| 商务英语考试BEC高级易错题（2018/8/28） |
| 第1、2、3、4、5、6、7、8题：You will need to use some of these letters more than once . 1 Genuine feedback would release resources to be used elsewhere. 2 Managers are expected to enable their staff to work effectively. 3 Experts are unlikely to facilitate a move to genuine feedback. 4 There are benefits when methods of evaluating performance have been negotiated. 5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers. 6 The idea that employees are responsible for what they do seems reasonable. 7 Despite experts’ assertion, management structures prevent genuine feedback 8 An increasing amount of effort is being dedicated to the appraisal process. A Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest ritual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates. B The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better. C Within the production system at the car manufacturer Toyota, there is nothing that is recognizable 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, the measure is related to the purpose of the work. That measure is the basis of feedback to the manager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” . Both managers and workers are psychologically safe in the knowledge that it is the system- not the worker –that is the primary influence on performance. It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance. D In many companies , performance appraisal springs from misguided as assumptions. To judge achievement, managers use date about each worker’s activity, not an evaluation of the process or system’s achievement of purpose. The result is that performance appraisal involves managers’ judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisal experience becomes a question of pleasing the boss, particularly in meetings, which is psychologically unsafe and socially driven, determining who is “in” and who is “ out”. E 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. No time will be wasted in appraisal . This requires a fundamental shift in the way we think about the organization of performance appraisals, which almost certainly will not be forthcoming from the human resources profession. |
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| 第9、10、11、12、13、14题： The quest for international managers is underway in virtually every industrialized economy , the search has been made urgent by the globalization of world markets and the growth in crossborder mergers and acquisitions. (0) Many firms report being so stretched that they simply do not have enough of the high-quality people they require to lead their their global expansion. Other companies are having difficulties releasing experienced people from existing operations in order to lead new international ventures. There are indications that a shorftage of internationally skilled people may be an important constraint on firms’ international ambitions. (9) However, identifying the need for international managers is easier than developing them. So what makes an international manager? Paul Evans, a professor at INSEAD, the European business school, does not believe that any particular nationality produces a more international manager. Neither does he believe that it’s a matter of having the ability to cope with a lifestyle that involves working in Madrid one day, London the next and Berlin the day after. (10) Rather, he believes that the secret of being a good international manger is being comfortable with managing diversity. Ford of Europe, which has encouraged the development of international managers for more than 20 years, says that its managers are globally-minded before they become global operators. (11) a car that you buy in the UK, for example, is going to be the same car that sells in Germany, Finland and Portugal, so the people who are involved in the car’s development have to be aware of the market requirements in all those different countries. Generally, it seems that the only effective way to develop international skills and perspectives is through direct international experience. (12) Such experiences open people’s minds to the fact that things are done differently lese where and encourages them to think in a wilder context.. Formulating effective strategies for developing a company’s management resource is a demanding exercise, with conflicting issues to be solved (13) Another dilemma is whether to use local managers or expatriates. The recruitment and development of effective international managers requires considerable financial resources and can be hard to justify at budget meetings. (14) however , without them, companies will continue to find their expansion plans frustrated by a lack of internationally effective managers. A from the moment they join the company, employees are faced with having to think internationally B This can be through involvement in international task forces or through living and working abroad. C Should , for example, only an elite few receive international experience in preparation for top jobs or should it be offered to a wider group? D these problems mean that developing managers who think and operate globally is absolutely vital for companies operating in foreign markets. E Language training , overseas visits and in-house management courses are all expensive to implement. F Jet-setting between international operations merely creates a business equivalent of the over-packaged tourist G Companies are now emphasizing the human skills involved in managing other people H These trends are pushing companies’ existing management resources to the limit PART THREE |
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| 第15、16、17、18、19、20、21、22题：Gianni Agnelli ,Chairman of Fiat , Italy’s largest private industrial corporation ,is known in Italy as the lawyer ,because he trained in law at Turin University. ____example____he has never practiced , his training may soon be useful. On April 17th Mr. Agnelli admitted to a group of Italian industrialists in Venice ____21____ Fiat had been ____22 ____ in some corruptions in Italy. On April 21st, Fiat’s lawyers and Cesare Romiti , its managing director , met Milan magistrates to ____ 23 ____ the firm’s involvement in bribery to win business from state-owned companies. Fiat is not the ____24____ Italian company caught up in Italy’s increasing Political corruption scandal. According to the latest figure ,some 200 businessmen and politicians were sitting in prison ____25 ____ a result of judicial inquiries into kickbacks paid to politicians by firms. Hundreds more are still____26____influence of Fiat, ____27____sales are equal to 4/00 of Italy’s home product ,the scandal at the company has ____28____the industrial establishment. 21. A what B that C when D if 22. A involved B connected C related D done 23. A talk B say C speak D discuss 24. A one B single C worst D only 25. A as B for C with D after 26. A in B under C at D on 27. A who B which C whose D its 28. A rocked B ruined C damaged D destroyed |
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| 第23题：If a line is correct, write CORRECT on your Answer Sheet. If there is an extra word in the line ,write the extra word in CAPITAL LETTERS on your Answer Sheet . The exercise begins with two examples, (0) and (00) . Learn your lesson 0 Almost all schemes which claim to be able to transform /25 into / 175 overnight 00 are scams, to be put straight into the dustbin. The exception, however, it may 41 be a little-known new initiative from the government which also effectively does 42 just that. The Individual Learning Account scheme is by the latest government 43 scheme to persuade us of the value of whole life-long learning. The first million 44 people to apply –and there appears to be a long way to go before this limit is 45 reached---are eligible for a /150 grant towards the costs of studying ,but provided 46 that they contribute at least/25 of their own money . Even the offer covers 47 training courses which are obviously work-related but it also extends to more of 48 recreational activities . Whilst there will not be government money to encourage 49 you, for example, to do an evening class in the cake decorating, there could be 50 assistance if you are planning to update on your internet skills. There is also 51 the opportunity to benefit in future years from 20 per cent off the cost of training 52 for IT courses, the discount goes up to 80 per cent , a measure of the government’s Enthusiasm in ensuring we are prepared for the digital world. |
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| 第24、25、26、27、28、29、30、31、32、33题： There was good news in Carter & Sons’ annual (0) yesterday. Three years of restructuring (21) in an upbeat statement from the company in advance of the official announcement of its interim (22) due early in August. The chairman, David Carter, reported a “ strong start to the year”, which, although helped by a rather weak (23) period last year, highlighted the logic of refocusing the group on growth sectors. Three years ago the company (24) a review of all its operations in view of the serious financial difficulties that it was (25) As a result of this, its car (26) business was sold to an American group, and its car sales and repair divisions were (27) down so as to allow the company to (28) on the sale of vans and heavy goods vehicles. Three new showrooms have been opened in the UK and Ireland , and the sales (29) has more than doubled in the last two years. Growth in business across the group has gone up by almost 12 per cent in the first half of the year. This should reassure investors that Carter & Sons is now on (30) to deliver increased earning in the years ahead. Example : A report B Notice C account D information 21 A terminated B culminated C accomplished D completed 22 A economics B finances C outcomes D results 23 A relative B alike C comparative D equivalent 24 A commissioned B assigned C delegated D appointed 25 A dealing B facing C undertaking D withstanding 26 A additions B extras C accessories D supplements 27 A scaled B marked C slowed D put 28 A emphasise B concentrate C specialize D strengthen 29 A bonus B pack c force D band 30 A way B path C road D track |
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