商務(wù)英語中級(jí)考試真題

商務(wù)英語中級(jí)考試真題BECBEC商務(wù)英語中級(jí)考試真題,下面小編就和大家分享，來欣賞一下吧。SHEERGENIUS-ORAWASTEOFTIME?Encourageyouroriginalthinkersandlivewiththeirstrangehabits,saysWorthinIfoneofyourresearchstaffannouncedthathehadworkedoutawaytopropelavehicleonacushionofair,wouldyoutellhimtoconcentrateonsomethingpractical,orsuggesttakingitfurther?Ifamemberofyourdevelopmentteamaskedifshecouldcomeinlatebecauseshehadherbestideasat3amwouldyouinsistthatsheisintheofficeat9amlikeeveryoneelse?Currentbusinesswisdomisthatcompaniesneedcreative,innovativepeopletocompetitors.Therealityisthatcompanieshavealwaysneedednewideastosurviveandprogress,butinthepasttheyweren'tparticularlygoodatencouragingthepeoplewhoproducedthem.Originalthinkersdon'talwaysfiteasilyintotheframeworkofanorganisation.However,theadvicefrommanagingdirector,JohnSerranois,'Getridofthedullpeopleandencouragetheunusualones'.Essentially,hebelievesthatcompaniesneedtolearnhowtomanagetheiroriginalthinkersinordertoensurethatthebusinessprofitsfromtheircontribution.Healsosays,'Originalthinkersoftenfinddifficulttodrivechangewithintheorganisation,sotheyresign,feelingangryanddisappointed.Itisessentialtoavoidthis.''Youcan'trecogniseoriginalthinkersbythewaytheylook,'saysIanFreeman.Anapparentlyordinaryexteriorcanconcealaverycreativethinker.'Hisconsultancy,IBTPersonnel,hasdevisedastructuredwaytoidentifyoriginalthinkers.'Wedefineemployeesaschampions,free-wheelers,bystandersandweaklinks,andmostoriginalthinkerscomeintothecategoryoffree-wheelers.Theymaymissdeadlinesiftheybecomeinvolvedinsomethingmoreinteresting.Theyarepassionateandhighlymotivatedbuthavelittleornounderstandingofbusinessdirectionsandsystems.'HeadhunterGeorgeSolomonalsothinksoriginalthinkershavetheirdisadvantages.'Theymayhaveabadinfluencewithinanorganisation,especiallygiventhecurrentmanagementtrendforworkinginteams.Theoriginalthinkersthemselvesmaybeunawareofanyproblem,buthavingthemaroundcanbedisruptivetocolleagues.whohavetobeallowedtopointoutwhentheyarebeingdrivencrazybytheoriginalthinkers'behaviour.'Yet,inhisopinion,the'dreamteam'inanycreativeorganisationconsistsofabalancedmixtureoforiginalthinkersandmorepractical,realisticpeople.So,havingidentifiedyouroriginalthinkers,howdoyouhandlethem?Onewell-knowncomputergamescompanyhasaveryinventiveapproach.'Weencourageourgamesdesignersbycreatinganinformalworkingenvironment,'saysdirectorLornaMarsh.'Acompanycannotpunishrisk-takersifitwantstoencouragecreativity.Managementhastoprovidesupport,coachingandadvice-andtaketheriskthatnewideasmaynotwork.Ourpeoplehaveflexibleworkinghoursandmakenocleardistinctionbetweentheirjobsandtheirhomelives.'Originalthinkersmayfitintothecultureof21stcenturyorganisations,butmoretraditionalorganisationsmayhavetochangetheirapproach.BusinessJeanRowbelievesthatthefirststepistocheckthatoriginalthinkersareworththeeffort.'Arethebenefitstheybringworththeconfusiontheycause?Ifso,givethemwhattheywant,allowplentyofspace,butsetclearlimits.Givethemextremelydemandingtargets.Iftheyfailtomeetthem,thenthegameisup.Butiftheysucceed,yourorganisationstandsonlytogain.'問題ItisimportantforacompanytoencourageoriginalthinkersbecauseAthisallowsittopromoteinnovativeproducts.Bthisenablesittostayaheadofitsrivals.CtheyareveryflexibleabouttheirworkingDtheirtalentsareideallysuitedtothemarket.JohnSerranothinksthatoriginalthinkersshouldAhelpedtodevelopbetterpeoplemanagementskills.Baskedtomanagechangewithintheorganisation.Csupportedsotheycanperformwellforthecompany.Dencouragedtofollowcompanyprocedures.WhatdoesIanFreemansayaboutoriginalthinkers?ATheyareunenthusiasticandpoorlymotivated.BTheirworkstandardsareimpossiblyCTheirabilitiesarehardtorecognise.DTheylackawarenessofcommercialprocesses.Whatproblemscanbeobservedwhenthereareoriginalthinkersinworkforce?ATheymayhaveanegativeeffectonotherworkers.BTheydisliketheconceptofteamwork.CTheyrushtasksthroughtocompletion.DTheycannotworkwithlesscreativecolleagues.Inwhatwayisthegamescompany'sapproachtooriginalthinkersspecial?AItallowsthemtoworkfromhomewhenevertheywish.BItusesdifferentformsofdisciplinaryactionforthem.CItpromotesarelaxedatmosphereintheworkplace.DItencouragesthemtoreducetherisksthattheyAtraditionalorganisationwishingtoemployoriginalthinkersneedsAprovidethemwithprojectstheyareinterestedin.Bassesswhethertheircontributionmakesupforanyproblems.Chaveaflexibleapproachifgoalsarenotalwaysachieved.Dbepreparedtohandleanynegativefeedbackfromcolleagues.答案及解析《Sheergenius—orawasteoftime?里的那些有創(chuàng)意的人(originalthinkers)，他們對(duì)于公司的存在到底有什么價(jià)值，公司又該怎么利用他們?非常明顯：Currentbusinesswisdomisthatcompaniesneedcreative,innovativepeopletobeatcompetitors?，F(xiàn)如今的商業(yè)智慧是公司需要有創(chuàng)造性的、創(chuàng)新型的人B選項(xiàng)說的：讓他們能夠超越對(duì)手。John認(rèn)為有創(chuàng)意的人應(yīng)該怎么樣。答案是第三段：Hebelievesthatcompaniesneedtolearnhowtomanagetheiroriginalthinkersinordertoensurethatthebusinessprofitsfromtheircontribution從而確保公司能夠從他們的貢獻(xiàn)中盈利。也就是應(yīng)該努力使那些有創(chuàng)意的人的才華能夠造福公司。選C：他們應(yīng)該得到支持，從而為公司做的好。其他幾個(gè)選項(xiàng)根本沒有說到點(diǎn)子上，一看就可以pass掉。題，IanD：缺乏對(duì)商業(yè)過程的了解。Businessdirectionandsystemscommercialprocesses相對(duì)應(yīng)。Theoriginalthinkersthemselvesmaybeunawareofanyproblem,buthavingthemaroundcanbedisruptivetocolleagues。他們自己可能沒有意識(shí)到，但是有這樣的人在身邊會(huì)對(duì)同事們?cè)斐陕闊?。disruptivedisturbing的意思。題，問游戲公司對(duì)待有創(chuàng)意的人的方式特別在什么地方。答案是第六段，看公司總監(jiān)的原話encourageourgamesdesignersbycreatinganinformalworkingenvironment。創(chuàng)造一種非正式的工作環(huán)境，也就是C選項(xiàng)說的relaxed atmosphere這題可能會(huì)有人誤選A，那是錯(cuò)誤的理解了最后一句。最后一句說工作和家庭生活沒有明顯的區(qū)別，是說工作時(shí)間是彈性的，不代表同意他們隨時(shí)隨意在家里工作。話：thefirststepistocheckthatoriginalthinkersareworththeeffort.。第一步是檢測這些有創(chuàng)意的人是否值得所作的這些努力。后面緊接著問了，他們帶來的好處是否值得他們?cè)斐傻幕靵y?B：評(píng)估他們的貢獻(xiàn)能否彌補(bǔ)任何問題。SettingupanappraisalschemeAppraisalscanbeawonderfulopportunityforyourstafftofocusontheirjobsandmakeplanstodeveloptheirunusedpotential.(0)..........So,ifyouhavedecidedthatanappraisalschemeshouldbesetupinyourcompany,youneedtoestablishsomeformalproceduresandmakesomedecisionsbeforeyoubegin.Evenifyourcompanyalreadyhasascheme,youneedtoconsiderwhatyouwanttoachieveandhowyouaregoingtodothis.Firstofall,youneedtodecideonyourkeyobjectivesandtherealpurposeofyourscheme.(8).............Aschemeshouldneverbeintroducedatatimeofredundancies,orsimplyforprofitorcompetitiveedge,becausethiswillcreatefearandalienatestaff.Thenextstepistodecidehowtheschemecanmostsuccessfullybemanaged.Itisessentialthatallseniorstaffarecommittedtotheprocessandwillingtomakeapositivecontribution.Thepersongivenresponsibilityfordesigningtheschemeandtheappraisalformsneedstohaveknowledgeofallroleswithintheorganisation.Heorshemustalsobeawareofemployees'potentialneeds.(9).............Itshouldbesomeonewhoistrustedandwhomstaffwillturntoiftheyareconcernedabouttheirappointedappraiserortheappraisalinterview.Thedesignoftheschemeshouldindicatewhowillbeappraisingwhom.Thisneedsgreattactandsensitivity.First,rememberthatnomanagercaneffectivelyappraisemorethansevenoreightpeople.Itisequallyimportanttorememberthat,ifsignificantnumbersofstaffareappraisedbysomeonetheydislike,orbyapersonwhosevaluestheydonotshare,thesuccessofyourschememaybethreatened.(10).............Sobearthisinmindfromthebeginningand,ifnecessary,establishanappealsprocedure.Havingdecidedonyourpolicyandwhowillappraisewhichmembersofstaff,youneedtocommunicatethisinthesimplestpossibleway.Avoidlengthydocuments-fewpeoplewillreadthem.(11).............Mostorganisationschooseaperson'slinemanagertobetheappraiser.Thiscanbeseenasanopportunityorathreat,sobereadytoconsideralternativesifnecessary.Onceyouhaveestablishedtheappraisalprocess,makesurethatappraisalinterviewstakeplaceataconvenienttime,andideallyonneutralground.Itshouldbeborneinmindthatsomeappraisalsmayinvolvethedisclosureofconfidentialinformation.(12).............Thesewillshowthedecisionsthatweretakenduringtheinterviewandwillalsoindicateanynewperformancetargetsthathavebeenagreed.AItisimportanttoselectamanagerwhocandealeffectivelywithanysuspicionsstaffmayhaveaboutappraisals.BSuchameasurecanalsoreduceinsecurityandunitestaffinrecognisingpositiveelementsofappraisal.CHavingevenonestaffmemberinsuchapositionmayaffecthowothersrespondtotheprocess.DIdeally,thisshouldbetoprovideasupportiveframeworkthataidsdevelopment.ESimplymakesurethatstaff