BEC 歷年真題 部分

BEC商務(wù)英語高級(jí)考試歷年真題（1）

TheNegotiatingTable

Youcannegotiatevirtuallyanything.Projects,resources,expectationsand

deadlinesarealloutcomesofnegotiation.Somepeoplenegotiatedealsforaliving.

DrHerbCohenisoneoftheseprofessionaltalkers,calledinbycompaniesto

negotiateontheir??behalf.Heapproachestheartofnegotiationasagamebecause,

asheisusuallynegotiatingforsomebodyelse,hesaysthishelpshimdrainthe

emotionalcontentfromhisconversation.Heisworkinginacompetitivefieldand

needstoavoidbeingtooadversarial.Whetherhesucceedsornot,itisimportant

tohimtomakeagoodimpressionsothatpeoplewillrecommendhim.

Thestartingpointforanydeal,hebelieves,istoidentifyexactlywhatyou

wantfromeachother.Moreoftenthannot,onepartywillbetryingtopersuadethe

otherroundtotheirpointofview.Negotiationrequirestwopeopleattheendsaying

‘yes”.Thiscanbeaproblembecauseoneofthemusuallybeginsbysaying"no".

However,althoughthiscanmaketalksmoredifficult,thisisoftenjustastarting

pointinthenegotiationgame.Topmanagementmaywellrejecttheideainitially

becauseitisthesaferoptionbuttheywouldnotbethereiftheywerenotinterested.

Itisamisconceptionthatskillednegotiatorsaresmoothoperatorsinsmart

suits.DrCohensaysthatoneofhisstrategiesistodressdownsothattheother

sidecanrelatetoyou.Pitchyourlooktosuityourcustomer.Youdonotneedto

makethemfeelbetterthanyoubut,Forexample,dressinginastylethatisnot

overtlyexpensiveorsuccessfulwillmakeyoumoreapproachable.Peoplewill

generallyfeelmorecomfortablewithsomebodywhoappearstobelikethemrather

thansuperiortothem.Theymaynotlikeyoubuttheywillfeeltheycantrustyou.

DrCohensuggeststhatthebestwaytosellyourproposalisbygettinginto

theworldoftheotherside.Askquestionsratherthangiveanswersandtakean

interestinwhattheotherpersonissaying,evenifyouthinkwhattheyaresaying

issilly.Youdonotneedtobecometheirbestfriendsbutbeingtoocleverwill

alienatethem.Alotofdealsaremadeonimpressions.Donotrushwhatyouare

saying---putafewhesitationsin,donottrytoblindthemwithyourverbal

dexterity.Also,youshouldrepeatbacktothemwhattheyhavesaidtoshowyoutake

themseriously.

Inevitablysomedealswillnotsucceed.Generallythelongerthenegotiations

goon,thebetterchancetheyhavebecausepeopledonotwanttothinktheir

investmentandenergieshavegonetowaste.However,jointventurecanmeanjoint

riskandsometimes,ifthisbecomestoogreat,neitherpartymaybepreparedto

seethedealthrough.Morecommonisacorporatecultureclashbetweencompanies,

whichcanputpaidtoanydeal.Evenhavingagreedadeal,thingsmaynotbetied

upquicklybecausewhenthelawyersgetinvolved,everythinggetssloweddownas

theyargueaboutsmalldetails.

DeCohenthinksthatchildrenarethemastersofnegotiation.Theirgoalsare

totallyselfish.Theyunderstandthedecision-makingprocesswithinfamilies

perfectly.IfMumrefusestheirrequest,theywilltroopalongtoDadandpressure

him.Ifalelsefails,theywilltrythegrandparents,usingsomeemotionalblackmail.

Theycanalsobeverysingle-mindedandhaveaninexhaustiblesupplyofenergyfor

thecausetheyarepursuing.Sotherearelessontobelearnedfromwatchingand

listeningtochildren.

15DrCohentreatsnegotiationasagameinorderto

Aputpeopleatease

Bremaindetached

Cbecompetitive

Dimpressrivals

16Manypeoplesay"no"toasuggestioninthebeginningto

Aconvincetheotherpartyoftheirpointofview

Bshowtheyarenotreallyinterested

Cindicatetheywishtotaketheeasyoption

Dprotecttheircompany,ssituation

17DrCohensaysthatwhenyouaretryingtonegotiateyoushould

Aadaptyourstyletothepeopleyouaretalkingto

Bmaketheothersidefeelsuperiortoyou

Cdressinawaytomakeyoufeelcomfortable.

Dtrytomaketheothersidelikeyou

18AccordingtoDrCohen,understandingtheotherpersonwillhelpyouto

Againtheirfriendship

Bspeedupthenegotiations

Cplanyournextmove.

Dconvincethemofyourpointofview

19Dealssometimesfailbecause

Anegotiationshavegoneontoolong

Bthecompaniesoperateindifferentways

Conepartyrisksmorethantheother.

Dthelawyersworktooslowly

20DrCohenmentionschildren'snegotiationtechniquestoshowthatyoushould

Abepreparedtotryeveryroute

Btrynottomakepeoplefeelguilty

Cbecarefulnottoexhaustyourself

Dcontrolthedecision-makingprocess.

關(guān)于negotiatingtechniques的文章。傳統(tǒng)的閱讀題型，相對(duì)比較容易。

15題，答案很明顯：hesaysthishelpshimdraintheemotionalcontentfromhis

conversation。幫助他抽離他的談話中的感情成分。要想選對(duì)，只需要知道選項(xiàng)B中detached

的含義：notreactingtoorbecominginvolvedinsomethinginanemotionalway

16題，這題貌似只能采取排除法。因?yàn)閹讉€(gè)選項(xiàng)和原文的對(duì)應(yīng)都不是太明顯。問為什

么很多人在一開始要對(duì)一個(gè)建議說“不”。答案是第二段的最后一句：Topmanagementmay

wellrejecttheideainitiallybecauseitisthesaferoptionbuttheywouldnot

bethereiftheywerenotinterested.o最高管理層在一開始可能會(huì)拒絕這個(gè)建議，因

為這樣是，個(gè)更安全的選擇。但是如果他們真的不感興趣的話，他們就不會(huì)在那里（談判）

了。A在這段文字中沒有提到，B不對(duì)，他們肯定是感興趣的，C也不對(duì)沒有提到，原文說

的是saferoption。選D,之所以會(huì)拒絕，因?yàn)閺木S護(hù)公司利益的角度，這樣是一個(gè)safer

optiono

17題，答案也很明顯：DrCohensaysthatoneofhisstrategiesistodressdown

sothattheothersidecanrelatetoyou.這里的兩個(gè)詞組可以解釋下：

dressdown:towearclothesthataremoreinformalthantheonesyouwouldusually

wearrelateto:tofeelthatyouunderstandsomeone'sproblem,situationetc

所以這個(gè)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(duì)象。C不對(duì)，不是makeyoufeelcomfortable,而是makeothersfeel

comfortableoD也不對(duì)，可能會(huì)誤選，不是讓別人喜歡你，like太夸張了，只是容易接近。

18題，答案在第四段的第——句話：DrCohensuggeststhatthebestwaytosellyour

proposalisbygettingintotheworldoftheotherside.。走進(jìn)另——方的世界，就是

原文說的understandingtheotherperson,目的是為了sellyourproposal,也就是讓

對(duì)方接受你的建議，選D。

19題，談判失敗的原因，答案是第五段的這么一句：Morecommonisacorporateculture

clashbetweencompanies,whichcanputpaidtoanydeal。公司文化沖突導(dǎo)致的。文

化沖突，就是兩個(gè)公司在運(yùn)作、理念等等上的不一致，選C：兩個(gè)公司以不同的方式運(yùn)作。

20題，為什么要借鑒小孩子的辦法，原文最后一段提到小孩子的辦法就是，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(duì)，原文說小孩子有inexhaustiblesupplyofenergyoD也沒有

提到。

BEC商務(wù)英語高級(jí)考試歷年真題(2)

TheScientificApproachtoRecruitment

Whenit(0)toselectingcandidatesthroughinterview,moreoftenthannotthe

decisionismadewithinthefirstfiveminutesofameeting.??Yetemployerslike

to(21)themselvesthattheyarebeingexceptionallythoroughintheirselection

processes.Intoday'scompetitivemarketplace,the(22)ofstaffinmany

organizationsisfundamentaltothecompany,ssuccessand,asaresult,recruiters

useallmeansattheirdisposalto(23)thebestinthefield.

Onemethodinparticularthathas(24)inpopularityistesting,either

psychometrictesting,whichattemptstodefinepsychologicalcharacteristics,or

ability￡aptitudetesting(25)anorganizationwithanextrawayofestablishing

acandidate?ssuitabilityforarole.It(26)companiestoaddvaluebyidentifying

keyelementsofapositionandthentestingcandidatestoascertaintheirability

againstthoseidentifiedelements.

Theemploymentofpsychometricorabilitytestingasone(27)oftherecruitment

processmayhavesomemerit,butinrealitythereisnoreal(28),scientificor

otherwise,ofthepotentialfutureperformanceofanyindividual.Theanswertothis

problemisexperienceininterviewtechniquesandstrongdefinitionoftheelements

ofeachpositiontobe(29)asthewholerecruitmentprocessisbasedonfewreal

certainties,theinstinctivedecisionsthatmanyemployersmake,basedonaCTand

thefirstfiveminutesofameeting,areprobablynolessvalidthananyothertool

employedinthe(30)ofrecruitment.

21.AsuggestBconvinceCadviseDbelieve

22.AworthBcreditCqualityDdistinction

23.AsecureBreliesCattainDachieve

24.AliftedBenlargedCexpandedDrisen

25.AprovidesBoffersCcontributesDgives

26.AletsBenablesCagreesDadmits

27.AportionBmemberCshareDcomponent

28.AextentBsizeCamountDmeasure

29.AoccupiedBmetCfilledDappointed

30AbusinessBtopicCpointDaffair

《Thescientificapproachtorecruitment^,招人的科學(xué)方法。這篇完型比較簡(jiǎn)單。

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(yàn)語言功底。

21題，理解上下文的意思。前面說招人時(shí)的決定一般是在五分鐘以內(nèi)做出的。但是雇

主們?cè)噲D使自己詳細(xì)相信他們?cè)谔暨x過程中是經(jīng)過了深思熟慮的。Convinceoneself,使確

信。其他的詞沒有這個(gè)用法。

22題，員工的質(zhì)量對(duì)公司的成功是至關(guān)重要的。選quality。

23題，招人者試圖利用一切方法來抓住這個(gè)領(lǐng)域最好的（人才），securethebest,

抓住最好的。realise是實(shí)現(xiàn)，attain是獲得，后面不能接人，achieve是實(shí)現(xiàn)一個(gè)目標(biāo)。

24題，riseinpopularity,固定搭配，popularity是知名度的意思，這個(gè)詞組應(yīng)該

可以翻譯成聲名鵲起。

25題，provideswith,提供。給組織提供另外一種方法。offer的用法是offersbsth,

contribute在這里意思不對(duì)。

26題，是公司能夠增加價(jià)值，enable

27題，這題的意思很明顯，測(cè)試（testing）作為招聘過程的一個(gè)組成部分，要區(qū)分選

項(xiàng)的幾個(gè)單詞，尤其是portion和component,看英英解釋。

Component：oneofseveralpartsthattogethermakeupawholemachine,system

etc

Portion：apartofsomethinglarger,especiallyapartthatisdifferentfrom

theotherparts

這里強(qiáng)調(diào)testing是一個(gè)組成部分，沒有說明特殊的地方，選component。

28題，對(duì)每個(gè)人未來的可能表現(xiàn)沒有一個(gè)真正的衡量。選measure。

29題，fillaposition,填補(bǔ)空位，fill在這里的意思是toperformaparticular

job,activity,orpurposeinanorganization,ortofindsomeoneorsomethingto

dothiso不能選occupy,因?yàn)閛ccupy更強(qiáng)調(diào)人的一種主動(dòng)，而這里只是客觀說某個(gè)需要

填補(bǔ)的職位。

30題，inthebusinessof,也是一種固定的說法，在什么的過程中。很多場(chǎng)合都可

以使用?？梢远嗫磶讉€(gè)例句：

We'reinthebusinessofstimulatingtheeconomy(ByObama)

Energeticsisaspecialistmanagementconsultancyinthebusinessofclimate

change

BEC商務(wù)英語高級(jí)考試歷年真題(3)

Thereisacommonlyheldviewthattheonlywaytoget(0)decentpayincrease

istomoveon:togooutintothejobmarketandfindsomeone(31)ispreparedto

payyouafiguremoreinline(32)thetalentsyoucanoffer.Whilstchanging

employersfromtime(33)timeissomethingweprobablyallneedtodotoadvance

ourcareersinthedirectionswewantthemtotake,itisneverthelessanactivity

thatcarriesquitedefiniterisks.Irrespectiveof(34)wellweresearchprospective

employers,anewjobisstilllargelyastepintotheunknown.Itmayturn(35)

tobeagoodmoveoritcouldprovetobeacompletedisaster:mostofus(36)had

experienceofboth.Thepointhere,though,isthatchangingemployersisnot

somethingwewanttobedoingallthetimeandcertainlynot(37)timewefeelthe

urgeforbetterpay.We'd(38)takingmorerisksthanweneededtojusttoachieve

apayrise.Gettingapayriseshouldalwaysbeviewed(39)aseriousbusiness.There

arenoquickfixesorgoldmethodswith“guaranteed“results.Quickfixesonly

servetotrivializetheissuesandcould(40)somecircumstancesgetyouintovery

seroustroubleindeed.

答案及解析

關(guān)于加薪的文章，教你怎么樣實(shí)現(xiàn)加薪。這道題目不難，但是拋開題目，單說文章里談

的加薪的方法，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辦法。

31題，太明顯的定語從句，前面是someone,那么當(dāng)然填入表示人的關(guān)系代詞who。

32題，inlinewith,和什么一致，固定搭配，在中級(jí)的選詞版完型里常考到這個(gè)詞

組。這句的意思是，找個(gè)一個(gè)愿意給你提供和你才能更加一致的薪水的人。

33題，fromtimetotime,時(shí)不時(shí)的。changingemployersfromtimetotime,時(shí)

不時(shí)的換老板。

34題，Irrespectiveof,同regardlessof一樣，后面接讓步狀語從句，不管我們對(duì)

可能的雇主研究的多么好，新的工作都是一個(gè)未知數(shù)。用howwell。

35題，turnouttobe,固定用法。

36題，換工作，要么是個(gè)好的舉措，要么將成為災(zāi)難。而我們大多數(shù)人這兩種經(jīng)歷都

有。有這種經(jīng)歷，是過去完成時(shí)，用have+doneo

37題，理解前后文意思。換老板不是件我們經(jīng)常愿意做的事情，并且也不是一想要加

薪就要換老板。用everytime,表示每次要加薪就準(zhǔn)備換老板。

38題，這題有點(diǎn)難度，考驗(yàn)人的語法功底。首先這個(gè)句子是虛擬語氣，We'd是wewould

的縮寫，而不是wehad。是表示對(duì)將來的假設(shè)，我們要承擔(dān)更多的風(fēng)險(xiǎn)。所以用wouldbe。

39題，比較明顯的，viewas,將什么視作什么。

40題，和circumstance相關(guān)的詞組，很容易想到under/onsomecircumstance,在某

種情況下。

BEC商務(wù)英語高級(jí)考試歷年真題（4）

1Genuinefeedbackwouldreleaseresourcestobeusedelsewhere.

2Managersareexpectedtoenabletheirstafftoworkeffectively.

3Expertsareunlikelytofacilitateamovetogenuinefeedback.

4Therearebenefitswhenmethodsofevaluatingperformancehavebeennegotiated.

5Appraisalstendtofocusonthenatureoftheface-to-facerelationshipbetween

employeesandtheirlinemanagers.

6Theideathatemployeesareresponsibleforwhattheydoseemsreasonable.

7Despiteexperts'assertion,managementstructurespreventgenuinefeedback

8Anincreasingamountofeffortisbeingdedicatedtotheappraisalprocess.

A

Performanceappraisalisontheupandup.Itusedtorepresenttheonetime

ofyearwhengettingonwiththeworkwasputonholdwhileenormousquantitiesof

managementhourswerespentintheearnestritualofratingandrankingperformance.

Nowthepracticeisevenmorefrequent.Thisofcoursemakesitallthemoreimportant

howappraisalisconducted.Humanresourcesprofessionalsclaimthatmanagersshould

striveforobjectivityandthusforfeedbackratherthanjudgement.Butthesimple

factofthematteristhatthenatureofhierarchydistortstheconceptoffeedback

becauseperformancemeasureareconceivedhierarchically.Unfortunately,alltoo

manyworkerssufferfromtheinjusticesthatthisgenerates.

B

Thenotionbehindperformanceappraisal-thatworkersshouldbeheldaccountable

fortheirperformance-isplausible.However,theevidencesuggeststhatthepremise

iswrong.Contrarytoassumptionsappraisalisnotaneffectivemeansofperformance

improvement-itisjudgementimposedratherthanfeedback,ajudgementimposedby

thehierarchy.Usefulfeedback,ontheotherhand,wouldbeinformationthattold

boththemanagerandworkerhowwelltheworksystemfunctioned,andsuggestedways

tomakeitbetter.

C

WithintheproductionsystematthecarmanufacturerToyota,thereisnothing

thatisrecognizableasperformanceappraisal.Everyoperationinthesystemhas

anassociatedmeasure.Themeasurehasbeenworkedoutbetweentheoperatorsand

theirmanager.Ineverycase,themeasureisrelatedtothepurposeofthework.

Thatmeasureisthebasisoffeedbacktothemanagerandworkeralike.Toyota's

basicideaisexpressedintheaxiom“badnewsfirst”.Bothmanagersandworkers

arepsychologicallysafeintheknowledgethatitisthesystem-nottheworker-

thatistheprimaryinfluenceonperformance.Itismanagement?sresponsibility

toensurethattheworkersoperateinasystemthatfacilitatestheirperformance.

D

Inmanycompanies,performanceappraisalspringsfrommisguidedasassumptions.

Tojudgeachievement,managersusedateabouteachworker,sactivity,notan

evaluationoftheprocessorsystem'sachievementofpurpose.Theresultisthat

performanceappraisalinvolvesmanagers,judgementoverrulingtheirstaff's,

ignoringthetrueinfluencesonperformance.Thustheappraisalexperiencebecomes

aquestionofpleasingtheboss,particularlyinmeetings,whichispsychologically

unsafeandsociallydriven,determiningwhois"in"andwhois"out".

E

Whenjudgementisreplacedbyfeedbackinthetruesense,organizationswill

havealotmoretimetodevotetotheircustomersandtheirbusiness.Notimewill

bewastedinappraisal.Thisrequiresafundamentalshiftinthewaywethinkabout

theorganizationofperformanceappraisals,whichalmostcertainlywillnotbe

forthcomingfromthehumanresourcesprofession.

關(guān)于員工評(píng)估和反饋的文章。一個(gè)組織內(nèi)部的上下級(jí)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：Whenjudgementisreplacedbyfeedbackinthetruesense,

organizationswillhavealotmoretimetodevotetotheircustomersandtheir

businesso這題的意思還算比較明顯，feedbackinthetruesense,就是genuinefeedback,

devotetotheircustomersandthebusiness,就是把資源釋放在別的地方。

第二題，說經(jīng)理們是被期望著使員工工作得更有效率。答案是C段的最后一句：Itis

management,sresponsibilitytoensurethattheworkersoperateinasystemthat

facilitatestheirperformance.經(jīng)理們的責(zé)任，也就是managersareexpectedto,有

利于他們的表現(xiàn)，就是enabletheirstafftoworkeffectively。

第三題,說專家不大可能有利于真正反饋的進(jìn)程。答案是E段的最后一句：whichalmost

certainlywillnotbeforthcomingfromthehumanresourcesprofession。人力資源

專家，就是experts。需要理解下這里的forthcoming的含義：willingtodivulge

information.（人）愿意透露消息的。專家們不愿意透露消息，也就是不能指望專家來

facilitate。

第四題,說商討評(píng)估表現(xiàn)的方法是有利的。答案是在C段,有點(diǎn)分散。前面說Themeasure

hasbeenworkedoutbetweentheoperatorsandtheirmanagero這個(gè)措施是在操作者

和經(jīng)理們之間擬定的。betweentheoperatorsandmanagers,也就是評(píng)估表現(xiàn)的方法是被

商討了的。后面介紹的情況都是這個(gè)measure有多么的好：isthebasisoffeedbacko綜

合起來，就是選項(xiàng)說的，商討是有好處的。

第五題，說評(píng)估傾向聚焦于員工和他們直屬經(jīng)理們之間面對(duì)面關(guān)系的性質(zhì)。這個(gè)選項(xiàng)可

能會(huì)弄的人一頭霧水，首先得弄明白這里的面對(duì)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(jí)的關(guān)系，過分看重這個(gè)關(guān)系，那么在評(píng)估過程中就會(huì)有顧慮，誰還敢揭自己上司

的短？所以這個(gè)句子的意思是說評(píng)估過程中有顧忌，無人敢說真話。答案是D段的這么一句：

Thustheappraisalexperiencebecomesaquestionofpleasingtheboss0評(píng)估過程

成了討好自己的老板，說的就是這個(gè)意思。

P.S：這是我個(gè)人對(duì)這道題的理解，大家有異議，可以提。

第六題，說員工對(duì)他們所作負(fù)責(zé)的想法聽起來很合理。答案是B段的第一句：Thenotion

behindperformanceappraisal-thatworkersshouldbeheldaccountablefortheir

performance-isplausible。這里的accountable就是負(fù)有責(zé)任。Plausible是貌似真實(shí)的，

也就是seemsreasonableo

第七題，說雖然有專家們的主張，管理層的結(jié)構(gòu)阻止了真正的反饋。答案是A段的這么

一句：thesimplefactofthematteristhatthenatureofhierarchydistortsthe

conceptoffeedbacko管理層的機(jī)構(gòu)，就是這句里提到的thenatureofhierarchy,等

級(jí)制的性質(zhì)。這個(gè)單詞在BEC閱讀里常出現(xiàn)。distort,扭曲，就是選項(xiàng)里的prevent。

第八題,說在評(píng)估過程中投入了更多的努力。答案是A段的這么一句，有點(diǎn)隱晦:Nowthe

practiceisevenmorefrequent.Thisofcoursemakesitallthemoreimportanthow

appraisalisconducted.這個(gè)句子是緊跟上文的，thepractice指的就是appraisal。評(píng)

估的更頻繁，評(píng)估是怎么進(jìn)行的顯得更加重要。認(rèn)為更加重要了(makesitallthemore

important),就會(huì)投入更多努力了。綜合起來，這些的意思就是評(píng)估過程投入了更多的努

力。不太容易看出來。

BEC商務(wù)英語高級(jí)考試歷年真題(5)

Inthelastfewyears,managersthroughoutindustryhaveseenmorechangesthan

manyofthemcouldhaveexpectedtoseeintheirentireworkingliveshavingto

communicateinformationwhichoftenleadstofeelingsofinsecurityhasbecomea

keyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,

managementemployeecommunicationhasbecomeacentralcorporateneed.

ConcordiaInternationalprovidesagoodexampleofacompanythathasadjusted

welltothechangingneedsforcommunication.since1995,Concordiahasbeenturned

inside-outandupside-down,toensurethatitisamarketing-led,

customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,

ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.

Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80.000

people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.

Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservice

company.Theroleofemployeecommunicationinsuchacontextistobuildpeople'

sself-confidence,topersuadethemthat,althoughitisinevitablethatthechanges

willgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,

thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeel

thattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.

Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,

includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhave

hadtofaceuptothefactthattheynolongerhaveajobforlife.

Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.

Thebulkofemployeesfallintotwomaincategoriesintermsoftheirresponseto

thenewsituation:ontheonehandtherearethe“pragmatists^andontheother

“thehighlyanxious“theformerseetheirjobasameanstoanendandhavea

relativelyshort-termperspective,withstrongloyaltytotheirlocalterm,rather

thanthecompanyasawhole.Thesecondcategory,usuallythemajority,mayrespond

tothreatenedchangeswithafeelingofhavingbeenletdown,andevenfeelanger

atthecompanyforwhattheyseeaschangingthetermsoftheiremployment.

Theemployeecommunicationprocessneedstobecapableofaccuratelydirecting

itsmessagesatavarietyofemployeegroupsanddepartmentswithintheworkforce.

thisiswhymiddlemanagersandlinemanagersaresokeytocommunication.Theyare

thepeoplewhoknowaboutthefullrageofconcernsamongtheworkforce.Theproblem

inthepastwasthatthiscrucialareawasoftentheresponsibilityofaseparate,

relativelyisolatedunit.Concordiaputsresponsibilityforcommunicationfirmly

onlinemanagers.Alltheirresearchpointstothesameconclusion:peopleprefer

togettheirinformationface-to-facefromtheirlinemanagers.Thatisthekey

relationshipandwhereargumentsandheartsandminds-arelost.

Thegeneralruleincompanycommunicationistotellemployeesasmuchasyou

canassoonasyoucan.Ifyoucan'tprovidedetails,thenatleastputthenews

incontextandcommityourselftoprovidinggreaterdetailwhenitbecomesavailable

anotherruleofcompanycommunicationisthattheremustbeafitbetweenwhatthe

companyistellingitsemployeesandwhatitistellingitsshareholders.15Inthe

lasteightyears,Concordiahas

Amadeover80.000employeesreduncdant

Bcompletedaperiodofdownsizing

Creduceditsworkforceof80.000by35%

Dgiven35%ofdepartingemployeesvoluntaryredundancy

16FromConcordia'spointofview,theroleofcommunicationisto

Awinemployeesupportbeforegoingaheadwiththechanges

Bchangethecompany'scoreactivities.

Cemphasisethepositiveaspectsofthechanges

Dexplaintheneedforthechanges

17whatdoesresearchshowaboutmostemployees,responsetochange?

Atheyexpectittohaveabadeffectonthecompany

Btheyfeelcompletelypowerless

Ctheybecomelessloyal

Dtheyfelltheyhavebeentreatedunfairly

18Concordia'scommunicationprocessmainlyrelieson

Aprintedcommunication

Bdepartmentalheads

Cpersonalcommunication

Daseparate,specializedunit

19Accordingtothewriter,whatistheguidingprincipleaboutgiving

informationwithinanorganization?

ANevermakepromisesaboutfuturedevelopments

BGivepeopleanoverallviewattheearliestpossiblestage

Calwaysincludeplentyofhardinformation

DHoldbackuntilallthedetailscanbeprovided

20whichofthefollowingwouldbethemostsuitabletitleforthearticle?

Aemployeeattitudestocompanycommunication

Bmakingcompanycommunicationmoreeffective

CResearchingcompanycommmucation

DMakingemployeesfeellesspowerless

文章取材自一本管理手冊(cè)，說的是一個(gè)組織里的有效溝通問題。這套題目有些特別，不

像之前的閱讀的第三部分，六道題目分別依次對(duì)應(yīng)文章的六個(gè)段落，這題的答案稍微分散了

些。

15題，答案很明顯，但是選項(xiàng)很有迷惑性。答案是第二段的最后一句：Inthelasteight

years,Concordiahasreduceditsworkforcebymorethan80.000people-or35%-on

avoluntarybasis,withfurtherdownsizinganticipated.減少了80000員工(或者說

減少了35%的員工)，預(yù)期還會(huì)減少更多。A選項(xiàng)是對(duì)的，maderedundant是前面某套題目

閱讀的第五部分考過的詞組；B不對(duì)，沒有完成(completed),因?yàn)轭A(yù)期還會(huì)裁減更多(with

furtherdownsizinganticipated)；C也不對(duì)，迷惑性最大，reduceditsworkforceof

80.000,用了介詞of,所以這句的意思是一共就80000員工，而實(shí)際情況是減少了80000

員工；D不對(duì)，35%的員工被裁減，都是在自愿的基礎(chǔ)上的，而不是離開的人中有35%是自愿

的。

16題，問根據(jù)此人的觀點(diǎn)，溝通的角色是什么。也就是問溝通的目的或者作用是什么。

答案在第三段。溝通是為了幫助人樹立自信，說服他們雖然要面臨一些變化，但是同樣也會(huì)

擁有一些新的機(jī)會(huì)。說白了，就是鼓勵(lì)這些被裁的人。答案選C,強(qiáng)調(diào)變化的積極方面。這

里的positiveaspects是對(duì)前面說的bringwiththemnewopportunities的一個(gè)概括。

(想起了電影《在云端》，upintheair,里面那個(gè)老男人的工作就是職業(yè)裁員專家，專

門對(duì)被裁的人說些這樣的話。)

17題，問調(diào)查顯示大多數(shù)人對(duì)change的反應(yīng)是什么。這題在答案中也很明顯，但是選

項(xiàng)很糾結(jié)。都有點(diǎn)似是而非。Thesecondcategory,usuallythemajority,mayrespond

tothreatenedchangeswithafeelingofhavingbeenletdown.,andevenfeelanger

atthecompanyforwhattheyseeaschangingthetermsoftheiremployment.大多

數(shù)員工的反應(yīng)就是很失望，甚至?xí)軕嵟€(gè)人覺得這題出的不夠嚴(yán)謹(jǐn)，沒有哪個(gè)選項(xiàng)能嚴(yán)

格從原文中提煉出來。對(duì)比下D要好點(diǎn)，因?yàn)閷?duì)公司失望和憤怒，就是覺得受到了不公正的

待遇。此題有待高手補(bǔ)充更完美的理由。

18題，問溝通過程主要依賴于什么。答案是第五段的這句：peopleprefertogettheir

informationface-to-facefromtheirlinemanagerso喜歡面對(duì)面的從直屬經(jīng)理那里獲

取信息、。所以選C,個(gè)人的交流。

19題，問組織內(nèi)部提供信息的指導(dǎo)準(zhǔn)則是什么。最后一段的第一句就是：Thegeneral

ruleincompanycommunicationistotellemployeesasmuchasyoucanassoonas

youcan..盡可能的快，盡可能的多。不能提供細(xì)節(jié)的，至少給個(gè)大致的背景消息(putthe

newsincontext)□時(shí)機(jī)成熟了，再告知更多。選B：在可能的最早的階段讓