BEC阅读精选及解析.docx

BEC阅读精选及解析.docx

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BEC阅读精选及解析

BEC阅读精选及解析

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BEC阅读精选及解析1

Questions1-7

Lookatthestatementsbelowandthearticleaboutthedevelopmentof

futurebusinessleadersontheoppositepage.

Whichsectionofthearticle（A,B,CorD）doeseachstatement（1-7）refer

to?

Foreachstatement（1-7）,markoneletter（A,B,CorD）onyourAnswer

Sheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvalueto

thefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrently

developing.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmay

notgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindeveloping

high-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidance

strategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentof

high-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinterest

high-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindand

develophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofan

organisation.Asaresult,organisationsarelefttoformulatetheirown

systems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersis

needed,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrows

LeadersResearchGroup（TLRG）.Thegroupcontainsrepresentativesfrom20firms,

andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations

high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessof

leadershipdevelopment.Unfortunately,withtodaysflatorganisations,where

managershavefunctionalaswellasmanagerialresponsibilities,people

developmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerinthe

researchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayon

developmentcourses,onlytoseethempoachedbyanotherdepartmentor,worse

still,anotherfirm.Thisfearoflosinghigh-flyersrunsdeepinthe

organisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployee

retention,butaboutcreatingattractioncentres.Wemusthelplinemanagers

torealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,

theywillhaveagreaterappealtohigh-flyers,saidoneadvisor.Furthermore,

selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignof

commitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasily

demandedinreturn.

DTLRGhasconcludedthatacompanysHRspecialistsneedtotakeaction

andengagewithlinemanagersindividuallyabouttheirroleinthedevelopment

ofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersas

theseniormanagersofthefuture,firmsmustactuallyaddressthedevelopment

ofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managers

willnotbeinapositiontogiveappropriateadvice.Andwheneventuallythe

high-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenext

challengewillbetofindanewgenerationofhigh-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，有两个地方直接告诉了。

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未来接班人——也就是潜力股——的培养问题。

A段讲了TLRG这个贯穿全文的研究组织诞生的原因：

现行的研究满足不了需要，于是大多数公司只能自己探索发掘接班人的模式;（即第五题的答案）B段讲了直属经理（line

managers）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，并且应该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，什么专家协助等等。

整篇文章分为四个部分，层层递进，有很强的逻辑性。

拿这样的文章来做阅读材料应该是相对容易把握的。

BEC阅读精选及解析

（2）

Lookatthestatementsbelowandtheadvicetobusinessesontheopposite

pageaboutusingothercompaniestoruntheirITservices.

1、theneedtoteachskillstoemployeesworkingontheoutsourced

process

2、rememberingtheinitialreasonforsettinguptheoutsourcedproject

3、theneedtodrawupagreementsthatsetouthowintegrationistobe

achieved

4、addressingtheissueofstaffwhoworkontheoutsourcedprocessbeingat

adistantsite

5、theimportanceofmakingsomeoneresponsiblefortheintegration

process

6、staffontheoutsourcedprojectfamiliarisingthemselveswithvarious

detailsofthebusiness

7、problemsbeingassociatedwithanalternativetooutsourcing

WhenabusinessdecidestooutsourceitsITservices,itneedstoconsider

thequestionofintegration.Fourexpertsgivetheirviews.

A.GianlucaTramcere,SilicaSystems

AnoutsourcedITserviceisneverafullyindependententity.Itistiedto

thehomecompanyspreviousandcontinuingsystemsofworking.Butdespitethe

addedresponsibilityofmanagingnewwaysofworking,manybusinessesignorethe

integrationprocess.Theyfailtoestablishcontractsthatdefinethewaysin

whichthetwocompanieswillworkalongsideoneanother,andfocussolelyonthe

technologicalaspectsofservicedelivery.

B.KevinRayner,Domola

Businessesneedtobuildintegrationcompetencycentresdedicatedto

managingtheintegrationeffort.Itiscriticaltohaveanindividualincharge

tocheckthattheexternalandinternalbusinessoperationsworktogether.

Althoughcompaniesoftenthinkofoutsourcingasawayofgettingridofpeople

andassets,theyneedtorememberthat,atthesametime,outsourcinginvolves

gainingpeople.Becausethereisanewoperationbeingcarriedoutina

differentwayoutsideofthehomebusiness,thiscreatesatrainingelement.

C.ClaytonLocke,DigitalSolutions

Communicationisthekeytosuccess,andoutsourcingtootherregionsor

countriescanleadtoarangeofproblems.Foranysuchinitiative,itis

necessarytocreateateamwherethereisgood,opencommunicationandaclear

understandingofobjectivesandincentives.Bringingpeopletothehomelocation

fromtheoutsourcedcentreisnecessary,sinceitcanaidunderstandingofthe

complexitiesoftheexistingsystem.Tointegrateefficiently,outsourcing

personnelhavetotalktothehomecompanysexecutivesanduserstounderstand

theirexperiences.

D.KimNoon,JGTech

Onewaytoavoidthedifficultiesofintegrationistocreatea

joint-venturecompanywiththeoutsourcer.Thus,acompanycanswapitsassets

forashareoftheprofits.Yetjointventuresbringpotentialtroubles,and

companiesshouldbecarefulnottolosesightoftheoriginalrationalefor

outsourcing:

togaincostefficienciesandqualityofserviceinanareathat

forsomereasoncouldnotbecarriedoutentirelyin-house.Thecomplexitiesand

costsofajoint-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本公司之间要有一个互动，D段专家讲如果与外包商（outsourcer）组成联合企业的话可能带来的一系列问题。

如果对文章有个大概、基本的了解，很多题目不用细看就可以得出结论。

第一题的答案稍微有些隐晦，在B段的最后一句。

“Becausethereisanewoperationbeingcarriedout

inadifferentwayoutsideofthehomebusiness,thiscreatesatraining

element.”因为新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。

这里的training对应第一题的“teachskillsto

employees”。

第二题的答案在D段中间:

companiesshouldbecarefulnottolosesightofthe

originalrationalefor

outsourcing.这里的rationale是基本原理、根本原因的意思。

第三题的答案在A段，非常明显的“establish

contracts”。

第四段的答案是C段的最后一句话，outsourcingpersonnelhavetotalktothehome

companysexecutivesanduserstounderstandtheirexperiences.这里的talk

to对应address，向....谈话。

第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最后一句说的外购人员向公司汇报他们的经历。

第五段的答案在B段，相当明显：

It

iscriticaltohaveanindividualinchargetocheckthattheexternaland

internalbusinessoperationswork

together。

需要派专人负责integration。

第六题说“外派人员要熟悉自身工作的不同细节”，对应C段的“createateamwhere

thereisaclearunderstandingofobjectivesand

incentives.”打造一个对目标和动机都有清晰理解的团队。

第七题稍微绕一点。

题目里的“analternativeto

outsourcing”指的是D段里的“createajoint-venturecompanywiththe

outsourcer”，建立一个联合企业。

D段里的专家一直在强调联合企业的麻烦和复杂性（jointventuresbringpotential

troubles），所以是正确答案。

BEC阅读精选及解析（3）

Lookatthestatementsbelowandthearticleaboutthedevelopmentof

futurebusinessleadersontheoppositepage.

Whichsectionofthearticle（A,B,CorD）doeseachstatement（1-7）refer

to?

Foreachstatement（1-7）,markoneletter（A,B,CorD）onyourAnswer

Sheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvalueto

thefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrently

developing.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmay

notgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindeveloping

high-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidance

strategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentof

high-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinterest

high-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindand

develophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofan

organisation.Asaresult,organisationsarelefttoformulatetheirown

systems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersis

needed,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrows

LeadersResearchGroup（TLRG）.Thegroupcontainsrepresentativesfrom20firms,

andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations

high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessof

leadershipdevelopment.Unfortunately,withtodaysflatorganisations,where

managershavefunctionalaswellasmanagerialresponsibilities,people

developmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerinthe

researchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayon

devel