BEC中级模拟考试试题及答案解析文档格式.docx

BEC中级模拟考试试题及答案解析文档格式.docx

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2.Youwilllearnwhatalendercandoifacompanydoesnotrepayaloan.

3.Companiescandecidewheretheiremployeeswilltakethecourse.

4.Youwilllearntoassesswhetherabusinesscanpaybackthemoneyitowes.

5.Thiscoursewillhelpyoutodealwiththepaperworkinvolvedinprocessingloans.

6.Youwilllookatthelegal 

aspectsofhiringequipment.

7.Thiscoursewillconcentrateonthelawsthatapplywhenabusinessborrowsmoney.

A 

LoansAdministration

Thiscourselooksattheadministrativefunctionsofabank'

sloansdepartment,.dealingwithcreditapplicationsandkeepingrecordsofloantransactions.Wewilluserealapplicationformsofthetypethatadministrativestaffinloansdepartmentsregularlyhandle.Itwillbeparticularlyusefulforexperiencedstaffwithday-to-dayadministrativeresponsibilityforloanportfolios.Althoughmostclientschoosetoenjoyourbeautifulpremises,thecoursecanberunattheclientcompanyorelsewhere.

B 

CashflowAnalysis

Onthisadvancedcourseyouwillbuildupadatabaseofacompany'

scashflowovertimeandidentifyandinterpretpatternsofchange.Youwillanalyzethecashflowofafewsamplecompaniesanduseyouranalysistojudgetheirabilitytosettletheirdebts.Thiscoursewillhelpyouperformanadvancedcashflowanalysisofyourowncompany.

C 

LoanContracts

Opentoanyonewhocompletedourintroductorycoursetolegalcontractsinbusiness,thiscourselooksatthelegalprinciplesinvolvedwhenacompanytakesoutaloan;

andoutlineshowtotakelegalactionagainstacompanythatdefaultsonitsrepayments.Youwillcomparetheinterestsandresponsibilitiesofbothpartiestoaloancontract.

D 

Leasing&

AssetFinance

Thisisacourseforthosenewtoleasing.Itwillprovideyouwithabasicunderstandingofwhycompaniesprefertoleasepropertyormachinery,ratherthanbuy.Youwilllearnaboutboththeexpensesandtaxbenefitsofleasingandyouwillstudyavarietyofleaseagreementsandthelawsrelatingtothem.

PartTwo

Questions8-12

Readthearticlebelowaboutapsychologist'

sadvicetomanagers.

Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

Foreachgap8-12,markoneletter（A-G）onyourAnswerSheet.

Donotuseanylettermorethanonce.

Thereisanexampleatthebeginning.（0）

ThePsychologyofManagement

Ifoverflowingin-traysfrightenyouorsolvingproblemsmakesyousweat,there'

sanewrangeofbusinessbookscalledTheManagementGuidesthatyoucanturntowithconfidence.（0）__G__.Inaddition,they'

rewritteninaccessiblelanguagebyKathyHarman,acharteredoccupationalpsychologistwhoheadsherownLondon-basedconsultancybusiness.ShesaysthattheguidesareintendedforprofessionalsworkinginsmallBritishcompanies,wherethinkingaboutmanagementcanbealowprioritybecauseofendlesslistsofotherresponsibilities.

（8）

.Afterthisinitialmessagetothereader,thefollowingpagescontainsectionsoneveryaspectofbusiness,frommanagingyourowntimeandselectingemployeestoplanningaheadforthefuture.

OneofthereasonsHarmanwrotetheseguideswasthatsheknowsnoteverybusinessisabletoinvestintraining.Thedifficulty,especiallyforsmallbusinesses,isthat,"

Peopleareprofessionalsfirstandforemostandsomehowtheyarejustexpectedtopickupmanagementskillsastheygoalong."

（9）

.Andbecomingone,sherecognizes,isespeciallydifficultifyou'

renotusedtocommunicatingeffectivelyordelegatingwork.

Sheadds,"

It'

sallverywellmanagingareasthatyouhavecontroloverandyoucandoalltheplanningyoufeelisnecessary,buttherearealwaysgoingtobeotherpeopleouttherewhodothemostunexpectedthings,"

（10）

.Suchachoiceofapproachesisessentialtoanybusiness;

thiscanonlybeachievedbymanagershavinggood,friendlyrelationshipswithalltheirstaffandbusinesscontacts."

Theimportantthinginmanagement,"

saysHarman,"

isthehumanelement."

Heradvicetomanagerseverywhereistomaintainprofessionalismatalltimes."

Ifyou'

veevermanagedanyone,"

shesays,"

you'

llknowthatyou'

renotallowedtobefedupbecausewhenthestaffcometoyou,theydon'

twanttoknowaboutyourproblems,theywanttheirproblemssolved."

Harmanfeelsconfidentaboutmakingsuchananalysisbecauseofheryearsoftrainingasanoccupationalpsychologist.（11）

."

Whatyoufindthereisthatmoreseniormanagershavehadsomekindofpsychologicaltraining,whileinthiscountrymostmanagersgettheirmanagementpsychologysecond-handbylisteningtoothermanagers."

TheoverallmessagefromHarmanisasimpleone,andit'

sgotnothingtodowithtechnologyordatabases.（12）

Moreandmoremanagers,"

arerealizingthisandbeginningtoappreciatethatwithouttherightstaffatalllevels,youreallyhaven'

tgotabusiness.Peopleareyourprincipalresource."

Andwhentheydo,managersneedavarietyofstrategiestofallbackon.

This,ofcourse,isunlikelytobeeasy,becausebeinganexpertinyourfielddoesn'

tnecessarilymakeyouagoodmanager.

Thequestionthatmostofthemaskis,"

Canweactuallyaffordamanagementtrainingcourses"

Althoughthisareaofstudyisbecomingmoreacceptableinthebusinessworld,BritainisalongwaybehindtherestofEurope.

E 

saboutcreatingaworkingenvironmentthatpromotesthewell-beingofeveryone,fromthepostroomtotheboardroom.

F 

Thisisillustratedatthebeginningofeachguidewiththequote,"

Thisbookisforthosewhowouldliketomanagebetterbutaretoobusytobegin."

G 

They'

reshort,pocket-sized,andveryreasonablypricedat'

each.

PartThree

Questions13-18

Readthearticlebelowabouteffectivecommunicationandthequestionontheoppositepage.

Foreachquestion13-18,markoneletter（A,B,C,orD）onyourAnswerSheetfortheansweryouchoose.

Theimportanceofgoodcommunication

Effectivecommunicationisessentialforallorganizations.Itlinkstheactivitiesofthevariouspartsoftheorganizationandensuresthateveryoneisworkingtowardacommongoal.Itisalsoextremelyimportantformotivatingemployees.Staffneedtoknowhowtheyaregettingon,whattheyaredoingrightandinwhichareastheycouldimprove.Workingalonecanbeextremelydifficultanditismucheasierifsomeonetakesaninterestandprovidessupport.Employeesneedtounderstandwhytheirjobisimportantandhowitcontributestotheoverallsuccessofthefirm.Personalcommunicationshouldalsoincludetargetsetting.Peopleusuallyrespondwelltogoals,providedtheseareagreedbetweenthemanagerandsubordinateandnotimposed.

However,firmsoftenhavecommunicationsproblemsthatcanunderminetheirperformance.Inmanycases,theseproblemsoccurbecausemessagesarepassedoninaninappropriateway.Thereare,ofcourse,severalwaysofconveyinginformationtoothersintheorganization.Theseincludespeakingtothemdirectly,e-mailing,telephoningorsendingamemo.Themostappropriatemethoddependsonexample,anythingthatisparticularlysensitiveorconfidential,suchasanemployee'

sappraisal,shouldbedoneface-to-face.

Oneofthemainproblemsforseniorexecutivesisthattheydonothavethetimeorresourcesneededtocommunicateeffectively.Inlargecompanies,forexample,itisimpossibleforseniormanagerstomeetanddiscussprogresswitheachemployeeindividually.Obviouslythistaskcanbedelegatedbutatthecostofcreatingagapbetweenseniormanagementandstaff.Asaresult,managersareoftenforcedtouseothermethodsofcommunication,likememosornotes,eveniftheyknowthesearenotnecessarilythemostsuitablemeansofpassingonmessages.

Theuseoftechnology,suchase-mail,mobilephonesandnetworksystems,isspeedingupcommunicationimmensely.However,thisdoesnotmeanthatmoreinvestmentintechnologyautomaticallyprovesbeneficial:

systemcanbecomeoutdatedoremployeesmaylackappropriatetraining.Therearemanycommunicationstoolsnowavailablebutafirmcannotaffordallofthem.Evenifitcould,itdoesnotactuallyneedthemall.Thepotentialgainsmustbeweighedupagainstthecosts,andfirmsshouldrealizethatmorecommunicationdoesnotnecessarilymeanbettercommunication.

Asthenumberofpeopleinvolvedinanorganizationincrease,theuseofwrittencommunicationrisesevenfaster.Insteadofaquickconversationtosortsomethingoutnumerousmessagescanbepassedbackwardsandforward.Thiscanlendtoatremendousamountofpaperworkandisoftenlesseffectivethanfacetofacecommunication.Whenyouareactuallytalkingtosomeoneyoucandiscussthingsuntilyouarehappytheyhaveunderstoodandfeedbackisimmediate.Withwrittenmessages,however,youareneverquitesurehowitwillbereceived.Whatyouthinkyouhavesaidandwhattheotherpersonthinksyouhavesaidcanbeverydifferent.

Theamountofwritteninformationgeneratedinlargeorganizationtodaycanleadtocommunicationoverload.Somuchinformationisgatheredthatitgetsinthewayofmakingdecisions.Takealookattheaveragemanager'

sdeskandyouwillseetheproblem--itisoftencoveredinletter,reportsandmemos.Thisoverloadcanlea