BEC高級(jí)閱讀講義

1、BEC備考伴侶閱讀講義歡迎使用新在線電子教材第一部分導(dǎo)論一、BEC閱讀理解題的考察目.英語(yǔ)類考試中閱讀理解考題的根本目的在于考察邏輯而不僅是詞匯本身.核心解題思想是意思的反復(fù)重復(fù)與同義匹配二、BEC閱讀理解題的題型介紹.句子一段落的搭配題中級(jí)：4個(gè)段落一7項(xiàng)述高級(jí)：5個(gè)段落一8項(xiàng)述.句子一文章的搭配題中級(jí)：完整文章中去掉5句話高級(jí)：完整文章中去掉6句話.精讀題中級(jí)：6題多項(xiàng)選擇高級(jí)：6題多項(xiàng)選擇.標(biāo)準(zhǔn)化完形填空題中級(jí)：15題，側(cè)重文法高級(jí)：10題，側(cè)重詞匯.主觀性完形填空題中級(jí)：無(wú)此題型高級(jí)：10題填空，注意詞性的選擇.校正題（改錯(cuò)題）中級(jí)：12題高級(jí)：12題注意與傳統(tǒng)改錯(cuò)題的區(qū)別：只需要挑出

2、錯(cuò)誤，不需要修改三、做題順序和時(shí)間分配L 654f31-*2.邏輯匹配題：Part 1-12分鐘，Part II一 15分鐘，Part 111-12分鐘.文法詞匯題：中級(jí)：Part IV-8 分鐘，Part V5 分鐘，Part VI-8 分鐘高級(jí)：Part IV-13分鐘，Part V-8分鐘第二部分 邏輯匹配題一Part I一、不同的匹配類型.述對(duì)應(yīng)段落中的1句話，簡(jiǎn)單匹配，常見(jiàn)題.述對(duì)應(yīng)段落中的相鄰23句話，簡(jiǎn)單推論，較少.述對(duì)應(yīng)幾乎整個(gè)段落的容，復(fù)雜結(jié)論，罕見(jiàn)二、做題方法.述中選出關(guān)鍵詞.閱讀段落.將述中的關(guān)鍵詞對(duì)應(yīng)到段落的某一句話，某兩三句話，或者全段三、練習(xí)題舉例 述：0. C T

3、his company is going to reduce staff numbers.D strong currency has had a negative effect on the company.C The workforce has made it difficult for this company to become more efficient.B The use of specialists led to very high cost.D Increased competition has contributed to this company , s difficult

4、ies.A This company has reached an agreement on a new project.B Part of this company was up for sale.A This company has expanded its manufacturinc base.段落AWalger, the bus maker, has entered into a joint venture with IMCO Bus Corporation to participate in coachbuilding operations in Mexico. The compan

5、ies have just announced the $70 million acquisition of Mexico Coachworks, the largest bus and coach builder in Mexico, with 2,400 employees and three factories. Walger retains a 60% interest in the coachbuilding venture. Analysts have expressed surprise, given the current exchange rate.BJetline Airp

6、orts has said that it spent 2. 1 mi 11 ion on its failed attempt to dispose of its duty-free retai 1 division. The chief executive said the company * s six-month search for a buyer ran up heavy consultancy expenses which left half-year pre-tax profi is at 4. 5 mi 11 ion. It also emerged that the Dir

7、ector of Finance received a 500,000 settlement when he left the company.CGRD, the manufacturing giant, plans to cut 1,500 jobs at its Portland factory overthe next five years after union refusal to increase productivity. A company representative said that although they have invested more than $42 mi

8、llion in the new plant and improved technology, the trade unions are still unwi 11 ing to increase output. As a result, GRD have been forced to downsize the Portland plant.DMaybrooke, the Scottish department store, reported a fall in trading profits in the first half of the year from 545,000 to 462,

9、000, on sales which were down two per cent. They blame the disappointing first half on the strength of the pound, which hit the company * s tourist business, as wel 1 as an increase in traffic and parking problems in the city centre, and the growth sf out-of-town shopping centres.四、真題舉例（第3輯一高級(jí)Test 2

10、） 述0. A One of the biggest difficulties that managers face is motivating staff.D People may perceive the same type of work differently.C It is important that staff gain recognition for what they have done.E The behaviour of staff may be influenced by disappointmeel with what their organization provi

11、des.B Tradi I ioral 碧ays of motivating staff cannot be put into practice these days.A A good salary alone is no longer enough to motivate people.E It is desirable for staff and their employers to have similar objectives. 7. C Staff should be able to improve their abilities through their work.8. D No

12、t all companies see a need to find out what motivates their staff.段落AEnsuring employees arrive at work geared up and ready to give their al 1 is a major challenge facing managers today. It used to be so easy. A fat pay cheque and the promise of promotion was all that was needed to keep people commit

13、ted, loyal and happy. But the world of work has changed, and nowadays, organizations cannot rely on the corporate cheque book to give them the edge. Numerous employee surveys have shown that although pdy still makes people tick, a whole raft of other issues have entered the motivation equation.BOne

14、of the problems is that managers often don t appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won t work in today s technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a

15、 boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.cWhat most employees expect is the chance to work flexibly, on interesting and stimulating tasks th

16、at give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices 一but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that wi 11 inspi

17、re their workforce, a culture in which achievement is acknowledged and people feel valued.DOrganizations should focus on asking people what they wanta relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked ski 1 Ifully, or you won t get

18、to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position： a city trader would probably find business consultancy boring, and a consultant might be scare

19、d by the city trader, s job, but both may be very satisfied with their own job.EThere are huge gaps between what employees expect from employers and what they actually get. Fer instance, employers emphasis on employabi1ity (equipping workers with 1 marketable* skills) may be somewhat misguided. One

20、study showed that what people really wanted was not employabi1ity but job security. As a result, employees had the feeling that their employer wasnf t delivering, which had a dolrimonlal eflocl on tho omplcyoos workplace? i)orormanc。and “l(fā)liludos. The problem lies partly in a lack of communication：

21、to ensure mutual understanding and to align employees value and goals with those of the organization, much more conversation is needed.第三部分邏輯匹配題一PartII一、核心解題思想.反復(fù)重復(fù).根據(jù)上下文語(yǔ)言環(huán)境選擇，不選無(wú)關(guān)容二、真題舉例（第3輯一中級(jí)Test 4）Human resources managementIt is nearly a century since the car manufacturer Henry Ford said, 4You

22、can destroy my factories and offices, but give me my people and I will bui Id the business right back up again. G . But a few business theorists are beginning to argue that managing people well can add more to the bottom 1ine than anything else.Mike Manzotti t a leading American author in this area,

23、 has strong views about the growing importance of human resources in today* s business world. B . A company with high staff commitment, for example, has an asset that its rivals find hard to copy.Research in Britain would appear to support this notion. A recent business school survey into the perfor

24、mance of eight multinationals found that people management could be the most decisive factor in a company? s performance. Another study indicated the same thing in medium-sized manufacturing firms. 【A】 .After al 11 how can an organization evaluate the commitment of its staff?For this reason, the res

25、earcher George Hessenberg argues that a scientific approach is needed. He feels that when HR professionals suggest changing an organization* s compensation structure or being more selective in recruiting, they are asking for things that require resources. F .Some new approaches are emerging that att

26、empt to do just that, including the scheme devised by consultants Couze Jordan. The scheme, which covers communication, recruitment, and use of resources, predicts that significant improvements in these areas achieve an increase in shareholder value of up to 30 per cent.Another programme, launched b

27、y James Lester, an independent human resources expert, approaches the prob 1 em from a perspective that is designed to appeal to a wide range of managers. E Both, he argue, involve appropriate decisions being made about the allocation of resources within a particular budget.LesterJ s experience enab

28、les him to carry out an organizational audit for his clients to identify which areas of HR are in most need of improvement. This is because thereis no point in businesses spending large amounts without knowing if the investment is worthwhi le. C. Lester* s advice, however, is for companies to think

29、twicebefore hiring people, since it is vital they assess whether they are getting value for money.But the findings are inconclusive because of the difficulty of collecting reliable evidence.He argues that the role of a skilled, motivated and flexible workforce has become more significant as traditio

30、nal sources of competitive advantage diminish.For example, a common mistake is to spend a fortune on recruitment to cover up for deficiencies in training.However, most leading experts in the field believe that there is sufficient evidence to support this model of work dynamics.He compares the positi

31、ve use of human resources to effective fund management, as this is something that senior executives can relate to.He believes, however, that the only way they will gain approval for these potentially expensive initiatives is to have some data that demonstrates positive financial benefits.In the ligh

32、t of this statement, it is odd that people management has taken so many years to move up the agenda.三、真題舉例（第3輯一高級(jí)Test 1）How effective is your marketing?Gone are the days when companies had departments full of staff whose role nobody understood. H And rightly so. But when it comes to marketing, what

33、iseffectiveness, how do you measure it, and why is its measurement so important?Businesses are starting to recognize the key marketing questions. Are we providing the right products for the right people at the right piice? Are our brands better than those of our competitors? D. That s because market

34、ing is not the fluffystuff that can be axed when the going gets toughit is the essence of business. So if marketing is important, it follows that it pays to know if yours is working.The first stage in the process is understanding your current position. How successful is you brand today? What is your

35、 market share? You should equip yourself with some sound facts and figures on which to base your conclusions. A. It could besimply to boost your sales. You may want to reinforce your leadership in a market or trounce a competitive brand. Influencing future profitability, possibly by building a short

36、-term brand share, may be a priority. A clear objective is essential.But how do you know your marketing is achieving your goals? G. Their successis not just related to how many boxes leave the factory. Effectiveness may not be tangible. It may be financial, it may not. The brand is an intangible ass

37、et, but it is now seen as an important one. Quantifying the value of an intangible assetis a difficult, but not impossible, task.It is also necessary to evaluate both long-term effectiveness and the short-term outcomes of any campaign.E . But the care of a brand is a marathon, not asprint, and it is

38、 important not to lose sight of the long-term consequences.Choosing the right measurement tools to evaluate a campaign is another important issue. F. The accuracy they thus ensure should be consistent over time andcoirespond to the wider objectives of the business. Ultimately, marketing must deliver

39、 profit.The essential debate should no longer be about the importance of marketing, but what we should do to measure its effectiveness, and what measures wi 11 ensure survival.C. But to others it is likely to be a controversial issue-and one whichcan produce responses leading to widely di fferent di

40、rections for their enterprises.Having done that next comes establ ishing what it is that marketing activities should be achieving.Because of this, you may want to generate return on investment, perhaps by raising the quality of your brand.This shift in focus will be taken as read by the most success

41、ful businesses. D. Addressing such issues should mean that profits take care of themselves.Concerning the latter, it may be tempting to be seduced by efforts that yield quick results and satisfy investor pressure for immediate returns.These should be precise and based on empirical data.Good strategi

42、es are not necessarily 1 inked to production or sales figures.Today we are all accountable and have to be able to demonstrate the value of our contribution to our businesses.第四部分邏輯匹配題題一Part III一、解題核心.本質(zhì)上講，Part III等價(jià)于Part I.同義匹配是解題關(guān)鍵二、真題舉例（第2輯一中級(jí)Test 3）Trouble with TeamworkMary Owen examines the role

43、 and efficiency of teamsRecruiters say that candidates who can give examples of work they have done as members of a successful team are 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

44、team player ,- one of the more serious failings in the bookof management.The importance of being a team player is a side effect of the increasing interaction across departments and functional divides. Instead of pushing reports, paperwork and decisions around the organization, 4teams provide a dynam

45、ic meeting place where ideas can be shared and expertise more carefully targeted at important business issues, says Steve Gardner, in his book Key Management Concepts. He adds, Globalization has added a furthei dimension to teamwork. Multinational teams now study policy decisions in the light of the

46、ir impact on the local market.But is teamworking being overdone? 4Some 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 that managers can t get on with core tasks. Forming teams and

47、having meetings has, she says, become and end in itself, 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 to belong, and team membership can provide a kind of psychological support.The idea behind

48、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. This is often true in sport, where good players can reach unexpected heights as members of an international team. However, few business situations have

49、 as clear a set of objectives, or as clear criteria of success or fai lure, as winning a match.In business, everyone needs to be clear about what 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

50、 team should be and what roles they are to play. Dr Bandy agrees. There is always a danger that teams can turn intocommittees, * she says. 4In a lot of situations, one or two individuals wou 1 d be much more effective.So what makes a successful team? There are some general qualities that have been i

51、dentified. Steve Gardner recommends that in every team there should be someone who is good at researching ideas and 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 d

52、one. Also, providing a clear and achievable target at the outset is the best way of ensuring that the team wi 11 move on to greater things.What point does the writer make about teamworking at the beginning of the article?AIt is the most successful form of management.BIt has changed the recruitment p

53、rocedure in companies.C Well-run teams still allow individuals to demonstrate their talents.D Being a team player is now considered an essential management skill.According to the article, teamwork developed within companies as a response to Amodern office design.Bchanging work practices.C a reductio

54、n in administrative tasks.D the expansion of international business.In the third paragraph, Dr Bandy suggests thatAmany employees do not enjoy working in teams.Bsome managers are not very effective team leaders.C some teams aie created unnecessarily.D few teams are well organized.According to the wr

55、iter, teamwork is more effective in the field of sport because the playersA know what they 球ant to achieve.Bare more competitive by nature.Chave more individual talent.D can be driven by national pride.Steve Gardner and Dr Bandy agree that when a business team is created people do not pay enough att

56、ention to A the structure of the team.B alternative to the team.Cselecting the team members.Ddirecting the team s activities.What is Steve Gardner s advice on operating a successful team?A Maintain a flexible approach to member ship.B Al low personalities to develop within the team.C Select people w

57、ho fit naturally into certain roles.D Make every effort to avoid conflict between members.三、真題舉例（第2輯一高級(jí)Test 4）In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives. Having to communicate information which

58、 often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies, management-employee communication has become a central corporate need.Concordia International provides a good example of a company that has adjusted well to the changing

59、 needs for communication. Since 1995, Concordia has been turned inside-out and upside-down, to ensure that it is a marketing-led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In

60、the last eight years, Concordia has reduced its workforce by more thnn 80,000 people - or 35% - on a voluntary basis, with further downsizing anticipated.From being an engineering company, Concordia is now remaking itself as a service company. The rolo of employee communical ion in such a context is