2020年BEC中级阅读模拟题汇总
为了帮助大家备考bec阅读，下面小编帮大家整理了2020年BEC中级阅读模拟题汇总，希望对大家有所帮助。
2020年BEC中级阅读模拟题1
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (A, B, C or D) does each statement (1-7) refer to?
For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
You will need to use some of these letters more than once.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer willinterest high-flyers.
The Stars of the Future
A Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.
B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.
2020年BEC中级阅读模拟题2
People from different cultures sometimes do things that make each other uncomfortable, sometimes without realizing it Most Americans ___1___ out of the country and have very ___2___ experience with foreigners. But they are usually spontaneous, friendly and open, and enjoy ___3___ new people, having guests and bringing people together formally or informally. They tend to use first names ___4___ most situations and speak freely about themselves. So if your American hosts do something that ___5___ you uncomfortable, try to let them know how you feel. Most people will __6__ your honesty and try not to take you uncomfortable again. And you’ll all __7__ something about another culture!
Many travelers find __8__ easier to meet people in the U.S. than in other countries. They may just come up and introduce themselves or even invite you over __9__ they really know you. Sometimes Americans are said to be __10__. Perhaps it seems so, but they are probably just __11__ a good time. Just like anywhere else, it takes time to become real friends __12__ people in the U.S..
If and when you __13__ American friends, they will probably __14__ introducing you to their friends and family, and if they seem proud __15__ you, it’s probably because they are. Relax and enjoy it!
EXERCICE
1. A) have never been B) have been never C) has never been D) has been never
2. A) a little B) little C) much D) a great deal
3. A) meet B) to meet Cㄘmeeting D) to have met
4. A) on B) among C) within D) in
5. A) makes B) make C) made D) making
6. A) praise B) honor C) appreciate D) confirm
7. A) pick B) select C) learn D) study
8. A) this B) it C) them D) /
9. A) when B) if C)after D)before
10. A) superficially friend B) superficial friend C) superficially friendly D) superficial friendly
11. A) having B) taking C) making D) killing
12. A) with B) among C) to D) in
13. A) get along with B) get rid of C) stay away from D) stay with
14. A) hate B) forbid C) avoid D) enjoy
15. A) to know B) knowing C) know D) having known
参考答案: 1-5ABCDA 6-10CCBDC 11-15AADDA
2020年BEC中级阅读模拟题3
第一题的答案稍微有些隐晦，在B段的最后一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.”因为新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。这里的training对应第一题的“teach skills to employees”。第二题的答案在D段中间: companies should be careful not to lose sight of the original rationale for outsourcing.这里的rationale是基本原理、根本原因的意思。第三题的答案在A段，非常明显的“establish contracts”。第四段的答案是C段的最后一句话，outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.这里的talk to对应address，向....谈话。第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最后一句说的外购人员向公司汇报他们的经历。第五段的答案在B段，相当明显：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派专人负责integration。第六题说“外派人员要熟悉自身工作的不同细节”，对应C段的“create a team where there is a clear understanding of objectives and incentives.”打造一个对目标和动机都有清晰理解的团队。第七题稍微绕一点。题目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一个联合企业。D段里的专家一直在强调联合企业的麻烦和复杂性(joint ventures bring potential troubles)，所以是正确答案。
Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.
1、the need to teach skills to employees working on the outsourced process
2、remembering the initial reason for setting up the outsourced project
3、the need to draw up agreements that set out how integration is to be achieved
4、addressing the issue of staff who work on the outsourced process being at a distant site
5、the importance of making someone responsible for the integration process
6、staff on the outsourced project familiarising themselves with various details of the business
7、problems being associated with an alternative to outsourcing
When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.
A.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home company’s previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.
B.Kevin Rayner, Domola
Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.Clayton Locke, Digital Solutions
Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.
D.Kim Noon, J G Tech
One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
2020年BEC中级阅读模拟题4
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (A, B, C or D) does each statement (1-7) refer to?
For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
You will need to use some of these letters more than once.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer willinterest high-flyers.
The Stars of the Future
A Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.
B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.
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