bec考试.docx

bec考试.docx

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bec考试

2009年bec高级考试全真模拟题一

Reading1hour

　　PARTONE

　　Questions1–8

　　Lookatthesentencesbelowandatthefivemanagers’commentsonleadershipontheoppositepage

　　Whichnewitem（A,B,C,DorE）doseeachstatement1–8referto?

　　Foreachstatement!

–8,makeoneletter（A,B,C,DorE）onyourAnswerSheet.

　　Youwillneedtousesomeoftheselettersmorethanonce.

　　1、Successfulleadershipinvolvesmakingsurethatemployeesacceptnewideas.

　　2、Agoodleadercanbringsuccesstoacompanyindifficulties

　　3、Leadersshouldbeassessedonthebasisoftheirachievements

　　4、Thepersonalitiesofgoodleadersaregenerallydifferentfromthoseofothermanagers

　　5、Patienceisavaluablequalityinasuccessfulleader

　　6、Leadersconsiderpotentialchangesinwhattheircompanydoesforothers

　　7、Goodleaderswillencouragetheirstaffiftheirorganizationisindifficulties

　　8、Leadersneedtoadapttheirbehaviourtosuitdifferentcircumstances

　　9、

　　A

　　MaurizioVerna

　　Long-term,visionarybusinessleadersmustbepreparedtoinvesttogetwhattheywantfortheircompany.Theyknowwhenandhowtoapplypressureandtotakerisks,whentheyneedtodisplayamorehands-offapproach.Ihaveaprettyclearviewofmyidealbusinessleader,andofcoursethat’swhereI‘mtryingtohead:

heorsheshouldstartupandgrowacash-rich,multi-interestinternationalorganizationoftremendousstrengthanddepth.

　　B

　　SueTucker

　　Thepaceoftechnologicalchange,andtherateatwhichbusinessesarechanging,requiresleaderstohaveaparticularaptitudefortechnologyandanunderstandingoftheinternet.Alotofpeopleareawareoftheopportunitieshere,butawarenessaloneisn’tenough:

inatrueleaderthisneedstobecoupledwithclevermarketing,productdesignandtechnologicalinnovation,andkeepingabreastofeverythinggoingoninthecompany.Infacttheacidtest,Ithink,isbeingabletousealloftheseskillstoturnaroundafailingcompany.

　　C

　　CarolGodfrey

　　Effectiveleadersstandoutfromtheherd.They’reoftenidiosyncratic,eveneccentric.Theyhavetheconfidencetobethemselves,andnottoadoptthelanguageandattributesoftherun-of-the-millprofessionalmanagersandaccountants.What’scrucialishavingthecharismaorwhateveritisthatgivestheirstaffconfidenceinthem,sotheycankeepeveryoneonboardwhentheywanttomakeinnovations.Sooftenthesedon’tgetoffthegroundbecauseoflackofleadership,becauseafterall,ourresponsetochangeissignificantlyaffectedbyhowit’sintroduced.

　　EAnaCosta

　　Outstandingleadersunderstandbothtacticsandstrategy,andarepreparedtoplayaverylonggametoachievetheirobjectives.Theyunderstandthatinnegotiationstheyneedthe“win-win”concept,becauselosersrisklosingtheirdignity,whichisnogoodforyourlong-termbusinessrelationshipwiththem.Leadersmuststayoptimistic,whatevertheodds,andkeepupmoraleoftheircompany,evenwhenthegoing’stough.It’simportanttobeverymuchhands-on,too.Agoodleaderwillchampionideasthatkeepthecompanyintheforefront.

　　PARTTWO

　　Questions9–14

　　Readthetexttakenfromanarticleaboutthedevelopmentofinternationalmanagers

　　Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

　　Foreachgap9–14,markoneletter（A-H）onyourAnswerSheet.

　　Donotuseanylettermorethanonce.

　　Thereisanexampleatthebeginning.（0）

　　Searchforthe“worldly–wise”companyexecutives

　　Thequestforinternationalmanagersisunderwayinvirtuallyeveryindustrializedeconomy,thesearchhasbeenmadeurgentbytheglobalizationofworldmarketsandthegrowthincrossbordermergersandacquisitions.（0）Manyfirmsreportbeingsostretchedthattheysimplydonothaveenoughofthehigh-qualitypeopletheyrequiretoleadtheirtheirglobalexpansion.

　　Othercompaniesarehavingdifficultiesreleasingexperiencedpeoplefromexistingoperationsinordertoleadnewinternationalventures.Thereareindicationsthatashorftageofinternationallyskilledpeoplemaybeanimportantconstraintonfirms’internationalambitions.（9）However,identifyingtheneedforinternationalmanagersiseasierthandevelopingthem.

　　Sowhatmakesaninternationalmanager?

PaulEvans,aprofessoratINSEAD,theEuropeanbusinessschool,doesnotbelievethatanyparticularnationalityproducesamoreinternationalmanager.Neitherdoeshebelievethatit’samatterofhavingtheabilitytocopewithalifestylethatinvolvesworkinginMadridoneday,LondonthenextandBerlinthedayafter.（10）Rather,hebelievesthatthesecretofbeingagoodinternationalmangerisbeingcomfortablewithmanagingdiversity.

　　FordofEurope,whichhasencouragedthedevelopmentofinternationalmanagersformorethan20years,saysthatitsmanagersareglobally-mindedbeforetheybecomeglobaloperators.（11）acarthatyoubuyintheUK,forexample,isgoingtobethesamecarthatsellsinGermany,FinlandandPortugal,sothepeoplewhoareinvolvedinthecar’sdevelopmenthavetobeawareofthemarketrequirementsinallthosedifferentcountries.

　　Generally,itseemsthattheonlyeffectivewaytodevelopinternationalskillsandperspectivesisthroughdirectinternationalexperience.（12）Suchexperiencesopenpeople’smindstothefactthatthingsaredonedifferentlylesewhereandencouragesthemtothinkinawildercontext..

　　Formulatingeffectivestrategiesfordevelopingacompany’smanagementresourceisademandingexercise,withconflictingissuestobesolved（13）Anotherdilemmaiswhethertouselocalmanagersorexpatriates.

　　Therecruitmentanddevelopmentofeffectiveinternationalmanagersrequiresconsiderablefinancialresourcesandcanbehardtojustifyatbudgetmeetings.（14）however,withoutthem,companieswillcontinuetofindtheirexpansionplansfrustratedbyalackofinternationallyeffectivemanagers.

　　Afromthemomenttheyjointhecompany,employeesarefacedwithhavingtothinkinternationally

　　BThiscanbethroughinvolvementininternationaltaskforcesorthroughlivingandworkingabroad.

　　CShould,forexample,onlyanelitefewreceiveinternationalexperienceinpreparationfortopjobsorshoulditbeofferedtoawidergroup?

　　Dtheseproblemsmeanthatdevelopingmanagerswhothinkandoperategloballyisabsolutelyvitalforcompaniesoperatinginforeignmarkets.

　　ELanguagetraining,overseasvisitsandin-housemanagementcoursesareallexpensivetoimplement.

　　FJet-settingbetweeninternationaloperationsmerelycreatesabusinessequivalentoftheover-packagedtourist

　　GCompaniesarenowemphasizingthehumanskillsinvolvedinmanagingotherpeople

　　HThesetrendsarepushingcompanies’existingmanagementresourcestothelimit

　　PARTTHREE

　　Questions15-20

　　Readthefollowingextractfromabookonmanagementandthequestionsontheoppositepage.

　　Foreachquestion15–20,markoneletter（A,B,CorD）onyourAnswerSheetfortheansweryouchoose

　　Inthelastfewyears,managersthroughoutindustryhaveseenmorechangesthanmanyofthemcouldhaveexpectedtoseeintheirentireworkingliveshavingtocommunicateinformationwhichoftenleadstofeelingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,managementemployeecommunicationhasbecomeacentralcorporateneed.

　　ConcordiaInternationalprovidesagoodexampleofacompanythathasadjustedwelltothechangingneedsforcommunication.since1995,Concordiahasbeenturnedinside-outandupside-down,toensurethatitisamarketing–led,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80.000people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.

　　Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservicecompany.Theroleofemployeecommunicationinsuchacontextistobuildpeople’sself-confidence,topersuadethemthat,althoughitisinevitablethatthechangeswillgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeelthattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceuptothefactthattheynolongerhaveajobforlife.

　　Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.Thebulkofemployeesfallintotwomaincategoriesintermsoftheirresponsetothenewsituation:

ontheonehandtherearethe“pragmatists”andontheother“thehighlyanxious”theformerseetheirjobasameanstoanendandhavearelativelyshort-termperspective,withstrongloyaltytotheirlocalterm,ratherthanthecompanyasawhole.thesecondcategory,usuallythemajority,mayrespondtothreatenedchangeswithafeelingofhavingbeenletdown,andevenfeelangeratthecompanyforwhattheyseeaschangingthetermsoftheiremployment.

　　`Theemployeecommunicationprocessneedstobecapableofaccuratelydirectingitsmessagesatavarietyofemployeegroupsanddepartmentswithintheworkforce.thisiswhymiddlemanagersandlinemanagersaresokeytocommunication.Theyarethepeoplewhoknowaboutthefullrageofconcernsamongtheworkforce.Theprobleminthepastwasthatthiscrucialareawasoftentheresponsibilityofaseparate,relatively