劍橋商務(wù)英語中級(jí)考試歷年真題薈萃

劍橋商務(wù)英語中級(jí)考試歷年真題薈萃劍橋商務(wù)英語中級(jí)考試歷年真題薈萃劍橋商務(wù)英語中級(jí)考試歷年真題薈萃劍橋商務(wù)英語中級(jí)考試歷年真題薈萃編制僅供參考審核批準(zhǔn)生效日期地址：電話：傳真:郵編:劍橋商務(wù)英語中級(jí)考試歷年真題薈萃注：這里講解的題目是人郵版第四輯真題TEST1閱讀部分的Partone.

Questions1-7

Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage.

Whichsectionofthearticle(A,B,CorD)doeseachstatement(1-7)referto?

Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow'sLeadersResearchGroup(TLRG).Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations'high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday'sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,'onlytoseethempoachedbyanotherdepartmentor,worsestill,anotherfirm'.Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating'attractioncentres'.'Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,'saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.

DTLRGhasconcludedthatacompany'sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythehigh-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.

首先得搞明白的是這篇文章到底講的什么。不用看具體內(nèi)容，有兩個(gè)地方直接告訴了。一個(gè)是題目說明的第一句話，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探討的是公司未來接班人——也就是潛力股——的培養(yǎng)問題。

A段講了TLRG這個(gè)貫穿全文的研究組織誕生的原因：現(xiàn)行的研究滿足不了需要，于是大多數(shù)公司只能自己探索發(fā)掘接班人的模式；（即第五題的答案）

B段講了直屬經(jīng)理（linemanagers）對(duì)于發(fā)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段講的是接班人問題對(duì)公司的重要性，并且應(yīng)該讓院線經(jīng)理們明白這種重要性；

D段是針對(duì)前面列出的問題，提出的解決建議，什么專家協(xié)助等等。

整篇文章分為四個(gè)部分，層層遞進(jìn)，有很強(qiáng)的邏輯性。拿這樣的文章來做閱讀材料應(yīng)該是相對(duì)容易把握的。

題目解析：

圖中藍(lán)色的線為答案潛伏的地方。7個(gè)題干基本是將原文中的句子用另外的詞語和句型表述出來，所以題干中的關(guān)鍵詞都能在正文里找到與之匹配的，比如第四題題干里的expert對(duì)應(yīng)D段的specialists,第六題的toobusyto對(duì)應(yīng)于B段里的heavyworkloads，第七題的interest對(duì)應(yīng)于C段的appeal。

第一題說“經(jīng)理們必須采取措施使?jié)摿蓚兿嘈潘麄儗?duì)公司的價(jià)值”，也就是要讓潛力股們對(duì)公司忠誠(chéng)，即C段說的creating“attractioncentres”和loyalty。

第二題說“組織必須把目光投向正在培養(yǎng)中的潛力股以外的地方”，即D段最后兩句話所說的尋找新一代的潛力股。

第三題和B段的最后一句話完全是一個(gè)意思：怕培養(yǎng)潛力股的投入收不回成本。

第四題說開發(fā)潛力股，經(jīng)理們需要在公司內(nèi)部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要采取行動(dòng)。HRspecialists就是expert。

第五題說公司現(xiàn)在沒有在指導(dǎo)策略的支持下辨別潛力股。也就是說公司是依靠自己來發(fā)掘人才的。答案是A段的第一句：現(xiàn)行的研究滿足不了需要，所以公司只能形成自己的一套體系。

第六題，經(jīng)理們太忙了，無暇顧及潛力股的發(fā)展。答案是B段的：Unfortunately,withtoday'sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.。不幸落在了高工作負(fù)荷的人的肩上。高工作負(fù)荷，也就是toobusy。

第七題，看重作為雇主名聲的公司可以吸引潛力股。答案是C段的這么一句：iftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers。如果公司是以開發(fā)員工而著稱的話，將會(huì)對(duì)潛力股產(chǎn)生更大的吸引。以開發(fā)員工而著稱（knownasonesthatdeveloptheirpeople），名聲很好，也就是看重自己作為雇主的名聲。

疑似生詞：

1、linemanagers直屬經(jīng)理，業(yè)務(wù)經(jīng)理

2、flatorganization扁平化的組織，即企業(yè)中的單層管理組織對(duì)應(yīng)的單詞hierarchy

等級(jí)制的公司

3、poachvt.(侵入他人地界)偷獵(或捕魚),水煮，剽竊，挖角

eg:Arivalfirmpoachedourbestcomputerprogrammers.

我公司的競(jìng)爭(zhēng)對(duì)手把我們最好的計(jì)算機(jī)程序編制員挖走了。

4、runsdeep純粹是想說一下那句著名的諺語：Stillwaterrunsdeep靜水流深。

5、fallvictimto成為。。。。的受害者

B段中的原話：Peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.人員發(fā)展成為高負(fù)荷工作的受害者，也就是說經(jīng)理們因?yàn)樘Χ鵁o暇顧及潛力股的培養(yǎng)，即第六題的答案。

6、retention保留，在文中指留住員工。是風(fēng)險(xiǎn)管理中常見的專業(yè)名詞。這里解析的是第四輯真題TEST1閱讀部分的PART4。

馬上要考試了，爭(zhēng)取出解析的速度能快點(diǎn)。當(dāng)然，不會(huì)以犧牲質(zhì)量為代價(jià)。

大家有什么疑問，可以提出來，事先甚至單獨(dú)進(jìn)行解答。

祝大家都能取得好成績(jī)。

主要解答藍(lán)色標(biāo)注的空。

Thesecretofsuccessinelectroniccommerceliesinplacinganewemphasisonawell-establishedarea.Thatareaiscustomerservice,whichisnowtheonlypointof(19)betweenabusinessandthebuyingpublic.

Thereareanumberoffactorsinareal-worldshopthat(20)people'sperceptionsofabusiness:these(21)thelocationandtheappearanceofthepremises,thequalityandthepricingofthemerchandiseorservices’andthebehaviourofthestaff.

However,ifacompanyistryingtomakeagoodimpressionwithonlinecustomers,mostofthesefactorsdonot(22)apart.Inthe(23)ofthesefactors,thewaycustomersare(24)whentheyhaveareasontocallhasafundamentaleffectonacompany'sabilitytoretainthemascustomers.Evenmorethanregulartelephoneorin-personcustomers,webcustomersareimpatient，easilyfrustratedandalwaysconsciousthattheyhaveotherplaceswheretheycan(25)theirbusiness.Preventingthemfromdoingthatmeansmeetingthemontheirown(26)andprovidingthemwithwhattheywant.

Thisnecessity,in(27)，meansthatcompaniesthatselloverthenetmustgetback-endfunctionsright.Imposing(28)requirementsoncustomerswillnotwork;abusinessthat(29)oncustomersemailingforassistanceinsteadofusingthephone,forexample,willloserepeatcustom.

Ifthephoneisused,itmustbeanswered(30),andthestaffshouldlookforwaysofhelpingeventhemostawkwardcustomers(31),asismoreusual,tryingtofindsome(32)toblamethecustomerforanyproblem.

Animportant，finalpointisthatitisvitalthatalladdresses，weblinksandphonenumbersworkproperlyandefficiently.Thisoughtto(33)withoutsaying.Experience，however,showsthatitdoesnot.

19、Arelationship

B

association

C.meetingDcontact

20、AforceBdetermine

Cdecide

Dfix

21、Aenclose

BconsistCinclude

Dcontain

22、Aget

BrunCplay

Dhave

23、AabsenceBlack

Cneed

D

scarcity

24、AcaredBtreated

Cdealt

Dconsidered

25、Adeliver

Bbring

CmoveDtake

26、A

policies

BstandardsCterms

Dconditions

27、AturnBsequence

Cline

Dorder

28、AdenseBrigid

Cdeep

Dsolid

29、Ademands

Binsists

Cexpects

Dinstructs

30、Apunctually

Bprecisely

Cpromptly

Dpresently

31、Aapartfrom

Botherthan

Cexceptfor

Dratherthan

32、AcaseBexcuse

Cfault

Dpurpose

33、Ado

Bmake

Cgo

Dcome

我個(gè)人認(rèn)為，完形填空這種題型屬于BEC閱讀里相對(duì)不容易把握的。其他幾個(gè)部分多參照原文就能找到答案，而完形填空的答案有的時(shí)候靠分析是得不出結(jié)果的，因?yàn)闀?huì)考到一些固定用法，而且是商務(wù)英語里的固定用法。固定用法一時(shí)半會(huì)是無法積累的。要想做好BEC里的完形填空，一是要掌握一定的解題技巧（比如排除法和猜題），二是要培養(yǎng)商務(wù)英語的感覺。感覺的培養(yǎng)也有兩種途徑，一個(gè)是多讀原版商業(yè)英語文章，另一個(gè)就是把歷年BEC真題里的完形填空原文填上空缺的單詞反復(fù)朗讀。

這篇名為《電子商務(wù)成功秘訣》的文章主要分析了從事電子商務(wù)必須考慮的幾個(gè)factor。重點(diǎn)考慮的是如何服務(wù)客戶，不是在線的，而是電話。

19題首先考的就是一個(gè)固定的商務(wù)英語用法。Pointofcontact,接觸點(diǎn)。商業(yè)詞典的解釋：Personoradepartmentservingasthecoordinatororfocalpointofanactivityorprogram.英文WIKI的解釋：Apointofcontact(POC,alsosinglepointofcontactorSPOC)istheidentificationof,andmeansofcommunicationwith,person(s)andorganizations(s)associatedwiththeresource(s).

26題，onone'sownterms,根據(jù)某人自己的主張。聯(lián)系此句上下文，是說電子商務(wù)的客戶不好伺候，得按照他們的意思來提供他們想要的。所以后面的28題應(yīng)該選擇rigid，僵硬的。意思是不能把一些僵硬的要求強(qiáng)加在客戶的身上。

27題，inturn相應(yīng)的；insequence按順序，依次；inline成一直線；inorder整齊，秩序井然。

31題，后面的asismoreusual是插入語，在這里完全可以忽略不計(jì)，聯(lián)系整個(gè)句子的意思。是說員工應(yīng)該想辦法對(duì)付哪怕是最難對(duì)付的客戶，而不是找借口去指責(zé)客戶。所以應(yīng)選ratherthan（而不是）。apartfrom相當(dāng)于exceptfor，除了…外（都）,otherthan相當(dāng)于except，除…以外。

32題，理解了上下文，應(yīng)該選excuse。與fault相關(guān)的短語是findfaultwith

33題，gowithoutsaying固定用法，不言而喻的意思。人郵第四輯真題TEST1閱讀部分PART5。0Regularmeetingswithclientsareimportanttoahealthycollaboration.They

00maybesetupbytheclient,forexampletoreviewwiththeprogressofcurrent

34projects,togivenewinstructionsthatmayhaveleadtoacontractvariation

35ortodiscussanyconcerns.Theclientmeetingwhichcanalsobearranged

36byyouoranothermemberofyourcompanytoattractfromnewbusiness,to

37addressaproblemunlessthatneedstobesolvedortogiveanupdateorstatus

38reportoncurrentbusinessventures.Yourpartisinthesemeetingswilldictate

39thekindofinformationyouneedandhowyoushouldprepareforthem.Ifyou

40willberespondingtoquestionsputbyyourclient,thematerialyoupresent

41shoulddealinspecificallywiththerequestthatwasmade.Themeetingshouldnot

42onlymoveofftheagendawithoutthepermissionofthepersonyouaremeeting.

43Ifyouhavepreparedproperly,youshouldbeabletoanticipatebothquestionsand

44torespondproperly.Ifyouareputonthespotandaskedfordetailsyoudonot

45have,respondhonestly-donotspeakaboutmattersasyouarenotfamiliarwith.一般短文改錯(cuò)常出現(xiàn)的錯(cuò)誤有短語搭配、語法，還有根據(jù)上下文含義選出不合適的詞。所以想做好改錯(cuò)，要有一定的語言基礎(chǔ)，還得從整體上把握整篇文章。

34題，如果這里有have，那么后面的lead應(yīng)用分詞形式led（mayhavedone），而且考慮這里的時(shí)態(tài)，并不是已經(jīng)完成，而是表示可能導(dǎo)致的結(jié)果。所以去掉have。

35題，這里的which必須去掉，如果不去的話，這個(gè)句子就缺少謂語動(dòng)詞。

36題，attract是及物動(dòng)詞，后面不需要from。

37題，根據(jù)前后文的意思，unless是多余的。

38題，“yourpart...”這個(gè)句子里有兩個(gè)謂語動(dòng)詞，必須去掉it。

39題是對(duì)的，不知會(huì)不會(huì)有人認(rèn)為這里的how可以去掉。從語法上說how去留都行，但是從后面的意思看，每個(gè)人必須根據(jù)自己的角色來做準(zhǔn)備工作，所以how必須保留。

41題，dealwith是固定短語，in是多余的。

42題，從整個(gè)句子的意思和語法上看，only都是多余的。

43題，如果both要保留，and后面的內(nèi)容就必須與questions并列，可這里and后面的內(nèi)容是與前面的toanticipate并列，所以both去掉。

45題，后面的youarenotfamiliarwith是修飾matters的，as在這里很多余。人郵第四輯真題TEST2READINGRART1LookatthestatementsbelowandtheadvicetobusinessesontheoppositepageaboutusingothercompaniestoruntheirITservices.

1、theneedtoteachskillstoemployeesworkingontheoutsourcedprocess

2、rememberingtheinitialreasonforsettinguptheoutsourcedproject

3、theneedtodrawupagreementsthatsetouthowintegrationistobeachieved

4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingatadistantsite

5、theimportanceofmakingsomeoneresponsiblefortheintegrationprocess

6、staffontheoutsourcedprojectfamiliarisingthemselveswithvariousdetailsofthebusiness

7、problemsbeingassociatedwithanalternativetooutsourcingWhenabusinessdecidestooutsourceitsITservices,itneedstoconsiderthequestionofintegration.Fourexpertsgivetheirviews.

A.GianlucaTramcere,SilicaSystems

AnoutsourcedITserviceisneverafullyindependententity.Itistiedtothehomecompany'spreviousandcontinuingsystemsofworking.Butdespitetheaddedresponsibilityofmanagingnewwaysofworking,manybusinessesignoretheintegrationprocess.Theyfailtoestablishcontractsthatdefinethewaysinwhichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthetechnologicalaspectsofservicedelivery.

B.KevinRayner,Domola

Businessesneedtobuildintegrationcompetencycentresdedicatedtomanagingtheintegrationeffort.Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether.Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeopleandassets,theyneedtorememberthat,atthesametime,outsourcinginvolvesgainingpeople.Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.

C.ClaytonLocke,DigitalSolutions

Communicationisthekeytosuccess,andoutsourcingtootherregionsorcountriescanleadtoarangeofproblems.Foranysuchinitiative,itisnecessarytocreateateamwherethereisgood,opencommunicationandaclearunderstandingofobjectivesandincentives.Bringingpeopletothehomelocationfromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthecomplexitiesoftheexistingsystem.Tointegrateefficiently,outsourcingpersonnelhavetotalktothehomecompany'sexecutivesanduserstounderstandtheirexperiences.

D.KimNoon,JGTech

Onewaytoavoidthedifficultiesofintegrationistocreateajoint-venturecompanywiththeoutsourcer.Thus,acompanycanswapitsassetsforashareoftheprofits.Yetjointventuresbringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing:togaincostefficienciesandqualityofserviceinanareathatforsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbeunderestimated.

這篇文章講的是外購（outsourcing）,分別有四位專家就這個(gè)問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段專家講如果與外包商（outsourcer）組成聯(lián)合企業(yè)的話可能帶來的一系列問題。如果對(duì)文章有個(gè)大概、基本的了解，很多題目不用細(xì)看就可以得出結(jié)論。

第一題的答案稍微有些隱晦，在B段的最后一句?！癇ecausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.”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“teachskillstoemployees”。

第二題的答案在D段中間:companiesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing.這里的rationale是基本原理、根本原因的意思。

第三題的答案在A段，非常明顯的“establishcontracts”。

第四段的答案是C段的最后一句話，outsourcingpersonnelhavetotalktothehomecompany'sexecutivesanduserstounderstandtheirexperiences.這里的talkto對(duì)應(yīng)address，向談話。第四題的意思是“說明在遠(yuǎn)址工作的外購人員的事情”，也就是C段最后一句說的外購人員向公司匯報(bào)他們的經(jīng)歷。

第五段的答案在B段，相當(dāng)明顯：Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether。需要派專人負(fù)責(zé)integration。

第六題說“外派人員要熟悉自身工作的不同細(xì)節(jié)”，對(duì)應(yīng)C段的“createateamwherethereisaclearunderstandingofobjectivesandincentives.”打造一個(gè)對(duì)目標(biāo)和動(dòng)機(jī)都有清晰理解的團(tuán)隊(duì)。

第七題稍微繞一點(diǎn)。題目里的“analternativetooutsourcing”指的是D段里的“createajoint-venturecompanywiththeoutsourcer”，建立一個(gè)聯(lián)合企業(yè)。D段里的專家一直在強(qiáng)調(diào)聯(lián)合企業(yè)的麻煩和復(fù)雜性（jointventuresbringpotentialtroubles），所以是正確答案。人郵第四輯真題TEST2READINGPART2

Readthearticlebelowaboutthechangingroleofhumanresourcesdepartments.

Thebestpersonforthejob

Employeescanmakeabusinesssucceedorfail,sothepeoplewhochoosethemhaveavitalroletoplay.

Employeesareacompany'snewideas,itspublicfaceanditsmainasset.Hiringtherightpeopleisthereforeasignificantfactorinacompany'ssuccess.(0)GIfthehumanresourcesdepartmentmakesmistakeswithhiring,keepinganddismissingstaff,abusinesscandisappearovernight.Manycompaniesnowrealisethatrecruitingthebestrecruitersisthekeytosuccess.

SarahChoi,HeadofHRatEncopic,believesthatthinkingcommerciallyisakeyqualityinHR.EverydecisionanHRmanagermakesneedstoberelevanttoadvancingthebusiness.(8)...CThat'snolongerthecase.HRmanagershavetothinkmorestrategicallythesedays.Theycontinuallyneedtothinkabouttheimpactoftheirdecisionsonthebottomline.(9)F...Forexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.

WhydopeoplegointoHRinthefirstplace

Choihasareadyanswer.Ithinkmostpeopleintheprofessionareattractedbyalong-termgoal.(10)DNothinghappensinthecompanywhichisn'taffectedbyordoesn'timpactonitsemployees,sotheHRdepartmentisacrucialpartofanybusiness.

Notalloperationalmanagersagree.AninformalsurveyofattitudestoHRdepartmentsthatwascarriedoutlastyearbyaleadingbusinessjournalreceivedcommentssuchas"Whatdotheyactuallycontribute"

(11)AAsChoipointsout,salarieshaveneverbeenhigherand,inaddition,HRmanagersoftenreceivesubstantialannualbonuses.

Despitethefinancialrewards,HRmanagersoftenfeelundervalued,andthisisamajorreasonformanyleavingtheirjobs.(12)...EHowever,alackoftraininganddevelopmentisamoresignificantfactor.Thesedays,goodprofessionaldevelopmentopportunitiesareconsideredanessentialpartofanattractivepackage,Choiexplains.

AButrisinglevelsofremunerationdemonstratethattheprofession'sgrowingimportanceiswidelyrecognised.

BAtonetime,aprofessionalqualificationwasrequiredinordertoprogresstothetopofHR.

COtherdepartmentsandseniorexecutivesusedtoseeHRmanagersashavingapurelyadministrativerole.

DSinceit'soneofthefewareaswhereyoucanseethewholeoperation,itcanleadtoaninfluentialroleontheboard.

EBeingseenassomeonewhojustticksoffotherpeople'sleaveandsickdaysdoesnothelpbuildasenseofloyalty.

FTheythereforeneedtobecompetentinmanyaspectsofacompany'soperations.

GOntheotherhand,recruitingthewrongstaffcanleadtodisaster.

這篇文章的標(biāo)題有些misleading，“Thebestpeopleforthejob”，還以為是招人的標(biāo)準(zhǔn)。其實(shí)這篇文章是關(guān)于Humanresource的，所以還是要適當(dāng)關(guān)注文章前的說明：thearticlebelowaboutthechangingroleofhumanresourcesdepartments.

第八題，空格后面的“That'snolongerthecase”是很重要的提示。由于空格前面一直在強(qiáng)調(diào)commercial和business，所以在空缺的地方應(yīng)該是和另一個(gè)方面相關(guān)的內(nèi)容。選項(xiàng)C的administrativerole正好滿足這個(gè)要求。前后文意思搭配在一起完全吻合。

第九題，后面的forexample的很關(guān)鍵，是對(duì)前面的補(bǔ)充說明。“Forexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.”總裁希望人力資源經(jīng)理對(duì)一切事情提出建議，從人數(shù)統(tǒng)計(jì)到是否進(jìn)行收購。這種要求就需要人力資源經(jīng)理具備很多才能。所以F的句子填在這里最合適。

第十題，答案稍微不那么明顯，不過D句中的aninfluentialrole可以和第十題的空格后的acrucialpart相對(duì)應(yīng)，算是答案信號(hào)。要從整體上把握第三段，這里認(rèn)為HRmanager的影響是全局的、長(zhǎng)期的，所以D句的“seethewholeoperation”符合情況。

第十一題，理解前后文的意思，前面說過去的operationalmanagers不那么認(rèn)可HRmanager的作用，后面指出HRmanagers掙得多，所以中間是轉(zhuǎn)折的意思。A句的But是個(gè)信號(hào)，“上漲的薪酬水平意味著這個(gè)職位逐漸增加的重要性得到了廣泛的認(rèn)可?！币馑己颓昂蠖嘉呛?，所以是正確答案。

第十二題，空格前說HRmanagers覺得自己的作用被低估了，所以leaving?？崭窈笠粋€(gè)However，所以空格處應(yīng)該還是和leaving有關(guān)的，為什么離職。E句的意思是“被視作僅僅對(duì)別人的離開和生病的日子劃勾的人是沒法幫助建立忠誠(chéng)感的?！碧钊氪颂幷?。人郵第四輯真題TEST2READINGPART3

CriticalPath

WhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrack

DavidHaydenfoundedhiscompany,CriticalPath,anemailprovider,in1997totakeadvantageoftheboominemailtraffic.CriticalPathbecameapubliccompanytwoyearslater,andHaydentooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtostaywiththecompanyasChairman,butthebusinesswasputinthehandsofnewmanagersbyitsinvestors.Withsector-leadingproductsandanexpandingmarket,thecompanyseemedtobeontheupandup.However,byearly2001,itwasintrouble.Sharesthathadbeenworth$26in1999,whentheywerefirstsold,weredowntoamere24cents.

Calledinbyapanickingboard,HaydenfoundhimselfbackinchargeasExecutiveChairman,tryingdesperatelytorescuewhathecould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.Thoseguysdidn'tunderstandtheproductorthesector,'saysHayden.Theheadsofdepartmentdidn'tcommunicateandtheydidn'tlead.'Butwhatwasworse,CriticalPathhadlostthegoodwillofitsinvestors.

Haydenknewthatbringingthefiguresundercontrolwouldbeavitalstepinthecompany'sturnaround.'You'vegottosortoutthefinances.Forme,thatmeantgettingbackthegoodwilloftheinvestors.Thatwastough,afterwhathadhappened.Butalthoughtheywereangrywiththecompany,theydidn'thavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitsfeetagain.'Hewasauthorisedtomakewhateverchangeswererequired,andhisfirstactwastofindpeoplewithinthecompanyhecouldtrustandputthemincharge.

ThenextthingHaydenhadtotacklewasmorale.'Everyonelefttheofficeatfiveonthedot-theycouldn'tgetawayquicklyenough.Togetthebuzzbackandwinthestaffover,Ihadtoprovemyowncommitmentandputintheextrahourswiththem.'Inreturn,itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain.Contrarytonormalpractice,Haydenwasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthecompanywhoweregivenmoreresponsibility.

But,asHaydeninsists,beforeacompanyreachessuchacrisis,therearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.'Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble,'ishismessage.'Orifyouoftenhavetoapplyforyouroverdraftlimittoberaisedorhavetroublepayingtaxontime,somethingneedstobedone.'

By2003,thecompanywashealthyagain,withreasonablystablefinancesandamodestbutsteadysharepriceof$1.60.'Onethingthathelpedsaveuswasthatourtechnologyworked,'saysHayden.'With20millionemailaccounts,weneverlostasinglemajorclientbecausetheproductkeptonworking.'Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmovedon.'Itwastimetogo,'hesays.'I'mnotaturnaroundspecialist.Ipreferstart-ups.'

13WhateventcoincidedwithCriticalPathbecomingapubliccompany?

AHaydenbecametheExecutiveDirectorofCriticalPath.

BInvestorshiredareplacementteamtorunCriticalPath.

CCriticalPathlaunchedasuccessfulnewproductonthemarket.

DCriticalPathwasfloatedontheStockExchangeat24centspershare.

14WhichofthefollowingsituationsdidHaydenfaceatCriticalPathin2001?

ATheemployeeswereworriedaboutjobsecurity.

BTheinvestorswerecallingforchangestothecompanystructure.

CThemanagementwasmisleadingthestaffaboutthecompany'sposition.

DTheboardofdirectorsdidnotrealisethescaleofthecompany'sproblems.

15OnereasonHaydenwasabletoturnCriticalPatharoundwasthat

Ahemanagedtofindnewinvestors.

Bthefinancialsituationwasnotasbadashehadthought.

Chehadbuiltupagoodrelationshipwiththemanagementteam.

Dhewasgiventhesupportthatheneeded.

16WhatwasHayden'spolicyregardingthestaffofCriticalPath?

AHepaidovertimetoeverybodywhoworkedoutsideofficehours.

BHereducedtheworkforcebyoperatinganearlyretirementscheme.

CHegavekeystafftheopportunitytohelphimsetgoalsforthecompany.

DHerestoredmotivationbyshowingwillingnesstoworkalongsidestaff.

17AccordingtoHayden,whatcouldindicatethatabusinessisintrouble?

Aproblemskeepingaccountsuptodate

Bsuppliersrefusingtooffernewcreditterms

Cafrequentneedtoincreasetheamountborrowed

Ddifficultiesingettingpaymentfromcustomersontime

18HaydenleftCriticalPathafterhehadrescuedthecompanybecause

Ahewantedtodevelopthetechnologyforanewinternetservice.

Bhewantedtoconcentrateonfoundinganewenterprise.

Chehadbeenofferedajobwithamajorinternetcompany.

Dhedecidedtogointopartnershipwithamajorclient.

這篇文章名為《CriticalPath》，字面上理解是關(guān)鍵路徑，但在此文中是指一個(gè)公司的名字。整篇文章都是圍繞這個(gè)公司遭遇的困境，以及這個(gè)公司的執(zhí)行主席是如何力挽狂瀾、扭轉(zhuǎn)乾坤的。BEC考試閱讀文章的一大特點(diǎn)是邏輯性強(qiáng)，層次分明，讀完不會(huì)有找不著北的感覺。

13題，題目問當(dāng)CriticalPath成為上市公司時(shí)還發(fā)生了什么事。

A不對(duì)，原文說的很明白：Haydentooktheopportunitytostepdownfromhisexecutiveposition。抓住機(jī)會(huì)從總裁的位置上退下來。

B項(xiàng)正確。原文說thebusinesswasputinthehandsofnewmanagersbyitsinvestors。業(yè)務(wù)被投資者交給了新的經(jīng)理。和B選項(xiàng)的“投資者雇傭了一個(gè)替代團(tuán)隊(duì)來運(yùn)營(yíng)CriticalPath”說的是一個(gè)意思。

C不對(duì)，原文說的是sector-leadingproducts，行業(yè)領(lǐng)先的產(chǎn)品，的確是C選項(xiàng)所說的successful，但是new不對(duì)。

D不對(duì)，首先時(shí)間上不吻合，不是CriticalPath成為上市公司時(shí)的事，其次這一句的描述也不對(duì)，只是說股價(jià)跌倒了24美分，不是float。

Publiccompany：acompanywhosesharescanbeboughtandsoldonthestockmarket,etc.上市公司。

14題，題目問在2001年的CriticalPath,這個(gè)Hayden面臨著什么樣的情況。答案在第二段找。

A段說員工們擔(dān)心工作保障。原文中說“The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem”，1100號(hào)員工對(duì)公司失去了信心，不知道將會(huì)發(fā)生什么。和A的意思吻合。

B、C、D在原文中都沒有提到。

這個(gè)題目關(guān)鍵是能理解jobsecurity的意思，它是商務(wù)英語里地道常見的用法（同樣的還有employmentsecurity）：

jobsecurity：asituationwhereajobislikelytolastforalongtimeandyouwillkeepthejobifyoudowhatyouareexpectedto

eg:Consumershavecutbackontheirspendingbecauseofworriesaboutjobsecurity.

常見搭配（完形填空可能會(huì)遇到）

ahigh/lowlevelofjobsecuritytohave/improve/increase/providejobsecurity

15題，題目問Hayden能夠扭轉(zhuǎn)局面的一個(gè)原因。答案在第三段找，并不很直接，需要一點(diǎn)概括。這一段先說了下公司的一些難處，比如投資人很生氣，后果很嚴(yán)重。所幸的是投資人對(duì)Hayden并不反感：Hewasauthorisedtomakewhateverchangeswererequired，他被授權(quán)進(jìn)行一切需要的改變，也就是D選項(xiàng)所說的得到了需要的支持。

A不對(duì)，不需要找新的投資者，原文說的是“gettingbackthegoodwilloftheinvestors”，挽回投資人的好感。

B不對(duì)，財(cái)政狀況的確很壞。

C在原文沒有提到。原文的最后一句說在公司尋找可以信賴的人并讓他們負(fù)責(zé)，不是說和管理層建立好關(guān)系。

16題，問針對(duì)CriticalPath的員工采取的政策是什么。答案是第四段的第一句話：ThenextthingHaydenhadtotacklewasmorale。需要解決的是士氣問題。也就是D段所說的restoredmotivation。這一段是講Hayden如何與員工站在一起。

A不對(duì)，原文說的很清楚：itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain。任何人不得索取加班補(bǔ)償。

B不對(duì)，原文是apartfromnotreplacingpeopleastheyreachedretirementage。

C也不對(duì)，原文是whoweregivenmoreresponsibility，被賦予了更多的責(zé)任，不是“helphimsetgoals”。17題，題目問什么可以表明一個(gè)公司陷入了困境。答案是第五段的這么一句：Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble。有一個(gè)不現(xiàn)實(shí)的定價(jià)政策或者需要和供貨商談判提高貸款。

Credit是很眼熟的單詞，用法很多，讓人暈頭轉(zhuǎn)向。這里的意思是：

moneythatfinancialinstitutionslendtobusinesses,governmentsandpeople

eg：Itisunlikelythatthebankwillextendadditionalcredittothefirm.

18題，題目問扮演了救世主角色之后的Hayden為什么選擇離開。

答案是最后一段：“Withideasforafreshventuredemandinghisattentionelsewhere”和“I'mnotaturnaroundspecialist.Ipreferstart-ups.”需要一個(gè)嶄新的需要他的注意力的企業(yè)。也就是B選項(xiàng)所說的想要一個(gè)新的企業(yè)。人郵第四輯真題TEST2READINGPART4

FightingFit

FineFitness,thehealthandfitnesscluboperator,announcedanimpressivesetofresultsyesterday:(19)a38-per-centjumpinannualpre-taxprofits,thecompanyclaimedthatithad(20)noneoftheproblems(21)

lastweek