BEC初級(jí)閱讀試題及參考答案
大家還在找bec的備考資料嗎？這里學(xué)習(xí)啦小編已經(jīng)幫大家整理出來(lái)了，下面是一些BEC初級(jí)閱讀試題及參考答案。
BEC初級(jí)閱讀試題及參考答案1
You can negotiate virtually anything. Projects,resources, expectations and deadlines are all outcomes ofnegotiation. Some people negotiate deals for a living. Dr HerbCohen is one of these professional talkers, called in bycompanies to negotiate on their??behalf . He approaches the artof negotiation as a game because, as he is usually negotiatingfor somebody else, he says this helps him drain the emotionalcontent from his conversation. He is working in a competitive field and needs to avoid being tooadversarial. Whether he succeeds or not, it is important to him to make a good impression so thatpeople will recommend him.
The starting point for any deal, he believes, is to identify exactly what you want from eachother. More often than not, one party will be trying to persuade the other round to their point ofview. Negotiation requires two people at the end saying ‘yes”. This can be a problem because oneof them usually begins by saying “no”. However, although this can make talks more difficult, this isoften just a starting point in the negotiation game. Top management may well reject the ideainitially because it is the safer option but they would not be there if they were not interested.
It is a misconception that skilled negotiators are smooth operators in smart suits. Dr Cohensays that one of his strategies is to dress down so that the other side can relate to you. Pitch yourlook to suit your customer. You do not need to make them feel better than you but, For example,dressing in a style that is not overtly expensive or successful will make you more approachable.People will generally feel more comfortable with somebody who appears to be like them rather thansuperior to them. They may not like you but they will feel they can trust you.
Dr Cohen suggests that the best way to sell your proposal is by getting into the world of theother side. Ask questions rather than give answers and take an interest in what the other person issaying, even if you think what they are saying is silly. You do not need to become their best friendsbut being too clever will alienate them. A lot of deals are made on impressions. Do not rush whatyou are saying---put a few hesitations in , do not try to blind them with your verbal dexterity. Also,you should repeat back to them what they have said to show you take them seriously.
Inevitably some deals will not succeed. Generally the longer the negotiations go on, the betterchance they have because people do not want to think their investment and energies have goneto waste. However , joint venture can mean joint risk and sometimes , if this becomes too great ,neither party may be prepared to see the deal through . More common is a corporate culture clashbetween companies, which can put paid to any deal. Even having agreed a deal, things may notbe tied up quickly because when the lawyers get involved, everything gets slowed down as theyargue about small details.
De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish.They understand the decision-making process within families perfectly. If Mum refuses their request, they will troop along to Dad and pressure him. If al else fails, they will try the grandparents, usingsome emotional blackmail. They can also be very single-minded and have an inexhaustible supplyof energy for the cause they are pursuing. So there are lesson to be learned from watching andlistening to children.
15 Dr Cohen treats negotiation as a game in order to
A put people at ease
B remain detached
C be competitive
D impress rivals
16 Many people say “no” to a suggestion in the beginning to
A convince the other party of their point of view
B show they are not really interested
C indicate they wish to take the easy option
D protect their company’s situation
17 Dr Cohen says that when you are trying to negotiate you should
A adapt your style to the people you are talking to
B make the other side feel superior to you
C dress in a way to make you feel comfortable.
D try to make the other side like you
18 According to Dr Cohen, understanding the other person will help you to
A gain their friendship
B speed up the negotiations
C plan your next move.
Dconvince them of your point of view
19 Deals sometimes fail because
A negotiations have gone on too long
B the companies operate in different ways
C one party risks more than the other.
D the lawyers work too slowly
20 Dr Cohen mentions children’s negotiation techniques to show that you should
A be prepared to try every routewww.Examw.com
B try not to make people feel guilty
C be careful not to exhaust yourself
D control the decision-making process.
參考答案接解析
關(guān)于negotiating techniques的文章。 傳統(tǒng)的閱讀題型，相對(duì)比較容易。
15題，答案很明顯：he says this helps him drain the emotional content from his conversation。幫助他抽離他的談話中的感情成分。要想選對(duì)，只需要知道選項(xiàng)B中detached的含義：not reacting to or becoming involved in something in an emotional way
16題，這題貌似只能采取排除法。因?yàn)閹讉€(gè)選項(xiàng)和原文的對(duì)應(yīng)都不是太明顯。問(wèn)為什么很多人在一開(kāi)始要對(duì)一個(gè)建議說(shuō)“不”。答案是第二段的最后一句：Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.。最高管理層在一開(kāi)始可能會(huì)拒絕這個(gè)建議，因?yàn)檫@樣是一個(gè)更安全的選擇。但是如果他們真的不感興趣的話，他們就不會(huì)在那里(談判)了。A在這段文字中沒(méi)有提到，B不對(duì)，他們肯定是感興趣的，C也不對(duì)沒(méi)有提到，原文說(shuō)的是safer option。選D，之所以會(huì)拒絕，因?yàn)閺木S護(hù)公司利益的角度，這樣是一個(gè)safer option。
17題，答案也很明顯：Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you.這里的兩個(gè)詞組可以解釋下：
dress down: to wear clothes that are more informal than the ones you would usually wear relate to :to feel that you understand someone's problem, situation etc
所以這個(gè)句子意思是穿的不那么正式，這樣可以讓另一方接近你。也就是A說(shuō)的是你的風(fēng)格適應(yīng)你的談判對(duì)象。C不對(duì)，不是make you feel comfortable，而是make others feel comfortable。D也不對(duì)，可能會(huì)誤選，不是讓別人喜歡你，like太夸張了，只是容易接近。
18題，答案在第四段的第一句話：Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side.。走進(jìn)另一方的世界，就是原文說(shuō)的understanding the other person，目的是為了sell your proposal，也就是讓對(duì)方接受你的建議，選D。
19題，談判失敗的原因，答案是第五段的這么一句：More common is a corporate culture clash between companies, which can put paid to any deal。公司文化沖突導(dǎo)致的。文化沖突，就是兩個(gè)公司在運(yùn)作、理念等等上的不一致，選C：兩個(gè)公司以不同的方式運(yùn)作。
20題，為什么要借鑒小孩子的辦法，原文最后一段提到小孩子的辦法就是，爸爸不行找媽媽，媽媽不行就在感情上敲詐爺爺奶奶。此路不通就換另一條，就是A說(shuō)的嘗試每一條路線。B 沒(méi)有提到，C不對(duì)，原文說(shuō)小孩子有inexhaustible supply of energy。D也沒(méi)有提到。
BEC初級(jí)閱讀試題及參考答案2
The Scientific Approach to Recruitment
When it (0) to selecting candidates through interview, moreoften than not the decision is made within the first five minutesof a meeting.Yet employers like to (21) themselves that they arebeing exceptionally thorough in their selection processes. Intoday’s competitive market place, the (22) of staff in manyorganizations is fundamental to the company’s success and, asa result , recruiters use all means at their disposal to (23) the best in the field.
One method in particular that has (24) in popularity is testing , either psychometric testing,which attempts to define psychological characteristics , or ability￡aptitude testing (25) anorganization with an extra way of establishing a candidate’s suitability for a role. It (26) companiesto add value by identifying key elements of a position and then testing candidates to ascertain theirability against those identified elements.
The employment of psychometric or ability testing as one (27) of the recruitment processmay have some merit, but in reality there is no real (28), scientific or otherwise, of the potentialfuture performance of any individual. The answer to this problem is experience in interviewtechniques and strong definition of the elements of each position to be (29) as the wholerecruitment process is based on few real certainties, the instinctive decisions that many employersmake, based on a CT and the first five minutes of a meeting, are probably no less valid than anyother tool employed in the (30) of recruitment.
21.A suggest B convince C advise D believe
22.A worth B credit C quality D distinction
23.A secure B relies C attain D achieve
24.A lifted B enlarged C expanded D risen
25.A provides B offers C contributes D gives
26.A lets B enables C agrees D admits
27. A portion B member C share D component
28. A extent B size C amount D measure
29.A occupied B met C filled D appointed
30 A business B topic C point D affair
參考答案及解析
《The scientific approach to recruitment》，招人的科學(xué)方法。這篇完型比較簡(jiǎn)單。完型填空也有兩種題型，兩種解題思路。一種是從意思上理解然后做出選擇，一種是根據(jù)單詞的用法。前者比較容易，后者很考驗(yàn)語(yǔ)言功底。
21題，理解上下文的意思。前面說(shuō)招人時(shí)的決定一般是在五分鐘以內(nèi)做出的。但是雇主們?cè)噲D使自己詳細(xì)相信他們?cè)谔暨x過(guò)程中是經(jīng)過(guò)了深思熟慮的。Convince oneself，使確信。其他的詞沒(méi)有這個(gè)用法。
22題，員工的質(zhì)量對(duì)公司的成功是至關(guān)重要的。選quality。
23題，招人者試圖利用一切方法來(lái)抓住這個(gè)領(lǐng)域最好的(人才)，secure the best，抓住最好的。realise是實(shí)現(xiàn)，attain是獲得，后面不能接人，achieve是實(shí)現(xiàn)一個(gè)目標(biāo)。
24題，rise in popularity，固定搭配，popularity是知名度的意思，這個(gè)詞組應(yīng)該可以翻譯成聲名鵲起。
25題，provides with,提供。給組織提供另外一種方法。offer的用法是offer sb sth，contribute在這里意思不對(duì)。
26題，是公司能夠增加價(jià)值，enable
27題，這題的意思很明顯，測(cè)試(testing)作為招聘過(guò)程的一個(gè)組成部分，要區(qū)分選項(xiàng)的幾個(gè)單詞，尤其是portion和component，看英英解釋。
Component：one of several parts that together make up a whole machine, system etc
Portion：a part of something larger, especially a part that is different from the other parts
這里強(qiáng)調(diào)testing是一個(gè)組成部分，沒(méi)有說(shuō)明特殊的地方，選component。
28題，對(duì)每個(gè)人未來(lái)的可能表現(xiàn)沒(méi)有一個(gè)真正的衡量。選measure。
29題，fill a position，填補(bǔ)空位，fill在這里的意思是to perform a particular job, activity, or purpose in an organization, or to find someone or something to do this。不能選occupy，因?yàn)閛ccupy更強(qiáng)調(diào)人的一種主動(dòng)，而這里只是客觀說(shuō)某個(gè)需要填補(bǔ)的職位。
30題，in the business of，也是一種固定的說(shuō)法，在什么的過(guò)程中。很多場(chǎng)合都可以使用?？梢远嗫磶讉€(gè)例句：
We’re in the business of stimulating the economy(By Obama)
Energetics is a specialist management consultancy in the business of climate change
BEC初級(jí)閱讀試題及參考答案3
1 Genuine feedback would release resources to be usedelsewhere.
2 Managers are expected to enable their staff to workeffectively.
3 Experts are unlikely to facilitate a move to genuinefeedback.
4 There are benefits when methods of evaluatingperformance have been negotiated.
5 Appraisals tend to focus on the nature of the face-to-face relationship between employeesand their line managers.
6 The idea that employees are responsible for what they do seems reasonable.
7 Despite experts’ assertion, management structures prevent genuine feedback
8 An increasing amount of effort is being dedicated to the appraisal process.
A
Performance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work was put on hold while enormous quantities of management hours werespent in the earnest ritual of rating and ranking performance. Now the practice is even morefrequent. This of course makes it all the more important how appraisal is conducted. Humanresources professionals claim that managers should strive for objectivity and thus for feedbackrather than judgement. But the simple fact of the matter is that the nature of hierarchy distortsthe concept of feedback because performance measure are conceived hierarchically.Unfortunately, all too many workers suffer from the injustices that this generates.
B
The notion behind performance appraisal- that workers should be held accountable for theirperformance-is plausible. However, the evidence suggests that the premise is wrong. Contrary toassumptions appraisal is not an effective means of performance improvement- it is judgementimposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on theother hand, would be information that told both the manager and worker how well the worksystem functioned, and suggested ways to make it better.
C
Within the production system at the car manufacturer Toyota, there is nothing that isrecognizable as performance appraisal. Every operation in the system has an associated measure.The measure has been worked out between the operators and their manager. In every case, themeasure is related to the purpose of the work. That measure is the basis of feedback to themanager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” . Bothmanagers and workers are psychologically safe in the knowledge that it is the system- not theworker –that is the primary influence on performance. It is management’s responsibility to ensurethat the workers operate in a system that facilitates their performance.
D
In many companies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each worker’s activity, not an evaluation of the process orsystem’s achievement of purpose. The result is that performance appraisal involves managers’judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisalexperience becomes a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.
E
When judgement is replaced by feedback in the true sense, organizations will have a lot moretime to devote to their customers and their business. No time will be wasted in appraisal . Thisrequires a fundamental shift in the way we think about the organization of performance appraisals,which almost certainly will not be forthcoming from the human resources profession
參考答案及解析
關(guān)于員工評(píng)估和反饋的文章。一個(gè)組織內(nèi)部的上下級(jí)溝通真的太重要了。
第一題，說(shuō)真正的反饋可以釋放用在別處的資源。意思上真正的反饋可以讓人騰出精力。答案是E段的第一句：When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business。這題的意思還算比較明顯，feedback in the true sense，就是genuine feedback，devote to their customers and the business,就是把資源釋放在別的地方。
第二題，說(shuō)經(jīng)理們是被期望著使員工工作得更有效率。答案是C段的最后一句：It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance.經(jīng)理們的責(zé)任，也就是managers are expected to，有利于他們的表現(xiàn)，就是enable their staff to work effectively。
第三題,說(shuō)專家不大可能有利于真正反饋的進(jìn)程。答案是E段的最后一句：which almost certainly will not be forthcoming from the human resources profession。人力資源專家，就是experts。需要理解下這里的forthcoming的含義：willing to divulge information. (人)愿意透露消息的。專家們不愿意透露消息，也就是不能指望專家來(lái)facilitate。
第四題，說(shuō)商討評(píng)估表現(xiàn)的方法是有利的。答案是在C段，有點(diǎn)分散。前面說(shuō)The measure has been worked out between the operators and their manager。這個(gè)措施是在操作者和經(jīng)理們之間擬定的。between the operators and managers，也就是評(píng)估表現(xiàn)的方法是被商討了的。后面介紹的情況都是這個(gè)measure有多么的好：is the basis of feedback。綜合起來(lái)，就是選項(xiàng)說(shuō)的，商討是有好處的。
第五題，說(shuō)評(píng)估傾向聚焦于員工和他們直屬經(jīng)理們之間面對(duì)面關(guān)系的性質(zhì)。這個(gè)選項(xiàng)可能會(huì)弄的人一頭霧水，首先得弄明白這里的面對(duì)面關(guān)系指的是什么。員工和直屬經(jīng)理的關(guān)系，就是上下級(jí)的關(guān)系，過(guò)分看重這個(gè)關(guān)系，那么在評(píng)估過(guò)程中就會(huì)有顧慮，誰(shuí)還敢揭自己上司的短?所以這個(gè)句子的意思是說(shuō)評(píng)估過(guò)程中有顧忌，無(wú)人敢說(shuō)真話。答案是D段的這么一句：Thus the appraisal experience becomes a question of pleasing the boss。評(píng)估過(guò)程成了討好自己的老板，說(shuō)的就是這個(gè)意思。
第六題，說(shuō)員工對(duì)他們所作負(fù)責(zé)的想法聽(tīng)起來(lái)很合理。答案是B段的第一句：The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible。這里的accountable就是負(fù)有責(zé)任。Plausible是貌似真實(shí)的，也就是seems reasonable。
第七題，說(shuō)雖然有專家們的主張，管理層的結(jié)構(gòu)阻止了真正的反饋。答案是A段的這么一句：the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback。管理層的機(jī)構(gòu)，就是這句里提到的the nature of hierarchy，等級(jí)制的性質(zhì)。這個(gè)單詞在BEC閱讀里常出現(xiàn)。distort，扭曲，就是選項(xiàng)里的prevent。
第八題，說(shuō)在評(píng)估過(guò)程中投入了更多的努力。答案是A段的這么一句，有點(diǎn)隱晦：Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted.這個(gè)句子是緊跟上文的，the practice指的就是appraisal。評(píng)估的更頻繁，評(píng)估是怎么進(jìn)行的顯得更加重要。認(rèn)為更加重要了(makes it all the more important)，就會(huì)投入更多努力了。綜合起來(lái)，這些的意思就是評(píng)估過(guò)程投入了更多的努力。不太容易看出來(lái)。
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