RART1LookatthestatementsbelowandtheadvicetobusinessesontheoppositepageaboutusingothercompaniestoruntheirITservices.1、theneedtoteachskillstoemployeesworkingontheoutsourcedprocess2、rememberingtheinitialreasonforsettinguptheoutsourcedproject3、theneedtodrawupagreementsthatsetouthowintegrationistobeachieved4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingatadistantsite5、theimportanceofmakingsomeoneresponsiblefortheintegrationprocess6、staffontheoutsourcedprojectfamiliarisingthemselveswithvariousdetailsofthebusiness7、problemsbeingassociatedwithanalternativetooutsourcingWhenabusinessdecidestooutsourceitsITservices,itneedstoconsiderthequestionofintegration.Fourexpertsgivetheirviews.A.GianlucaTramcere,SilicaSystemsAnoutsourcedITserviceisneverafullyindependententity.Itistiedtothehomecompany'spreviousandcontinuingsystemsofworking.Butdespitetheaddedresponsibilityofmanagingnewwaysofworking,manybusinessesignoretheintegrationprocess.Theyfailtoestablishcontractsthatdefinethewaysinwhichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthetechnologicalaspectsofservicedelivery.B.KevinRayner,DomolaBusinessesneedtobuildintegrationcompetencycentresdedicatedtomanagingtheintegrationeffort.Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether.Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeopleandassets,theyneedtorememberthat,atthesametime,outsourcinginvolvesgainingpeople.Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.C.ClaytonLocke,DigitalSolutionsCommunicationisthekeytosuccess,andoutsourcingtootherregionsorcountriescanleadtoarangeofproblems.Foranysuchinitiative,itisnecessarytocreateateamwherethereisgood,opencommunicationandaclearunderstandingofobjectivesandincentives.Bringingpeopletothehomelocationfromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthecomplexitiesoftheexistingsystem.Tointegrateefficiently,outsourcingpersonnelhavetotalktothehomecompany'sexecutivesanduserstounderstandtheirexperiences.D.KimNoon,JGTechOnewaytoavoidthedifficultiesofintegrationistocreateajoint-venturecompanywiththeoutsourcer.Thus,acompanycanswapitsassetsforashareoftheprofits.Yetjointventuresbringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing:togaincostefficienciesandqualityofserviceinanareathatforsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbeunderestimated.這篇文章講的是外購（outsourcing）,分別有四位專家就這個問題給出了自己的看法。A段的專家強(qiáng)調(diào)建立合同的重要性，B段專家認(rèn)為要派專人負(fù)責(zé)，C段專家講外派人員和本公司之間要有一個互動，D段專家講如果與外包商（outsourcer）組成聯(lián)合企業(yè)的話可能帶來的一系列問題。如果對文章有個大概、基本的了解，很多題目不用細(xì)看就可以得出結(jié)論。第一題的答案稍微有些隱晦，在B段的最后一句?！癇ecausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.”因?yàn)樾碌牟僮魇窃诒竟疽酝獾牡胤揭砸环N新的方式被執(zhí)行，所以產(chǎn)生了培訓(xùn)成分。這里的training對應(yīng)第一題的“teachskillstoemployees”。第二題的答案在D段中間:companiesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing.這里的rationale是基本原理、根本原因的意思。第三題的答案在A段，非常明顯的“establishcontracts”。第四段的答案是C段的最后一句話，outsourcingpersonnelhavetotalktothehomecompany'sexecutivesanduserstounderstandtheirexperiences.這里的talkto對應(yīng)address，向談話。第四題的意思是“說明在遠(yuǎn)址工作的外購人員的事情”，也就是C段最后一句說的外購人員向公司匯報他們的經(jīng)歷。第五段的答案在B段，相當(dāng)明顯：Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether。需要派專人負(fù)責(zé)integration。第六題說“外派人員要熟悉自身工作的不同細(xì)節(jié)”，對應(yīng)C段的“createateamwherethereisaclearunderstandingofobjectivesandincentives.”打造一個對目標(biāo)和動機(jī)都有清晰理解的團(tuán)隊(duì)。第七題稍微繞一點(diǎn)。題目里的“analternativetooutsourcing”指的是D段里的“createajoint-venturecompanywiththeoutsourcer”，建立一個聯(lián)合企業(yè)。D段里的專家一直在強(qiáng)調(diào)聯(lián)合企業(yè)的麻煩和復(fù)雜性（jointventuresbringpotentialtroubles），所以是正確答案。Part2人郵第四輯真題TEST2READINGPART2Readthearticlebelowaboutthechangingroleofhumanresourcesdepartments.

ThebestpersonforthejobEmployeescanmakeabusinesssucceedorfail,sothepeoplewhochoosethemhaveavitalroletoplay.Employeesareacompany'snewideas,itspublicfaceanditsmainasset.Hiringtherightpeopleisthereforeasignificantfactorinacompany'ssuccess.(0)

G

Ifthehumanresourcesdepartmentmakesmistakeswithhiring,keepinganddismissingstaff,abusinesscandisappearovernight.Manycompaniesnowrealisethatrecruitingthebestrecruitersisthekeytosuccess.SarahChoi,HeadofHRatEncopic,believesthatthinkingcommerciallyisakeyqualityinHR.EverydecisionanHRmanagermakesneedstoberelevanttoadvancingthebusiness.(8)...CThat'snolongerthecase.HRmanagershavetothinkmorestrategicallythesedays.Theycontinuallyneedtothinkabouttheimpactoftheirdecisionsonthebottomline.(9)F...Forexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.WhydopeoplegointoHRinthefirstplace?Choihasareadyanswer.Ithinkmostpeopleintheprofessionareattractedbyalong-termgoal.(10)DNothinghappensinthecompanywhichisn'taffectedbyordoesn'timpactonitsemployees,sotheHRdepartmentisacrucialpartofanybusiness.Notalloperationalmanagersagree.AninformalsurveyofattitudestoHRdepartmentsthatwascarriedoutlastyearbyaleadingbusinessjournalreceivedcommentssuchas"Whatdotheyactuallycontribute?"(11)A

AsChoipointsout,salarieshaveneverbeenhigherand,inaddition,HRmanagersoftenreceivesubstantialannualbonuses.Despitethefinancialrewards,HRmanagersoftenfeelundervalued,andthisisamajorreasonformanyleavingtheirjobs.(12)...EHowever,alackoftraininganddevelopmentisamoresignificantfactor.Thesedays,goodprofessionaldevelopmentopportunitiesareconsideredanessentialpartofanattractivepackage,Choiexplains.AButrisinglevelsofremunerationdemonstratethattheprofession'sgrowingimportanceiswidelyrecognised.BAtonetime,aprofessionalqualificationwasrequiredinordertoprogresstothetopofHR.COtherdepartmentsandseniorexecutivesusedtoseeHRmanagersashavingapurelyadministrativerole.DSinceit'soneofthefewareaswhereyoucanseethewholeoperation,itcanleadtoaninfluentialroleontheboard.EBeingseenassomeonewhojustticksoffotherpeople'sleaveandsickdaysdoesnothelpbuildasenseofloyalty.FTheythereforeneedtobecompetentinmanyaspectsofacompany'soperations.GOntheotherhand,recruitingthewrongstaffcanleadtodisaster.這篇文章的標(biāo)題有些misleading，“Thebestpeopleforthejob”，還以為是招人的標(biāo)準(zhǔn)。其實(shí)這篇文章是關(guān)于Humanresource的，所以還是要適當(dāng)關(guān)注文章前的說明：thearticlebelowaboutthechangingroleofhumanresourcesdepartments.第八題，空格后面的“That'snolongerthecase”是很重要的提示。由于空格前面一直在強(qiáng)調(diào)commercial和business，所以在空缺的地方應(yīng)該是和另一個方面相關(guān)的內(nèi)容。選項(xiàng)C的administrativerole正好滿足這個要求。前后文意思搭配在一起完全吻合。第九題，后面的forexample的很關(guān)鍵，是對前面的補(bǔ)充說明?！癋orexample,achiefexecutivewillexpecttheHRdepartmenttoadviseoneverythingfromtheheadcounttowhethertoproceedwithanacquisition.”總裁希望人力資源經(jīng)理對一切事情提出建議，從人數(shù)統(tǒng)計(jì)到是否進(jìn)行收購。這種要求就需要人力資源經(jīng)理具備很多才能。所以F的句子填在這里最合適。第十題，答案稍微不那么明顯，不過D句中的aninfluentialrole可以和第十題的空格后的acrucialpart相對應(yīng)，算是答案信號。要從整體上把握第三段，這里認(rèn)為HRmanager的影響是全局的、長期的，所以D句的“seethewholeoperation”符合情況。第十一題，理解前后文的意思，前面說過去的operationalmanagers不那么認(rèn)可HRmanager的作用，后面指出HRmanagers掙得多，所以中間是轉(zhuǎn)折的意思。A句的But是個信號，“上漲的薪酬水平意味著這個職位逐漸增加的重要性得到了廣泛的認(rèn)可?！币馑己颓昂蠖嘉呛?，所以是正確答案。第十二題，空格前說HRmanagers覺得自己的作用被低估了，所以leaving?？崭窈笠粋€However，所以空格處應(yīng)該還是和leaving有關(guān)的，為什么離職。E句的意思是“被視作僅僅對別人的離開和生病的日子劃勾的人是沒法幫助建立忠誠感的?！碧钊氪颂幷?。Part3人郵第四輯真題TEST2READINGPART3

爭取暑假出全中級，然后挑戰(zhàn)高級的

CriticalPath

WhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrack

DavidHaydenfoundedhiscompany,CriticalPath,anemailprovider,in1997totakeadvantageoftheboominemailtraffic.CriticalPathbecameapubliccompanytwoyearslater,andHaydentooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtostaywiththecompanyasChairman,butthebusinesswasputinthehandsofnewmanagersbyitsinvestors.Withsector-leadingproductsandanexpandingmarket,thecompanyseemedtobeontheupandup.However,byearly2001,itwasintrouble.Sharesthathadbeenworth$26in1999,whentheywerefirstsold,weredowntoamere24cents.

Calledinbyapanickingboard,HaydenfoundhimselfbackinchargeasExecutiveChairman,tryingdesperatelytorescuewhathecould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.Thoseguysdidn'tunderstandtheproductorthesector,'saysHayden.Theheadsofdepartmentdidn'tcommunicateandtheydidn'tlead.'Butwhatwasworse,CriticalPathhadlostthegoodwillofitsinvestors.

Haydenknewthatbringingthefiguresundercontrolwouldbeavitalstepinthecompany'sturnaround.'You'vegottosortoutthefinances.Forme,thatmeantgettingbackthegoodwilloftheinvestors.Thatwastough,afterwhathadhappened.Butalthoughtheywereangrywiththecompany,theydidn'thavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitsfeetagain.'Hewasauthorisedtomakewhateverchangeswererequired,andhisfirstactwastofindpeople

withinthecompanyhecouldtrustandputthemincharge.

ThenextthingHaydenhadtotacklewasmorale.'Everyonelefttheofficeatfiveonthedot-theycouldn'tgetawayquicklyenough.Togetthebuzzbackandwinthestaffover,Ihadtoprovemyowncommitmentandputintheextrahourswiththem.'Inreturn,itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain.Contrarytonormalpractice,Haydenwasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthecompanywhoweregivenmoreresponsibility.

But,asHaydeninsists,beforeacompanyreachessuchacrisis,therearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.'Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble,'ishismessage.'Orifyouoftenhavetoapplyforyouroverdraftlimittoberaisedorhavetroublepayingtaxontime,somethingneedstobedone.'

By2003,thecompanywashealthyagain,withreasonablystablefinancesandamodestbutsteadysharepriceof$1.60.'Onethingthathelpedsaveuswasthatourtechnologyworked,'saysHayden.'With20millionemailaccounts,weneverlostasinglemajorclientbecausetheproductkeptonworking.'Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmovedon.'Itwastimetogo,'hesays.'I'mnotaturnaroundspecialist.Ipreferstart-ups.'13WhateventcoincidedwithCriticalPathbecomingapubliccompany?

AHaydenbecametheExecutiveDirectorofCriticalPath.

BInvestorshiredareplacementteamtorunCriticalPath.

CCriticalPathlaunchedasuccessfulnewproductonthemarket.

DCriticalPathwasfloatedontheStockExchangeat24centspershare.

14WhichofthefollowingsituationsdidHaydenfaceatCriticalPathin2001?

ATheemployeeswereworriedaboutjobsecurity.

BTheinvestorswerecallingforchangestothecompanystructure.

CThemanagementwasmisleadingthestaffaboutthecompany'sposition.

DTheboardofdirectorsdidnotrealisethescaleofthecompany'sproblems.

15OnereasonHaydenwasabletoturnCriticalPatharoundwasthat

Ahemanagedtofindnewinvestors.

Bthefinancialsituationwasnotasbadashehadthought.

Chehadbuiltupagoodrelationshipwiththemanagementteam.

Dhewasgiventhesupportthatheneeded.

16WhatwasHayden'spolicyregardingthestaffofCriticalPath?

AHepaidovertimetoeverybodywhoworkedoutsideofficehours.

BHereducedtheworkforcebyoperatinganearlyretirementscheme.

CHegavekeystafftheopportunitytohelphimsetgoalsforthecompany.

DHerestoredmotivationbyshowingwillingnesstoworkalongsidestaff.

17AccordingtoHayden,whatcouldindicatethatabusinessisintrouble?

Aproblemskeepingaccountsuptodate

Bsuppliersrefusingtooffernewcreditterms

Cafrequentneedtoincreasetheamountborrowed

Ddifficultiesingettingpaymentfromcustomersontime

18HaydenleftCriticalPathafterhehadrescuedthecompanybecause

Ahewantedtodevelopthetechnologyforanewinternetservice.

Bhewantedtoconcentrateonfoundinganewenterprise.

Chehadbeenofferedajobwithamajorinternetcompany.

Dhedecidedtogointopartnershipwithamajorclient.這篇文章名為《CriticalPath》，字面上理解是關(guān)鍵路徑，但在此文中是指一個公司的名字。整篇文章都是圍繞這個公司遭遇的困境，以及這個公司的執(zhí)行主席是如何力挽狂瀾、扭轉(zhuǎn)乾坤的。BEC考試閱讀文章的一大特點(diǎn)是邏輯性強(qiáng)，層次分明，讀完不會有找不著北的感覺。

13題，題目問當(dāng)CriticalPath成為上市公司時還發(fā)生了什么事。

A不對，原文說的很明白：Haydentooktheopportunitytostepdownfromhisexecutiveposition。抓住機(jī)會從總裁的位置上退下來。

B項(xiàng)正確。原文說thebusinesswasputinthehandsofnewmanagersbyitsinvestors。業(yè)務(wù)被投資者交給了新的經(jīng)理。和B選項(xiàng)的“投資者雇傭了一個替代團(tuán)隊(duì)來運(yùn)營CriticalPath”說的是一個意思。

C不對，原文說的是sector-leadingproducts，行業(yè)領(lǐng)先的產(chǎn)品，的確是C選項(xiàng)所說的successful，但是new不對。

D不對，首先時間上不吻合，不是CriticalPath成為上市公司時的事，其次這一句的描述也不對，只是說股價跌倒了24美分，不是float。

Publiccompany：acompanywhosesharescanbeboughtandsoldonthestockmarket,etc.上市公司14題，題目問在2001年的CriticalPath,這個Hayden面臨著什么樣的情況。答案在第二段找。

A段說員工們擔(dān)心工作保障。原文中說“The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem”，1100號員工對公司失去了信心，不知道將會發(fā)生什么。和A的意思吻合。

B、C、D在原文中都沒有提到。

這個題目關(guān)鍵是能理解jobsecurity的意思，它是商務(wù)英語里地道常見的用法（同樣的還有employmentsecurity）：

jobsecurity：asituationwhereajobislikelytolastforalongtimeandyouwillkeepthejobifyoudowhatyouareexpectedto

eg:Consumershavecutbackontheirspendingbecauseofworriesaboutjobsecurity.

常見搭配（完形填空可能會遇到）

ahigh/lowlevelofjobsecurity

tohave/improve/increase/providejobsecurity15題，題目問Hayden能夠扭轉(zhuǎn)局面的一個原因。答案在第三段找，并不很直接，需要一點(diǎn)概括。這一段先說了下公司的一些難處，比如投資人很生氣，后果很嚴(yán)重。所幸的是投資人對Hayden并不反感：Hewasauthorisedtomakewhateverchangeswererequired，他被授權(quán)進(jìn)行一切需要的改變，也就是D選項(xiàng)所說的得到了需要的支持。

A不對，不需要找新的投資者，原文說的是“gettingbackthegoodwilloftheinvestors”，挽回投資人的好感。

B不對，財(cái)政狀況的確很壞。

C在原文沒有提到。原文的最后一句說在公司尋找可以信賴的人并讓他們負(fù)責(zé)，不是說和管理層建立好關(guān)系。

16題，問針對CriticalPath的員工采取的政策是什么。答案是第四段的第一句話：ThenextthingHaydenhadtotacklewasmorale。需要解決的是士氣問題。也就是D段所說的restoredmotivation。這一段是講Hayden如何與員工站在一起。

A不對，原文說的很清楚：itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain。任何人不得索取加班補(bǔ)償。

B不對，原文是apartfromnotreplacingpeopleastheyreachedretirementage。

C也不對，原文是whoweregivenmoreresponsibility，被賦予了更多的責(zé)任，不是“helphimsetgoals”。17題，題目問什么可以表明一個公司陷入了困境。答案是第五段的這么一句：Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble。有一個不現(xiàn)實(shí)的定價政策或者需要和供貨商談判提高貸款。

Credit是很眼熟的單詞，用法很多，讓人暈頭轉(zhuǎn)向。這里的意思是：

moneythatfinancialinstitutionslendtobusinesses,governmentsandpeople

eg：Itisunlikelythatthebankwillextendadditionalcredittothefirm.

18題，題目問扮演了救世主角色之后的Hayden為什么選擇離開。

答案是最后一段：“Withideasforafreshventuredemandinghisattentionelsewhere”和“I'mnotaturnaroundspecialist.Ipreferstart-ups.”需要一個嶄新的需要他的注意力的企業(yè)。也就是B選項(xiàng)所說的想要一個新的企業(yè)。Part4FightingFit

FineFitness,thehealthandfitnesscluboperator,announcedanimpressivesetofresultsyesterday:(19)a38-per-centjumpinannualpre-taxprofits,thecompanyclaimedthatithad(20)noneoftheproblems(21)

lastweekbyitsrival,TopFitAccordingtoSamanthaCollier,thechiefexecutive,FineFitness(22)strongandison(23)toreachitstargetof100clubswithinthreeyears,itsstrategyunaffectedbytheapparent(24)downoftheeconomy.

Thecompanyopened12newclubsinthepastyear;(25)itstotalto51.Theyhave(26)tobehighlysuccessful,withpeoplejoininginlargenumbers,especiallyinthe25-to-40agerange.Eventhemore(27)clubsarestillseeingsalesgrowth,alongwithrisingretention(28)ofmorethan70percent.Thiscanbeseenasclear(29)oftheappealofFineFitness.

MsCollieradmittedthatastherewere(30)toomanycompaniescompetingwithoneanother;therewouldalmostcertainlybe(31)inthehealth-and-fitness-clubsectorofthemarketShepredictedthat,withinarelativelyshorttime,theremightbeonlyaboutthreemajorcompaniesstillin(32).However,shedeclinedtosaywhichthesewerelikelytobe.

Profitsroseby£6.3million,althoughtherewasafallingrossmarginsfrom31percentto28.6percentbecauseofhigherinsurancepremiums,extramanagementcostsandstart-upexpensesforthecompany'snew(33)inSpain.19A

Stating

BReporting

CRemarking

DInforming

20A

taken

BfeltCexperienced

Dcaught

21A

released

B

issued

Copened

Drevealed

22A

stays

Bremains

Cmaintains

Dkeeps

23A

track

B

direction

C

way

Dline

24A

falling

B

breaking

C

cutting

Dslowing

25A

bringing

Bputting

C

getting

Dmounting

26A

shown

B

resulted

C

proved

Ddemonstrated

27A

installed

BformedCestablished

Dconfirmed

28A

rates

Bstandards

Cproportions

Dvolumes

29A

witness

Bsign

Cdisplay

Devidence

30A

purely

Bmerely

Csimply

Dbarely

31A

union

Bconsolidation

Calliance

Dcombination

32A

trade

BofficeCcommerce

Dbusiness

33A

trial

BventureCproposal

Dspeculation文章介紹了一個經(jīng)營健康俱樂部的公司的情況，依舊是形勢喜人。

19題，一句話包含三個空，聯(lián)系在一起做。昨天開會，宣布了一系列結(jié)果。報告稅前收益增長了38%，公司并沒有經(jīng)歷它的競爭對手所暴露的問題。19題選report，20題experienced，21題，revealedbyitsrival，被競爭對手暴露的問題。

22題，remainsstrong保持強(qiáng)勁；

23題，ontrack步入正軌。公司正在實(shí)現(xiàn)目標(biāo)的正道上。這個詞在其他完型也出現(xiàn)過，不過不是正確答案。

24題，slowdown放緩，固定用法。經(jīng)濟(jì)放緩。

25題，bringto，使總數(shù)達(dá)到51，這個題怕是要靠語感。put肯定不對，getto到達(dá)，mount在這里用法不對。

26題，provedtobe證明是，固定用法

27題，這里填入的詞要和前文對照，前面說新開了12家新的俱樂部，這里的空格前有個even和more，所以應(yīng)該是填入與new相對應(yīng)的詞。established是已確立的（Ifyouuseestablishedtodescribesomethingsuchasanorganization,youmeanthatitisofficiallyrecognizedorgenerallyapprovedofbecauseithasexistedforalongtime.）

28題，retentionrate保留率，專有名詞（Retainedearningsdividedbytotalafter-taxearnings,expressedasapercentage），指公司稅后收益所保留的那一部分。

29題，公司吸引力的證據(jù)。clearevidence明顯的證據(jù)。不選sign，sign只是跡象。

30題，simply修飾toomany從用法和意思上都對，表示公司太多了。

31題，consolidation強(qiáng)化、合并（Toconsolidateanumberofsmallgroupsorfirmsmeanstomakethemintoonelargeorganization.）