BEC中级模拟考试试题卷与答案.docx

1、BEC中级模拟考试试题卷与答案BEC-2 Test 1ReadingPart OneQuestion 1-7Look at the statements below and the information about training courses on the opposite paper. Which course (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 ne

2、ed to use some of these letters more than once. 1. This course is for people with little or no experience of the topic.2. You will learn what a lender can do if a company does not repay a loan.3. Companies can decide where their employees will take the course.4. You will learn to assess whether a bu

3、siness can pay back the money it owes.5. This course will help you to deal with the paperwork involved in processing loans.6. You will look at the legalaspects of hiring equipment.7. This course will concentrate on the laws that apply when a business borrows money.ALoans AdministrationThis course lo

4、oks at the administrative functions of a banks loans department, e.g. dealing with credit applications and keeping records of loan transactions. We will use real application forms of the type that administrative staff in loans departments regularly handle. It will be particularly useful for experien

5、ced staff with day-to-day administrative responsibility for loan portfolios. Although most clients choose to enjoy our beautiful premises, the course can be run at the client company or elsewhere.BCashflow AnalysisOn this advanced course you will build up a database of a companys cashflow over time

6、and identify and interpret patterns of change. You will analyze the cashflow of a few sample companies and use your analysis to judge their ability to settle their debts. This course will help you perform an advanced cashflow analysis of your own company.CLoan ContractsOpen to anyone who completed o

7、ur introductory course to legal contracts in business, this course looks at the legal principles involved when a company takes out a loan; and outlines how to take legal action against a company that defaults on its repayments. You will compare the interests and responsibilities of both parties to a

8、 loan contract.DLeasing & Asset FinanceThis is a course for those new to leasing. It will provide you with a basic understanding of why companies prefer to lease property or machinery, rather than buy. You will learn about both the expenses and tax benefits of leasing and you will study a variety of

9、 lease agreements and the laws relating to them.Part TwoQuestions 8-12Read the article below about a psychologists advice to managers. Choose the best sentence from the opposite page to fill each of the gaps. For each gap 8-12, mark one letter (A-G) on your Answer Sheet. Do not use any letter more t

10、han once. There is an example at the beginning. (0) The Psychology of ManagementIf overflowing in-trays frighten you or solving problems makes you sweat, theres a new range of business books called The Management Guides that you can turn to with confidence. (0)_G_. In addition, theyre written in acc

11、essible language by Kathy Harman, a chartered occupational psychologist who heads her own London-based consultancy business. She says that the guides are intended for professionals working in small British companies, where thinking about management can be a low priority because of endless lists of o

12、ther responsibilities.(8). After this initial message to the reader, the following pages contain sections on every aspect of business, from managing your own time and selecting employees to planning ahead for the future.One of the reasons Harman wrote these guides was that she knows not every busine

13、ss is able to invest in training. The difficulty, especially for small businesses, is that, People are professionals first and foremost and somehow they are just expected to pick up management skills as they go along. (9). And becoming one, she recognizes, is especially difficult if youre not used t

14、o communicating effectively or delegating work.She adds, Its all very well managing areas that you have control over and you can do all the planning you feel is necessary, but there are always going to be other people out there who do the most unexpected things, (10). Such a choice of approaches is

15、essential to any business; this can only be achieved by managers having good, friendly relationships with all their staff and business contacts. The important thing in management, says Harman, is the human element.Her advice to managers everywhere is to maintain professionalism at all times. If youv

16、e ever managed anyone, she says, youll know that youre not allowed to be fed up because when the staff come to you, they dont want to know about your problems, they want their problems solved.Harman feels confident about making such an analysis because of her years of training as an occupational psy

17、chologist. (11). What you find there is that more senior managers have had some kind of psychological training, while in this country most managers get their management psychology second-hand by listening to other managers.The overall message from Harman is a simple one, and its got nothing to do wi

18、th technology or databases. (12). More and more managers, she says, are realizing this and beginning to appreciate that without the right staff at all levels, you really havent got a business. People are your principal resource.AAnd when they do, managers need a variety of strategies to fall back on

19、.BThis, of course, is unlikely to be easy, because being an expert in your field doesnt necessarily make you a good manager.CThe question that most of them ask is ,Can we actually afford a management training courses?DAlthough this area of study is becoming more acceptable in the business world, Bri

20、tain is a long way behind the rest of Europe.EIts about creating a working environment that promotes the well-being of everyone, from the post room to the board room.FThis is illustrated at the beginning of each guide with the quote, This book is for those who would like to manage better but are too

21、 busy to begin.GTheyre short, pocket-sized, and very reasonably priced at 2.99 each.Part ThreeQuestions 13-18Read the article below about effective communication and the question on the opposite page. For each question 13-18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you ch

22、oose. The importance of good communication Effective communication is essential for all organizations. It links the activities of the various parts of the organization and ensures that everyone is working toward a common goal. It is also extremely important for motivating employees. Staff need to kn

23、ow how they are getting on, what they are doing right and in which areas they could improve. Working alone can be extremely difficult and it is much easier if someone takes an interest and provides support. Employees need to understand why their job is important and how it contributes to the overall

24、 success of the firm. Personal communication should also include target setting. People usually respond well to goals, provided these are agreed between the manager and subordinate and not imposed. However, firms often have communications problems that can undermine their performance. In many cases,

25、 these problems occur because messages are passed on in an inappropriate way. There are, of course, several ways of conveying information to others in the organization. These include speaking to them directly, ing, telephoning or sending a memo. The most appropriate method depends on example, anythi

26、ng that is particularly sensitive or confidential, such as an employees appraisal, should be done face-to-face. One of the main problems for senior executives is that they do not have the time or resources needed to communicate effectively. In large companies, for example, it is impossible for senio

27、r managers to meet and discuss progress with each employee individually. Obviously this task can be delegated but at the cost of creating a gap between senior management and staff. As a result, managers are often forced to use other methods of communication, like memos or notes, even if they know th

28、ese are not necessarily the most suitable means of passing on messages. The use of technology, such as , mobile phones and network systems, is speeding up communication immensely. However, this does not mean that more investment in technology automatically proves beneficial: system can become outdat

29、ed or employees may lack appropriate training. There are many communications tools now available but a firm cannot afford all of them. Even if it could, it does not actually need them all. The potential gains must be weighed up against the costs, and firms should realize that more communication does

30、 not necessarily mean better communication. As the number of people involved in an organization increase, the use of written communication rises even faster. Instead of a quick conversation to sort something out numerous messages can be passed backwards and forward. This can lend to a tremendous amo

31、unt of paperwork and is often less effective than face to face communication. When you are actually talking to someone you can discuss things until you are happy they have understood and feedback is immediate. With written messages, however, you are never quite sure how it will be received. What you

32、 think you have said and what the other person thinks you have said can be very different. The amount of written information generated in large organization today can lead to communication overload. So much information is gathered that it gets in the way of making decisions. Take a look at the average managers desk and you will see the problem - it is of