剑桥商务英语中级全真模拟试题三Word文件下载.docx
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A
Advertisingonmobilephonesisatinybusiness.Lastyearspendingonmobileadswas$871millionworldwideaccordingtolnformaTelecoms&
amp;
Media,aresearchfirm,comparedwith$24billionspentoninternetadvertisingand$450billionspentonalladvertising.Butmarketersarehailingthemobilephoneasadvertising'
spromisedland.Itisdestined,somesay,toreplacenotonlyinternetadvertising,thelatestfad,butalsotelevision,radio,printandbillboards,thefourtraditionalpillarsofthebusiness.
B
The2.5billionmobilephonesaroundtheworldcanpotentiallyreachamuchbiggeraudiencethantheplanet'
sbillionorsopersonalcomputers.Thenumberofmobilephonesinuseisalsogrowingmuchfasterthanthenumberofcomputers,especiallyinpoorercountries.Furthermore,mostpeoplecarrytheirmobilewiththemeverywhere”somethingthatcannotbesaidoftelevisionorcomputers.
C
Yetthebiggestsellingpointofmobileadsiswhatmarketingtypescall'
relevance'
.Advertisersbelievethatabouthalfofalltraditionaladvertisingdoesnotreachtherightaudience.Butmobileadvertisingthroughtextmessagesisthemostfocused:
ifmarketersusemobilefirms'
profilesoftheircustomerscleverlyenough,theycantailortheiradvertisementstomatcheachsubscriber'
shabits.
D
InSeptember,Blyk,anewmobileoperator,launchedaserviceinBritainthataimstodojustthat.Itofferssubscribers2]7freetextmessagesand43freeminutesofvoicecallspermonthaslongastheyagreetoreceivesixadvertisementsbytextmessageeveryday.Tosignupfortheservice,customersmustfilloutaquestionnaireabouttheirhobbiesandhabits.Soadvertiserscantargettheirmessagesveryprecisely.'
Britainisthelargest,butalsothetrickiestEuropeanadmarket,soifitworkshereitwillworkeverywhere,'
saysPekkaAla-Pietila,chiefexecutiveandoneofthefoundersofBlyk.
1Customersarerewardedinreturnfortextmessageadvertisementsontheirmobilephones.
2Atpresent,mobileadstakeasmallshareoftheadvertisingindustry.
3Somepeopleareveryoptimisticaboutthefutureofmobileadvertising.
4Mobilephonesaremoreaccessibletopeoplethancomputersare.
5IfmobileadsturnoutsuccessfulinBritain,otherEuropeanmarketswillbeencouragedtodothesamething.
6Mobileadvertisinghasaremarkableadvantageoftargetingexactlyitscustomers.
7Internetisthenewestmeansofmakingadvertisements.
PARTTWO
ReadthearticlebelowabouttheshortageoftalentinAsia.
Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
Foreachgap1-5,markoneletter(A-G).
Donotuseanylettermorethanonce.
Thereisoneextraletterwhichyoudonotneedtouse.
Asia'
sSkillsShortage
Itseemsodd.Intheworld'
smostpopulousregionthebiggestproblemfacingemployersisashortageofpeople.
Asiahasmorethanhalftheplanet'
sinhabitantsandishometomanyoftheworld'
sfastest-growingeconomies.Butsomebusinessesarebeingforcedtoreconsiderjusthowquicklytheywillbeabletogrow,becausetheycannotfindenoughpeoplewiththeskillstheyneed.
Inarecentsurvey,600ChiefexecutivesofmultinationalcompanieswithbusinessesacrossAsiawereinterviewed.
(1)Itwastheirsecond-biggestheadacheinJapan(afterculturaldifferences)andthefourth-biggestinIndia(afterproblemswithinfrastructure,bureaucracyandwageinflation).Acrossalmosteveryindustryandsectoritwasthesame.
OldAsia-handsmayfinditeasytounderstandwhythereissuchconcern.Theregion'
srapideconomicgrowthhasfishedoutthepoolofavailabletalent,theywouldsay.
(2)RecentgrowthinmanypartsofAsiahasbeensogreatthatithasrapidlytransformedthetypeofskillsneededbybusinesses.Schoolsanduniversitieshavebeenunabletokeepup.
Thisisespeciallytrueforprofessionalstaff.Airlinesareoneexample.Manynewcarriersaresettingupandairlinesareofferingmoreservicestomeetdemand.(3)AccordingtoAlteonTraining,thecommercial-pilottrainingarmofBoeing,Indiahasfewerthan3000pilotstodaybutwillneedmorethan12000by2025.Chinawillneedtofindanaverageof2200newpilotsayearjusttokeepupwiththegrowthinairtravel,whichmeansitwillneedmorethan40000pilotsby2025.Inthemeantime,withbiginternationalairlinestrainingonlyafewhundredpilotsayear,Asianairlineshavetakentopoachingthem,oftenfromeachother.
(4)ChinahasbeentryingtolurepilotsfromBrazil,amongotherplaces.
WithsuchamismatchbetweensupplyanddemandinAsia'
slabourmarkets,companieswillhavetobecomebetterathiringgoodstaffandkeepingthem.Thefirstpriorityistorealizethatretentionismoreimportantthanrecruitment.Butassomecompanieswillalwaysbebetteratthisthanothers,thejob-hoppingandpoachingaresettocontinueformanyyears,untileducationandtrainingcatchup.(5)Withouttalentedrecruitingpolicies,somefirmsmayendupscalingbacktheirboldAsiangrowth-plans.
A、However,thereisalsoafailureofeducation.
B、PhilippineAirlines,forinstance,lost75pilotstooverseasairlinesduringthepastthreeyears.
C、Asitturnedout,theyrankedashortageofqualifiedstaffastheirbiggestconcerninChinaandSouth-eastAsia.
D、Thereisalsoasevereshortageofgoodmanagers.
E、Theconsequencesofthataredepressingandwilllimitthegrowth.
F、But,inthemeantime,thereisadreadfulshortageofpilots.
G、Asiahasmorethanhalftheplanet'
sfastest-growingeconomies.
PARTTHREE
Readthearticlebelowaboutcorporatecultureontheoppositepage.
Foreachquestion1-6,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
Thetermcorporateculturereferstoanorganization'
svaluesystem.Managerialphilosophies,workplacepractices,andorganizationalnetworkareincludedintheconceptofcorporateculture.TysonFood'
scorporatecultureisreflectedinthefactthateveryone”evenCEODonTysonwearsclothesofayellowishbrowncoloronthejob.
Theleaderswhodevelopedthecompanyandthecorporateculturetypicallyshapethecorporateculture.Onegenerationofemployeespassesonacorporateculturetoneweremployees.Sometimesthisispartofformaltraining.NewmanagerswhoattendMcDonald'
sHamburgerUniversitymaylearnskillsinmanagement,buttheyalsopickupthebasicsoftheorganization'
scorporateculture.Employeescanabsorbcorporateculturethroughinformalcontactsaswell,bytalkingwithotherworkersandthroughtheirexperiencesonthejob.
Corporateculturehasamajorimpactonthesuccessofanorganization.Inorganizationswithstrongcultures,everyoneknowsandsupportstheorganizations'
objectives.Inthosewithweakcultures,noclearsenseofpurposeexists.Infact,theauthorsoftheclassicbookInSearchofExcellenceconcludedthepresenceofastrongcorporateculturewasthesinglecommonthreadamongmanydiversebuthighlysuccessfulcompaniessuchasGeneralElectricandMcDonald'
s.
Asyoucanimagine,changingacompany'
scorporateculturecanbeverydifficult.Butsomemanagerstrytodojustthatwhentheyfeelthecurrentcultureisweak,orwhentheorganization'
sobjectiveschangeandtheoldculturenolongerfits.Sometimesthecompetitivesituationofacompanychanges.Forinstance,electricutilities,whichoncehadtheirprofitsguaranteedbypublicregulation,nowfacemorecompetitionthanever.FirmsthatwerecomfortablecompetingagainstotherAmericancompaniesnowfindthemselvesfightingcompetitorsfromoverseas,too.
ManagementexpertPeterDuckersfeelsthat,ratherthantryingtochangeculture,managersshouldfocusonchangingemployeesandcorporatepractices,asfollows.
Definewhatresultsareneeded.Specifyinmeasurabletermswhattheorganizationordepartment,oroffice)needstoachieve.
Determinewheretheseresultsarealreadybeingachievedwithinthecurrentorganization.Analyzethedepartmentsthatarealreadyeffectiveandfindoutwhattheyaredoingdifferentlyfromtherest.
Determinewhattopmanagementcandotoencouragethesegoodresults.Duckerssuggeststhatexecutivesopenlyaskwhattheycandotohelp,andthendoit.
Changetherewardsystem”ordevelopanewone”torecognizetheseeffectivepractices.Whenemployeesrealizethattheorganizationreallydoesrewardthenewapproach,theywilladoptitmuchmorequickly.Whetheronewantstochangeanorganizationcultureornot,itisimportanttochoosemanagersandemployeeswhosepersonalstylesfittheorganization'
sgoals.
13Accordingtothepassage,corporateculture
A、meanstheculturalatmosphereinacompany.
B、isestablishedbytopleadersandcan'
tbechanged.
C、involvesthecorevaluesofacompany.
D、haslittleinfluenceontheperformanceofacompany.
14InMcDonald'
sHamburgerUniversity,newmanagers
A、learnthecompany'
scorporatecultureatlength.
B、areonlyinterestedinlearningmanagementskills.
C、learnallthenecessaryskillsandpracticesofthecompany.
D、havechancestoknowaboutthecompany'
scorporateculture
15Ifanorganizationhasastrongcorporateculture.
A、itcanbesureofachievinggreatsuccess.
B、itwillbeassuccessfulasGeneralElectricandMcDonald'
C、itss