[語言類考試復習資料大全]劍橋商務英語高級模擬72

1、書山有路勤為徑，學海無涯苦作舟。祝愿天下莘莘學子：學業(yè)有成，金榜題名！語言類考試復習資料大全劍橋商務英語高級模擬72劍橋商務英語高級模擬72READINGPART ONE Look at the statements below and at the five extracts from an article about the relationship between strategic alliances and organizational learning. Which article (A, B, C, D or E) does each statement 18 refer to?

2、 For each statement 18, mark one letter (A, B, C, D or E) on your Answer Sheet. You will need to use some of these letters more than once.A All too often, many firms proceed into an alliance relationship without sufficiently planning and/or negotiating the key parameters of the relationship. Definin

3、g the legal framework of the alliance is only the beginning 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

4、 pact, joint venture, equity sharing). B Successful alliance 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 manageme

5、nt needs to communicate the alliances shared goals with 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 t

6、hat could ultimately damage the firms long-term competitiveness. 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

7、of an alliance agreement as the final outcome of intensive 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 ne

8、gotiations that actually take place once alliance operations 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 a

9、nd practices from different partners is directly related 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 de

10、veloping alliance protocols that enable careful knowledge 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

11、 and agreeing to these protocols early on is important 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

12、partners can ask from one another in terms of what constitute 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 acti

13、vities by helping management secure access to new technologies, 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

14、 firms divest themselves of non-core business units or 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. Nego

15、tiation of alliance between partners is a long and complex 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 allian

16、ces in fostering learning.答案:E5. A good beginning of 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 p

17、arameters of an alliance relationship have to be planned comprehensively.答案:APART TWORead this text taken from an article about how an event planner organizes the events and manages diverse individual personalities and takes control with style and grace.Choose the best sentence to fill each of the g

18、aps.For each gap 914, mark one letter (AH) on your Answer Sheet.Do not use any letter more than once.Creativity on Demand As an event planner, who designs and orchestrates every type of event from corporate affairs to weddings, its my responsibility to put together and manage the individual creative

19、 teams that are contributing to the occasions. H One of the greatest challenges of my job, yet one of its most rewarding aspects, is working with creative people on a day-to-day basis. I deal with a lot of high-profile, artistic individuals people who are extremely knowledgeable and well known in th

20、eir own right. They are passionate and talented, curing and wonderful individuals who often have their own vision of how they want particular elements of events designed and executed. Therein lies the challenge. 1 . When you are working with creative minds, its crucial to keep them on track so they

21、dont go off on tangents and disrupt the projects rhythm or production schedule. This means taking a very active management role. 2 . If needed, I will take the person aside and remind him that producing an event is a team effort and not a platform for an individual to shine. If you cant get the crea

22、tive team leaders to accept some kind of direction and parameters, then you must strongly consider removing them from the project and not hiring them in the future, however brilliant they are. 3 If I have a client who insists on hiring him, I decline the project. At the same time, you do have to tru

23、st your most talented people. People in general always produce better results when you trust them trust that they are going to perform not only to your expectations but to their highest levels. People hate being micromanaged because it implies that you dont respect or trust them. 4 I make sure that

24、my people understand their position within the project while giving them the latitude to express their abilities, talents, and ideas. When you want people to produce at their peak levels, empowerment and communication are vital. I strongly believe in communication its what I do all day. I am constan

25、tly on the phone or in meetings. Communication doesnt always have. to be direct, of course, and I am a tremendous fan of e-mail. 5 Obviously, as a leader, you cannot do all the communicating yourself. The key is to identify the items that you really must communicate yourself and delegate the rest. 6

26、 Inspiring and motivating a team to perform at the top of its game is exciting and sometimes exhausting. But the process is always very rewarding. You learn a huge amount from your creative people, and they constantly surprise you with their ideas. A For example, I worked with a very well-known and

27、talented but very self-centered florist, whose volatile behavior would wreak havoc on the team and affect the overall event production, and now I just wont work with him. B As the event producer, its my responsibility to keep everyone focused on the overall concept and design and to work with each t

28、eam leader to ensure that the teams move forward in the same direction, all while minimizing difficulties and drama. C The trick, I believe, is learning how to manage diverse individual personalities and take control with style and grace. D Of course, for that to work you need to have an associate w

29、ho can function as your right-hand person. E When seven people have to change four tires, fill up a gas tank, make quick adjustments to the suspension, and get a car back on the track in just over ten seconds, teamwork is, to put it mildly, essential. F If an individual is not functioning as part of

30、 the team in the way that he should be, I will manage him a bit more than the others until I feel he is back on track. G But I do think, even in this day and age, you really cannot beat just talking to someone face-to-face or at least by phone. H Together, we do everything from selecting the perfect

31、 stamp for the invitations to installing temporary roads in order to provide access to an event. 1.答案:B2.答案:F3.答案:A4.答案:C5.答案:G6.答案:DPART THREERead the following extract from an article about human resource, and the questions followed.For each question 1520, mark one letter (A, B, C, or D) on your A

32、nswer Sheet for the answer you choose. Human resource is one of the key factors in determining organizational coping and profitability. Despite adverse market conditions and fluctuations, many organizations have implemented changes that seek to improve their competitiveness. The consequences of orga

33、nizational change, however, can vary. Sometimes, 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 related. Because of the feelings of uncertainty, insecurity, and threat that it invokes,

34、 organizational change can be extremely stressful for the individual. When change occurs, employees may be stressed by role overload, role ambiguity, and role boundary. According to Selye, a little stress is actually good. When stress is at its optimal level, it can increase human resource potential

35、 as it spurs individuals to achieve their best working performances. However stress can become negative and destructive when its optimal level is exceeded. This could result in individuals experiencing high levels of anxiety or depression, low job motivation, somatic problems such as headaches, loss

36、 of appetite, trouble sleeping and ill health. In 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 a variation in the manner individua

37、ls respond to organizational change. Individuals may undergo a similar change process in the organization, but the stress evoked by the change can be perceived very differently. Some individuals may see change as a threat, feeling distressed and fearful of the uncertain consequences of the change. O

38、thers may react to the change with outbursts of anger and complaints. Yet there are also those who welcome change with a positive outlook, seeing change as a challenge, an opportunity for growth and improvement. What accounts for the differences in experiencing change and perceiving stress for these

39、 individuals? Many studies suggest organizational characteristics, such as workplace climate, empowerment, and information about change, as factors that affect an individuals adjustment to organizational change and stress. However, the research is often focusing on organization-level phenomena, as o

40、pposed to focusing on individual factors. Every person has a distinct set of personality characteristics, owns different resources, and employs different coping strategies to deal with change. This explains why coping with organizational change and stress can turn out to be very different experience

41、s for individuals. For instance, recent micro-level research on individuals has identified dispositional traits that predict a persons ability to cope with change. Hence, on top o looking at organizational factors, this study also examines individual factors that may help to maximize an individuals

42、potential to work productively and efficiently in the midst of change. 1. According to the first 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 w

43、ill be improvement.B.Stress causes change to occur, and may bring negative effects such as the change of the job and the reduction of the salary.C.Organizational change is a primary cause of stress and when change occurs, employees often experience role stress.D.Change and stress are a pair of pheno

44、mena that will both appear in the process of employment.答案:C2. 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 tasks.B.As, if without stress, nothing can be achieved successfully and fully.C.A

45、s stress is an important way to prevent inaction and languor during the working process.D.As stress is the ligament between the employees and the organizations and helps the organizations to identify qualified employees.答案:A3. According to the third paragraph, what should the organization do about t

46、he impact of the stress?A.The organization should take some measures to prevent stress and provide more freedom for the employees.B.It is in the organizations best interest to reduce the amount of distress coming from the organizational change, so as to enhance its human resource potential.C.The org

47、anization should disregard the impact, otherwise, the interest and efficiency could be affected.D.The organization should know what causes the stress and eliminates the origins of the stress.答案:B4. What does the writer imply in the fourth paragraph?A.Organizations can increase communication and diss

48、eminate adequate information about the change to employees.B.Organizations can help employees through training and educating them on how to cope with stress.C.Organizations can create a supportive environment at the workplace and it is vital that both superiors and colleagues play a part.D.That woul

49、d be beneficial for the company if the employees are in a good state of psychological and emotional well-being, instead of being overly stressed or burned out.答案:D5. From the last paragraph, in summary, what is the element that also causes difference in the way people experience change?A.The differe

50、nce in the gender, age, nationality and personality.B.Dispositional traits that predict a persons ability to cope with change.C.It is maximizing an individuals potential to work productively and efficiently in the midst of change.D.Difference in the way people perceive stress is also due to the uniq

51、ueness of individuals.答案:D6. What is the theme of this article?A.Maximizing human resource potential would mean that employees are in their top form performing for the organization.B.The organizational change can affect human resource potential.C.Organizations can increase communication and dissemin

52、ate adequate information about the change to employees.D.Organizations can empower their employees to play a more active role in the implementation of change.答案:BPART FOURRead the article below about sales promotion, and the questions.Choose the correct word or phrase to fill each gap from A, B, C,

53、or D.For each question 2130, mark one letter (A, B, C, or D) on your Answer Sheet. Sales Promotion Promotion is any activity that encourages the purchase of a good or service. Managers must determine how much they are going to 1 promotion and what tools they will use. The promotional mix, or plan, u

54、tilizes personal selling, advertising, and sales promotion to deliver the message. Public relations and all types of 2 that attract customer attention to the product also become part of the mix. Promotion is most important in the products introduction and maturity stages. In introduction, the market

55、 is unaware of the product and therefore uninterested; promotion must overcome 3 and generate interest. In the maturity stage, competition is stiff, and the promotion must show how a product is different or 4 . Promotional mix policies are affected by promotional program objectives, implementation s

56、trategies, 5 of program effectiveness, and the promotional budget. The key 6 of promotion are to provide information, stimulate demand, highlight values and stabilize sales. Promotion must 7 the market about what is available, the characteristics of the product or service, and how to use it. Increas

57、ing demand for a product is probably the most typical objective of promotion. Promotion tries to get consumers to 8 look for, examine, try, and purchase the product. Status-oriented advertising to highlight values makes sure customers are aware of what the company considers to be a real value. Another goal of promotion is to stabilize sales by 9 the status quo that is, the current sales level of the product. During periods of slack or decreasing sales, contests, pr