BEC 练习Word文件下载.docx

BEC 练习Word文件下载.docx

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　　lForeachstatement!

–8,makeoneletter（A,B,C,DorE）onyourAnswerSheet.

　　lYouwillneedtousesomeoftheselettersmorethanonce.

　　Example:

　　0Someonehasleftacompetitortojointhiscompany.

　　0ABCDE

　　1Successfulleadershipinvolvesmakingsurethatemployeesacceptnewideas.

　　2Agoodleadercanbringsuccesstoacompanyindifficulties

　　3Leadersshouldbeassessedonthebasisoftheirachievements

　　4Thepersonalitiesofgoodleadersaregenerallydifferentfromthoseofothermanagers

　　5Patienceisavaluablequalityinasuccessfulleader

　　6Leadersconsiderpotentialchangesinwhattheircompanydoesforothers

　　7Goodleaderswillencouragetheirstaffiftheirorganizationisindifficulties

　　8Leadersneedtoadapttheirbehaviourtosuitdifferentcircumstances

　　9

　　A

　　MaurizioVerna

　　Long-term,visionarybusinessleadersmustbepreparedtoinvesttogetwhattheywantfortheircompany.Theyknowwhenandhowtoapplypressureandtotakerisks,whentheyneedtodisplayamorehands-offapproach.Ihaveaprettyclearviewofmyidealbusinessleader,andofcoursethat’swhereI‘mtryingtohead:

heorsheshouldstartupandgrowacash-rich,multi-interestinternationalorganizationoftremendousstrengthanddepth.

　　B

　　SueTucker

　　Thepaceoftechnologicalchange,andtherateatwhichbusinessesarechanging,requiresleaderstohaveaparticularaptitudefortechnologyandanunderstandingoftheinternet.Alotofpeopleareawareoftheopportunitieshere,butawarenessaloneisn’tenough:

inatrueleaderthisneedstobecoupledwithclevermarketing,productdesignandtechnologicalinnovation,andkeepingabreastofeverythinggoingoninthecompany.Infacttheacidtest,Ithink,isbeingabletousealloftheseskillstoturnaroundafailingcompany.

　　C

　　CarolGodfrey

　　Effectiveleadersstandoutfromtheherd.They’reoftenidiosyncratic,eveneccentric.Theyhavetheconfidencetobethemselves,andnottoadoptthelanguageandattributesoftherun-of-the-millprofessionalmanagersandaccountants.What’scrucialishavingthecharismaorwhateveritisthatgivestheirstaffconfidenceinthem,sotheycankeepeveryoneonboardwhentheywanttomakeinnovations.Sooftenthesedon’tgetoffthegroundbecauseoflackofleadership,becauseafterall,ourresponsetochangeissignificantlyaffectedbyhowit’sintroduced.

　　D

　　BrianMatthews

　　Leadershipisaboutmakingthingshappenandbeingjudgedbyresults.Goodideasthatgonowhereareawasteoftime.Anticipateneeds-thoseofcustomersforinstance-andinitiateactiontomeetthoseneedsbeforethepeopleconcernedhaveevenrecognizedthey’vegotthem.Thatwayyou’llalwaysbeaheadofthegame,whateverlineyou’rein.Forinstance,topstockbrokerswilllearnallaboutyouandyourbusinessandkeepthemselvescompletelyuptodatewithyourfieldinordertoadviseyou.Ifthey’rereallygoodthey‘llrecognizetrendsevenbeforeyoudo.

　　EAnaCosta

　　Outstandingleadersunderstandbothtacticsandstrategy,andarepreparedtoplayaverylonggametoachievetheirobjectives.Theyunderstandthatinnegotiationstheyneedthe“win-win”concept,becauselosersrisklosingtheirdignity,whichisnogoodforyourlong-termbusinessrelationshipwiththem.Leadersmuststayoptimistic,whatevertheodds,andkeepupmoraleoftheircompany,evenwhenthegoing’stough.It’simportanttobeverymuchhands-on,too.Agoodleaderwillchampionideasthatkeepthecompanyintheforefront.

PARTTWO

　　Questions9–14

　　lReadthetexttakenfromanarticleaboutthedevelopmentofinternationalmanagers

　　lChoosethebestsentencefromtheoppositepagetofilleachofthegaps.

　　lForeachgap9–14,markoneletter（A-H）onyourAnswerSheet.

　　lDonotuseanylettermorethanonce.

　　lThereisanexampleatthebeginning.（0）

　　Searchforthe“worldly–wise”companyexecutives

　　Thequestforinternationalmanagersisunderwayinvirtuallyeveryindustrializedeconomy,thesearchhasbeenmadeurgentbytheglobalizationofworldmarketsandthegrowthincrossbordermergersandacquisitions.（0）Manyfirmsreportbeingsostretchedthattheysimplydonothaveenoughofthehigh-qualitypeopletheyrequiretoleadtheirtheirglobalexpansion.

　　Othercompaniesarehavingdifficultiesreleasingexperiencedpeoplefromexistingoperationsinordertoleadnewinternationalventures.Thereareindicationsthatashorftageofinternationallyskilledpeoplemaybeanimportantconstraintonfirms’internationalambitions.（9）However,identifyingtheneedforinternationalmanagersiseasierthandevelopingthem.

　　Sowhatmakesaninternationalmanager?

PaulEvans,aprofessoratINSEAD,theEuropeanbusinessschool,doesnotbelievethatanyparticularnationalityproducesamoreinternationalmanager.Neitherdoeshebelievethatit’samatterofhavingtheabilitytocopewithalifestylethatinvolvesworkinginMadridoneday,LondonthenextandBerlinthedayafter.（10）Rather,hebelievesthatthesecretofbeingagoodinternationalmangerisbeingcomfortablewithmanagingdiversity.

　　FordofEurope,whichhasencouragedthedevelopmentofinternationalmanagersformorethan20years,saysthatitsmanagersareglobally-mindedbeforetheybecomeglobaloperators.（11）acarthatyoubuyintheUK,forexample,isgoingtobethesamecarthatsellsinGermany,FinlandandPortugal,sothepeoplewhoareinvolvedinthecar’sdevelopmenthavetobeawareofthemarketrequirementsinallthosedifferentcountries.

　　Generally,itseemsthattheonlyeffectivewaytodevelopinternationalskillsandperspectivesisthroughdirectinternationalexperience.（12）Suchexperiencesopenpeople’smindstothefactthatthingsaredonedifferentlylesewhereandencouragesthemtothinkinawildercontext..

　　Formulatingeffectivestrategiesfordevelopingacompany’smanagementresourceisademandingexercise,withconflictingissuestobesolved（13）Anotherdilemmaiswhethertouselocalmanagersorexpatriates.

　　Therecruitmentanddevelopmentofeffectiveinternationalmanagersrequiresconsiderablefinancialresourcesandcanbehardtojustifyatbudgetmeetings.（14）however,withoutthem,companieswillcontinuetofindtheirexpansionplansfrustratedbyalackofinternationallyeffectivemanagers.

　　Afromthemomenttheyjointhecompany,employeesarefacedwithhavingtothinkinternationally

　　BThiscanbethroughinvolvementininternationaltaskforcesorthroughlivingandworkingabroad.

　　CShould,forexample,onlyanelitefewreceiveinternationalexperienceinpreparationfortopjobsorshoulditbeofferedtoawidergroup?

　　Dtheseproblemsmeanthatdevelopingmanagerswhothinkandoperategloballyisabsolutelyvitalforcompaniesoperatinginforeignmarkets.

　　ELanguagetraining,overseasvisitsandin-housemanagementcoursesareallexpensivetoimplement.

　　FJet-settingbetweeninternationaloperationsmerelycreatesabusinessequivalentoftheover-packagedtourist

　　GCompaniesarenowemphasizingthehumanskillsinvolvedinmanagingotherpeople

　　HThesetrendsarepushingcompanies’existingmanagementresourcestothelimit.

PARTTHREE

　　Questions15-20

　　lReadthefollowingextractfromabookonmanagementandthequestionsontheoppositepage.

　　Foreachquestion15–20,markoneletter（A,B,CorD）onyourAnswerSheetfortheansweryouchoose

　　Inthelastfewyears,managersthroughoutindustryhaveseenmorechangesthanmanyofthemcouldhaveexpectedtoseeintheirentireworkingliveshavingtocommunicateinformationwhichoftenleadstofeelingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,managementemployeecommunicationhasbecomeacentralcorporateneed.

　　ConcordiaInternationalprovidesagoodexampleofacompanythathasadjustedwelltothechangingneedsforcommunication.since1995,Concordiahasbeenturnedinside-outandupside-down,toensurethatitisamarketing–led,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80.000people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.

　　Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservicecompany.Theroleofemployeecommunicationinsuchacontextistobuildpeople’sself-confidence,topersuadethemthat,althoughitisinevitablethatthechangeswillgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeelthattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceuptothefactthattheynolongerhaveajobforlife.

　　Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.Thebulkofemployeesfallintotwomaincategoriesintermsoftheirresponsetothenewsituation:

ontheonehandtherearethe“pragmatists”andontheother“thehighlyanxious”theformerseetheirjobasameanstoanendandhavearelativelyshort-termperspective,withstrongloyaltytot