1、第 PAGE15 頁(yè) 共 NUMPAGES15 頁(yè)初級(jí)BEC閱讀理解試題初級(jí)商務(wù)英語(yǔ)閱讀理解試題1The Scientific Approach to RecruitmentWhen 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 thoro

2、ugh in their selection processes. Intodays petitive market place, the (22) of staff in manyorganizations is fundamental to the panys 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 , ei

3、ther psychometric testing,which attempts to define psychological characteristics , or abilityaptitude testing (25) anorganization with an extra way of establishing a candidates suitability for a role. It (26) paniesto add value by identifying key elements of a position and then testing candidates to

4、 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 th

5、is 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 n

6、o less valid than anyother tool employed in the (30) of recruitment.21.A suggestB convinceC adviseD believe22.A worthB creditC qualityD distinction23.A secureB reliesC attainD achieve24.A liftedB enlargedC expandedD risen25.A providesB offersC contributesD gives26.A lets B enablesC agreesD admits27.

7、 A portion B memberC share D ponent28. A extentB sizeC amountD measure29.A occupiedB met C filledD appointed30 A businessB topicC pointD affair參考答案及解析The scientific approach to recruitment，招人的科學(xué)方法。這篇完型比擬簡(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。前者比擬容易，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?xún)?nèi)做

8、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)目的。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off

9、er sb sth，contribute在這里意思不對(duì)。26題，是公司可以增加價(jià)值，enable27題，這題的意思很明顯，測(cè)試(testing)作為招聘過(guò)程的一個(gè)組成局部，要區(qū)分選項(xiàng)的幾個(gè)單詞，尤其是portion和ponent，看英英解釋。ponent：one of several parts that together make up a whole machine, system etcPortion：a part of something larger, especially a part that is different from the other parts這里強(qiáng)調(diào)testin

10、g是一個(gè)組成局部，沒(méi)有說(shuō)明特殊的地方，選ponent。28題，對(duì)每個(gè)人將來(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)

11、合都可以使用?？梢远嗫磶讉€(gè)例句：Were in the business of stimulating the economy(By Obama)Energetics is a specialist management consultancy in the business of climate change初級(jí)商務(wù)英語(yǔ)閱讀理解試題21 Genuine feedback would release resources to be usedelsewhere.2 Managers are expected to enable their staff to workeffectively.3 E

12、xperts 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

13、 what they do seems reasonable.7 Despite experts assertion, management structures prevent genuine feedback8 An increasing amount of effort is being dedicated to the appraisal process.APerformance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work wa

14、s 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 str

15、ive 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 generate

16、s.BThe 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 f

17、eedback, 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.CWithin the production system at the car manufacturer Toyota, there is nothing that i

18、srecognizable 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 ali

19、ke. Toyotas 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 managements responsibility to ensurethat the workers operate in a system tha

20、t facilitates their performance.DIn many panies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each workers activity, not an evaluation of the process orsystems achievement of purpose. The result is that performance appraisal involves mana

21、gersjudgement overruling their staffs, ignoring the true influences on performance. Thus the appraisalexperience bees a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.EWhen judgement is replaced b

22、y 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 forthin

23、g from the human resources profession參考答案及解析關(guān)于員工評(píng)估和反應(yīng)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)真正的反應(yīng)可以釋放用在別處的資。意思上真正的反應(yīng)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。這題的意思還算比擬明顯，feedback in the tr

24、ue sense，就是genuine feedback，devote to their customers and the business,就是把資釋放在別的地方。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 managements 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

25、 work effectively。第三題,說(shuō)專(zhuān)家不大可能有利于真正反應(yīng)的進(jìn)程。答案是E段的最后一句：which almost certainly will not be forthing from the human resources profession。人力資專(zhuān)家，就是experts。需要理解下這里的forthing的含義：willing to divulge information. (人)愿意透露消息的。專(zhuān)家們不愿意透露消息，也就是不能指望專(zhuān)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