劍橋BEC中級真題第四輯TEST1

1、無READING1 hour劍橋BEC真題集中級 第四輯Test 1PART ONEQuestions 1-7 Look at the statements below and the article about the development of futurebusiness leaders on the opposite page. Which section of the article (A, B, C or D) does each statement (1-7) refer to? For each statement (1-7), mark one letter (A, B,

2、C or D) on yourAnswer Sheet. You will need to use some of these letters more than once.Example:0Anew organisation has been formed to assist firms in developing high-flyers.0ABCD1Managers need to take action to convince high-flyers of their value to the firm.2Organisations need to look beyond the hig

3、h-flyers they are currently developing.3There is a concern that firms investing in training for high-flyers may not gain thebenefits themselves.4Managers need expert assistance from within their own firms in developinghigh-flyers.5Firms currently identify high-flyers without the support of a guidanc

4、e strategy.6Managers are frequently too busy to deal with the development of high-flyers.7Firms who work hard on their reputation as an employer will interest high-flyers.無The Stars of the FutureAExisting management research does not tell us much about how to find anddevelop highflyers, those people

5、 who have the potential to reach the top of anorganisation. As a result, organisations are left to formulate their own systems. Amore effective overall policy for developing future leaders is needed, which iswhy the London Business School has launched the Tomorrows LeadersResearch Group (TLRG). The

6、group contains representatives from 20 firms, andmeets regularly to discuss the leadership development of the organizationshigh-flyers.TLRG recognises just how significant line managers are in the process ofBleadership development. Unfortunately, with todays flat organisations, wheremanagers have fu

7、nctional as well as managerial responsibilities, peopledevelopment all too often falls victim to heavy workloads. One manager in theresearch group was unconvinced by the logic of sending his best people away ondevelopment courses, only to see them poached by another department or, worsestill, anothe

8、r firm. This fear of losing high-flyers runs deep in the organisationsthat make up the research group.TLRG argues that the task of management is not necessarily about employeeCretention, but about creating attraction centres, We must help line managers torealise that if their companies are known as

9、ones that develop their people, theywill have a greater appeal to high-flyers, said one advisor. Furthermore,selecting people for, say, a leadership development programme is a sign ofcommitment from management to an individual. Loyalty can then be more easilydemanded in return.DTLRG has concluded th

10、at a companys HR specialists need to take action andengage with line managers individually about their role in the development ofhigh-flyers. Indeed, in order to benefit fully from training high-flyers as thesenior managers of the future, firms must actually address the development of allmanagers wh

11、o will be supporting the high-flyers. Without this, managers will notbe in a position to give appropriate advice. And when eventually the high-flyersdo move on, new ones will be needed to replace them. The next challenge will beto find a new generation of high-flyers.PART TWOQuestions 8-12 Read the

12、article below about possible reasons for acquiring a company.無 Choose the best sentence from the opposite page to fill each of the gaps. For each gap (8-12), mark one letter (A-G) on yourAnswer Sheet. Do not use any letter more than once. There is an example at the beginning (0).ACQUISITIONWhen shou

13、ld a company consider acquisition as a way forward?There are many circumstances in which acompany may wish to take over anotherorganisation through an acquisition.The need to keep up with a changingenvironmentoftendominatesthinkingaboutacquisitions.Onecompellingreason to develop by acquisition is th

14、espeed with which it allows the companyto enter new product or market areas.(0)GThis is particularly true ofe-commerce.Thestrengthofcompetitorsmayinfluenceacompanytochooseacquisition as a way forward. In marketsthat are static and where market shares ofcompanies are reasonably steady, it canbe diffi

15、cult for a company to break intothe market, since its presence may createexcess capacity. (8)The same arguments also apply when anestablishedsupplierinanindustryacquires a competitor. This may either beto gain the competitors market share or,in some cases, to shut down its capacityin order to restor

16、e a situation wheresupply and demand are more balanced.There may befinancialmotivesforacquisition.lf thesharevalueofacompany is high, the motive may be tospot and acquire a firm with a low sharevalue. (9)An extreme exampleis asset stripping, where the main motivefor the acquisition is short-term gai

17、n bybuying up undervalued assets and sellingthem on bit by bit.Theremayalsoberesourceconsiderations. There may be a lack ofresourcesorskillstocompetesuccessfully, so they must be acquired.(10)It may also be that it hasknowledgeofaparticulartypeofproduction system，business process ormarket need. In a

18、n international context,acquisition is often a means of gainingmarket knowledge.Sometimestherearereasonsofcostefficiency which make acquisition lookattractive. A cost efficiency could arisefrom the fact that an established companymay already be very experienced andhave achieved efficiencies which an

19、othercompany would find difficult to achievequickly by internal means. (11)Inconsumergoodsindustries,costefficiency is usually the reason for anacquisition.Acquisitioncanalsobedrivenbytheexpectationsofkeyshareholders.Share-holdersusuallyexpect to see continuing growth, andacquisition may be a quick

20、way to deliverthis growth. But there are considerabledangers mat an acquisition can lowershare price rather than increase it.(12)This is more likely when thedecisiontoacquireisspeculativeasopposed to strategic. There are someshareholderswhofavouracquisitionsimply to bring a short-term boost toshare

21、value.無Example:0ABCDEFGAThe necessary development and organisational learning would be too slow.BIn the same way, an organisation can increase manufacturing opportunities.CIndeed, this is one of the major reasons for the more speculative acquisitions thattake place.DIt may be that the parent company

22、 may not have sufficient understanding of theacquired business, and this could remove value.FFor example, a company may be taken over for its research and developmentexpertise.GIf, however, the company enters by acquisition, the risk of reaction from industryrivals is reduced.FIn some cases, a marke

23、t is changing so fast that acquisition becomes the onlyway of successfully breaking into it.PART THREEQuestions 13-18 Read the article below about changing attitudes to creativity in the workplace,and the questions on the opposite page. For each question (13-18), mark one letter (A, B, C or D) on yo

24、urAnswer Sheet.CREATIVITY IN THE WORKPLACENowadays, many UK companies arestrivingtobemorecreative.Butaccording to a recent survey of seniormanagers, the lack of a can-do mentalityamongst employees and an aversion torisk is hindering British business. Manythinkthereistoomuchfocusondelivering results

25、quickly, which leavesinsufficient time to think creatively. Somecomplain that a lack of coherent vision oncreativitypreventstheirorganisationfrom being more innovative.Yetwhileseniormanagersmayregret the lack of creativity, they musttake much of the blame for creating thesituation.Untilrecentlysucce

26、ssivemanagementscience, promotingcreativity meansreevaluating mostofwhat we know about management. Itmeans organisations must be prepared toinvest in ideas without being sure of thereturnonthatInvestment.KatrinaMurrayagreeswiththisview.Businesses are expert at the measuredapproach, which involves an

27、alysis andriskavoidance.Butthereisanotherapproach, which involves intuition andnot always looking at the bottom line.What is hard is establishing a workingenvironmentinwhichboththeseapproaches can function simultaneously.Nevertheless,therearesome無generationsofmanagementignoredinnovative ideas from e

28、mployees. Indeed,newwaysofthinkingwereoftenregarded as an unwanted distraction, andoriginal thinkers received little support.Despite the fact that many organisationsare now taking steps to re-orient thebusiness culture to promote creativity, itis not surprising, given this background,that a creative

29、 environment is hard toestablish.Another related issue is raised byKatrinaMurray,apartnerinamanagement consultancy:While manysenior managers still complain about thelack of support for creativity in theirorganizations, they also fail to appreciatethe contribution that they themselves canmake. In som

30、e companies, there is aperception that only managers at boardlevel can influence the company culture.Murray feels that such organisations areunlikely to change. For her,creativeorganisations are made up of individualswho believe they can dictate their ownfuture. Companies need to be able to spotthes

31、e individuals and gently encouragethem to lead the way.Itisalsonecessaryforseniormanagerstore-examinetheirrole.AccordingtoAlexSadowski,anAmerican professor of area. Many thepleasing indicators of progress in this ofseniormanagersinterviewedinthesurveysaytheirorganisationshaveadoptedanumberofstrategi

32、estoencourage individuals to channel theircreativity. Among these are giving openand honest feedback, allowing employeesthe freedom to measure their performanceagainst more flexible goals, and highertolerationlevelsoffailure.Seniormanagers also recognise that the way anorganisation is led and manage

33、d is criticalto building a creative environment andthat they themselves have an importantrole to play.But there are some experts whobelieve an even more fundamental changeis needed. Tom Robertson, a professor ofcreative education, believes that the lackof creativity in companies is a problemthatorig

34、inatedinschoolsanduniversities. The solution, he says, lies inmore enlightened educational policies.There are already signs of this, butcreativity is still concentrated in certainsectors,suchaspharmaceuticals,advertising and the media. These sectorshave always valued creativityg but thereal challeng

35、e will be to shift some ofthesesectorspracticesintomoretraditionalmanufacturingandservicecompanies.13 Many senior managers feel that organisations have difficulties innovating becauseofAa poor level of skills among employees.Ban emphasis on rapid achievement.Can increased risk associated with change

36、.Dan insistence on a standard company philosophy.14 According to the writer, many organisations today areAfinding it easier to introduce a creative approach.Bhaving problems understanding innovation as a concept.Cactively developing the conditions for a creative approach.Dresisting innovative staff

37、suggestions.15 In the third paragraph, Katrina Murray expresses the view thatAtop management must dictate the pace of change.Bsome employees lack a commitment to change.Cmost organisations are incapable of bringing about effective change.無D some senior managers underestimate the role they can play i

38、n achievingchange.16 Alex Sadowski and Katrina Murray agree that to be truly innovative, organisations mustAinvest in the right managers.Bplace less emphasis on financial considerations.Chave a double focus to their policies.Dadopt an approach with clearly defined stages.17 According to the survey,

39、which of the following strategies has been introduced toencourage creativity?Agreater acceptance of errorBfinancial rewards for higher levels of creativityCthe introduction of specific performance targetsDthe promotion of creative individuals to senior posts18 Tom Robertson believes that, in the fut

40、ure, it will be difficult to achieveAan educational system that encourages creativity.Ba combination of practices that promote creativity.Cthe spread of creativity to a range of businesses.Da greater respect for creativity in pharmaceutical companies.PART FOURQuestions 19-33 Read the article below a

41、bout doing business online. Choose the best word or phrase to fill each gap from A, B, C or D on the oppositepage. For each question (19-33), mark one letter (A, B, C or D) on yourAnswer Sheet. There is an example at the beginning (0).無The Secret of Success for Online BusinessesThe secret of success

42、 in electronic commerce (0)Bin placing a new emphasison a wellestablished area. That area is customer service, which is now the onlypoint of (19)between a business and the buying public.There are a number of factors in a realworld shop that (20)peoplesperceptions of a business: these (21) . the loca

43、tion and the appearance of thepremises, the quality and the pricing of the merchandise or services, and thebehaviour of the staff.However, if a company is trying to make a good impression with online customers,most of these factors do not (22)a part. In the (23)of these factors,the way customers are

44、 (24)when they have a reason to call has afundamental effect on a companys ability to retain them as customers. Even morethan regular telephone or inperson customers, web customers are impatient, easilyfrustrated and always conscious that they have other places where they can (25)their business.Prev

45、enting them from doing that means meeting them on their own (26)andproviding them with what they want.l This necessity, in (27), means that companies that sell over the net mustget backend functions right. Imposing (28)requirements on customerswill not work; a business that (29)on customers emailing

46、 for assistanceinstead of using the phone, for example, will lose repeat custom.If the phone is used, it must be answered (30), and the staff should look forways of helping even the most awkward customers (31), as is more usual,trying to ind some (32)to blame the customer for any problem.An importan

47、t, final point is that it is vital that all addresses, web links and phonenumbers work properly and efficiently. This ought to (33)without saying.Experience, however, shows that it does not.Example:AstaysBliesCexistsDstems0ABCD19 Arelationship B associationC meetingD contact20 AforceB determineC dec

48、ideD fix21 AencloseB consistC includeD contain22 AgetB runC playD have23 AabsenceB lackC needD scarcity無0WIT24 AcaredB treatedC dealtD considered25 AdeliverB bringC moveD take26 ApoliciesB standardsC termsD conditions27 AturnB sequenceC lineD order28 AdenseB rigidC deepD solid29 AdemandsB insistsC e

49、xpectsD instructs30 ApunctuallyB preciselyC promptlyD presently31 Aapart fromB other thanC except forD rather than32 AcaseB excuseC faultD purpose33 AdoB makeC goD comePART FIVEQuestions 34-45Examples:0CORRECT0WITH Read the advice below about meetings with clients. ln most of the lines (34-45), ther

50、e is one extra word. lt either is grammaticallyincorrector does not fit in with the meaning ofthe text. Some lines, however, are correct. lf a line is correEx am p l e s :0CORRcECTt, write CORRECT on yourAnswer Sheet. If there is an extra word in the line, write the extra word in CAPITAL LETTERSonyo

51、urAnswer Sheet. The exercise begins with two examples (0 and 0).Client Meetings0 Regular meetings with clients are important to a healthy collaboration. They0 may be set up by the client, for example to review with the progress of current無34 projects, to give new instructions that may have lead to a

52、 contract variation35 or to discuss any concerns, The client meeting which can also be arranged36 by you or another member of your company to attract from new business, to37 address a problem unless that needs to be solved or to give an update or status38 report on current business ventures. Your pa

53、rt is in these meetings will dictate39 the kind of information you need and how you should prepare for them. lf you40 will be responding to questions put by your client, the material you present41 should deal in specifically with the request that was made. The meeting should not42 only move off the

54、agenda without the permission of the person you are meeting.43 lf you have prepared properly, you should be able to anticipate both questions and44 to respond properly. If you are put on the spot and asked for details you do not45 have, respond honestly do not speak about matters as you are not fami

55、liar with.WRITING45 minutesPART ONE You are organising a meeting to discuss possible cuts to your departments budget. Write an email to all staff in your department: giving them the date of the meeting explaining why some cuts have t0 be made saying why it is important for all staff t0 attend. Write

56、 40-50 words.ToAll staffCcSubject:Budget cuts-meeting無PART TWO The retail company you work for is considering installing a TV system in its storeto give customers information on products and services while they shop. You haveseen an advertisement for a company which provides this type of system. Loo

57、k at the information below, on which you have already made some handwrittennotes. Then, using all your handwritten notes, write a letter to Chris Taylor atTVInfoSystems. Write 120-140 words.Ask for moredetails of thisSystem must bereadyinonemonth- say whyHow can in-store TV systems improve yourcompa

58、nys sales?Most buying decisions are made while acustomer is in the store. You can use inst0re TVsto provide customers with information of yourproducts and services. complete TV systems any number of screens training service providedUrgent orders a specialityFor further details, contact Chris Taylor

59、atTVInfoSystemsGive details of ourretail companySay what informationwe want customers toseeAbout20TVscreens neededLISTENING40 minutes (including10 minutes transfer time)PART ONEQuestions 1-12 You will hear three telephone conversations or messages. Write one or two words or a number in the numbered

60、spaces on the notes or formsbelow. After you have listened once, replay each recording.Conversation One(Questions 1-4)無 Look at the note below. You will hear a man phoning a customer about an order.MESSAGETo:Bob ColeFrom:Alex Parker at Pilton EngineeringThe delivery date for our new (1)machinesha be