BEC中级阅读资料及解析汇总.docx

BEC中级阅读资料及解析汇总.docx

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BEC中级阅读资料及解析汇总

BEC中级阅读资料及解析汇总

为了让大家更好的预备商务英语BEC考试，我给大家整理BEC中级阅读资料及解析,下面我就和大家共享，来观赏一下吧。

BEC中级阅读资料及解析

（1）

TheWhiteHouse

Wegotupearlythismorningand__1__alongwalkafterbreakfast.Wewalkedthroughthebusinesssectionofthecity.Itoldyouyesterdaythatthecitywaslarger__2__Ithoughtitwouldbe.__3__thebusinesssectionissmallerthanIthoughtitwouldbe.Isupposethat’s__4__Washingtonisaspecialkindofcity.__5__thepeopleinWashingtonworkforthegovernment.About9:

30wewenttotheWhiteHouse.It’s__6__tothepublicfrom10till12,andtherewasalonglineofpeoplewaitingtogetin.Wedidn’thavetowaitverylong,becausethelinemoved__7__quickly.

TheWhiteHouseisreallywhite.Itispaintedeveryyear.Anditseemsverywhite,becauseit’sgotbeautifullawnsallaroundit,____8____manytreesandshrubs.Thegrounds__9__aboutfoursquareblocks.Imean,they’reabouttwoblockslong__10__eachside.Ofcourse,wedidn’tseethewholebuilding.Thepart__11__thePresidentlivesandworksisnotopentothepublic.Butthepartwesawwasbeautiful.Wewentthroughfiveofthemainrooms.Oneofthemwasthelibrary,onthegroundfloor.Onthenextfloor,therearethreeroomsnamed__12__thecolorsthatareusedinthem:

theRedRoom,theBlueRoom,andtheGreenRoom.Thewallsarecoveredwithsilk__13__.Thereare__14__oldfurniture,fromthetime__15__theWhiteHousewasfirstbuilt.Andeverywheretherearepaintingsandstatuesofformerpresidentsandotherfamouspeoplefromhistory.

1.A）madeB）didC）tookD）got

2.A）thanB）asC）soD）like

3.A）ButB）YesC）SoD）Then

4.A）sinceB）asC）becauseD）becauseof

5.A）MuchofB）MostofC）AlotD）Lots

6.A）openB）openingC）beingopenedD）opened

7.A）prettyB）littleC）muchD）verymuch

8.A）/B）havingC）withD）together

9.A）includeB）costC）coverD）spread

10.A）byB）onC）forD）with

11.A）whichB）whatC）thatD）where

12.A）byB）forC）afterD）before

13.A）clothB）clothesC）clothingD）cloths

14.A）MuchpiecesofB）manypiecesofC）manyaD）agreatmany

15.A）thatB）whichC）whoD）when

参考答案:

1-5CAACB6-10AACCB11-15DCABD

BEC中级阅读资料及解析

（2）

Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage.Whichsectionofthearticle（A,B,CorD）doeseachstatement（1-7）referto?

Foreachstatement（1-7）,markoneletter（A,B,CorD）onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow’sLeadersResearchGroup（TLRG）.Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations’high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday’sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,’onlytoseethempoachedbyanotherdepartmentor,worsestill,anotherfirm’.Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating’attractioncentres’.’Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,’saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.

DTLRGhasconcludedthatacompany’sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythe

high-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.

首先得搞明白的是这篇文章到底讲的什么。

不用看具体内容，有两个地方直接告知了。

一个是题目说明的第一句话，另一个是正文的标题。

从这两个地方就可以看出全文探讨的是公司将来接班人——也就是潜力股——的培育问题。

A段讲了TLRG这个贯穿全文的讨论组织诞生的缘由：

现行的讨论满足不了需要，于是大多数公司只能自己探究发掘接班人的模式;（即第五题的答案）B段讲了直属经理（linemanagers）对于发掘接班人的重要性（真是干什么都要从基层抓起），以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;D段是针对前面列出的问题，提出的解决建议，什么专家帮助等等。

整篇文章分为四个部分，层层递进，有很强的规律性。

拿这样的文章来做阅读材料应当是相对简单把握的。

题目解析：

7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里找到与之匹配的，比方第四题题干里的expert对应D段的specialists,第六题的toobusyto对应于B段里的heavyworkloads，第七题的interest对应于C段的appeal。

第一题说“经理们必需实行措施使潜力股们信任他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating“attractioncentres”和loyalty。

第二题说“组织必需把目光投向正在培育中的潜力股以外的地方”，即D段最终两句话所说的查找新一代的潜力股。

第三题和B段的最终一句话完全是一个意思：

怕培育潜力股的投入收不回本钱。

第四题说开发潜力股，经理们需要在公司内部得到专家支持。

答案是D段的第一句话：

公司的人力资源专家需要实行行动。

HRspecialists就是expert。

第五题说公司如今没有在指导策略的支持下区分潜力股。

也就是说公司是依靠自己来发掘人才的。

答案是A段的第一句：

现行的讨论满足不了需要，所以公司只能形成自己的一套体系。

第六题，经理们太忙了，无暇顾及潜力股的进展。

答案是B段的：

Unfortunately,withtoday’sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.。

不幸落在了高工作负荷的人的肩上。

高工作负荷，也就是toobusy。

第七题，看重作为雇主名声的公司可以吸引潜力股。

答案是C段的这么一句：

iftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers。

假如公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。

以开发员工而著称（knownasonesthatdeveloptheirpeople），名声很好，也就是看重自己作为雇主的名声。

BEC中级阅读资料及解析3

LookatthestatementsbelowandtheadvicetobusinessesontheoppositepageaboutusingothercompaniestoruntheirITservices.

1、theneedtoteachskillstoemployeesworkingontheoutsourcedprocess

2、rememberingtheinitialreasonforsettinguptheoutsourcedproject

3、theneedtodrawupagreementsthatsetouthowintegrationistobeachieved

4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingatadistantsite

5、theimportanceofmakingsomeoneresponsiblefortheintegrationprocess

6、staffontheoutsourcedprojectfamiliarisingthemselveswithvariousdetailsofthebusiness

7、problemsbeingassociatedwithanalternativetooutsourcing

WhenabusinessdecidestooutsourceitsITservices,itneedstoconsiderthequestionofintegration.Fourexpertsgivetheirviews.

A.GianlucaTramcere,SilicaSystems

AnoutsourcedITserviceisneverafullyindependententity.Itistiedtothehomecompany’spreviousandcontinuingsystemsofworking.Butdespitetheaddedresponsibilityofmanagingnewwaysofworking,manybusinessesignoretheintegrationprocess.Theyfailtoestablishcontractsthatdefinethewaysinwhichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthetechnologicalaspectsofservicedelivery.

B.KevinRayner,Domola

Businessesneedtobuildintegrationcompetencycentresdedicatedtomanagingtheintegrationeffort.Itiscriticaltohaveanindividualinchargetocheckthattheexternalandinternalbusinessoperationsworktogether.Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeopleandassets,theyneedtorememberthat,atthesametime,outsourcinginvolvesgainingpeople.Becausethereisanewoperationbeingcarriedoutinadifferentwayoutsideofthehomebusiness,thiscreatesatrainingelement.

C.ClaytonLocke,DigitalSolutions

Communicationisthekeytosuccess,andoutsourcingtootherregionsorcountriescanleadtoarangeofproblems.Foranysuchinitiative,itisnecessarytocreateateamwherethereisgood,opencommunicationandaclearunderstandingofobjectivesandincentives.Bringingpeopletothehomelocationfromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthecomplexitiesoftheexistingsystem.Tointegrateefficiently,outsourcingpersonnelhavetotalktothehomecompany’sexecutivesanduserstounderstandtheirexperiences.

D.KimNoon,JGTech

Onewaytoavoidthedifficultiesofintegrationistocreateajoint-venturecompanywiththeoutsourcer.Thus,a

companycanswapitsassetsforashareoftheprofits.Yetjointventuresbringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightoftheoriginalrationaleforoutsourcing:

togaincostefficienciesandqualityofserviceinanareathatforsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbeunderestimated.

这篇文章讲的是外购（outsourcing）,分别有四位专家就这个问题给出了自己的看法。

A段的专家强调建立合同的重要性，B段专家认为要派专人负责，C段专家讲外派人员和