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