剑桥商务英语BEC高级考试冲刺模拟试题doc.docx

剑桥商务英语BEC高级考试冲刺模拟试题doc.docx

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剑桥商务英语BEC高级考试冲刺模拟试题doc

2020剑桥商务英语BEC高级考试冲刺模拟试题

Reading1hour

PARTONE

Questions1

–

8

Lookatthesentencesbelowandatthefivemanagerscommentsonleadershipontheoppositepage

’

Whichnewitem（A,B,C,DorE）doseeachstatement18referto?

–

Foreachstatement!

–

8,makeoneletter（A,B,C,Dor

E）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

’s

whereI‘mtryingtohead：

heorsheshouldstartupandgrowacash-rich,multi-interestinternationalorganization

oftremendousstrengthanddepth.

B

SueTucker

Thepaceoftechnologicalchange,andtherateatwhichbusinessesarechanging,requiresleaderstohaveaparticularaptitudefortechnologyandanunderstandingoftheinternet.Alotofpeopleareawareoftheopportunities

here,butawarenessaloneisn’tenough：

inatrueleaderthisneedstobecoupledwithclevermarketing,product

designandtechnologicalinnovation,andkeepingabreastofeverythinggoingoninthecompany.Infacttheacidtest,Ithink,isbeingablletousealloftheseskillstoturnaroundafailingcompany.

C

CarolGodfrey

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

’reoften

EAnaCosta

Outstandingleadersunderstandbothtacticsandstrategy,

andarepreparedtoplayaverylonggametoachievetheir

objectives.Theyunderstandthatinnegotiationstheyneed

the“win-win”concept,becauselosersrisklosingtheir

dignity,whichisnogoodforyourlong-termbusiness

relationshipwiththem.Leadersmuststayoptimistic,

whatevertheodds,andkeepupmoraleoftheircompany,even

whenthegoing’stough.It’simportanttobeverymuch

hands-on,too.Agoodleaderwillchampionideasthatkeep

thecompanyintheforefront.

PARTTWO

Questions9–14

Readthetexttakenfromanarticleaboutthedevelopmentofinternationalmanagers

Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

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

Donotuseanylettermorethanonce.

Thereisanexampleatthebeginning.（0）

Searchforthe“worldly–wise”companyexecutives

Thequestforinternationalmanagersisunderwayinvirtuallyeveryindustrializedeconomy,thesearchhasbeenmadeurgentbytheglobalizationofworldmarketsandthegrowthincrossbordermergersandacquisitions.（0）Manyfirmsreportbeingsostretchedthattheysimplydonothaveenoughofthehigh-qualitypeopletheyrequiretoleadtheirtheirglobalexpansion.

Othercompaniesarehavingdifficultiesreleasingexperiencedpeoplefromexistingoperationsinordertoleadnewinternationalventures.Thereareindicationsthatashorftageofinternationallyskilledpeoplemaybean

importantconstraintonfirms’internationalambitions.（9）However,identifyingtheneedforinternationalmanagersiseasierthandevelopingthem.

Sowhatmakesaninternationalmanager?

PaulEvans,aprofessoratINSEAD,theEuropeanbusinessschool,doesnotbelievethatanyparticularnationalityproducesamore

internationalmanager.Neitherdoeshebelievethatit’samatterofhavingtheabilitytocopewithalifestylethat

involvesworkinginMadridoneday,Londonthenextand

Berlinthedayafter.（10）Rather,hebelievesthatthesecretofbeingagoodinternationalmangerisbeingcomfortablewithmanagingdiversity.

FordofEurope,whichhasencouragedthedevelopmentofinternationalmanagersformorethan20years,saysthatitsmanagersareglobally-mindedbeforetheybecomeglobaloperators.（11）acarthatyoubuyintheUK,forexample,isgoingtobethesamecarthatsellsinGermany,Finlandand

Portugal,sothepeoplewhoareinvolvedinthecar’sdevelopmenthavetobeawareofthemarketrequirementsin

allthosedifferentcountries.

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

Formulatingeffectivestrategiesfordevelopinga

company’smanagementresourceisademandingexercise,with

conflictingissuestobesolved（13）Anotherdilemmais

whethertouselocalmanagersorexpatriates.

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,managersthroughoutindustryhaveseenmorechangesthanmanyofthemcouldhaveexpectedtoseeintheirentireworkingliveshavingtocommunicate

informationwhichoftenleadstofeelingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,managementemployeecommunicationhasbecomeacentralcorporateneed.

ConcordiaInternationalprovidesagoodexampleofacompanythathasadjustedwelltothechangingneedsforcommunication.since1995,Concordiahasbeenturnedinside-outandupside-down,toensurethatitisamarketing

–led,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80.000people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.

Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservicecompany.Theroleofemployee

communicationinsuchacontextistobuildpeople’sself-confidence,topersuadethemthat,althoughitisinevitable

thatthechangeswillgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeelthattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceuptothefactthattheynolongerhaveajobforlife.

Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.Thebulkofemployeesfall

intotwomaincategoriesintermsoftheirresponsetothe

newsituation：

ontheonehandtherearethe“pragmatistsandontheother“thehighlyanxious”theformerseetheir

”

jobasameanstoanendandhavearelativelyshort-term

perspective,withstrongloyaltytotheirlocalterm,ratherthanthecompanyasawhole.thesecondcategory,usuallythemajority,mayrespondtothreatenedchangeswithafeelingofhavingbeenletdown,andevenfeelangeratthecompanyforwhattheyseeaschangingthetermsoftheiremployment.

`Theemployeecommunicationprocessneedstobecapableofaccuratelydirectingitsmessagesatavarietyofemployeegroupsanddepartmentswithintheworkforce.thisiswhymiddlemanagersandlinemanagersaresokeytocommunication.Theyarethepeoplewhoknowaboutthefullrageo