[語言類考試復(fù)習(xí)資料大全]劍橋商務(wù)英語高級閱讀分類模擬80

1、書山有路勤為徑，學(xué)海無涯苦作舟。祝愿天下莘莘學(xué)子：學(xué)業(yè)有成，金榜題名！語言類考試復(fù)習(xí)資料大全劍橋商務(wù)英語高級閱讀分類模擬80劍橋商務(wù)英語高級閱讀分類模擬80READINGPART ONE A. John Adair Adair is the pioneering British thinker in the theory of leadership. He was the first person in the UK to hold a professorship in Business Leadership and has published a series of influential

2、books on the subject. Despite his quiet appearance, Adair has had a colourful life, serving in a Bedouin regiment and working on an Arctic fishing boat! His initial interest in leadership came from his army experience and he used to lecture at the highly prestigious academy where British army office

3、rs are trained. He now works as an international consultant. B. Edward de Bono De Bono is unusual among major gurus for two reasons: firstly, he was born not in one of the great industrial nations but on the tiny island of Malta. Secondly, his ideas have reached a wider audience than just managers,

4、so that his books have become essential reading in many different disciplines. Most of de Bonos work has been concerned with the way human beings can train themselves to think more creatively. This apparently simple idea has resulted in 37 books and a highly successful career as a lecturer and consu

5、ltant. C. Peter Drucker Probably no other single thinker has done as much as Drucker to establish management as a serious area of study. Certainly, his fellow management thinkers consider him one of the founding fathers of the discipline, and his books and articles are quoted more than those of any

6、other management writer. His first book was published as far back as 1939, yet he is still writing and teaching. His greatest distinction has been his ability to predict coming trends in business and economics. As a result, his ideas are treated with the greatest respect and interest. D. Frederick H

7、erzberg Although relatively few contemporary management students will have read his books, Herzbergs name is instantly recognisable to anyone who has studied industrial organisations. This is because the American psychologist was responsible for introducing the concept of motivation into management

8、thinking. As a young man, Herzberg became deeply interested in mental illness and the human need for mental and emotional satisfaction. This led him to criticise the approach of many companies to job design, and to argue for the need for job enrichment to stimulate employees efforts. E. Tom Peters T

9、he Americans reputation was created in the 1980s by the spectacular success of one book, In Search of Excellence, co-written with Robert Waterman. The two were working together as management consultants and no-one expected their first (and only) book to end up selling 5 million copies worldwide! Alt

10、hough his ideas have been criticised, Peters popularity as a speaker and writer has continued to grow. So much so that Peters has created his own business to market books, videos and consultancy based on his work. 1. Others in his field think very highly of him.答案:C2. His ideas have spread beyond th

11、e business world.答案:B3. He felt that people should be able to enjoy their work.答案:D4. His ideas are more complex than they seem.答案:B5. He did a variety of interesting things before writing his books.答案:A6. His most successful book was written with a colleague.答案:E7. He is particularly skilled at for

12、ecasting important developments.答案:C8. Contact with the military was an early influence on his, thinking.答案:APART TWODont follow that theory-think for yourself! In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have

13、lost confidence. They therefore no longer have the courage or the ability to take responsibility for their decisions. She describes a corporate culture which is extremely defensive and which has as its motto Managers should always follow the latest short-lived management theory, no matter how irrele

14、vant it may be. 1 In turn, these have been followed blindly by managers who have given up their central responsibility-taking decisions about their own business in their own particular circumstances. I really believe a managers job is to manage, she says. But increasingly, she feels, they do everyth

15、ing but that. 2 Thats because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. 3 Managers should, she believes, confront these head-on. It is not that Ms Shapir

16、o does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying. Theories are often regarded as if they are some so

17、rt of miraculous cure for any type of problem, she says. However, many projects have failed because theories have been applied which were not appropriate to the situation. 4 The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is diff

18、icult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. 5 This is worse than having no help at all. One of the most serious potential consequences of following theories without

19、 considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. 6 However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions, that is exactly what will happen. A. Th

20、ey therefore end up developing generalised solutions which are offered to clients regardless of an organisations specific problems. B. There are many firms of consultants offering help to companies. C. No manager in their right mind would want to work with an angry, cynical or alienated workforce. D

21、. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances. E. From mission statements to re-engineering, she shows how one theory has replaced another in quick succession. F. But in doing so, they often fail to address the real issues. G

22、. They fail to tackle the central management task, which is diagnosis. H. They therefore no longer have the courage or the ability to take responsibility for their decisions. 1.答案:E2.答案:G3.答案:F4.答案:D5.答案:A6.答案:CPART THREE Gordon Kent is the kind of tough English northerner who runs things his own wa

23、y. Contrary to what is normal in big corporations today, his company has no remuneration committee, it is short on part-time directors and it has no qualms about employing family members. Mr Kent is chairman and chief executive of the engineering firm William Kent, which has been a family business s

24、ince the middle of the last century. Until a week ago none of this would have made the headlines. But a rival engineering company has changed this with its 58 million hostile takeover bid, putting Kents management style in the spotlight. Kent is a fighter: All my career, Ive battled. Ive had to batt

25、le with customers and suppliers and management. This will certainly not be his first fight. In 1980, when borrowing money was costing more than 20 per cent, his father was in favour of closing the business. Gordon was not; he forced his father off the board of directors and saved the company. He say

26、s, A difference of views arose. I said the company could either be run by me, or by him, but I couldnt stay there and implement his policy. There was a board meeting and he was persuaded to withdraw. He says his toughest battle was not taking on his father, but forcing his 160-strong workforce to ac

27、cept automation at the factory in 1982. I was really in a difficult position then. The management were against me, the men were against me. The change meant they would have to work a lot harder. I got them all together, and I just said, Weve got to make this work its all our livelihoods at stake. I

28、was determined to make this business work to save the British steel foundry industry. He won that battle too. Rationalisations, cost-cutting, and a string of 14 acquisitions followed, and the lossmaking family business became a recognised leader in the steel castings industry. Kent makes running Wil

29、liam Kent sound like a military operation, and there is something in his clipped language which is irresistibly reminiscent of the army. His management style is unashamedly autocratic. I have a very loyal team, and, yes, they have to work hard but they relish it, he says. But unusually for a publicl

30、y quoted company, his loyal staff include his wife, Alison, a lawyer who works as a consultant for the company. Im not frightened of having to justify this, he says. The shareholders are getting a good deal out of his wife, he reckons, as the company would probably have to pay double for the same se

31、rvices from any other consultant. Kent robustly defends his own pay and the generous terms of his contract. He reckons he is worth it. There is a 5 million key man insurance policy on me, and some of our banking arrangements are dependent on me staying with the company. So the outside world reckons

32、Im fairly important-that isnt just my opinion. He describes himself as being like the captain of a ship, and he has a firm belief in experience rather than management theory. Youve got to learn your management skills by practical experience; otherwise you confuse delegating with passing the buck and

33、 you dont know when people are talking rubbish. I have the strength to fight off this takeover bid. For me its war. I am autocratic, because thats how you win. When you cut out all the emotion, its down to money. William Kent is worth much more than this most inferior rival company has suggested. An

34、d I know I will be able to convince the shareholders of this. 1. Why is Kents company in the news?A.He has problems with management.B.Another company wants to gain control of it.C.He is looking for new advisers to help run it.D.There have been complaints about his management style.答案:B2. When the co

35、mpany went through a difficult period in the early 1980s, KentA.considered resigning from the company.B.thought the company was going to go bankrupt.C.made his father give up his power over the company.D.persuaded his father to change his policies.答案:C3. Kent says that he introduced automation at hi

36、s factory because heA.wanted to make the future of the steel industry more secure.B.thought that his men were not working hard enough.C.needed to cut down on the running costs of the company.D.believed it would encourage team spirit in his workforce.答案:A4. How does Kent say he feels about having his

37、 wife working for the company?A.embarrassed that people know about itB.certain that she is better than other consultantsC.afraid that people will misunderstand her role in the companyD.confident he can defend her contribution to the company答案:D5. With regard to his own position in the company, Kent

38、saysA.people outside the company think hes overpaid.B.if he left, the company would lose some of its bank contracts.C.hes the most important member of the company.D.the value of his work justifies an increase in his insurance policy.答案:B6. Kent says that his management style is characterised byA.bei

39、ng able to persuade shareholders to accept his point of view.B.showing no sign of emotion when dealing with financial matters.C.proving to his rivals that he is a strong leader.D.giving orders and expecting others to obey them.答案:DPART FOUR Some people believe that you have to be a special kind of p

40、erson to sell a product. Although it is clear that a successful sales rep does need special talents and an outgoing personality, many of the skills he uses are used by most of us. we build and 1 . relationships with different kinds of people, we listen to and take note of what they tell us and dont

41、just enjoy the sound of our own voices and we explain things to them and share ideas with them. A company may depend on its own sales team or on the salesmanship of its distributors, wholesalers or retailers. 2 any company needs to establish a personal relationship with its major clients (key accoun

42、ts) and potential customers (prospects). It is often said that people do business with people: a company doesnt just deal impersonally 3 another company, but a person in the buying department receives personal visits from people representing the companys suppliers on a regular basisor in the case of

43、 department stores 4 chain stores, a team of buyers may travel around visiting suppliers. Keeping sales people on the road is much more expensive 5 employing them to work in the office and much of their time is spent unproductively traveling. Telephone selling may use the time more productively (tho

44、ugh in some countries this is illegal), but a face-to-face meeting and discussion is much more effective. Companies involved in the export trade often have a separate export sales department, 6 travel and accommodation expenses may be very high. Servicing overseas customers may consequently often be

45、 done 7 phone, telex or letter. And personal visits may be infrequent. Many companies appoint an overseas agent or distributor whose own sales force takes 8 responsibility for selling their products in another country. A sales department consists of many people who are based 9 different parts of the

46、 country or the world, who dont have the day-to-day contact and opportunities for communicating with each other that office-based staff have. 10 this reason, companies hold regular sales conferences where their entire sales force can meet, receive information and ask questions about new products and

47、 receive training. 1.A.keepB.maintainC.makeD.construct答案:B解析 根據(jù)句意選擇，此話意思是我們發(fā)展并且維系和不同人之間的關(guān)系。這里需要表示維系的詞語，故正確答案為B。2.A.AndB.AsC.SoD.But答案:D解析 此句意思和上句意思形成對比，故此處選擇表示轉(zhuǎn)折的詞語，D為正確選項(xiàng)。3.A.withB.onC.toD.in答案:A解析 deal with 固定搭配，意思是“和做生意”，故正確答案為A。4.A.andB.butC.orD.nor答案:C解析 根據(jù)句意，此處department stores 和 chain stores構(gòu)

48、成并列選擇關(guān)系，故使用連詞 or，正確答案為C。5.A.thatB.thanC.toD.with答案:B解析 這里是形容詞的比較級，因此，此處需要選擇表示比較的詞語，故答案為B。6.A.whoB.whoseC.whomD.what答案:B解析 這里是一個非限制性定語從句，先行詞為export sales department，在從句中構(gòu)成： travel and accommodation expenses of export sales department，因此，關(guān)系代詞應(yīng)該是 whose，正確答案為B。7.A.byB.inC.onD.with答案:A解析 后面的phonetelex，le

49、tter都是溝通的方式，故此處需要使用by表示方式，正確答案為A。8.A.overB.onC.offD.in答案:C解析 take off responsibility for意思是“不用承擔(dān)的責(zé)任”。此句意思是：有些企業(yè)指定海外代理或者是經(jīng)銷商，這樣他自己的銷售部門就不用負(fù)責(zé)在另外國家銷售產(chǎn)品。9.A.onB.inC.uponD.to答案:A解析 be based on固定搭配，意思是以為基礎(chǔ)。故正確答案為A。10.A.ToB.ForC.WithD.By答案:B解析 for this reason固定搭配，意思是考慮到這個原因。故正確答案為B。PART FIVEParagon: great

50、business space A new concept for the twenty-first century, Paragon is a totally unique showpiece development of high-quality office and call centre buildings, hotel and leisure facilities. Many cities find 1 increasingly difficult to allocate office space, but the city of Wakefield is already ahead

51、2 the game with Paragon. Paragon offers an extensive parkland setting with low-density buildings, and room to expand in the future. Yet, 3 the vast majority of business parks, Paragon has not been exiled to the distant edges of the city. Instead, this large site is only I km from the centre of Wakef

52、ield. This offers massive advantages: employees can easily walk or cycle to work, saving stress and pollution, and significantly cutting 4 on commuting time. There is 5 more driving along the motorway to distant outposts of business empires for the Paragon worker. But Paragons location sacrifices no

53、thing 6 terms of communications. It is perfectly placed for road and rail networks. A further attraction of Wakefield for Paragon is the ready avail- ability of a skilled workforce. 7 are more than 233,000 people available for work within an hours journey, and an enormous catchment population of 20

54、million within two hours travel. The city has a long history 8 an administrative centre, and its recent success in attracting top-name companies is evidence of its solid business credentials. Figures from the developers suggest that up 9 5,000 jobs could be available in the initial phase of its development, with more to follow, making it 10 of the most significant areas of employment in the region. 1.答案: IT2.答案: OF3.答案: UNLIKE4.答案: DOWN5.答案: NO6.答案: IN7.答案: