劍橋BEC高級(jí)真題第三輯TEST3

.

/

.

READING 1hour

PARTONEQuestions1-8

BEC 第三輯高級(jí)Test3

.

Lookatthestatementsbelowandatthefiveextractsontheoppositepagefromtheannualreportsoffivemobilephonecompanies.

Whichcompany<A,B,C,DorE>doeseachstatement<1-8>referto?

Foreachstatement<1-8>,markoneletter<A,B,C,DorE>onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

Thereisanexampleatthebeginning,<0>.

.

Example:

0Thiscompanyhasnodirectcompetition.

A B C D E

.

1Thiscompanyisstillmakingafinancialloss.

2Thiscompanyishavingpartofitsbusinesshandledbyanoutsideagency.

3Thiscompanyhasgrownwithoutundueexpense.

4Thiscompanyistryingtofindoutwhatthemarketresponsewillbetoanewproduct.

5Thiscompanycontinuestolosecustomers.

6Thiscompanyaimstotargetaspecificgroupofconsumers.

7Thiscompanyisfindingitlessexpensivethanbeforetoattractnewcustomers.

8Thiscompanyhasrationaliseditsoutlets.

A

Ourmanagementteamisdedicatedtodeliveringoperationalexcellenceandimprovedprofitability.Inthecomingyear,wewillfocusourmarketingonprofessionalyoungadults,whorepresentthehighvaluesegmentofthemarketandwho—accordingtoindependentresearch

—aremostlikelytoadoptourmoreadvancedmobiledataproducts.Customerretentioniscentraltoourstrategy,andwehavebeensuccessfulinreversingthecustomerlossofrecentyearsbyloyaltyandupgradeschemes.Arestructuringprogramme,resultingfromchanging

marketingconditions,hasseenourworkforcescaleddownto6,100people.

B

Astheonlynetworkoperatorinthecountry,ourmarketingisaimedatexpandingthesizeofthemarket.Inthebusinesssector,wehavetargetedsmallandmedium-sizedbusinessesbyofferingstandardisedservices,andlargecustomersbyofferingtailoredtelecommunicationssolutions.Wehavebeenattheforefrontofintroducingnewtelecommunicationstechnologyandservicesandhaverecentlydistributed150ofourmostadvancedhandsetstocustomerstoassessthelikelydemandforadvanceddataservices.Lastyear,theindustryrecognisedourachievementwhenwewonanationalawardfortechnologicalprogress.

.

C

Anewmanagementteamhasdrivenourimprovedperformancehere.Itiscommittedtobringingthebusinessintoprofitabilitywithinthreeyearsafterreachingbreak-evenpointinthenextfinancialyear.Wearefocusedondeliveringrisinglevelsofcustomerserviceandanimprovementinthequalityandutilisationofournetwork.Goodprogresshasbeenmadeonallthesefronts.Thecostofacquiringnewsubscribershasbeenreducedandnewtariffshavebeenintroducedtoencouragegreateruseofthephoneinthelateevening.

D

Wehavecontinuedtoexpandournetworkinacost-efficientmannerandhaveconsolidatedourretailsectionbycombiningourfourwholly—ownedretailbusinessesintoasingleoperatingunit.Weexpectthistoenhanceouroperationaleffectivenessandtheconsistencyofourservice.Ourambitionistogivecustomersthebestretailexperiencepossible.Wewere,therefore,delightedearlierthisyearwhenwewonamajorEuropeanawardforcustomerservice.Thiswasparticularlypleasingtousaswehavealwaysgivenhighprioritytocustomersatisfactionandoperationalexcellence.

E

Here,wearefocusedoncontinuouslyrealisingcostefficienciesaswellasimprovingthelevelofcustomersatisfactionandretention.Wehavealreadytakeneffectivemeasurestoreducecustomerlossandtostrengthenourdeliveryofcustomerservice.Thequalityofournetworkhasimprovedsignificantlyoverthepastyearandanincreaseintheutilisationofournetworkisnowapriority.Theoperationofourcustomerservicecentrehasbeenoutsourcedtoacallcentrespecialistandthishasledtoasubstantialincreaseinthelevelof

service.

PARTTW0

Questions9-14

Readthistexttakenfromanarticleabouttheimportancetocompaniesofnotlosingtheiremployees'knowledge.

Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

Foreachgap<9-14>,markoneletter<A-H>onyourAnswerSheet.

Donotuseanylettermorethanonce.

Thereisanexampleatthebeginning,<0>.

.

Protectrhgthecorporatememory

Manycompaniesrisklosingexpertisethroughjobcuts.Butbyanalysinghowstaffinteract,theymaybeabletominimisethedamage.

Manystaffhaveknowledgewhichisessentialtotheircompany.Sowhatcanbusinessesdotoavoidlosingthatexpertisewhenstaffleave,andtodis-suadeemployeesfromkeepingtheirknowledgetothemselvesinthefaceofpossiblejobcuts?

First,theyneedtorecognisetheproblem.Adownturnintheeconomyexposesmanycompanies’lackofcommitmenttounderstandingandusingtheirpeople’sknowledge.<0>HUnless,thatis,they’vemadeitaroutineorsufferedbecauseoflosingknowledgeinthepast.

Next,anyattempttostopknowledgewalkingoutofthedoormustbehandledsensitively.<9>Employeeswouldbeextremelycynicalandseeitasanattempttoextracttheiruniqueknowledge,whichtheybelievegivesthemjobsecurity.

Strongincentivesareneededtocoaxpeopleintodivulgingtheirexpertisewhenbeingdismissed.<10>Atfirstsight,thismightseemexcessive,butthedisadvantagesshouldbeweighedagainstthebenetits.

Ofcourse,notallknowledgecanbecapturedbytheorganisationandtumedintoaprocess.<11>To{indoutwhothese‘knowledgehotspots’are,companiesneedtoquestiontheirstaffandanalysetheirsocialnetworks.Companiesshouldn’taskemployeeswhattheyknow,butwhotheywouldaskiftheywantedtoknowaboutdifferentsubjects.<12>And,moreimportantly,theprocessrevealstheotherswhoalwaysknowsomebodywhoknows.

Thelattercanbehighonthelistforredundancybecausemanagersareunsurewhattheydo,orbecausetheyappeartobeweakperformers.<13>Peoplelikethisareoftennotambitiousbuttheycanholdacompanytogether.Themostvaluableknowledgeisoftennotpossessedbythepeoplewhoseemtobestarperformers.

Ifthoseatthecentreofknowledgenetworkscometobeseenasthemostvaluablepeople,thosewhokeeptheirknowledgetothemselveswilllookvulnerablewhendownsizingisdeemednecessary.<14>Insuchcompanies,theincentivetoshareknowledgeshouldbeevengreaterwhenjobsareunderthreat.

Forsomecompanies,itmaybetoolatetosalvageimportantknowledge.Buildingaculturewhereknowledgeisunderstood,valuedandsharedcantakealongtime.Now

maybethetimetoprepareforthenextdownturn.

.

Example:

A B C D E F G H

.

.

AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.

BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.

CLaunchingaknowledge-sharinginitiativeatatimewhenpeopleareexpectingredundancieswouldnotbeagoodidea.

DThisprovidesevidenceoftheriskthatsuchapolicywillmeetresistance.

EBecauseofthedifficultyofachievingthis,itisfarbetternottolosethevaluablesourcesofknowledgeatall.

FButa'knowledgemapping'exercisemightrevealthattheyplayacriticalroleasmentorstotherestoftheteam.

GThepricemaybeanincreaseintheir

redundancypackage,provisionofcareercounselling,oranagreementtohirethembackasconsultants.

HWhencompaniesfeelthey’reinacrisis,itisoneofthethingsthatgoesbythe

board.

.

PARTTHREEQuestions15-20

Readthefollowingarticleabout'Go-Fast',acost-savingprogrammeintroducedbythecarmanufacturerGeneralMotors,andthequestionsontheoppositepage.

Foreachquestion<15-20>,markoneletter<A,B,CorD>onyourAnswerSheet.

Somewheretoday,agroupofstafffromGeneralMotorswillmeetaspartofthe‘Go-Fast’programme,andhammeroutanewinitiativetocutcostsandbureaucracy.Theymayfocusonlyonwiper-blades,orstaffappraisal,orshowroomdesign.Butbythisaftemoon,thereshouldbeanoutlinesavingsplan,whichwill,whenimplemented,bemeasuredcarefullyforsignsofsuccess.TheaimistotransformGMfromalumberingleviathanintothecorporateequivalentofasportscar.Theintentionisnotjusttobebig—GMisoneofthebiggestcarmanufacturersintheworld—buttobefast,particularlyinitsresponsivenesstothemarket.Thesuccessoftheprogrammeisreflectedinthelargenumberofsuggestionsbeingintroduced—farmorethanintheolddays,wheneverychangehadtocomefromsenior,managersfocusingonthe‘bigpicture’.

TheprogressmadehastransformedinvestorperceptionsofGM.BeforetheGo-Fastprogramrnewasintroduced,theconventionalwisdomwasthatGM’smarketsharewasinpermanentlfreefallanditsorganisationincapableofdoinganythingaboutit.Now,thedeclinehasbeenturnedaround,andtheseniormanagers’changeofapproachhasledtothecompanybeingenergisedwithawinningspiritthathasunlockedlong-dormantcapabilities.Thatittookafirmofconsultantstohelpdevisetheprogrammeisperhapsasadreflectionofthedangerofcorporatethinkingbecominginflexible.

Theshareholders’supportofGM’sstrategytobecomemoreoutward-lookingandinnovativeissomethingofaluxury,thoughinthelongrunsuccesswouldconvinceeventhemostscepticalshareholders.ThestrategyincludesbearingdownoncostsandextractingmaximumsynergiesfromGM’snumerousalliancepartners,suchasitstoolingsuppliers,andexchangingideasandmanagementtoolswithothercorporationsofwidelydifferingsizes,sectorsandnationalities.Havingsuchinputisonething,butitsvaluewouldbeunderminedwithoutacoherentmechanismtoputideasintopractice,andthisiswheretheconsultantsprovedinvaluable.

.

Inthecarindustry,however,therewasplentyofscepticismabouttheprogrammewhenitwasfirstannounced,withmanyconvincedthatonlymuchsmallerorganisationsstoodareasonablechanceofmakingsuchatransformation,particularlywhenitinvolvedchangestothecompanyculture.Surprisingly,perhaps,thisfearwasnotsharedbytheconsultantswhohelpedseniormanagementtodesigntheprogrammeand,crucially,effectachangeinleadershipskills;rather,theyweremoreconcemedabouttheimpactthatpocketsofoppositionwithinGMmighthave.

Theresultsoftheschemesofargiverisetocautiousoptimism.NoaspectofGM’sworkcanhidefromscrutiny,andinitialfearsofalackof‘joined-upthinking’abouttheimpactofonechangeonotherareassoondissipated,asthe‘leadershippanels’responsibleforapprovingandimplementingchangestookabroaderview.Butwhileinternalmanagementhasimproveddramatically,manyanalystsarescepticalthattheinitiativescanoutweighGM’smountainouspensionobligations.Thecompanyisstillsufferingtheeffectsofpoordecisionsinthepast,suchasthechoiceofcertainalliancepartnerships,andamajorchangeofstrategymightbenecessarytorecoverfromthese.Ifthisweretotakeplace,thecompany’scorecarmanufacturingwouldneedtobemuchmorefirmlyrootedthanitisatpresent,toensureitdidn’tsufferfromlackoffocus.However,thearchitectsoftheschemeareconfidentthatGMwillbefarmoreoutward-lookingandinnovativeinthenearfuture.

\

15 WhatpointismadeinthefirstparagraphaboutGM’s'Go-Fast'programme?

A TheintentionbehinditistoincreaseGM’smarketshare.

B Suggestionsneedtobeagreedbyseniormanagers.

C Allareasofbusinessareexaminedforpossibleimprovements.

D Seniormanagersareexcludedfromtheinitialdiscussions.

16 Inthesecondparagraph,thewriterregardsitaspositivethat

A theprogrammeallowsimprovementstocomefromwithin.

B certainseniormanagershaveleftthecompanyandbeenreplaced.

C theconsultantsdevelopedtheideasonthebasisofcompanyproposals.

D investors’continuedconfidenceinthecompanyhasbeenjustified.

17 lnthethirdparagraph,thewriterclaimsthatthe’Go-Fast’processissuccessfulbecauseof

A thecompany’sallianceswithmanybusinesspartners..

B themethodofimplementingchanges.

C thepositiveattitudeofinvestors.

D theexchangeofmanagementthinkingwithothercompanies.

18 Whenstartingtosetuptheprogramme,theconsultantsexpectedthat

A thesizeofthecompanymightmakeitdifficulttointroducechanges.

B seniormanagersmightbeunwillingtochangetheirworkstyle.

C itmightbedifficulttochangethecompanyculture.

D someoftheworkforcemightresistthechanges.

19 Whatconcernisexpressedinthelastparagraphaboutthe’Go-Fast’programme?

A Itmaynotsaveenoughtomeetthecompany’sfinancialdemands.

B Managementisbeingdistractedfromthecompany’scoreactivities.

.

C Ithasledthecompanytomakeunwisestrategicdecisions.

D Thecompanyisfocusingonchangesinthewrongareas.

20 Whatwouldbethebesttitleforthearticle?i

A Improvinginternalandexternalcommunications.

B Choosingthemostsuitableconsultants·

C Makingacompanymoreadaptable

D Changingacompany’smanagementstructure

PARTFOURQuestions21-30

Readthetextbelowaboutleadership.

ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepage.

Foreachquestion<21-30>,markoneletter<A,B,CorD>onyourAnswerSheet.

Thereisanexampleatthebeginning,<0>.

Leadership

Leadershipistheheartofthemanagerialprocess,becauseit<0>initiatingaction.Othertermsidentifyingthesameideaaredirecting,executing,supervising,ordering,andguiding.Whatevertermisused,theideaisto<21>intoeffectthedecisions,plans,andprogramsthathavepreviouslybeenworked<22>forachievingthegoalsofthegroup.

Leadershipconcernstheoverall<23>inwhichamanagerinfluencestheactionsofsubordinates.First,itincludesthe<24>ofordersthatareclear,comprehensive,andwithinthecapabilitiesofsubordinatestoaccomplish.Second,itimpliesacontinualtrainingactivityinwhichsubordinatesaregiveninstructionstoenablethemto<25>theparticularassigmnentintheexistingsituation.Third,itnecessarilyinvolvesthemotivationofworkerstotryto<26>theexpectationsofthemanager.Fourth,itconsistsofmaintainingdisciplineandrewardingthosewho<27>properly.Inshort,leadingisthefinalactionofamanageringettingotherstoactafterallpreparationshavebeenmade.

Themanager’sstyleofdirectiondependsuponhisorherownpersonaltraitsandthesituationin<28>Inleadership,morethananyotherfunction,themanagermustdetermineanapproachalone,aftersurveyingthe<29>thatareavailable.Inanyevent,eachmanagerwill<30>welltoactasanindividual,andnottotrytoactas

othersactortoproceedaccordingtothetextbook.

Example:

A involves B engages C consists D contains

A B C D

.

.

21 A set

22 A in

23 A manner

24 A telling

25 A reach

26 A please

27 A achieve

28 A topic

29 A varieties

30 A go

Bplace

Bout

Bmethod

BissuingBfinaliseBattain

Bexercise

Bquestion

Bchances

Bbe

Cget

Cover

Cmeans

Ccommitting

Cterminate

Cgratify

Cperform

CsubjectCoptionsCdo

Dput

Daround

Dmode

Dgranting

Dcomplete

Dfulfil

Dexecute

DargumentDselectionsDwork

.

PARTFIVEQuestions31-40

Readthearticlebelowaboutproblemsofmotivationatwork.

Foreachquestion<31-40>,writeonewordinCAPITALLETTERSonyourAnswerSheet.

Thereisanexampleatthebeginning,<0>.

Example: 0 O N E

Regainyourmotivation

Gettingoutofbedtogotoworkis<0>oflife’slesserpleasures.<31>greatthejobis,mostofusstruggleonMondaymorning.Butwhenthatfeelingstretchesthroughtheentireweek,somethingdeepermay<32>wrong.Sometimesit’stemptingtodismissfeelingsofboredomorfrustration<33>partofworkinglife.Butifyou’reconstantlyfeelinguninterested,youneedtoaskyourselfsomequestions.

Demotivationisn’tjustcausedbymajorsetbacks,likebeingpassed<34>forpromotion,orrefusedasalaryincrease,butcanbeaproductoffarmoresubtleaspects.Trytodefinethemostimportantaspectsofyourjobforyoupersonally–and<35>actionifyoufeelthingsaren’tright.Talktoagenciesorheadhuntersaboutyourskillsandfindout<36>you’reworthontheopenmarket.

Itcanbeall<37>easytoblameyourjobwhenyoufeeldemotivated--whenitcanbejustaseasilydowntoyou,asSallyMartin,afundraisingmanagerforacharity,discovered.‘lhadstartedtoresentmyjob,thefactthatIhadnoperks,nochancestotravel-<38>fromvisitingotherdingyofficesformeetings.Butthensomefriendsweretalkingabouthowsuperficialtheyfelttheirjobswere,andIsuddenlyrealisedIcou|dn’tsaythataboutmyjob.Infact,Ireallyfelt<39>wasapointtoit.Irememberedthat’swhyl’dtakenitinthe<40>place.’

Soremember;alwaysgiveyouroldjobachancebeforestartingtosearchforanewone.

.

PARTSIXQuestions41-52

Readthetextbelowabouttimemanagement.

Inmostofthelines<41-52>thereisoneextraword.ltiseithergrammaticallyincorrectordoesnotfitinwiththesenseofthetext.Somelines,however,arecorrect.

Ifalineiscorrect,writeCORRECTonyourAnswerSheet.

Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyour

AnswerSheet.

Theexercisebeginswithtwoexamples,<0>and<00>.

Examples: 0 L I K E

.

0 C O R R

E C T

.

EFFECTIVETIMEMANAGEMENT

0 Alltoooften,workseemsliketotakeoveradisproportionatepartofourlives,

00 withtheresultthatwearenotabletoseeourfriendsorfamiliesasoftenas

41 wewouldlikeandwehavelittletimeforrelaxation.Althoughoneofthe

42 consequencesofpoortimemanagementformanyofusisthatittipsoverour

43 livesoutofbalancesothatwedon'tpayenoughattentiontothethingsthat

44 arereallyimportanttoachievethem.Buttheparadoxisthatwhenwork

45 dominatesonthehorizontosuchanoverwhelmingextent,weareprobably

46 beingneitherasefficientnoraseffectiveatworkaswecouldbewitha

47 betterorganisedlifestyle.Ifweconstantlyfeelunderthepressureandare

48 alwaysrushingtomeetdeadlines,weshouldtakeupalookatthewaywe

49 areorganisingourwork.Weallhavelimitsontheamountoftimeandwithin

50 whichwecandoagoodjob;it’smoreimportanttomakeusethattimewellthan

51 toworkmorehours.Therearevarioustechniques,suchasdelegatingtoeach

52 othersandbyreducinginterruptions,thatarecommonlyusedformanagingtime,andwhenweputtheseintopractice,wewillsoonnoticethedifference.

WRITING 1hour10minutes

PARTONEQuestion1

Thethreechartsbelowshowacompany'soperatingprofit<in$million>,turnover<in

$million>andunitsales<i.e.numberofproductssold>inthethreeyears2001-2003.

Usingtheinformationfromthecharts,writeashortreportdescribingthecompany'sperformanceinthethreeyears.

Write120-140words.

.

PARTTWO

Writeananswertooneofthequestions2-4inthispart.Writeyouranswerin200-250words.

Question2

Youworkforasupermarketchainandhavebeenaskedbytheboardofdirectorstowriteareportonasitewherethecompanyisconsideringbuildinganewsupermarket.

Writeyourreportfortheboard,includingthefollowinginformation:

adescriptionofthesite,includingitslocation

theadvantagesanddisadvantagesofthesite

youropinionastowhetherthesiteissuitable.

.

Question3

Acompanyyoualreadydobusinesswithhasrecentlycreatedanewproductline.Yourdepartmentplacedanorderforthenewproduct,butfoundthattheproductdidnotfulfilyourrequirementsandthattheafter-salesservicewaspoor.Yourheadofdepartmenthasaskedyoutowritealettertothecompanyinformingthemofyourdissatisfaction.

Writeyourletter,includingthefollowinginformation:

whattheorderwasforandwhenitwasplaced

whyyouaredissatisfiedwithboththeproductandtheafter-salesservice

areminderofbusinessdonewiththeminthepast

whatyouexpectinresponsetoyourcomplaint.

Question4

Yourcompanyhasrecentlyexperiencedadropinsales,andyourManagingDirectorhasaskedyoutowriteashortproposalaboutimprovingtheadvertisingofyourcompany’sproductsorservices.

WriteyourproposalfortheManagingDirector:

commentingontheeffectivenessoftheadvertisingyouarecurrentlyusing

recommendingoneortwochangestoyouradvertising

explaininghowthesechangeswouldaffectsales.

LISTENING Approximately40minutes<including

.

PARTONEQuestions1-12

10minutes’transfertime>

.

Youwillhearpartofatalktoagroupofbusinessstudentsabouttheroleoffreegiftsinproductpromotion.

Asyoulisten,forquestions1-12,completethenotes,usinguptothreewordsoranumber.

Afteryouhavelistenedonce,replaytherecording.

FREEGIFTS

1 SueBarnardworksasafreelance

2 Oneofherclientsproduces

3 LastweekshewasworkinginiVVales,ataclient’s

4 ShenoticedthatPrimemagazinewasofferingaasagift.

5 Themagazinewascontainedina

6 Themagazinesmarketingpolicyinvolvedcarryingouta

7 Rivalmagazinesareofferinggiftssuchasabook,aora

8 Allthefreegiftsarebeingofferedinresponsetoincreasing

9 MagazinescangettrappedinwhatSuecallsa

10 Advertisingisamoreimportantsourceofprofitsformagazinesthanthe

11 Freegiftsneedtoreflecttherealofthemagazine.

12 Agiftmayincreasemagazinesalesbyupto

.

PARTTWOQuestions13-22

Youwillhearfivedifferentpeopletalkingaboutworkshopstheyhaverecentlyattended.

Foreachextracttherearetwotasks.ForTaskOne,choosethelaimoftheworkshopfromthelistA-H.ForTaskTwo,choosetheoutcomeoftheworkshopfromthelistA-H.

Afteryouhavelistenedonce,replaytherecording.

TaskOne-Aim

Forquestions13-17,matchtheextractswiththeaims,listedA-H.

Foreachextract,choosetheaimoftheworkshop.

Writeoneletter<A-H>nexttothenumberoftheextract.

.

13

14

15

16

17

Atodevelopmarketingstrategies

Btoimproveco-operationbetweentwodepartments

C todecideonaprogrammeforreorganisingthecompany

Dtodiscussatakeoverbidbyanothercompany

Etodevelopmanagers’interpersonalskillsFtosuggestwaysofincreasingprofitabilityGtomodifydecision-makingprocedures

Htoimproveteamworkwithinonedepartment

.

TaskTwo-Outcome

Forquestions18-22,matchtheextractswiththeoutcomes,listedA-H.

Foreachextract,choosetheoutcomeoftheworkshop.

Writeoneletter<A-H>nexttothenumberoftheextract.

.

18

19

20

21

22

A Moreinformationwillbepasseddownregularly.

B Atopicwaschosenforafuturetrainingcourse.

C Aprocedurefordealingwithemergencieswasintroduced.

D Staffrecruitmentwillbereduced.

E Oneoftheparticipantsdecidedtoleavethecompany.

F Afuturemeetingwillreviewprogress.

G Seniormanagementwaspersuadedtoreverseadecision.

H Thecompany’sappraisalsystemwasabolished.

.

PARTTHREE.Questions23-30

YouwillhearaconversationbetweenSuzanne,apersonnelmanager,andKevin,herassistant,aboutrecruitingnewstaffforanewfactory.

Foreachquestion<23-30>,markoneletter<A,BorC>forthecorrectanswer.

Afteryouhavelistenedonce,replaytherecording.

.

23 WhatdoSuzanneandKevinthinkwillattractstafftothenewfactory?

A thepossibilityofrapidpromotion

B thelocationofthenewfactory

C theflexibleworkinghours

24 Whendotheyhopetobeginadvertisingforstaff?

A whenthenewfactoryisalmostfinished

B beforetheseniorboardmeeting

C aftertheholidayperiodisover

25 WhodoesKevinsuggestshouldbeinchargeoftherecruitmentprocess?

A anexternalconsultant

B apersonfromHeadOffice

C themanagerofthenewfactory

26 Suzannefeelsthatnewstaffoughttobepeoplewho

A havetheparticularskillsrequired.

B haveexperienceinarelatedindustry.

C wanttostayinthejobforalongtime.

27 Whichexistingstaffbenefithavetheydecidedtoabolishatthenewfactory?

A thesubsidisedcanteen

B thetravelallowance

C thediscountoncompanyproducts

28 WhichstaffarelikelytomovefromHeadOfficetothenewfactory?

A staffwhohaveworkedforthecompanyforalongtime

B staffwhothinkitwillgivethemmorechanceofpromotion

C staffwhohaverecentlycompletedatrainingprogramme

29 Thecompanywilltrytopersuadecurrentemployeestomovebyofferingthem

A alargersalary.

B abonusscheme.

C ashareoption.

30 WhatwillbethepurposeofSuzanneandKevin'snextmeeting?

A toagreeatimetableforrecruitment

B todiscussthecontractdetailsfornewstaff

C tofinalisesalarylevelsforthenewjobs

ThatistheendoftheListeningtest.Younowhavetenminutestotransfer

youranswerstoyourAnswerSheet.

SPEAKING 16minutes

SAMPLESPEAKINGTASKS

PARTONE

Inthispart,theinterlocutorasksquestionstoeachofthecandidatesinturn.Youhavetogiveinformationaboutyourselfandexpresspersonalopinions.

PARTTWO

.

Inthispartofthetest,youareaskedtogiveashorttalkonabusinesstopic.Youhavetochooseoneofthetopicsfromthethreebelowandthentalkforaboutoneminute.Youhaveoneminute

toprepareyourideas.

AStaffrelations:theimportanceofacompanyprovidingarangeoffacilitiesforallstaff·

BTechnology:theimportancetoacompanyofregularlyupgradingitstechnologicalequipment

CStrategicplanning:thefactorsinvolvedinmanagingchangeeffectivelywithinan

organisation

PARTTHREE

lnthispartofthetest,youaregivenadiscussiontopic.Youhave30secondstolookatthetaskprompt,anexampleofwhichisbelow,andthenaboutthreeminutestodiscussthetopicwithyourpartner.Afterthat,theexaminerwillaskyoumorequestionsrelatedtothetopic.

Fortwocandidates

EducationalSponsorship

Thecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year-oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.

Discussanddecidetogether:

howtheprojectcouldbeusedtopromotethenameofthecompany

howtomonitortheprogressandoutcomesoftheproject.

Forthreecandidates

EducationalSponsorship

Thecompanyyouworkforisconsideringfundingaregionaleducationalprojectfor16to18-year—oldstudentsinterestedinfollowingabusinesscourse.Youhavebeenaskedtomakerecommendationsforthisscheme.

Discussanddecidetogether:

howtheprojectcouldbeusedtopromotethenameofthecompany

whatthelong-termaimsoftheprojectmightbe

howtomonitortheprogressandoutcomesoftheproject.

FoIIow·onquestions

Inwhatotherwayscanacompanypromoteitsnamemorewidely?<Why?>

Howshouldcompaniesselectyoungpeopleforeducationalprojects?<Why?/Whynot?>

Whatdoyouthinkarethebenefitstoyoungpeopleoftakingpartincompanytrainingprojects?<Why?/Whynot?>

Doyouthinkitisimportantforcompaniestobeinvolvedineducational

projects?<Why?/Whynot?>

Howimportantdoyouthinkitistohavenationaltrainingprojectsforbusinesspeople?<Why?/Whynot?>

.

Part1

BEC第三輯高級(jí)KeyTest3 Reading

.

1 C 2 E 3 D 4 B 5 E

6 A 7 C 8 D

Part2

9 C 10 G 11 E 12 B 13 F

14 A

Part3

15 C

16

A

17

B

18

D

19

A

20 C

Part4

21 D

22

B

23

A

24

B

25

D

26 D

27

C

28

B

29

C

30

C

Part5

31

HOWEVER

32 BE

33 AS

34

OVER/BY

35 TAKE

36 WHAT

37

TOO

38

APART

39 THERE

40

FIRST

Part6

41 ALTHOUGH 42 OVER

43 CORRECT 44 THEM 45 ON

46 CORRECT 47 THE 48 UP

49 AND 50 MAKE 51 EACH

52 BY

Test3 Writing

.

Question1

SampleA

PerformanceReport2001-2003

Intrgduction

Theaimofthisreportistodescribethecompany’sperformanceintheyears2001-2003.

2001

In2001thecompany’sturnoverwasatitspeakandtheoperatingprofitreachedthe500milliondollarmark.Theysold10millionunitswhatwasthereasonforthisexcellentresult.

2002

Inthefollowingyear,thecompanyhadtohandleadecreaseinoperatingprofitsof20%aswellasadeclineoftheirturnover,whichwasaresultoflessunitswhichweresold.

2003

In2003,thecompanywasabletosellmoreunitsagain,sotheycouldincreasetheirturnoverbuttheiroperatingprofitsstillwentdown,becausetheyhadtopaythelastyear’sfailure.

Conclusion

Thecompany’sperformancewasgreatin2001and2003,justin2002theyhadlittleproblemsbecauseofadecreaseoftheirunitssold.Thecompanywon’thaveproblemsin

thefuture.

Band3

Thisisareasonableachievementofthetaskanditiswellorganised.However,thelanguagerangeislimitedandthereareanumberoferrors.

SampleB

Fromthebarchartonthelastpagewecouldseesomestaticsthatshowtheoperatingconditionofacompanyinthelastthreeyears2001-2003.

Intheyear2001,theygotthehighestoperatingprofitupto500millionUSdollar.Thereisadeclinetrendofoperatingprofit,thecompanymade350millionUSdollarof2003,thelowestprofitofthe3years.

Turntothecompany’sturnover.Itreboundedto6200millionUSdollarafteralittledecreasein2002.Thecompany’sturnoverreachedit’shighestrecordbothin2001and

2003.

Intheyearof2003,thecompanygotthemostunitsalesupto11million,itis2millionmorethan2002’s,andtherecordis1.1timesoftheymadein2001.

Thoughthecompanymadethehighestrecordofturnoverandunitsalesin2003,theylostindrawbackthedeclinetrendofoperatingprofit.

.

Band2

Thisanswercoversallthecontentpointsandtheorganisationissound,butitlacksinternalcohesion.Grammaticalstructuresarelimitedanderrorsarenumerousandsometimesobscurecommunication.

Question2

SampleC

Theaimofthisreportistodecidetheconsiderationofbuildinganewsupermarket.

Description

AtfirstI’llmakeas