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2016年BEC中級(jí)考試閱讀練習(xí)題與解析
2016年上半年BEC商務(wù)英語(yǔ)考試報(bào)名正在進(jìn)行中，備考也正在火熱地進(jìn)行中，下面YJBYS小編為大家?guī)?lái)關(guān)于BEC中級(jí)考試閱讀練習(xí)題與解析，供大家參考學(xué)習(xí)，預(yù)�？忌鷤淇汲晒�!想了解更多相關(guān)信息請(qǐng)持續(xù)關(guān)注我們應(yīng)屆畢業(yè)生培訓(xùn)網(wǎng)!
練習(xí)題一
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 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 the 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 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-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 Tomorrow’s Leaders Research 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 today’s flat organisations, 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 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 realise 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 easily demanded in return.
D TLRG has concluded that a company’s 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 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.
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(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探討的是公司未來(lái)接班人——也就是潛力股——的培養(yǎng)問(wèn)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(line managers)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(wèn)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(wèn)題，提出的解決建議，什么專(zhuān)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(lái)做閱讀材料應(yīng)該是相對(duì)容易把握的。
題目解析：
7個(gè)題干基本是將原文中的句子用另外的詞語(yǔ)和句型表述出來(lái)，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too busy to對(duì)應(yīng)于B段里的heavy workloads，第七題的interest對(duì)應(yīng)于C段的appeal。第一題說(shuō)“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(shuō)的creating “attraction centres”和loyalty。第二題說(shuō)“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(shuō)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(shuō)開(kāi)發(fā)潛力股，經(jīng)理們需要在公司內(nèi)部得到專(zhuān)家支持。答案是D段的第一句話：公司的人力資源專(zhuān)家需要采取行動(dòng)。HR specialists就是expert。第五題說(shuō)公司現(xiàn)在沒(méi)有在指導(dǎo)策略的支持下辨別潛力股。也就是說(shuō)公司是依靠自己來(lái)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(wú)暇顧及潛力股的發(fā)展。答案是B段的：Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。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too busy。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：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開(kāi)發(fā)員工而著稱(chēng)的話，將會(huì)對(duì)潛力股產(chǎn)生更大的吸引。以開(kāi)發(fā)員工而著稱(chēng)(known as ones that develop their people)，名聲很好，也就是看重自己作為雇主的名聲。
練習(xí)題二
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 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、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.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home company’s 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 establish 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 critical 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 there 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 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 efficiently, outsourcing personnel have to talk to the home company’s 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 profits. 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 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(zhuān)家就這個(gè)問(wèn)題給出了自己的看法。A段的專(zhuān)家強(qiáng)調(diào)建立合同的重要性，B段專(zhuān)家認(rèn)為要派專(zhuān)人負(fù)責(zé)，C段專(zhuān)家講外派人員和本公司之間要有一個(gè)互動(dòng)，D段專(zhuān)家講如果與外包商(outsourcer)組成聯(lián)合企業(yè)的話可能帶來(lái)的一系列問(wèn)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。“Because there is a new operation being carried out 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”。第二題的答案在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“establish contracts”。第四段的答案是C段的最后一句話，outsourcing personnel have to talk to the home company’s 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段最后一句說(shuō)的外購(gòu)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：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派專(zhuān)人負(fù)責(zé)integration。第六題說(shuō)“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“create a team where there is a clear understanding of objectives and incentives.”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“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一個(gè)聯(lián)合企業(yè)。D段里的專(zhuān)家一直在強(qiáng)調(diào)聯(lián)合企業(yè)的麻煩和復(fù)雜性(joint ventures bring potential troubles)，所以是正確答案。
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