BEC高級閱讀試題
為了能夠有效提高大家bec高級考試分數(shù)，小編在這里為你們分享一些商務(wù)英語考試高級閱讀試題。
BEC高級閱讀試題1
Questions 1-7
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，有兩個地方直接告訴了。一個是題目說明的第一句話，另一個是正文的標題。從這兩個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;轉(zhuǎn)自:考試網(wǎng) - [Examw.Com]
D段是針對前面列出的問題，提出的解決建議，什么專家協(xié)助等等。
整篇文章分為四個部分，層層遞進，有很強的邏輯性。拿這樣的文章來做閱讀材料應(yīng)該是相對容易把握的。
BEC高級閱讀試題2
Staff appraisals
Good preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction.Many managers, particularly those running smaller companies, feel they are too busy to give their employees appraisals, and many staff clearly dread them. (0) ........... They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel valued and so build loyalty.
The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.(8).............The possible outcome for the company is even worse; up to a quarter of employees will look for a new job within two weeks of a bad appraisal and 40% within a month.
The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9).............So how should a constructive appraisal be carried out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager-led, with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) ............. In both cases, Gillingham believes that the effectiveness of the appraisal discussion can determine the performance of the company.
Gillingham believes that anyone who thinks it’s just the employee who doesn’t like the appraisal experience has got it wrong. Too many managers regard appraisals as a waste of time.(11) ..............................Managing people is a difficult matter, and without the necessary training, many managers try to avoid the uncomfortable issues that often need to be discussed at appraisals.外語學習網(wǎng)
Gillingham believes that calling the process an appraisal may be unhelpful.(12) ..........................In either case, it is important to ensure that the meeting is successful and results in better quality management. Gillingham firmly believes that the main thing is to emphasise an open communications ethos in the workplace that gives staff a chance to talk about issues and feel valued.
A Alternatively, managers may want the employees themselves to evaluate their work performance.
B In larger companies, the people likeiy to do something with this information will be found in the HR department.
C. Problems such as rushing through the appraisal and being appraised by a manager who doesn’t understand the employee’s role were common concerns.
D Arguably, ’performance review’ is more appropriate since it helps create correct expectations from the meeting and indicates what will happen.
E This is mainly because they have not been shown how to carry out appraisals properly.
F But all too often, the format of the appraisal doesn’t allow this.
G But this can be avoided and, given a more positive attitude from participants, appraisals can prove enormously useful for all involved.
《Staff appraisals》，員工評估。很多公司的員工和經(jīng)理都害怕評估，但是好的評估可以增進員工的忠誠度和滿意感，給公司帶來益處。
第八題，前面說年度評估可能是個有用的或者是痛苦的經(jīng)歷。但是根據(jù)調(diào)查，標準的年度評估效果卻不盡如人意。那么正常來講，后面應(yīng)該接著說評估不好(far from perfect)的原因或者是表現(xiàn)。C選項講的是表現(xiàn)(problems)，E選項雖然有because，但是不是講的評估不好的原因。選C，正好和后面也對的上。出了問題，才使得后果更加嚴重(the possible outcome is even worse)。
第九題，也需要理順上下文的邏輯關(guān)系。前面說評估的質(zhì)量取決于老板決定怎么去執(zhí)行。如果進行的好的話員工會根據(jù)收到的反饋來改進他們的表現(xiàn)?？崭窈竺嬉粋€SO，問到怎么樣讓一個有建設(shè)性的評估被實行?那么前面的內(nèi)容多少有點轉(zhuǎn)折的意思。實行的好對改進員工的表現(xiàn)有好處，可實行的不好呢?邏輯上看，這里應(yīng)該填入評估如果被執(zhí)行的不好的話會怎么樣，或者說影響實行的一些因素，所以后面才會問到該怎么去執(zhí)行。從給出的幾個選項，F(xiàn)是最符合這一特征的：評估的格式不允許這個(指根據(jù)反饋的結(jié)果改進表現(xiàn))。
第十題，接著上面講評估的具體方法。空格的前面講評估都是manager-led，并且介紹了一些過程。空格后面有in both cases，可以看出空格這里應(yīng)該填入評估的另一種方法，和manager-led對應(yīng)的。選項A最符合條件：經(jīng)理們可能想要員工們自己評價自己的工作表現(xiàn)。alternatively這個連詞是個暗示。
第十一題，前面說很多經(jīng)理視評估為浪費時間。后面說如果沒有必要的訓練，很多經(jīng)理都會回避那些需要在評估上討論的讓人不舒服的話題。E選項可以對應(yīng)于上下文：那主要是因為他們并沒有被演示怎么正確的進行評估。因為沒有接受訓練才不理解，才會認為是浪費時間。have not been shown也就是without the necessary training。
第十二題，這一空是最明顯的。叫評估不合適，那就換個名字吧，選D，叫“performance review”。
BEC高級閱讀試題3
Problems in the IT industry
In the information technology industry, it is widely acknowledged that how well IT departments of the future can fulfil their business goals will depend not on the regular updating of technology, which is essential for them to do, but on how well they can hold on to the people skilled at manipulating the newest technology. This is becoming more difficult. Best estimates of the current shortfall in IT staff in the UK are between 30,000 and 50,000, and growing.
And there is no end to the problem in sight. A severe industry-wide lack of investment in training means the long-term skills base is both ageing and shrinking. Employers are chasing experienced staff in ever-decreasing circles, and, according to a recent government report, 250,000 new IT jobs will be created over the next decade.
Most employers are confining themselves to dealing with the immediate problems. There is little evidence, for example, that they are stepping up their intake of raw recruits for in-house training, or retraining existing staff from other functions. This is the course of action recommended by the Computer Software Services Association, but research shows its members are adopting the short-term measure of bringing in more and more consultants on a contract basis. However, this approach is becoming less and less acceptable as the general shortage of skills, coupled with high demand, sends contractor rates soaring. An experienced contract programmer, for example, can now earn at least double the current permanent salary.
With IT professionals increasingly attracted to the financial rewards and flexibility of consultancy work, average staff turnover rates are estimated to be around 15%. While many companies in the financial services sector are managing to contain their losses by offering skilled IT staff ’golden handcuffs’ - deferred loyalty bonuses that tie them in until a certain date - other organisations, like local governments, are unable to match the competitive salaries and perks on offer in the private sector and contractor market, and are suffering turnover rates of up to 60% a year.
But while loyalty bonuses have grabbed the headlines, there are other means of holding on to staff. Some companies are doing additional IT pay reviews in the year and paying market premiums. But such measures can create serious employee relations problems among those excluded, both within and outside IT departments. Many industry experts advise employers to link bonuses to performance wherever possible. However, employers are realising that bonuses will only succeed if they are accompanied by other incentives such as attractive career prospects, training, and challenging work that meets the individual’s long-term ambitions.
This means managers need to allocate assignments more strategically and think about advancing their staff as well as their business. Some employers advocate giving key employees projects that would normally be handled by people with slightly more experience or capability. For many employers, however, the urgency of the problem demands a more immediate solution, such as recruiting skilled workers from overseas. But even this is not easy, with strict quotas on the number of work permits issued. In addition, opposition to the recruitment of IT people from other countries is growing, as many professionals believe it will lead to even less investment in training and thus a long-term weakening of the UK skills base.
13 According to the first paragraph, the success of iT departments will depend on
A their success at retaining their skilled staff.
B the extent to which they invest in new technology.
C their attempts to recruit staff with the necessary skills.
D the ability of employees to keep up with the latest developments.
14 A problem referred to in the second paragraph is that
A the government needs to create thousands of new IT posts.
B the pool of skilled IT people will get even smaller in the future.
C company budgets for IT training have been decreasing steadily.
D older IT professionals have not had adequate training.
15 What possible solution to the long-term problems in the IT industry is referred to in the third paragraph?
A ensure that permanent staff earn the same as contract staff
B expand company training programmes for new and old employees
C conduct more research into the reasons for staff leaving
D offer top rates to attract the best specialist consultants
16 In some businesses in the financial services sector, the IT staffing problem has led to
A cash promises for skilled staff after a specified period of time.
B more employees seeking alternative employment in the public sector.
C the loss of customers to rival organisations.
D more flexible conditions of work for their staff.
17 Employers accept that IT professionals are more likely to stay in their present post if they
A are set more realistic performance targets.
B have a good working relationship with staff in other departments.
C are provided with good opportunities for professional development.
D receive a remuneration package at top market rates.
18 According to the final paragraph, the UK skills base will be weakened by
A changes to managers’ strategic thinking.
B insufficient responsibility being given to IT staff.
C the employment of IT staff with too little experience.
D the hiring of IT personnel from abroad.
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