劍橋商務(wù)英語(yǔ)高級(jí)習(xí)題集聽(tīng)力原文

1、劍橋商務(wù)英語(yǔ)高級(jí)真題集聽(tīng)力原文目 錄 TOC o 1-2 u BEC高級(jí)真題集聽(tīng)力原文(2010版) PAGEREF _Toc247526803 h 1TEST 1 PAGEREF _Toc247526804 h 1TEST 2 PAGEREF _Toc247526805 h 5TEST 3 PAGEREF _Toc247526806 h 11TEST 4 PAGEREF _Toc247526807 h 15TEST 5 PAGEREF _Toc247526808 h 21TEST 6 PAGEREF _Toc247526809 h 26TEST 7 PAGEREF _Toc247526810

2、 h 31TEST 8 PAGEREF _Toc247526811 h 36TEST 9 PAGEREF _Toc247526812 h 41TEST 10 PAGEREF _Toc247526813 h 47TEST 11 PAGEREF _Toc247526814 h 52TEST 12 PAGEREF _Toc247526815 h 58BEC高級(jí)真題集聽(tīng)力原文(2010版)TEST 1Part Two. Questions 13 to 22.You will hear five different business people talking about trips they hav

3、e recently been on.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the purpose of each trip, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described, from the list A-H.After you have listened once, replay the recording Yo

4、u now have thirty seconds to read the two lists.pauseNow listen, and do the two tasks.pauseMan:Of course, I was looking forward to it. I mean, it meant seeing the results of quite a lengthy process to find the right person, which I myself had invested quite a lot of time in. Its a demanding post, wi

5、th a lot of responsibility. I think the potential we thought wed spotted is being realised, and that shes going to deliver the sort of new initiatives we hoped for. Shes already got the team adapting to her approach. But I did feel a bit stupid in the meeting, sitting there without the right figures

6、. I just cant believe I didnt pick up the chart. I could still see it, sitting on my desk.Woman:Well, the whole thing was a serious challenge, and if Im honest I didnt really feel up to it in the first place. It wasnt a good time to be going away from the office, and I certainly didnt feel happy, be

7、ing asked to present pretty different ideas at this stage of the game. I completely understand that the last thing they wanted was to have someone dropping in from above, as it were, and saying, oh, well, weve decided to change the rules, etcetera. Theyd been applying the system as it was in good fa

8、ith. And then I was just so tired. What with the wedding celebration going on in the hotel, I definitely didnt get enough rest, and that left me disorientated, so I underperformed.Man:I wasnt happy to be going out there when there was so much that had to be dealt with, just left there on my desk. My

9、 secretarys extremely good, but she cant do the impossible, obviously. But it was clearly crucial to get some kind of idea of what it looked like, whether we were on to the right kind of thing. Getting the right location and space is vital. Im more or less convinced that this is right for what we wa

10、nt. It will attract customers. The trouble is, I had out-of-date architects plans with me, so I kept getting confused about the dimensions. But the hotel staff were really helpful when we were trying to get the up-to-date stuff faxed through.Woman:Its the first time Ive been over there since we deci

11、ded to go ahead with the expansion and I must say I was impressed with the number of really good candidates there were. It really is a good region, in terms of being able to attract and recruit the right people and Im confident we chose the right people. I wish the same thing was true for the other

12、branches. What I just cant believe is that I managed to set such a bad example by arriving a whole hour after we should have started. I felt like a real fool, going on about heavy traffic, when Id never accept that kind of excuse myself!Man:They said it was all different, and they certainly werent w

13、rong! I could hardly believe some of it! Its definitely eye-opening to see what policy can mean in reality. But the way theyre applying it, I mean the actual techniques, really is impressive. I didnt say anything, of course, just took my notes, and I will be drawing up my report as soon as I can. FI

14、1 definitely be recommending that some of their ways of going about things get applied in the other branches. It was confusing at the same time, I have to admit. They were showing me all these graphs, different models of analysis, and I couldnt really follow that way of presenting the data. And then

15、 that guys accent! Great hotel, though.Part Three. Questions 23 to 30.You will hear part of a conversation between a management consultant and the Human Resources manager of Jenkins, a company which manufactures childrens clothing.For each question 23-30, mark one letter, A, B or C, for the correct

16、answer.After you have listened once, replay the recording.You have forty-five seconds to read through the questions.pauseNow listen, and mark A, B or C.pauseWoman:Good morning, nice to meet you. Do sit down.Man:Thank you.Woman:Now, youre Human Resources manager of Jenkins, arent you? Give me some ba

17、ckground on the company - so I get a general picture.Man:Stephen Jenkins founded the company nearly thirty years ago, and named it after himself, and he ran it for a long time. Last year one of our competitors proposed combining, with the idea that separately the two companies were too small to surv

18、ive. They were probably right, but anyway Stephen turned down the offer. Then, because he was getting on, he handed over the day-to-day running to his daughter, Catherine, while retaining full control himself.Woman:And you make childrens clothes, dont you? Arent there problems in the sector?Man:Well

19、, we mostly sell to retail chains, which sell them under their own brand labels. Things arent as easy as they were, what with cheap imports, and the more expensive childrens boutiques making inroads at the top end of the market. But we position ourselves in the middle range, so were not too badly af

20、fected. Were under increasing pressure to cut our profit margins, though, because of growing competition between High Street retailers.Woman:What would you say is the companys strength?Man:It certainly helps that we supply those large retailers I mentioned, and in fact some of them have been custome

21、rs for years. I suppose, though, that we wouldnt have survived this long if it wasnt for the fact that we wont send anything out unless it meets very exacting standards. Our customers appreciate that, plus the fact that we aim to keep the time from order to delivery very short, and theyre prepared t

22、o pay a premium for it.Woman:What about weaknesses?Man:Well, weve got a poor record in providing training on the machines were currently using. And I have to say that Stephen used to run the company in a very old-fashioned, autocratic way, which alienated a lot of the workers. Despite Catherines mor

23、e enlightened approach, its an uphill struggle to try to change attitudes and improve co-operation.Woman:Never an easy task!Man:No.Woman:You mentioned on the phone that theres a problem with a particular group of workers.Man:Yes, theres a very high turnover among the machinists, thats the people who

24、 actually make the clothes. They say theyre faced with unreasonable demands all the time, like having to learn to operate several machines instead of just one or two. Many of them think they could get an easier job for the money, because there are plenty of other jobs on offer locally. The reasonabl

25、y healthy state of our order books gives them a certain amount of job security, but they just dont seem to care.Woman:Hows their work organised?Man:Weve changed to a sectionalised flow approach, which means the machinists work in teams. Rather than each machinist being assigned a complete item of cl

26、othing, the work is divided into batches involving various operations, each of them undertaken by one machinist. As that person finishes, the work is passed on to the machinist responsible for the next stage.Woman:Has that had any impact on what you produce?Man:Yes, its enabled Catherine to introduc

27、e a policy of rapid diversification of the product range, so the number of itemised clothes has leapt. Thats the total number of different styles, in all the different sizes. And thats reduced batch sizes: long runs on an item are a thing of the past. At least half the styles used to be carried thro

28、ugh from one year to the next, but now only a quarter are, so as you can see, its had quite an impact on the rate of change.Woman:Whats the effect on the machinists?Man:That policy was part of a raft of changes, one of which is that the machinists are now paid on a piecework basis, rather than at an

29、 hourly rate. Theyre furious about that, though to be fair, the rate thats paid for learning to use a new machine has been calculated so as to make sure that no- one loses out in the short term. And theyre also aggrieved because so much is new, and far more batches of work fail quality inspections a

30、nd have to be redone.Woman:Now tell me something about training.TEST 2Part Two. Questions 13 to 22.You will hear five different people talking about the relocation of their business premises.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for

31、deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.Man:It seemed like the right thing to do at the time, and it has paid off in some ways. Certainly, we did need

32、to make savings in order to compete with other companies. We were paying out far too much on basic services. It just wasnt allowing for realistic profit margins. Well, the new premises are attractive. The whole place looks much smarter, more in line with the image were looking to project. And theres

33、 no problem, yet, with getting the customers in. Its pretty busy, in fact. The advertising does seem to be helping to keep the products moving. But in terms of staffing, while theres no problem recruiting them round here, it is proving tricky to get their skills up to standard. Were just too busy de

34、aling with the customers to have time to work on that.Man:Its gone fairly well. I mean, it was never going to be straightforward, shifting an operation of this size somewhere completely different. Anyway, it had to be done, because so much of the shopfloor was empty. We just didnt require that sort

35、of area for the equipment. The suppliers seem to have adapted well. Productivitys up, the managers are happy, the facilities arent perfect, but theyll do. What we didnt do was to properly predict how many new operatives wed be needing, and that does mean that the ones we have got are having to do fa

36、r too much overtime to make up the shortfall. Still, I hope the new adverts will attract a new wave of applications.Woman:I dont know - I just cant get used to it. Everythings so different here. Not just the building, although of course thats a big factor. But its also their ways of going about thin

37、gs. Its a completely different corporate culture theyve brought with them. I guess it must be a recipe for success, otherwise they wouldnt have been able to buy us out. But it would help if this place was better. I mean, the whole buildings so ugly. Just to look at it when you arrive in the morning

38、makes you feel depressed. And the canteens too small for all of us, and theres only one lift. Most of the managers seem unhappy, and I dont blame them. Im not sure how long Im going to stay, to be honest.Man:I feel we had little choice but to go. I think it would have been very different if it had b

39、een part of our plan. Right up until the last minute, I thought we were going to be able to renegotiate, but they were just so stubborn about the terms, so it was impossible to sign the renewal. Well, at least weve finally got the computers, phones and so on sorted out that was a real nightmare at t

40、he beginning. And the paperworks back under control, so the managers are looking a bit more content. Its a pity its so much harder to get to than the last place, and it means more people are inevitably turning up late. Im really not sure what to do about that side of things.Woman:I still dont know i

41、f we made the right decision, to be honest. I thought it was logical at the time, that it was fairly straightforward to shift the equipment, arrange a new lease, and so on, and that wed then be much better placed for getting deliveries. And that has worked out OK; I mean, they are managing to get th

42、ings to us on time now, with the shorter distance to come. But in the food business, you depend on your reputation, and I think that one bad review has done us an awful lot of damage. Were just not getting enough customers through the door. The waiters are spending time doing nothing, because of the

43、 empty tables.Part Three. Questions 23 to 30.You will hear two managers, a man called Kevin and a woman called Juliet, discussing candidates they have just interviewed for a job.For each question 23-30, mark one letter, A, B or C, for the correct answer.After you have listened once, replay the recor

44、ding.You have forty-five seconds to read through the questions.Man:Oof! Im exhausted!Woman:Me too! Its so tiring, isnt it Kevin?Man:Yeah, concentrating for that long.Woman:Well, we still have to decide who to choose for the job.Man:While its still fresh in our minds.Woman:Its such a responsibility,

45、isnt it? I mean, even just remembering whos who, after seeing so many.Man:Twelve in a day is a lot. But I can still picture them, what with their application form and CVs with the photos to remind us. The real problem for me is I feel I end up comparing them to each other.Woman:Well, thats only natu

46、ral.Man:Yes, but we should be relating them to the criteria weve established, I mean keeping to that system of judging their suitability, and not letting our personal opinions get in the way.Woman:Mmm, not just saying oh, he was better than him.Man:Yes. Well, by any measurement I thought Michael Whi

47、te was hopeless.Woman:Oh quite. Though he was eager to please.Male:And he did say some intelligent things.Woman:But you just cant trust someone whos not held down the same position for more than a year.Man:At the most! No, absolutely, despite his list of qualifications, definitely not.Woman:No. That

48、s why I think the test.Man:The personality profile?Woman:Mm, the psychology one, is so helpful. It shows up that kind of thing.Man:The attitudes to management structures?Woman:Well, I was thinking more of how it highlights attitudes, shows the reactions to the dynamics of operating in groups.Man:I h

49、ave to say Im more convinced by the case study.Woman:Because it shows the candidates in real- life situations?Man:Hmm, I was thinking of the insights it gives you into what they think is most important, the values they attach to things.Woman:Because theyve got time to work it through logically.Man:Y

50、es, and I think its vital.Woman:. given what the job involves. Whats crucial for the position is the way he or she, whoever it is, is going to handle applying developments from Head Office, new approaches.Man:. significant alterations in direction.Woman:. of strategy., that are going to define, shap

51、e how the company develops over the next few years. Because the IT department will take responsibility for the technology side of things.Man:But its a question of following one project through all its stages, isnt it?Woman:Yes. I do wish David.Man:Which David?Woman:David James, Development.Man:Now,

52、hes a good manager.Woman:Yes, and thats why we should have had him here.Man:Absolutely. Hes so good at interviewing.Woman:Ive never seen him conducting one, actually.Man:But he wouldnt have much direct contact with the new person.Woman:No, but he did come up with the specifications for the post.Man:

53、Yeah, and so his input would have been useful.Woman:Right. Anyway, he wasnt, so its up to us. Personally, Id go for Elaine Harris.Man:Me too. Though her track records a little short.Woman:True, and she does lack some of the wider knowledge Id like to have seen.Man:But shes clearly a quick learner.Wo

54、man:Thats the thing, isnt it? Her approach just seems right.Man:Very can-do.Woman:Mmm.Man:So thats it?Woman:Yeah, and Im stressed out!Man:Well, if weve got it wrong, imagine what it would cost in the end.Woman:Well, thats life. But I just find it so hard, that process of holding all the various fact

55、ors in my head simultaneously, balancing.Man:Yeah.Woman:Fitting it all together in my mind.Man:Well, Ill send David an email tomorrow morning. Im in early, so I can do it first thing. And then, assuming hes in agreement.TEST 3This is the Business English Certificate Higher 2, Listening Test 3.Part T

56、wo. Questions 13 to 22.You will hear five different people talking about changing their jobs.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason for changing jobs, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem area

57、 in the new workplace, from the list A-H.After you have listened once, replay the recordingYou now have thirty seconds to read the two lists.pauseNow listen, and do the two tasks.pauseMan:Id been feeling for some time that a move was overdue, and I suppose it was just the fact that I thought Id miss

58、 the friendliness of the place that held me back. But in the end I realised that I could spend my life there and not move up the ladder - you could see how the roles with responsibility were filled by people who werent themselves about to move on. Im glad overall - I can see my role will continue to

59、 develop here, and Ive had no second thoughts - the only drawback is that it is a bit chaotic here. So even though Id say I was pretty effective at meeting deadlines, there are others who arent, and their inability to sort out each days tasks can create bottlenecks that cause frustrations.Woman:I wa

60、s getting tired of the sense of doing the same thing over and over again and decided it was time to ring the changes. Im pleased I did, because Ive got a greater range of responsibilities now, and it means my skills and abilities are put to better use. It is a smaller outfit, of course, and the MD d