[語(yǔ)言類考試復(fù)習(xí)資料大全]劍橋商務(wù)英語(yǔ)高級(jí)模擬63

1、書山有路勤為徑，學(xué)海無涯苦作舟。祝愿天下莘莘學(xué)子：學(xué)業(yè)有成，金榜題名！語(yǔ)言類考試復(fù)習(xí)資料大全劍橋商務(wù)英語(yǔ)高級(jí)模擬63劍橋商務(wù)英語(yǔ)高級(jí)模擬63READINGPART ONEA All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Defining the legal framework of the alliance is only the beg

2、inning of the kind of comprehensive planning that is needed to ensure a workable relationship. Successful alliance planning goes beyond the partners initial agreement on the choice of alliance vehicle (e. g. cross-licensing, technology development pact, joint venture, equity sharing). B Successful a

3、lliance planning not only includes the usual details of plant location, cost sharing, market share gains and other economic criteria, but also the approaches that facilitate creating new knowledge and other technological synergies. Senior management needs to communicate the alliances shared goals wi

4、th all key middle managers and technical staff to discuss ways to develop a win-win relationship. Senior management also needs to convey the message that close cooperation could unintentionally expose and leak the firms core competencies in ways that could ultimately damage the firms long-term compe

5、titiveness. These same managers and technical staff need to know at the planning stage which technologies, competencies or proprietary processes should be protected from excessive demands from the partner. C Managers often herald the consummation of an alliance agreement as the final outcome of inte

6、nsive negotiations between the partners. For many types of strategic alliances (e. g. technology development pacts, joint ventures, consortia), however, the legal negotiations represent only the beginning of a long series of ongoing, continuous negotiations that actually take place once alliance ope

7、rations commence. The finer details of the alliances framework entail continuous negotiations with the partner. Even after both parties agree to the broad (and immediate) goals and objectives of the relationship, smooth accommodation of managers and practices from different partners is directly rela

8、ted to how well managers can negotiate the uncertainties and the complexities of day-to-day activities that cannot be pre-specified in a legal document. D Smooth implementation to facilitate learning requires all levels of management to work on developing alliance protocols that enable careful knowl

9、edge creation and sharing among the partners. In their simplest form, alliance protocols represent the communication channels by which the alliances managers and technical staffs share technologies, skills and managerial acumen. Jointly developing and agreeing to these protocols early on is importan

10、t to maintaining a balanced relationship, whereby neither partner feels that their contributions or opportunities to learn from the other are neglected or undervalued. Protocols are instrumental in setting up the mental parameters that limit what partners can ask from one another in terms of what co

11、nstitute proprietary vs. non-proprietary technologies or processes. Protocols provide an invisible fence that defines the boundaries between cooperation and competition. E Strategic alliances can help firms transform their core businesses and activities by helping management secure access to new tec

12、hnologies, insights and skills that other firms may possess. Alliances enable firms to jointly develop new products and processes, the costs of which are often beyond the financial and human resources of any firm. Strategic alliances can also help firms divest themselves of non-core business units o

13、r activities that are costly to retain. In non-core businesses, alliances can help reduce the cost of industry exit and corporate restructuring. 1. Senior management needs to pay much attention to its words and actions in communication.答案:B2. Negotiation of alliance between partners is a long and co

14、mplex process.答案:C3. Many firms stop at the first stage of successful alliance planning.答案:A4. The extent to which an activity or business is considered core or non-core will play a significant role in how senior management will seek to use alliances in fostering learning.答案:E5. A good beginning of

15、a negotiation doesnt mean a good ending.答案:C6. Strategic alliance may bring negative effects to firms if not properly managed.答案:B7. Learning from allied firms is limited to some extent in order to maintain a balanced relationship.答案:D8. All key parameters of an alliance relationship have to be plan

16、ned comprehensively.答案:APART TWOWhat Is a Trademark?There are several types of company and product identifications. The trademark, also called a brand name, is the name by which people can speak of the product. Very often a trademark will include some pictorial or design element. If it does, the com

17、bination is called a logotype (or simply a logo).Trademarks are proper terms that identify the products and services of a business and distinguish them from products and services of others. Specially, a trademark is a word, design, or combination used by a company to identify its brand and to distin

18、guish it from others, and it may be registered and protected by law. 1 . Trademarks can also be termed service marks when used to identify a service. In general, a trademark for goods appears on the product or its packaging, and a service mark is used in advertising to identify the services.The logo

19、 design is an extremely important element in the successful marketing of a product. It is difficult to sell a product until a reasonable level of name recognition is achieved among the consumers. 2 . Most designers attempt to forge a compatible relationship among the package design, logo, and advert

20、ising for the product. A strong logo on the package and in product advertising creates an environment of recognition.Clearly, the most successful packages are those that combine an intriguing design scheme with a provocative logotype. 3 . After all, when pushing a shopping cart down a supermarket ai

21、sle, the consumers first images will be recognizable brand names. Trademarks should not be confused with trade names, which are corporate or business names. General Motors, for example, is the trade name of a company making automobiles whose trademark (not trade name) is Buick. The terms trademark a

22、nd trade name are often confused. 4 . Trade names can be used in the possessive form and do not require a generic form. Many companies, however, use their trade names as trademarks. For example, Reebok International Ltd. is the corporate name, and Reebok may be used as a trade name, as Reeboks newes

23、t line of athletic shoes is for children. 5 . Some personal names (as with product names) may sound the same but may have different spellings-Sherry, Sherri, or even Cheri. Or they may simply be very familiar names-Jennifer, Jane, Susan, Emily-or dearly distinctive, like Ruhanna. Yet, distinctive ma

24、y appear difficult to read or pronounce. 6 .They want names that can easily become familiar to consumers, yet be easy to read and pronounce and be memorable.A. What we mean is a logo that is distinctive enough if it is extracted from the package will still project the visual personality of the produ

25、ct.B. Trade names are proper nouns.C. In fact, the creation of a logo is so important that a number of firms have been established whose primary function is the design of logos, packages, and corporate identity.D. General Electric has a simple procedure for developing trademarks for its brands.E. Co

26、mpanies and products have a similar problem.F. Reebok also is used as a trademark: Are you wearing Reebok athletic shoes or another brand?G. Trademark formats can include letters, numbers, slogans, geometric shapes, pictures, labels, colour combinations, product and container shapes, vehicles, cloth

27、ing, and even sound.1.答案: G2.答案: C3.答案: A4.答案: B5.答案: F6.答案: EPART THREE Human resource is one of the key factors in determining organizational coping and profitabilityDespite adverse market conditions and fluctuations，many organizations have implemented changes that seek to improve their competitiv

28、enessThe consequences of organizational change，however，can varySometimes，the employees may accept the change readily；at other times，the change is met with resistance and dissatisfaction of the employees Change and stress are closely relatedBecause of the feelings of uncertainty， insecurity，and threa

29、t that it invokes，organizational change can be extremely stressful for the individualWhen change occurs，employees may be stressed by role overload，role ambiguity，and role boundary According to Selye，a little stress is actually goodWhen stress is at its optimal level，it can increase human resource po

30、tential as it spurs individuals to achieve their best working performances However，stress can become negative and destructive when its optimal 1evel is exceededThis could result in individuals experiencing high levels of anxiety or depression，low job motivation，somatic problems such as headaches，los

31、s of appetite， trouble sleeping and ill healthIn an organization that has many of its employees overly stressed or burned out，there are many detrimental consequences such as higher absenteeism，lower productivity，lower job satisfaction，and low morale There is variation in the manner individuals respo

32、nd to organizational change Individuals may undergo a simiIar change process in the organization，but the stress evoked by the change can be perceived very differentlySome individuals may regard change as a threat，feeling distressed and fearful of the uncertain consequences of the changeOthers may re

33、act to the change with outbursts of anger and complaintsYet there are also those who welcome change with an optimistic attitude，seeing change as a challenge，an opportunity for growth and improvement What accounts for the differences in experiencing change and perceiving stress forthese individuals?

34、Many studies suggest organizational characteristics，such as workplaceclimate，empowerment，and information about change，as factors that affect an individuals adjustment to organizational change and stressHowever，the research is often focused on organization-level phenomena，rather than on individual fa

35、ctors Every person has a distinct set of personality characteristics，owns different resources，and employs different coping strategies to deal with changeThis explains why coping with organizational change and stress can turn out to be very different experiences for individualsFor instance，recent mic

36、ro-level research on individuals has identified dispositional traits that predict a persons ability to cope with changeHence，on top of looking at organizational factors，this study also examines individual factors that may help to maximize an individuals potential to work productively and efficiently

37、 in the midst of change 1. According to the second paragraph，what is the most possible and proper statement about the reason why change and stress are closely related?A.Change can be the motivation of stress and through their mutual interaction，there will be improvementB.Stress causes change to occu

38、r，and may bring negative effects such as the chang of the job and the reduction of the salaryC.Organizational change is a primary cause of stress and when change occurs，employees often experience role stressD.Change and stress are a pair of phenomena that will both appear in the process of employmen

39、t答案:C解析 此題是對(duì)文章第二段內(nèi)容的考查。為什么壓力和變化緊密相連。根據(jù)原文可得：企業(yè)變化發(fā)生時(shí)，員工常常會(huì)產(chǎn)生角色壓力。由此可得答案為C。2. Why，according to Selye，is a little stress good to employees to some extent?A.As it mobilizes an individual to achieve peak performances in activities and tasksB.As，if without stress，nothing can be achieved successfully and fu

40、llyC.As stress is an important way to prevent inaction and languor during the working processD.As stress is the ligament between the employees and the organizations and helps the organizations to identify qualified employees答案:A解析 此題是對(duì)文章細(xì)節(jié)的考查。在第三段中提到，適當(dāng)?shù)膲毫δ苁箚T工盡可能的發(fā)揮出自己的潛能，因此，可得答案為A。3. According to t

41、he fourth paragraphwhat should the organization do about the impact of the stress?A.The organization should take some measures to prevent stress and provide more freedom for the employeesB.It is in the organizationS best interest to reduce the amount of distress coming from the organizational change

42、，so as to enhance its human resource potentialC.The organization should disregard the impact，otherwise，the interest and efficiency could be affectedD.The organization should know what causes the stress and eliminates the origins of the stress答案:B解析 此題是對(duì)文章第四段的考查。原文第四段主要內(nèi)容是列舉了員工在面對(duì)壓力之時(shí)的各種表現(xiàn)，從最后一句可得員工壓

43、力過大會(huì)帶來缺勤率較高，生產(chǎn)效率低下等問題。由此，可以推斷企業(yè)要盡量減少或者避免出現(xiàn)上述問題。故答案為B。4. What does the writer imply in the fourth paragraph?A.Organizations can increase communication and disseminate adequate information about the change to employeesB.Organizations can help employees through training and educating them on how to cop

44、e with stressC.Organizations can create a supportive environment at the workplace and it is vital that both superiors and colleagues play a partD.That would be beneficial for the company if the employees are in a good state of psychological and emotional well-being，instead of being overly stressed o

45、r burned out答案:D解析 跟上題類似，此題是對(duì)第四段內(nèi)容的推斷。從文中可得，員工壓力過大會(huì)帶來缺勤率較高，生產(chǎn)效率低下等問題。因此，可以推測(cè)出如果員工心理因素較好，不出現(xiàn)壓力過大的現(xiàn)象，對(duì)企業(yè)是有好處的。故答案為D。5. From the last paragraph，in summary，what is the element that also causes differences in the way people experience change?A.The differences in the gender，age，nationality and personality

46、B.Dispositional traits that predict a persons ability to cope with changeC.It is maximizing an individuals potential to work productively and efficiently in the midst of changeD.Differences in the way people perceive stress is also due to the uniqueness of individuals答案:D解析 在文章最后一段提到了，個(gè)人性格不同會(huì)造成個(gè)人在表達(dá)

47、方式上的不同。故答案為D。6. What is the theme of lhis article?A.Maximizing human resource potential would mean that employees are in their top form performing for the organizationB.The organizational change can affect human resource potentialC.Organizations can increase communication and disseminate adequate in

48、formation about the change to employeesD.Organizations can empower their employees to play a more active role in the implementation of change答案:B解析 本題是對(duì)文章主旨的歸納。通看全文，說的都是企業(yè)變動(dòng)和人力資源的關(guān)系，故選項(xiàng)B為最佳答案。PART FOUR Some people believe that you have to be a special kind of person to sell a product. Although it is

49、 clear that a successful sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build and 1 . relationships with different kinds of people, we listen to and take note of what they tell us and dont just enjoy the sound of our own voices

50、and we explain things to them and share ideas with them. A company may depend on its own sales team or on the salesmanship of its distributors, wholesalers or retailers. 2 any company needs to establish a personal relationship with its major clients (key accounts) and potential customers (prospects)

51、. It is often said that people do business with people: a company doesnt just deal impersonally 3 another company, but a person in the buying department receives personal visits from people representing the companys suppliers on a regular basisor in the case of department stores 4 chain stores, a te

52、am of buyers may travel around visiting suppliers. Keeping sales people on the road is much more expensive 5 employing them to work in the office and much of their time is spent unproductively traveling. Telephone selling may use the time more productively (though in some countries this is illegal),

53、 but a face-to-face meeting and discussion is much more effective. Companies involved in the export trade often have a separate export sales department, 6 travel and accommodation expenses may be very high. Servicing overseas customers may consequently often be done 7 phone, telex or letter. And per

54、sonal visits may be infrequent. Many companies appoint an overseas agent or distributor whose own sales force takes 8 responsibility for selling their products in another country. A sales department consists of many people who are based 9 different parts of the country or the world, who dont have th

55、e day-to-day contact and opportunities for communicating with each other that office-based staff have. 10 this reason, companies hold regular sales conferences where their entire sales force can meet, receive information and ask questions about new products and receive training. 1.A.keepB.maintainC.

56、makeD.construct答案:B 精析 根據(jù)句意選擇，此話意思是我們發(fā)展并且維系和不同人之間的關(guān)系。這里需要表示維系的詞語(yǔ)，故正確答案為B。2.A.AndB.AsC.SoD.But答案:D 精析 此句意思和上句意思形成對(duì)比，故此處選擇表示轉(zhuǎn)折的詞語(yǔ)，D為正確選項(xiàng)。3.A.withB.onC.toD.in答案:A 精析 deal with 固定搭配，意思是“和做生意”，故正確答案為A。4.A.andB.butC.orD.nor答案:C 精析 根據(jù)句意，此處department stores 和 chain stores構(gòu)成并列選擇關(guān)系，故使用連詞 or，正確答案為C。5.A.thatB.t

57、hanC.toD.with答案:B 精析 這里是形容詞的比較級(jí)，因此，此處需要選擇表示比較的詞語(yǔ)，故答案為B。6.A.whoB.whoseC.whomD.what答案:B 精析 這里是一個(gè)非限制性定語(yǔ)從句，先行詞為export sales department，在從句中構(gòu)成： travel and accommodation expenses of export sales department，因此，關(guān)系代詞應(yīng)該是 whose，正確答案為B。7.A.byB.inC.onD.with答案:A 精析 后面的phonetelex，letter都是溝通的方式，故此處需要使用by表示方式，正確答案為A。8.A.overB.onC.offD.in答案:C 精析 take off responsibility for意