BEC商務(wù)英語(高級(jí))閱讀模擬試卷91

一、概括文意配伍(本題共8題，每題7.0分，共8

分。)

Lookatthestatementsbelowandatthefivesummariesofarticlesaboutstrategicchange

fromajournalontheoppositepage.Whicharticle(A,B,C,DorE)doeseach

statement(1-8)referto?Foreachstatement(l-8),markoneletter(A,B,C,DorE)onyour

AnswerSheet.Youwillneedtousesomeoftheselettersmorethanonce.AThose

servinginindustrytodayhavetwooptions:theycansurrenderthefuturetorevolutionary

companiesortheycanrevolutionisethewaytheircompaniescreatestrategy.In

RevolutionandStrategy,GaryHeatharguesthatanyapproachthatdoesnotchallengethe

statusquoisnotastrategyatall.Intoomanycompanies,thestrategy-planningprocessis

monopolisedbyseniormanagers,andwhatpassesforstrategyissterileanduninspiring.

Tocreatetrulyrevolutionarystrategies,astrategy-makingprocessmustbedemanding

andinclusive;itmustriditselfoftired,outdatedperspectivesanduncoverthe

revolutionaryideasthatarelyingdeepinanorganisation.BCompaniesoftenattemptto

implementamajorchangeinstrategy.Determinedmanagersgoforthwiththeplans,and

theyexpectenthusiasmandcommitmentfromtheirsubordinates.Butinstead,employees

dragtheirfeetandfigureoutwaystounderminetheprocess.Thechangeeffortgets

boggeddown,andresultsfallshort.InWhyResistChange?PaulStrongexplainshow

corporateleaderscanovercomeemployees'concernsaboutchangebyrevisingthemutual

obligationsandcommitments,bothstatedandimplied,thatexistbetweenthem.The

authorpresentstwocasestudiesofhisideasinaction.CBusinessunitsoftentakecharge

offormulatingstrategyintoday'senvironment,buttheycaneasilygetlostinathicketof

weedstoomanycustomers,productsandservices.InStrategicBusinessUnitRenewal,

JohnWhiteprovidesamethodforbusinessunitstoprunetheirgardensandregain

perspective.Hisstrategy-renewalprocessleadsmanagersthroughtheundergrowthofa

businessunit'scomplexityandcompelsthemtoaskwhetheralloftheunit'scustomers,

productsandservicesaretrulystrategicallyimportant,significantandprofitable.Units

thatdonotmeetthesecriteriamustcutbacktoallowagreaterconcentrationon

cultivatingtheirmostworthyprojects.DWhichcamefirst,HarryJ.Mindenbergwonders

inMusingsonManagementStrategy:ourmisguidedideasofwhatmakesagood

managerandagoodorganisation,ortheprogrammesthatclaimtocreatethem?A

professorofmanagementhimselfatMcGillUniversityinCanadaandatINSEADin

France,Mindenbergtakesonmanagementfads,managementeducationandtheworship

ofmanagementgurus-andofferssomeprovocativealternatives.EThenexttimeyouare

planningamajorchangeeffort,forgetthehugemeeting,thespeechesrelayedbysatellite,

ihevideosandspecialpublications.J.K.andSandraParkinarguethatChangingFrontline

Employeesrequiresgivinguptheimageofthecharismaticexecutiverousingthetroops.

Frontlineemployeesmayacceptchange,buttheywon'tacceptemptywordsdelivered

impersonally.Ifyouneedtoconveyamajorstrategicchange,rememberthatfrontline

supervisors-notseniormanagers-arethepeoplewhomemployeestrustthemost.

1、Itproposessomeviewsonmanagementthattheeditorsfeelmightbeconsidered

controversialbyreaders.

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

2、Itexplainswhothecommunicatorsofinitiativeswithinacompanyshouldbe.

標(biāo)準(zhǔn)答案：E

知識(shí)點(diǎn)解析：暫無解析

3、Itmakesreferencetothefactthatsomepeoplemaytrytohinderinnovations.

標(biāo)準(zhǔn)答案：B

知識(shí)點(diǎn)解析：暫無解析

4、Itconsiderstheneedtostreamlinecommercialactivitiesinordertohaveaclearer

focus.

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

5、Itcriticisesthecontrolofpolicy-makingbycertainkeypersonnel.

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

6、Itquestionsthevalidiiyofcertainacceptedmanagement-trainingapproaches.

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

7、Itincludespractical,real-worldexamplesoftheideasbeingputforward.

標(biāo)準(zhǔn)答案：B

知識(shí)點(diǎn)解析：暫無解析

8、Itstressesthatitisvitaltoexcludeobsoleteviewswhendrawingupcompanypolicy.

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

二、段落完型(本題共6題，每題1.0分，共6分。)

Readthistextaboutbusinessschools.Choosethebestsentencefromtheoppositepageto

filleachofthegaps.Foreachgap(9-14),markoneletter(A-H)onyourAnswerSheet.Do

notuseanylettermorethanonce.Thereisanexampleatthebeginning(O).BUSINESS

SCHOOLSHAVETHEEDGEBusinessschoolsarefacingincreasingcompetitionfrom

otherprovidersofmanagementtrainingsuchasconsultancies.Thekeytotheirfuture

successasmanager-trainersliesinthequalitybothoftheirresearchandoftheir

partnershipwiththebusinessworld.Inthemostgeneralsense,beingagoodmanagerisa

matterofbeingmarginallybetterthananddifferentfromyour

competitors.(O)___HThesearetheelementswhichmakethedifferencebetweena

successfulandalesssuccessfulmanager.Thismarginaledgemaybebasedontalent,

flairornaturalleadership.(9)Andthisiswherebusinessschoolscomeintotheir

own.Theeducationofmanagersshouldincludeon-the-jobtraining,workshops,

conferencesandtrainingcourses.(lO)Traditionally,businessschoolshavethree

majordifferentiatingcharacteristics.First,theyofferacompletepackagerangingfrom

basictoverysophisticatedtraining.Next,theyenablemanagerstobenefitfromthe

researchtheycarryout.(11)Incontrasttootherprovidersofmanagement

education,businessschoolsoftenofferacompleteportfolioofeducationalprogrammes.

MBAprogrammesexistalongsidegeneralmanagementprogrammes,aswellas

specialisedprogrammesforexperiencedmanagers.Forthebusinessschool,thishasthe

advantagethatteacherscanusetheinformationtheygetfromoneprogrammetocross-

fertilisewiththeirteachingonanother.(12)Thisinturnofferssubstantial

advantagestothecompaniesconcerned.Itmeansthatmanagersandexecutivesat

differentlevelsoftheorganisationcanbeconfrontedwiththesameconcepts,expressed

inthesamelanguage.Inthisway,aclosepartnershipwithabusinessschoolenablesa

companytocreatesomecoherencebetweentheeducationandthedevelopmentofits

differentmanagementlevels.Peopleinthecompanywillcommunicatemoreeffectively

becausetheyusethesameterminology.(13)Inshort,thankstocontactwiththe

businessschool,morepeoplewithinthesamecompanywillbeembracingsimilarideas.

Obviously,thevalueoftheseconceptstothecompanyincreasesiftheyarestate-of-the-

artconccpts.(14)Onlythencanthecompanygenuinelyimproveitsmanagement

practiceandcompetitiveperformance.Workingwithabusinessschoolisformany

companiesaprivilegedmethodofaccessingthelatestmanagementthinking,beforeitis

publishedintradejournalsorpopularbooks.ADifferentdepartmentswillbeableto

discussinternalissueswithaconsiderableamountofmutualunderstanding.BYetgood

managementisalsoessentialtothecompetitiveperformanceofcompanies.CAndno

lessimportant,theyareabletopreserveanindependentoutlooktowardstheworldof

business.DHowever,acquiredknowledgeofmanagementcanalsoprovidethisdecisive

advantage.EFortheminfacttobeso,abusinessschoofsteachingmustbesupportedby

first-classresearch.FThusinsightsgainedfromtopexecutivesmightimpactpositively

onwhattheycoverinagraduateprogramme.GBusinessschoolshaveaspecialroleto

fulfilinthedeliveryofthisportfolio.HHeorsheneedstobealittlefaster,abletospot

opportunitiesearlierandreactmorequickly.

9、

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

10、

標(biāo)準(zhǔn)答案：G

知識(shí)點(diǎn)解析：暫無解析

II、

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

12、

標(biāo)準(zhǔn)答案：F

知識(shí)點(diǎn)解析：暫無解析

13、

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

14、

標(biāo)準(zhǔn)答案：E

知識(shí)點(diǎn)解析：暫無解析

三、常規(guī)閱讀理解(本題共6題，每題7.0分，共6

分。)

ReadthefollowingarticleaboutJamesLinton,CEOofRoCom,andthequestionsonthe

oppositepage.Foreachquestion(15-20),markoneletter(A,B,CorD)onyourAnswer

Sheet.Intheworldofbigbusiness,JamesLintonisprecociousintheextreme.Justtwo

yearsintothejobofrevivingoneofthemostillustriousnamesinretailfinance,RoCorn,

hehasfoundhimselfakeyplayerinoneoftherichestandcertainlymostaudaciousdeals

intheindustry:PTL'stakeoverofRoCom.PTLispaying￡25ashareforRoCom-

approximately40percentmorethanthemarketvalueoftheshares-anditsoffer

documentboastedthat'PTLattachesgreatimportancetokeyemployeeshaving

appropriate,performance-relatedremuneration'.Initiallywaryaboutthetakeover,Linton

hasnownegotiatedahands-offagreementwithPTL,whichconfirmsitsintentionto

leavehimverymuchtohisowndevicestocontinuebuildingthebusiness.Allthisandhe

willnotturn38foranotherfortnight!AlthoughLintoniscreditedwithturningRoCom

around,thisismoreamatterofworkinprogressthanactualachievement.Yethedoes

seemtohaveinstitutedthebiggesttop-levelshake-upinitsnear70-yearhistory,

promotedsomebig-hittersamongstkeystaffandtransformedRoCom'swayofdoing

business.Lintonhas,however,warnedthatthetakeoverisbynomeansaguaranteeof

futuresuccess;indeed,deterioratingmarketconditionssuggestthatthewayforwardwill

beanythingbutsmooth.Lintonrecentlyventuredthehypothesisthatbeingshareholder-

ownedhad,inrecentyears,helpedthebusinessfocusandarguedthatthesector's

experienceofrivaltakeoverswasnotencouraging.Indeed,therecentlyreported

performanceofrivalorganisationssuchasMaftenLimitedhasnotpromoted(henotion

thatbigcoiporationsarehappyhomesforexperiencedstaffandmanagerssuchasLinton.

ItmayhavebeenhisideasaboutindependencethatmadeLintonaddressRoCom's900

staffonthedaythetakeoverwasannounced,ratherthandoinghigh-profilemedia

interviewsonwhatwasimmediatelyseenasafantasticdealforshareholders.Heis

acutelyawareoftheneedtonurturehisstaffifthebusinessistosucceed,something

whichisnotlostonthem.Thisisnotamanagement-schooldictum.Itisagenuinebelief

thateverymemberofstaffhascontributedtothefirmandenabledittonet￡1.9billion

fromPTL.OtherCEOssayheisarrogant,butthisprobablyreflectsthefactthatLinton

mayfindtalkingtothemdifficult.Heisalsoferociouslyintelligent,and,whileinothers

thiscouldappearintimidating,inLintonitawakesfurtheradmirationamongstloyal

employees.Theyclearlydonotfeeltheyhavetogrovelinfrontofthismastermind,and

claimthatalthoughhe'sincrediblydedicatedtohiswork,hehasanaffablemanner.

LintonboaststhatstaffturnoverratesatRoComhaveremainedlowfortheindustry,at

about12percentsincehetookoverasCEOtwoyearsago.'Peoplehavearealaffection

forRoCom,andthatrunsrightthroughtheofficehere.Theyallwantustobenumber

one,'hesays.Heisawareofthepossibilitythatthecollegiateethoshehasworkedso

hardtocreate,themeritocracyonwhichhethinksmuchofRoCom*ssuccessdepends,

couldbedestroyedifPTListooheavy-handed.HewillneedallhisskillstokeepRoCom

oncourse,particularlywhenattentionhasimmediatelyfocusedonthepossibilitythat

SusanMarshall,itsrespectedinvestmentchief,mightbethefirstcasualtyofthetakeover.

WhateverthefutureholdsfbrRoCom,wearecertaintogoonhearingalotmoreof

JamesLinton.

15>WhatisPTLdoing,accordingtothesecondparagraph?

A、allowingLintontorunRoCominthewayhewishesto

B、purchasingalmosthalfoftheRoComsharesonoffer

C、givingallRoComstaffregularbonusestopromotemotivation

D、drawingupnewemploymentcontractsforRoComemployees

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

16、WhatdoweleamaboutLinton'sworkatRoCominthethirdparagraph?

A、HehasachievedmorethananyoneinRoCom'shistory.

B、HehaswidenedtherangeofRoCom'sbusinessactivities.

C、Hehastakenonanumberofnewemployees.

D、Hehasmadechangestoseniormanagement.

標(biāo)準(zhǔn)答案：D」「

知識(shí)點(diǎn)解析：暫無解析

17、WhatdoesLintonsayaboutRoCominthefourthparagraph?

A、Thecompanyislikelytofacedifficulttimes.

Thecompanyhaslostanumberofexperiencedstaff.

C^Thecompanyisexpectingtoreportencouragingresultsshortly.

D^Thecompanyneedstochangeitsfocustoremaincompetitive.

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

18、WhichofthefollowingissaidaboutLinton'smanagementstyle?

A、Heinvolvesothersinthedecision-makingprocess.

B、Hisstafffindhimapproachable.

C、Heexpectshisstafftoworkashardashedoes.

D^HisstylediffersfromthatofotherCEOs.

標(biāo)準(zhǔn)答案：B

知識(shí)點(diǎn)解析：暫無解析

19、HowdoesLintonfeelaboutthetakeover,accordingtothesixthparagraph?

A、pleasedthatstaffturnoverfinallystartedtofalltwoyearsago

B、afraidthathewilllosehisjobtoSusanMarshall

C、worriedthatthecompanyculturemightchange

D、happythatemployeeshavebeensosupportiveothiswork

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

20、Whichofthefollowingwouldbethebesttitleforthearticle?

A、TheLintonwayofgettingthebestfromstaff

AthinlinebetweensuccessandfailureforJamesLinton

C、JamesLinton-amanwhowillgofar

D、HowagoodideawentwrongfbrJamesLinton

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

四、完形填空(單選)(本題共70題，每題7.0分，共

70分。)

Readthearticlebelowaboutcustomerrelationshipmanagement.Choosethecorrectword

orphrasetofilleachgapfromA,B,CorDontheoppositepage.Foreachquestion(21-

30),markonelcttcr(A,B.CorD)onyourAnswerSheet.Thereisanexampleatthe

beginning(O).CustomerRelationshipManagementIntoday'stast-movingmarket,itisa

simple(O)thatproductsareconstantlybeingreplacedbysomethingnew.For

companieslargeandsmall,themostimportantreal(21)withmeasurable,long-

termvalueisloyal,one-to-onecustomerrelationships.However,despitetheir

importance,theydonot(22)onanycompany'sbalancesheet.Ifacompanylest

10%ofitsinventorytotheft,itwouldreactswiftly,butifthecompanyloses10%ofits

customers,thismaynotbc(23)Inthisageofproduct(24),inwhichthe

marketfailstoperceiveanyprofounddifferencebetweenproductsorcompanies,

effectivemanagementofcustomerrelationshipsiscriticalinachievinga

competitive(25)Deliveringqualityserviceandachievinghighcustomer

satisfactionhavebeenclosely(26)toprofits,andconsequentlythe(27)all

companiesaretryingtomakeistoprovidemoreinternalandexternalcustomer

relationshipfocus.By(28)availableinformationtechnology,leadingcompanies

havealreadyshortenedprocessandresponsetimes,increasingcustomersatisfaction.But

companiesmustmakeaprofittosurvive,sotellingachiefexecutivetofocusmoreon

customers,throughtheuseofexpensiveinformationtechnology,mayfallondeafcars

unlessitcanbedemonstratedthatsuchinvestmentswillbe(29)intermsof

revenue,marketshareandprofits.Certaincompaniesarcrespondingtothisnew

customerfocusbycompletely(30)theirtraditionalfinancial-onlymeasurements

ofcorporateperformance,andseekingnewwaysofmeasuringcustomers'perceptions

andexpectations.

Example:

AcaseBpointCissueDfact

ABCD

21、

A、worth

value

C、asset

D、property

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

22、

A、turnout

B>makeup

C、writeout

D、showup

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

23、

A、detected

regarded

C、conceived

D^distinguished

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

24、

A^coincidence

B、similarity

C、agreement

D、connection

標(biāo)準(zhǔn)答案：B

知識(shí)點(diǎn)解析：暫無解析

25、

A^authority

command

C、advantage

D、preference

標(biāo)準(zhǔn)答案：C

知識(shí)點(diǎn)解析：暫無解析

26、

A、joined

B、linked

C、associated

D、combined

標(biāo)準(zhǔn)答案：B

知識(shí)點(diǎn)解析：暫無解析

27、

A、shift

B、fluctuation

C、motion

D、displacement

標(biāo)準(zhǔn)答案：A

知識(shí)點(diǎn)解析：暫無解析

28、

A^profiting

B、capitalising

C^exploiting

D、benefiting

標(biāo)準(zhǔn)答案.C

知識(shí)點(diǎn)露斤：暫無解析

29、

A、reinstated

B、restored

C^replaced

D、recouped

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

30、

A、modifying

B>mending

C^refurbishing

D^overhauling

標(biāo)準(zhǔn)答案：D

知識(shí)點(diǎn)解析：暫無解析

五、完形填空（填空）（本題共10題，每題分，共

10分。）

Readthearticlebelowaboutcomputerprinters.Foreachqueslion(31-40),writeoneword

inCAPITALLETTERSonyourAnswerSheet.Thereisanexampleatthebeginning(O).

Example:|0|[€][-7][|

_____________________________________________________PrintingataPrice

Mostcompaniesnowrealisethattheso-called'paperlessoffice'isclearlyanillusion-

andprobablyalwayswill(0).Digitaltechnologyhasrevolutionisedworking

practicesandmethodsofcommunication,butithascreatedadditionalmedia

rather(31)replacingexistingones.Therefore,paperisheretostay,andtheprinter

canbesureofkeeping(32)placealongsidethecomputer,faxandtelephoneasa

basicitemofofficeequipment,fundamentaltothelifeofmostcompanies.However,like

manyotherbasicitems,theprinterisoftenseen(33)peripheral,andinsufficient

attentionisgiventoitsselection.Itisworthrememberingthattheequipmentthatyou

attachtoyourcomputerisjustasimportantasthecomputer'stechnicalspecification.You

willsoonfindthat(34)youareusingaprinterthatjamsandsmudgesyourwork,

ormakesgettingnamesandaddressesontoenvelopesseemanimpossibletask,then

(35)supersonicspeedofyourmicroprocessorwillbenogreatadvantage.Printing

technologyhasdevelopedrapidlyoverthe(36)fewyears,anditseemssetto

continueto(37)so.Findingthebestprinterforyourparticularneedsdependson

manyfactors,notleast(38)whichiscost.Yetevenbeforecostcomparisons

come(39)consideration,thequestionsofbrand,colour,volume,speedandquality

ofoutputallneedcarefulthought.Thebestmottois'trybeforeyoubuy'.Thatway,you

willgetthebestprinterforyourcompany,anditwillbe(40)thebestpossible

price.

31、

標(biāo)準(zhǔn)答案：THAN

知識(shí)點(diǎn)解析：暫無解析

32、

標(biāo)準(zhǔn)答案：ITS

知識(shí)點(diǎn)解析：暫無解析

33、

標(biāo)準(zhǔn)答案：AS

知識(shí)點(diǎn)解析：暫無解析

34、

標(biāo)準(zhǔn)答案：IF/WHEN/WHENEVER

知識(shí)點(diǎn)解析：暫無解析

35、

標(biāo)準(zhǔn)答案：THE

知識(shí)點(diǎn)解析：暫無解析

36、

標(biāo)準(zhǔn)答案：PAST/LAST

知識(shí)點(diǎn)解析：暫無解析

37、

標(biāo)準(zhǔn)答案：DO

知識(shí)點(diǎn)解析：暫無解析

38、

標(biāo)準(zhǔn)答案：OF

知識(shí)點(diǎn)解析：暫無解析

39、

標(biāo)準(zhǔn)答案：INTO/UNDER

知識(shí)點(diǎn)解析：暫無解析

40、

標(biāo)準(zhǔn)答案：AT/FOR

知識(shí)點(diǎn)解析：暫無解析

六、改錯(cuò)(本題共12題，每題7.0分，共72分。)

Readthetextbelowaboutana