership
Leadership 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 assignment 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 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 as others act or to proceed according to the textbook.
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第六部分 文法题－Part V
一、基本考点
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二、真题举例（第2辑－高级 Test 4）
Getting a pay rise
There is a commonly held view that the only way to get (0) a decent pay increase is to move on: to go out into the job market and find someone (31) who/that is prepared to pay you a figure more in line (32) with the talents you can offer. Whilst changing employers from time (33) to time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespective of (34) how well we research prospective employers, a new job is still largely a step into the unknown. It may turn (35) out to be a good move or it could prove to be a complete disaster: most of us (36) have had experience of both. The point here, though, is that changing employers is not something we want to be doing all the time and certainly not (37) every/each/any time we feel the urge for better pay. We’d (38) be taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) as a serious business. There are no quick fixes or gold methods with ‘guaranteed’ results. Quick fixes only serve to trivialize the issues and could (40) in/under some circumstances get you into very serious trouble indeed.
三、真题举例（第3辑－高级 Test3）
Regain your motivation
Getting out of bed to go to work is (0) one of life’s lesser pleasures. (31) However great the job is, most of us struggle on Monday morning.. But when that feeling stretches through the entire week, something deeper may (32) be wrong, Sometimes it’s tempting to dismiss feelings of boredom or frustration (33) as part of working life. But if you’re constantly feeling uninterested, you need to ask yourself some questions.
Demotivation isn’t just caused by major setbacks, like being passed (34) over/by 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) take action if you feel things aren’t right. Talk to agencies or headhunters about your skills and find out (36) what you’re worth on the open market.
It can be all (37) too 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. ‘I had started to resent my job, the fact that I had no perks, no chances to travel － (38) apart from visiting other dingy offices for meetings. But then some friends were talking about how superficial they felt their jobs were, and I suddenly realized I couldn’t say that about my job. In fact, I really felt (39) there was a point to it. I remembered that’s why I’d taken it in the (39) first place.’
So member: always give your old job a chance before starting to search for a new one.
第七部分 文法题－Part VI
一、错误类型
1.
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二、正确的行数：2～4行
三、真题举例（第2辑－中级 Test 3）
Meetings That Work
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spent under ‘Any Other Business’.
四、真题举例（第2辑－高级 Test 3）
COMMERCIAL
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喜欢
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