劍橋BEC商務(wù)英語(yǔ)歷年閱讀真題訓(xùn)練

第頁(yè)共頁(yè)劍橋BEC商務(wù)英語(yǔ)歷年閱讀真題訓(xùn)練劍橋BEC商務(wù)英語(yǔ)歷年閱讀真題訓(xùn)練AchievingasuccessfulmergerAccordingtoChrisBoltonofKSManagementConsultants,70%ofmergersfailtoliveuptotheirpromiseofshareholdervalue,riotthroughanyfailureineconomictermsbutbecausetheintegrationofpeopleisunsuccessful.Corporates,heexplains,concentratetheireffortsbeforeamergeronlegal,technicalandfinancialmatters.Theyemployarangeofexpertstoobtainthemostfavourablecontractpossible.Butevenattheseearlystages,peopleissuesmustbetakenintoconsideration.Thestrengthsandweaknessesofbothorganisationsshouldbeassessedand,ifitisamergerofequals,thencarefulthoughtshouldbegiventowhichpersonnel,fromwhichside,shouldtakeonthekeyroles.Buteveninmergersthatdogoahead,therecanbecultureclashes.Onewaytoavoidthisistoworkwithfocusgroupstoseehowemployeesviewtheexistingcultureoftheirorganisation.Inoneexle,wheretwoglobalorganisationsinthefoodsectorwereplanningtomerge,focusgroupsdiscoveredthatthepaniesdisplayedverydifferentprofiles.Onewassales-focused,knewexactlywhatitwantedtoachieveandpushedinitiativesthrough.Theothergotinvolvedinlengthydiscussions,tryingoutoptionsmethodicallyandmakingcontingencyplans.Thefirstrespondedquicklytochangesinthemarketplace;thesecondtooklonger,buttheoptioniteventuallychosewasusuallythecorrectone.Neitherpany'sapproachwouldhaveworkedfortheother.Theanswerisnottoadoptonepany'sapproach,oreventotrytoincorporateeveryaspectofbothorganisations,buttocreateatotallynewculture.Thismeanstakingthebestfrombothsidesandmakinganeworganisationthateveryonecanaccept.Oralmosteveryone.Inevitablytherewillbethosewhocannotadapttoadifferentculture.Researchintotheimpactofmergershasfoundthatpanieswithdifferingmanagementstylesaretheonesthatneedtoworkhardestatcreatinganewculture.Anothertoolthatcanhelptogettherightculturalmixisinterculturalanalysis.Thisinvolvescarryingoutresearchthatlooksatthecultureofapanyandthebusinesscultureofthecountryinwhichitisbased.Itidentifieshowpeople,moneyandtimearemanagedinapany,andinvestigatesthebusinesscustomsofthecountryandhowitspolitics,economicsandhistoryimpactonthewaybusinessisdone.13Accordingtothetext,mergerscanencounterproblemswhenAcontractsaresignedtooquickly.Bexpertscannotpredictaccuratefigures.Cconflictingattitudescannotberesolved.Dstaffareopposedtothetermsofthedeal.14AccordingtoChrisBolton,whatdomanyorganisationsdoinpreparationforamerger?AensuretheirinterestsarerepresentedBgivereassurancestoshareholdersCconsidertheeffectofamergeronemployeesDanalysethevaryingstrengthsoftheirstaff15TheproposedmergeroftwopharmaceuticalgroupsfailedbecauseAmajorshareholderswereopposed.Btherewasafallinthedemandfortheirproducts.Ctherewereproblemsbiningtheirareasofexpertise.Danissueofpersonalrivalrycouldnotberesolved.16Accordingtothetext,focusgroupscanhelppaniestoAdevelopnewinitiatives.Badoptcontingencyplans.Cbedecisiveandreactrapidly.Devaluatehowwellmatchedtheyare.17CreatinganewcultureinanewlymergedorganisationmeansthatAmanagementstylesbeemoreflexible.Bthereismorechanceofthemergerworking.中華考試網(wǎng)Cstaffwillfinditmoredifficulttoadapttothechanges.Dsuccessfulelementsoftheoriginalorganisationsarelost.18Accordingtothetext,interculturalanalysiswillshowAwhatkindofbenefitsamergercanleadto.Bhowthenationalcontextaffectsthewayapanyisrun.Chowlongitwilltakeforapanyculturetodevelop.Dwhatchangespaniesshouldmakebeforeamergertakesplace.《Achievingasuccessfulmerger》，實(shí)現(xiàn)一個(gè)成功的并購(gòu)。文章沒(méi)有從技術(shù)和經(jīng)濟(jì)效益的角度來(lái)分析^p并購(gòu)成功的因素，而是強(qiáng)調(diào)了一個(gè)在并購(gòu)中容易被無(wú)視的重要因素：文化沖突。不同的企業(yè)文化走到了一起，能否兼容是并購(gòu)能否成功的關(guān)鍵因素。一個(gè)比擬著名的例子是當(dāng)年惠普與康柏的并購(gòu)。第十三題，問(wèn)什么情況下并購(gòu)會(huì)遇到費(fèi)事。答案是A段的最后一句，【關(guān)鍵詞】：^p是cultureclash：假如兩個(gè)公司的員工在工作方式上存在文化沖突，那么金融專家和律師們?yōu)榱诉_(dá)成交易所做的一切努力都是徒勞的。所以選C：沖突性的態(tài)度無(wú)法得到解決。Conflictingattitude對(duì)應(yīng)于cultureclash。attitude詳細(xì)指公司員工做事情的方式和態(tài)度。第十四題，問(wèn)很多機(jī)構(gòu)為并購(gòu)所做的準(zhǔn)備是什么。答案是第二段的這么一句話：Corporates,heexplains,concentratetheireffortsbeforeamergeronlegal,technicalandfinancialmatters。公司都把精力集中在法律、技術(shù)和金融事務(wù)上了。也就是更多的看重經(jīng)濟(jì)等方面的利益，而無(wú)視了人的因素。選A：確保他們的利益得到很好的反映，也就是自己的利益有保障。represent在這里的意思是bepresentorfoundinsomething,especiallytoaparticulardegree。第十五題，問(wèn)這倆醫(yī)藥公司并購(gòu)失敗的原因是什么。答案是第三段的倒數(shù)第二句：thechiefexecutivesofthetwopaniescouldnotagreewhichofthemwastoheaduptheneworganisation.在誰(shuí)來(lái)領(lǐng)導(dǎo)新的機(jī)構(gòu)的問(wèn)題上無(wú)法達(dá)成一致。所以選D：人員競(jìng)爭(zhēng)問(wèn)題無(wú)法得到解決。Personalrivalry就是指兩個(gè)領(lǐng)導(dǎo)誰(shuí)也不服誰(shuí)。第十六題，問(wèn)focusgroup可以幫助公司干什么。先弄明白focusgroup的意思，看劍橋高階的解釋：agroupofpeoplewhohavebeenbroughttogethertodiscussaparticularsubjectinordertosolveaproblemorsuggestideas。處理問(wèn)題的團(tuán)體。答案在第四段。這一段是舉例說(shuō)明兩個(gè)合并公司的'文化兼容性問(wèn)題。經(jīng)過(guò)focusgroup的調(diào)查，這兩個(gè)公司的做事方式有很大差異，不能兼容。所以這一題的答案是選D：評(píng)估他們能否匹配。第十七題，問(wèn)在一個(gè)新合并的公司里創(chuàng)造新的文化意味著什么。答案是第五段的這么一句：Thismeanstakingthebestfrombothsidesandmakinganeworganisation