真題閱讀part3綜合總結(jié)

1、BEC中級reading part3閱讀題巧解（一）題型介紹BEC Vantage閱讀理解題目不能過細地去推敲，正確選項一般都是“原句改寫”。 一般說來，命題專家最常用的有四種方式：“語言簡化”、“反話正說”、“正話反說”和“關(guān)鍵詞替換”。（二）技巧：BEC中的閱讀是需要掌握一定的略讀技巧的,下面?zhèn)魇诮o大家:轉(zhuǎn)折重點讀后句,并列不用都讀完,插入成分可不讀,定狀成分可刪節(jié)做題步驟：1、 看題目，把握文章主旨2、 同義匹配是解題關(guān)鍵3、 定位：題目和段落對應(yīng)4、 選項四大類：1） 正確選項：同義詞匹配2） 無關(guān)選項：上下文無此內(nèi)容3） 意思相反：文章講得是正面。而選項是反面4） 不要做二次推論5、

2、主旨題：看在文章、選項中出現(xiàn)最多的詞，主旨題中的選項必須出現(xiàn)此詞才有可能是正確選項6、注意段落結(jié)構(gòu)，如果很有規(guī)律，可以做出合理推論7、找出題干中的關(guān)鍵詞，在文中定位。題目是順序排列。大寫定位，符號定位，同義詞定位8、 選項范圍太小或太大不選；太絕對不選；不符合實際不選；太具體不選；不包含所有要素不選9、 一般都是考細節(jié)，一定要耐心定位10、 每段的中心句一般在段首或段尾，瀏覽時一定要把握中心意思11、如果題干中出現(xiàn)“in the first paragraph”,很可能得弄懂整段的中心意思才能選出正確答案；11、最后一個題一般在最后一段可以找到答案人郵第二輯真題TEST 1 READING P

3、ART 3 HOW TO MARKET YOURSELF（How to market yourself，怎樣開發(fā)你自己）We manage our own careers now. So knowing how to brand and position yourself in the market as 'Me plc' at different stages of your working life is becoming an increasingly vital skill. At least that is what image expert Mary Spillan

4、e believes. 'Employment as we know it is decreasing. Jobs don't exist, work exists. In the next decade most of us will be suppliers, not staff. We will have clients not bosses. If you are under 30, you probably know that there is only one firm to join for life: Me plc. It promotes you and yo

5、ur potential to others.' 'We're working in multi-national, multicultural, multi-corporate teams and it's important to understand the implications of this. We need to create a personal brand that is unique, but complements the brand of the corporation we are working for. You have to f

6、ind a way to do it so that you are not just a typical employee,' advises Spillane. 'You have to decide what central values you want to project, and also what may need to alter from situation to situation.' （樹立屬于自己的品牌，并且相機而動。 ）Many people only remember Mary Spillane for the years she spen

7、t running a cosmetics company, but she actually has masters degrees in information science and politics. She used to hide that hard-hitting（Hard-hitting有活力的/積極的/強有力的;用力打擊的 (a) hard-hitting news有影響力的新聞 (n)） side, but is now eager to show it and forget about cosmetics. 'Now that I'm working in

8、 the boardrooms of major plcs and global companies, I'm playing up(play up強調(diào)，突出) my degrees and management background so that the image side is seen only as an addition to the value side,' says Spillane. Some contracts take longer than others. 'The City law firms I'm currently workin

9、g for are really difficult because they don't have any idea of what their brand should be, and are still very traditional even when talking about becoming modern. I'm showing them how to do everything from changing their reception areas -which tend to be very off-putting （1. 令人厭惡的 2. 老是推托的 (

10、a)）with their high-fronted reception desks - to how to make small talk that is less formal and rigid. Companies rebrand themselves all the time, spending millions on new office interiors and so on. But without an underlying change of attitudes（沒有態(tài)度的根本轉(zhuǎn)變(adv)）, it can prove an empty exercise.' Sh

11、e argues that for individuals too, there must be more than a surface change, as rebranding goes deeper than a mere change of wardrobe（wardrobe衣柜；行頭；全部戲裝'w:drub (n)）. Beyond advice on appearance, she tells clients, 'Remind yourself of what you are selling: the personal values（個人價值） that compr

12、ise your brand. Learn to present yourself in a way that will project what you want to deliver. Lifelong learning is essential, together with the sort of discovery and adventure that promote personal growth. Always have an up-to-the-minute (最新的，最近的，直到現(xiàn)在的)CV ready to print out, refreshing it every few

13、 months with your most recent achievements, just to remind others of your brand value.' She believes it is essential that you understand both your public self and your private self, as well as your blind spots（盲點(n)） and your potential, in order to create an effective brand. The public self（公眾自我

14、，公眾知道） is the image you project to the world, the private self（內(nèi)在自我，只有自己知道） is what you know about yourself but others don't, arid blind spots are those things that others see about you but you can't see for yourself. By deciding what image you want other people to see, emphasising more of y

15、our private self and sorting out a few blind spots, you will increase not only your potential to influence others, but also your self-esteem and self-confidence.' 人郵第二輯真題 TEST 2 READING PART 3 Department Store Magic (Department store magic，字面上是百貨公司的魔力。講的是英國的一個百貨公司如何擺脫困境。 )(第一段是點明公司所遭遇的困境)For mos

16、t of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. （dull鈍的；遲鈍的；無趣的；呆滯的；陰暗的(a) 使遲鈍；使陰暗；緩和(v)）Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were

17、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. (第二段講一個女CEO上臺開始轉(zhuǎn)變局

18、面)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 jus

19、t 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. An

20、d as sales grew, so did profits. (第三段具體講這位女CEO的應(yīng)對措施)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 competitio

21、n. 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（萎縮）. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a

22、 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 t

23、he 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. (第四段具體講這位女CEO的應(yīng)對措施)Baker's staff policies contained more surprise

24、s. 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 h

25、as 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(懷著的希望 (adv) this will help company profits. (最后一段總結(jié)：革命尚未成功，同志

26、仍需努力。)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(take the credit (for.)

27、 居功(v) 反義 take the blame for承擔過錯 (v), 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

28、inevitably start to decline.' 人郵第二輯真題TEST 3 READING PART 3 Trouble with Teamwork （團隊合作的麻煩。文章講了團隊的重要性和很多團隊存在的問題，以及怎么樣才能打造一個成功有效的團隊。 ）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

29、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 effe

30、ct of（副作用，.的產(chǎn)物） the increasing interaction across departments and functional divides. Instead of pushing reports, paperwork and decisions around the organisation, 'teams provide a dynamic meeting place where ideas can be shared and expertise more carefully targeted at important business issues,&

31、#39; says Steve Gardner, in his book Key Management Concepts. He adds, ' Globalisation has added a further dimension（這里的dimension用法比較特別，表示方面，特征 。常見搭配：an extra/added/additional/further dimension）to teamwork（Add a further dimension to teamwork 增加了一維/元進入團隊合作(v)）. Multinational teams now study polic

32、y decisions in the light of（根據(jù)，按照；當作） 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 t

33、hat managers can't get on with core tasks.' Forming teams and having meetings has, she says, become an end in itself, （本身變成了目的(v)，毫無意義）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

34、to belong（Feel the need to do sth/for sth 感覺有.需要(v)）, 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. T

35、his 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

36、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,&

37、#39; 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

38、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（在開始的時候） is the best way of ensuring that the team w

39、ill move on to greater things. 人郵第二輯真題TEST 4 READING PART 3Market EntryThe PioneerMarc Crystal discusses the be first to market' principleThe timing of market entry is critical to the success of a new product. A company has two alternatives: it can compete to enter a new product market first - o

40、therwise known as pioneering or it can wait for a competitor to take the lead, and then follow once the market has been established. Despite the limitations of existing research, nobody denies that there are advantages to being a pioneering company. Over the years, there has been a good deal of evid

41、ence to show a performance advantage for pioneers.For many new products, customers are initially unsure about the contribution of product characteristics and features to the products value. Preferences for different characteristics and their desired levels (期望的水平)are learned over time. This enables

42、the pioneering company to shape customer preferences in its favour. It sets the standard to which customers refer in evaluating followers products. The pioneering product can become the classic or original product for the whole category, opening up a flood of similar products onto the market, as exe

43、mplified by Walkman and Polaroid.The pioneering product is a bigger novelty when it appears on the market, and is therefore more likely than those that follow to capture customer and distributor attention. In addition, a pioneers advertising is not mixed up with competitors' campaigns. Even in t

44、he long term, followers must continue to spend more on advertising to achieve the same effect as pioneers. The pioneers can set standards for distribution, occupy the best locations or select the best distributors, which can give them easier access to customers. For example, in many US cities the co

45、ffee chain Starbucks, as the first to market, was able to open coffee bars in better known locations than its competitors, In many industrial markets, distributors are not keen to take on second and third products, particularly when the product is technically complex or requires large inventories of

46、 spare parts.Switching costs arise when investments are required in order to switch to another product.For example, many people have developed skills in using the traditional qwerty keyboard. Changing to the presumably more efficient dvorak keyboard would require relearning how to type, an investmen

47、t that in many cases would exceed the expected benefits in efficiency. Switching costs also arise when the quality of a product is difficult to assess. People who live abroad often experience a similar cost when simple purchase decisions such as buying deter- gent, toothpaste or coffee suddenly beco

48、me harder because the trusted brand from home is no longer available. Pioneering products have the first chance to become this trusted brand. Consequently, the companies that follow must work hard to convince customers to bear the costs and risks of switching to an untried brand of unknown quality.U

49、nlike other consumer sectors, the value to customers of many high technology products relies not only on their features but also on the total number of users. For example, the value of a videophone depends on the number of people using the same or a compatible system. A pioneer obviously has the opp

50、ortunity to build a large user base before competitors enter the market. This reduces followers ability to introduce differentiated products. There are other advantages of a large user base, such as the ability to share computer tiles with other users. Thus, software companies are often willing to g

51、ive away products to build the market quickly and set a standard.第3輯閱讀【TEXT 4 】part 3Achieving a successful merger However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants

52、have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal (Strike a compromise達成妥協(xié) (v) strike a deal達成協(xié)議(v)Strike a balance結(jié)算賬目（v）)may have been

53、in vain. According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to(Live up to履行/實踐（諾言/信仰/原則等）；不辜負/達到(預(yù)期目標)/無愧于;與相當(v) Live up to your word實現(xiàn)諾言(v) Live up to ones reputation for行為和名聲相符/副其實(v) ) their promise of shareholder value, riot through any failure in economic te

54、rms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must

55、be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when the proposed merger between two

56、 pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could

57、 not agree which of them was to head up (Head up加蓋/封住頂部；植物)長出頭狀物/結(jié)穗; 領(lǐng)導(dǎo)/負責；抬高(v)the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups(Focus gro

58、up (為測試民意而選定的)典型群眾，有代表性的群眾；焦點(或重點)小組(n) to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused,

59、 exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans(準備應(yīng)急計劃(v). The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually ch

60、ose was usually the correct one. Neither company's approach would have worked for the other. The answer is not to adopt one company's approach, or even to try to incorporate(Incorporate/Integrate)every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new org