BEC中級(jí)閱讀資料及解析大全

1、資料來(lái)源：來(lái)自本人網(wǎng)絡(luò)整理！祝您工作順利！bec中級(jí)閱讀資料及解析大全 為了便利同學(xué)們的bec商務(wù)英語(yǔ)學(xué)習(xí)，為大家預(yù)備了bec中級(jí)閱讀資料及解析匯總，供大家閱讀參考，盼望以下內(nèi)容可以為同學(xué)們的bec商務(wù)英語(yǔ)考試供應(yīng)關(guān)心。更多有關(guān)bec商務(wù)英語(yǔ)考試的內(nèi)容，盡在! bec中級(jí)閱讀資料及解析1 look at the statements below and the article about the development of future business leaders on the opposite page. which section of the article (a, b, c o

2、r d) does each statement (1-7) refer to? for each statement (1-7), mark one letter (a, b, c or d) on your answer sheet. you will need to use some of these letters more than once. 1 managers need to take action to convince high-flyers of their value to the firm. 2 organisations need to look beyond th

3、e high-flyers they are currently developing. 3 there is a concern that firms investing in training for high-flyers may not gain the benefits themselves. 4 managers need expert assistance from within their own firms in developing high-flyers. 5 firms currently identify high-flyers without the support

4、 of a guidance strategy. 6 managers are frequently too busy to deal with the development of high-flyers. 7 firms who work hard on their reputation as an employer will interest high-flyers. the stars of the future a existing management research does not tell us much about how to find and develop high

5、-flyers, those people who have the potential to reach the top of an organisation. as a result, organisations are left to formulate their own systems. a more effective overall policy for developing future leaders is needed, which is why the london business school has launched the tomorrows leaders re

6、search group (tlrg). the group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations high-flyers. b tlrg recognises just how significant line managers are in the process of leadership development. unfortunately, with todays flat organi

7、sations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. one manager in the research group was unconvinced by the logic of sending his best people away on development courses, only to see them poached by another

8、 department or, worse still, another firm. this fear of losing high-flyers runs deep in the organisations that make up the research group. c tlrg argues that the task of management is not necessarily about employee retention, but about creating attraction centres. we must help line managers to reali

9、se that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers, said one advisor. furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. loyalty can then be more easi

10、ly demanded in return. d tlrg has concluded that a companys hr specialists need to take action and engage with line managers individually about their role in the development of high-flyers. indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must a

11、ctually address the development of all managers who will be supporting the high-flyers. without this, managers will not be in a position to give appropriate advice. and when eventually the high-flyers do move on, new ones will be needed to replace them. the next challenge will be to find a new gener

12、ation of high-flyers. 首先得搞明白的是這篇文章究竟講的什么。不用看詳細(xì)內(nèi)容，有兩個(gè)地方挺直告知了。一個(gè)是題目說(shuō)明的第一句話，另一個(gè)是正文的標(biāo)題。從這兩個(gè)地方就可以看出全文討論的是公司將來(lái)接班人也就是潛力股的培育問(wèn)題。a段講了tlrg這個(gè)貫穿全文的討論組織誕生的緣由：現(xiàn)行的討論滿足不了需要，于是大多數(shù)公司只能自己探究開(kāi)掘接班人的形式;(即第五題的答案)b段講了直屬經(jīng)理(line managers)對(duì)于開(kāi)掘接班人的重要性(真是干什么都要從基層抓起)，以及經(jīng)理們的一些疑慮;c段講的是接班人問(wèn)題對(duì)公司的重要性，并且應(yīng)當(dāng)讓院線經(jīng)理們明白這種重要性;d段是針對(duì)前面列出的問(wèn)題，提出的解

13、決建議，什么專家?guī)椭鹊取Ｕ恼路譃樗膫€(gè)局部，層層遞進(jìn)，有很強(qiáng)的規(guī)律性。拿這樣的文章來(lái)做閱讀材料應(yīng)當(dāng)是相對(duì)簡(jiǎn)單把握的。 bec中級(jí)閱讀資料及解析2 look at the statements below and the advice to businesses on the opposite page about using other companies to run their it services. 1、the need to teach skills to employees working on the outsourced process 2、remembering the

14、initial reason for setting up the outsourced project 3、the need to draw up agreements that set out how integration is to be achieved 4、addressing the issue of staff who work on the outsourced process being at a distant site 5、the importance of making someone responsible for the integration process 6

15、、staff on the outsourced project familiarising themselves with various details of the business 7、problems being associated with an alternative to outsourcing when a business decides to outsource its it services, it needs to consider the question of integration. four experts give their views. a.gianl

16、uca tramcere, silica systems an outsourced it service is never a fully independent entity. it is tied to the home companys previous and continuing systems of working. but despite the added responsibility of managing new ways of working, many businesses ignore the integration process. they fail to es

17、tablish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery. b.kevin rayner, domola businesses need to build integration competency centres dedicated to managing the integration effort. it is cri

18、tical to have an individual in charge to check that the external and internal business operations work together. although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. because ther

19、e is a new operation being carried out in a different way outside of the home business, this creates a training element. c.clayton locke, digital solutions communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. for any such initiative, it

20、is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. to integrate efficien

21、tly, outsourcing personnel have to talk to the home companys executives and users to understand their experiences. d.kim noon, j g tech one way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. thus, a company can swap its assets for a share of the pr

22、ofits. yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. the complexities and costs of

23、a joint-venture initiative should not be underestimated. 這篇文章講的是外購(gòu)(outsourcing),分別有四位專家就這個(gè)問(wèn)題給出了自己的看法。a段的專家強(qiáng)調(diào)建立合同的重要性，b段專家認(rèn)為要派專人負(fù)責(zé)，c段專家講外派人員和本公司之間要有一個(gè)互動(dòng)，d段專家講假如與外包商(outsourcer)組成結(jié)合企業(yè)的話可能帶來(lái)的一系列問(wèn)題。假如對(duì)文章有個(gè)也許、根本的理解，許多題目不用細(xì)看就可以得出結(jié)論。 第一題的答案略微有些隱晦，在b段的最終一句?！癰ecause there is a new operation being carried out

24、 in a different way outside of the home business, this creates a training element.因?yàn)樾碌牟僮魇窃诒竟疽酝獾牡胤揭砸环N新的方式被執(zhí)行，所以產(chǎn)生了培訓(xùn)成分。這里的training對(duì)應(yīng)第一題的“teach skills to employees。其次題的答案在d段中間: companies should be careful not to lose sight of the original rationale for outsourcing.這里的rationale是根本原理、根本緣由的意思。第三題的答案在a段，

25、特別明顯的“establish contracts。第四段的答案是c段的最終一句話，outsourcing personnel have to talk to the home companys executives and users to understand their experiences.這里的talk to對(duì)應(yīng)address，向.談話。第四題的意思是“說(shuō)明在遠(yuǎn)址工作的外購(gòu)人員的事情，也就是c段最終一句說(shuō)的外購(gòu)人員向公司匯報(bào)他們的經(jīng)受。第五段的答案在b段，相當(dāng)明顯：it is critical to have an individual in charge to check tha

26、t the external and internal business operations work together。需要派專人負(fù)責(zé)integration。第六題說(shuō)“外派人員要熟識(shí)自身工作的不同詳情，對(duì)應(yīng)c段的“create a team where there is a clear understanding of objectives and incentives.打造一個(gè)對(duì)目的和動(dòng)機(jī)都有清楚理解的團(tuán)隊(duì)。第七題略微繞一點(diǎn)。題目里的“an alternative to outsourcing指的是d段里的“create a joint-venture company with the

27、outsourcer，建立一個(gè)結(jié)合企業(yè)。d段里的專家始終在強(qiáng)調(diào)結(jié)合企業(yè)的費(fèi)事和冗雜性(joint ventures bring potential troubles)，所以是正確答案。 bec中級(jí)閱讀資料及解析3 look at the statements below and the article about the development of future business leaders on the opposite page. which section of the article (a, b, c or d) does each statement (1-7) refer t

28、o? for each statement (1-7), mark one letter (a, b, c or d) on your answer sheet. you will need to use some of these letters more than once. 1 managers need to take action to convince high-flyers of their value to the firm. 2 organisations need to look beyond the high-flyers they are currently devel

29、oping. 3 there is a concern that firms investing in training for high-flyers may not gain the benefits themselves. 4 managers need expert assistance from within their own firms in developing high-flyers. 5 firms currently identify high-flyers without the support of a guidance strategy. 6 managers ar

30、e frequently too busy to deal with the development of high-flyers. 7 firms who work hard on their reputation as an employer willinterest high-flyers. the stars of the future a existing management research does not tell us much about how to find and develop high-flyers, those people who have the pote

31、ntial to reach the top of an organisation. as a result, organisations are left to formulate their own systems. a more effective overall policy for developing future leaders is needed, which is why the london business school has launched the tomorrows leaders research group (tlrg). the group contains

32、 representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations high-flyers. b tlrg recognises just how significant line managers are in the process of leadership development. unfortunately, with todays flat organisations, where managers have functional

33、 as well as managerial responsibilities, people development all too often falls victim to heavy workloads. one manager in the research group was unconvinced by the logic of sending his best people away on development courses, only to see them poached by another department or, worse still, another fi

34、rm. this fear of losing high-flyers runs deep in the organisations that make up the research group. c tlrg argues that the task of management is not necessarily about employee retention, but about creating attraction centres. we must help line managers to realise that if their companies are known as

35、 ones that develop their people, they will have a greater appeal to high-flyers, said one advisor. furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. loyalty can then be more easily demanded in return. d tlrg has concl

36、uded that a companys hr specialists need to take action and engage with line managers individually about their role in the development of high-flyers. indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all

37、managers who will be supporting the high-flyers. without this, managers will not be in a position to give appropriate advice. and when eventually the high-flyers do move on, new ones will be needed to replace them. the next challenge will be to find a new generation of high-flyers. bec中級(jí)閱讀資料及解析4 peo

38、ple from different cultures sometimes do things that make each other uncomfortable, sometimes without realizing it most americans _1_ out of the country and have very _2_ experience with foreigners. but they are usually spontaneous, friendly and open, and enjoy _3_ new people, having guests and brin

39、ging people together formally or informally. they tend to use first names _4_ most situations and speak freely about themselves. so if your american hosts do something that _5_ you uncomfortable, try to let them know how you feel. most people will _6_ your honesty and try not to take you uncomfortable again. and youll all _7_ something about another culture! many travelers find _8_ easier to meet peopl