2022年BEC商務(wù)英語高級考試歷年模擬真題

1、 HYPERLINK t _blank BEC商務(wù)英語高檔考試歷年真題預(yù)測（1）The Negotiating TableYou can negotiate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to

2、negotiate on their?behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succ

3、eeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negoti

4、ation requires two people at the end saying yes”. This can be a problem because one of them usually begins by saying “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it i

5、s the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer. Yo

6、u do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you

7、 but they will feel they can trust you.Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not

8、 need to become their best friends but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you are saying-put a few hesitations in , do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you tak

9、e them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However , joint venture can mean joint risk and sometimes , if this becomes too grea

10、t , neither party may be prepared to see the deal through . More common is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about

11、small details.De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuses their request , they will troop along to Dad and pressure him. If al else fails, they will try the grandp

12、arents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lesson to be learned from watching and listening to children.15 Dr Cohen treats negotiation as a game in order toA put people at easeB

13、remain detachedC be competitiveD impress rivals16 Many people say “no” to a suggestion in the beginning to A convince the other party of their point of viewB show they are not really interestedC indicate they wish to take the easy optionD protect their companys situation17 Dr Cohen says that when yo

14、u are trying to negotiate you should A adapt your style to the people you are talking toB make the other side feel superior to you C dress in a way to make you feel comfortable.D try to make the other side like you 18 According to Dr Cohen, understanding the other person will help you to A gain thei

15、r friendshipB speed up the negotiationsC plan your next move.Dconvince them of your point of view19 Deals sometimes fail because A negotiations have gone on too longB the companies operate in different waysC one party risks more than the other.D the lawyers work too slowly20 Dr Cohen mentions childr

16、ens negotiation techniques to show that you shouldA be prepared to try every routeB try not to make people feel guiltyC be careful not to exhaust yourselfD control the decision-making process.有關(guān)negotiating techniques的文章。 老式的閱讀題型，相對比較容易。15題，答案很明顯：he says this helps him drain the emotional content fro

17、m his conversation。協(xié)助她抽離她的談話中的感情成分。要想選對，只需要懂得選項B中detached的含義：not reacting to or becoming involved in something in an emotional way16題，這題貌似只能采用排除法。由于幾種選項和原文的相應(yīng)都不是太明顯。問為什么諸多人在一開始要對一種建議說“不”。答案是第二段的最后一句：Top management may well reject the idea initially because it is the safer option but they would not b

18、e there if they were not interested.。最高管理層在一開始也許會回絕這個建議，由于這樣是一種更安全的選擇。但是如果她們真的不感愛好的話，她們就不會在那里（談判）了。A在這段文字中沒有提到，B不對，她們肯定是感愛好的，C也不對沒有提到，原文說的是safer option。選D，之因此會回絕，由于從維護公司利益的角度，這樣是一種safer option。17題，答案也很明顯：Dr Cohen says that one of his strategies is to dress down so that the other side can relate to y

19、ou.這里的兩個詞組可以解釋下：dress down: to wear clothes that are more informal than the ones you would usually wear relate to :to feel that you understand someones problem, situation etc因此這個句子意思是穿的不那么正式，這樣可以讓另一方接近你。也就是A說的是你的風(fēng)格適應(yīng)你的談判對象。C不對，不是make you feel comfortable，而是make others feel comfortable。D也不對，也許會誤選，不是讓

20、別人喜歡你，like太夸張了，只是容易接近。18題，答案在第四段的第一句話：Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side.。走進另一方的世界，就是原文說的understanding the other person，目的是為了sell your proposal，也就是讓對方接受你的建議，選D。19題，談判失敗的因素，答案是第五段的這樣一句：More common is a corporate culture clash betwe

21、en companies, which can put paid to any deal。公司文化沖突導(dǎo)致的。文化沖突，就是兩個公司在運作、理念等等上的不一致，選C：兩個公司以不同的方式運作。20題，為什么要借鑒小孩子的措施，原文最后一段提到小孩子的措施就是，爸爸不行找媽媽，媽媽不行就在感情上敲詐爺爺奶奶。此路不通就換另一條，就是A說的嘗試每一條路線。B沒有提到，C不對，原文說小孩子有inexhaustible supply of energy。D也沒有提到。 HYPERLINK t _blank BEC商務(wù)英語高檔考試歷年真題預(yù)測（2）The Scientific Approach to R

22、ecruitment When it (0) to selecting candidates through interview, more often than not the decision is made within the first five minutes of a meeting.?Yet employers like to (21) themselves that they are being exceptionally thorough in their selection processes. In todays competitive market place, th

23、e (22) of staff in many organizations is fundamental to the companys success and, as a result , recruiters use all means at their disposal to (23) the best in the field.One method in particular that has (24) in popularity is testing , either psychometric testing, which attempts to define psychologic

24、al characteristics , or abilityaptitude testing (25) an organization with an extra way of establishing a candidates suitability for a role. It (26) companies to add value by identifying key elements of a position and then testing candidates to ascertain their ability against those identified element

25、s.The employment of psychometric or ability testing as one (27) of the recruitment process may have some merit, but in reality there is no real (28), scientific or otherwise, of the potential future performance of any individual. The answer to this problem is experience in interview techniques and s

26、trong definition of the elements of each position to be (29) as the whole recruitment process is based on few real certainties, the instinctive decisions that many employers make, based on a CT and the first five minutes of a meeting, are probably no less valid than any other tool employed in the (3

27、0) of recruitment.21.A suggestB convinceC adviseD believe22.A worthB creditC qualityD distinction23.A secureB reliesC attainD achieve24.A liftedB enlargedC expandedD risen25.A providesB offersC contributesD gives26.A lets B enablesC agreesD admits27. A portion B memberC share D component28. A extent

28、B sizeC amountD measure29.A occupiedB met C filledD appointed30 A businessB topicC pointD affairThe scientific approach to recruitment，招人的科學(xué)措施。這篇完型比較簡樸。完型填空也有兩種題型，兩種解題思路。一種是從意思上理解然后做出選擇，一種是根據(jù)單詞的用法。前者比較容易，后者很考驗語言功底。21題，理解上下文的意思。前面說招人時的決定一般是在五分鐘以內(nèi)做出的。但是雇主們試圖使自己具體相信她們在挑選過程中是通過了深思熟慮的。Convince oneself，使確

29、信。其她的詞沒有這個用法。22題，員工的質(zhì)量對公司的成功是至關(guān)重要的。選quality。23題，招人者試圖運用一切措施來抓住這個領(lǐng)域最佳的（人才），secure the best，抓住最佳的。realise是實現(xiàn)，attain是獲得，背面不能接人，achieve是實現(xiàn)一種目的。24題，rise in popularity，固定搭配，popularity是出名度的意思，這個詞組應(yīng)當(dāng)可以翻譯成聲名鵲起。25題，provides with,提供。給組織提供此外一種措施。offer的用法是offer sb sth，contribute在這里意思不對。26題，是公司可以增長價值，enable27題，這題

30、的意思很明顯，測試（testing）作為招聘過程的一種構(gòu)成部分，要辨別選項的幾種單詞，特別是portion和component，看英英解釋。Component：one of several parts that together make up a whole machine, system etcPortion：a part of something larger, especially a part that is different from the other parts這里強調(diào)testing是一種構(gòu)成部分，沒有闡明特殊的地方，選component。28題，對每個人將來的也許體現(xiàn)沒有一

31、種真正的衡量。選measure。29題，fill a position，彌補空位，fill在這里的意思是to perform a particular job, activity, or purpose in an organization, or to find someone or something to do this。不能選occupy，由于occupy更強調(diào)人的一種積極，而這里只是客觀說某個需要彌補的職位。30題，in the business of，也是一種固定的說法，在什么的過程中。諸多場合都可以使用?？梢远嗫磶追N例句：Were in the business of stimu

32、lating the economy（By Obama）Energetics is a specialist management consultancy in the business of climate change HYPERLINK t _blank BEC商務(wù)英語高檔考試歷年真題預(yù)測（3）There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is

33、prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespectiv

34、e of (34) well we research prospective employers, a new job is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : most of us (36) had experience of both. The point here, though, is that changing employers is not something we want

35、to be doing all the time and certainly not (37) time we feel the urge for better pay . Wed (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a serious business. There are no quick fixes or gold methods with “ guaranteed “ results. Qu

36、ick fixes only serve to trivialize the issues and could (40) some circumstances get you into very serous trouble indeed.答案及解析有關(guān)加薪的文章，教你怎么樣實現(xiàn)加薪。這道題目不難，但是拋開題目，單說文章里談的加薪的措施，各位還是要辯證的看。要想人生第一份工作就找到自己滿意的，是挺難，可是以加薪為目的跳槽，也未必是什么明智的好措施。31題，太明顯的定語從句，前面是someone，那么固然填入表達人的關(guān)系代詞who。32題，in line with，和什么一致，固定搭配，在中級的

37、選詞版完型里常考到這個詞組。這句的意思是，找個一種樂意給你提供和你才干更加一致的薪水的人。33題，from time to time，時不時的。changing employers from time to time，時不時的換老板。34題，Irrespective of，同regardless of同樣，背面接讓步狀語從句，不管我們對也許的雇主研究的多么好，新的工作都是一種未知數(shù)。用how well。35題，turn out to be，固定用法。36題，換工作，要么是個好的舉措，要么將成為劫難。而我們大多數(shù)人這兩種經(jīng)歷均有。有這種經(jīng)歷，是過去完畢時，用have+done。37題，理解前后文

38、意思。換老板不是件我們常常樂意做的事情，并且也不是一想要加薪就要換老板。用every time，表達每次要加薪就準(zhǔn)備換老板。38題，這題有點難度，考驗人的語法功底。一方面這個句子是虛擬語調(diào)，Wed是we would的縮寫，而不是we had。是表達對將來的假設(shè)，我們要承當(dāng)更多的風(fēng)險。因此用would be。 39題，比較明顯的，view as，將什么視作什么。40題，和circumstance有關(guān)的詞組，很容易想到under/on some circumstance，在某種狀況下。 HYPERLINK t _blank BEC商務(wù)英語高檔考試歷年真題預(yù)測（4）1 Genuine feedbac

39、k would release resources to be used elsewhere.2 Managers are expected to enable their staff to work effectively.3 Experts are unlikely to facilitate a move to genuine feedback.4 There are benefits when methods of evaluating performance have been negotiated.5 Appraisals tend to focus on the nature o

40、f the face-to-face relationship between employees and their line managers.6 The idea that employees are responsible for what they do seems reasonable.7 Despite experts assertion, management structures prevent genuine feedback8 An increasing amount of effort is being dedicated to the appraisal proces

41、s.APerformance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of cour

42、se makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because perfo

43、rmance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates.BThe notion behind performance appraisal- that workers should be held accountable for their performance-is plausible. However, the evidence suggests that the premise is wro

44、ng. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be information that told both the manager and worker how well the work system fun

45、ctioned, and suggested ways to make it better.CWithin the production system at the car manufacturer Toyota, there is nothing that is recognizable as performance appraisal. Every operation in the system has an associated measure. The measure has been worked out between the operators and their manager

46、. In every case, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyotas basic idea is expressed in the axiom “bad news first” . Both managers and workers are psychologically safe in the knowledge that it is the system- not th

47、e worker that is the primary influence on performance. It is managements responsibility to ensure that the workers operate in a system that facilitates their performance.DIn many companies , performance appraisal springs from misguided as assumptions. To judge achievement, managers use date about ea

48、ch workers activity, not an evaluation of the process or systems achievement of purpose. The result is that performance appraisal involves managers judgement overruling their staffs, ignoring the true influences on performance. Thus the appraisal experience becomes a question of pleasing the boss, p

49、articularly in meetings, which is psychologically unsafe and socially driven, determining who is “in” and who is “ out”.EWhen judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business. No time will be wasted in apprai

50、sal . This requires a fundamental shift in the way we think about the organization of performance appraisals, which almost certainly will not be forthcoming from the human resources profession.有關(guān)員工評估和反饋的文章。一種組織內(nèi)部的上下級溝通真的太重要了。第一題，說真正的反饋可以釋放用在別處的資源。意思上真正的反饋可以讓人騰出精力。答案是E段的第一句：When judgement is replaced

51、 by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business。這題的意思還算比較明顯，feedback in the true sense，就是genuine feedback，devote to their customers and the business,就是把資源釋放在別的地方。第二題，說經(jīng)理們是被盼望著使員工工作得更有效率。答案是C段的最后一句：It is managements responsibilit

52、y to ensure that the workers operate in a system that facilitates their performance.經(jīng)理們的責(zé)任，也就是managers are expected to，有助于她們的體現(xiàn)，就是enable their staff to work effectively。第三題,說專家不大也許有助于真正反饋的進程。答案是E段的最后一句：which almost certainly will not be forthcoming from the human resources profession。人力資源專家，就是expert

53、s。需要理解下這里的forthcoming的含義：willing to divulge information. （人）樂意透露消息的。專家們不樂意透露消息，也就是不能指望專家來facilitate。第四題，說商討評估體現(xiàn)的措施是有利的。答案是在C段，有點分散。前面說The measure has been worked out between the operators and their manager。這個措施是在操作者和經(jīng)理們之間擬定的。between the operators and managers，也就是評估體現(xiàn)的措施是被商討了的。背面簡介的狀況都是這個measure有多么的好

54、：is the basis of feedback。綜合起來，就是選項說的，商討是有好處的。第五題，說評估傾向聚焦于員工和她們直屬經(jīng)理們之間面對面關(guān)系的性質(zhì)。這個選項也許會弄的人一頭霧水，一方面得弄明白這里的面對面關(guān)系指的是什么。員工和直屬經(jīng)理的關(guān)系，就是上下級的關(guān)系，過度看重這個關(guān)系，那么在評估過程中就會有顧慮，誰還敢揭自己上司的短？因此這個句子的意思是說評估過程中有顧忌，無人敢說真話。答案是D段的這樣一句：Thus the appraisal experience becomes a question of pleasing the boss。評估過程成了討好自己的老板，說的就是這個意思。

55、P.S：這是我個人對這道題的理解，人們有異議，可以提。第六題，說員工對她們所作負(fù)責(zé)的想法聽起來很合理。答案是B段的第一句：The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible。這里的accountable就是負(fù)有責(zé)任。Plausible是貌似真實的，也就是seems reasonable。第七題，說雖然有專家們的主張，管理層的構(gòu)造制止了真正的反饋。答案是A段的這樣一句：the simple fact of the ma

56、tter is that the nature of hierarchy distorts the concept of feedback。管理層的機構(gòu)，就是這句里提到的the nature of hierarchy，級別制的性質(zhì)。這個單詞在BEC閱讀里常浮現(xiàn)。distort，扭曲，就是選項里的prevent。第八題，說在評估過程中投入了更多的努力。答案是A段的這樣一句，有點隱晦：Now the practice is even more frequent. This of course makes it all the more important how appraisal is cond

57、ucted.這個句子是緊跟上文的，the practice指的就是appraisal。評估的更頻繁，評估是怎么進行的顯得更加重要。覺得更加重要了（makes it all the more important），就會投入更多努力了。綜合起來，這些的意思就是評估過程投入了更多的努力。不太容易看出來。 HYPERLINK t _blank BEC商務(wù)英語高檔考試歷年真題預(yù)測（5）In the last few years, managers throughout industry have seen more changes than many of them could have expecte

58、d to see in their entire working lives having to communicate information which 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 Internatio

59、nal provides a good example of a company that has adjusted well to the changing 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, rathe

60、r than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.From being an engineering company, Concordia is now remaking itsel