BEC中级全真测试三1202.docx

BEC中级全真测试三1202.docx

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BEC中级全真测试三1202

剑桥国际商务英语证书考试（BEC）中级全真测试三（1202）

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TIME1hour

INSTRUCTIONSTOCANDIDATES

Donotopenthispaperuntilyouaretoldtodoso.

Writeyourname,Centrenumberandcandidatenumberinthespacesatthetopsothispage.WritethesedetailsinpencilonyourAnswerSheetifthesearenotalreadyprinted.

WriteallyouranswersinpencilonyourAnswerSheet-noextratimeisallowedforthis.

ReadcarefullytheinstructionsforeachpartandtheinstructionsforcompletingyourAnswerSheet.

Trytoanswerallthequestions.

AttheendoftheexaminationhandinboththisquestionpaperandyourAnswerSheet.

INFORMATIONFORCANDIDATES

Thereareforty-fivequestionsonthisquestionpap6

_______________________________________________________________________________

Thisquestionpaperconsistsof10printedpagesand2blankpages.

Youarethemanagingdirectorofacompanywhoseprofitshaverecentlyincreasedandyouwouldliketorewardstaffforthis

Writeamemotoallstaff:

Thankingthemfortheircontribution

Explainingwhyprofitsincreased

Tellingthemwhattheirrewardwillbe.

Write40-50words.

Writeontheseparateanswerpaperprovided.

MEMO

To:

AllStaff

From:

Date:

7December2002

Subject:

StaffReward

Yourcompanyrequiresataxifirmthatitcoulduseonaregularbasisforstaffandclients.Yoursecretaryhasselectedtwoadvertisementsfromthelocalnewspaper.

Lookattheadvertisementsbelow,onwhichyouhavealreadymadesomehandwrittennotes.

Then,usingallyounotes,whiteaproposalforyourlinemanager,sayingwhichfirmyouthinkyourcompanyshoulduse.

Write120-140words.

Writeontheseparateanswerpaperprovided.

TELECARS

50yearsexperienceinthetransportbusiness

Weoffer

Specialdealsonlong-distancetravel

24-hourservice

internetbookingfacilities

STREETLIGHTCABS

Specialistsinairportandhoteltransfers

Nodistanceistoo

1Sometimesitisnecessarytoinsistonfurtherexplanation.

2Youshouldn’tfocusonyourresponsewhileothersarestillspeaking.

3Peoplearereluctanttoadmitthattheydon’tlistenwell.

4Therearebenefitsinseeingthingsfromthespeaker’sperspective.

5Keenobservationofthespeakercansupportourlisteningskills.

6Itisriskytothinkaboutadifferentissuewhilesomeoneisspeaking.

7Peopledonotmindhearingtheirownviewssummarized.

Goodlistener,bettermanager

A

Toooftenweaccuseothersofnotlistening,pretendingthatweourselvesarefaulthess,yetinourheartsweknowthatmanyofthemistakeswemakecomeaboutbecausewehaven’tlistenedcarefullyenough.Wegetthingswrongbecausewehaven’tquiteunderstoodwhatsomeonemeantwhentheyweretalkingtous.Anyonewhohasevertakentheminutesofalongmeetingwillknowhowharditistoremember-despitethebenefitofnotes-exactlywhateveryonesaid.Butsuccessdependsongettingthingsrightandthatmeanslistening.

B

Listeningisnotthesamethingashearing;itisnotaneffortlessactivity.Itdemandsattentionandconcentration.Itmaymeanquizzingthespeakerforadditionalinformationorforclarification-itisalwaysbettertoaskthantocontinueregardlessandgetthingswrong.However,ifyouallowyourmindtowanderontosomethingelse,evenforafewminutes,you’llmisswhatthespeakerissaying-probablyattheverymomentwhenheorsheissayingsomethingcritical.Andnothavingheard,youwon’tknowyou’vemissedanythinguntilit’stoolate.

C

Themostcommonbadhabitwehaveistostartthinkingofwhatwearegoingtsayaboutthesubjectlongbeforetheotherspeakerhasfinished.Wethenstoplistening.Evenworse,thisoftenaddsrudenesstoinattentiveness,asonceyouhavedecidedwhattosaythereisafairchanceyouwillinterrupttosayit.goodlistenersdon’tinterrupt.Infactitisoftenworthexplainingthemainideaofwhatyouhavejustbeentoldbeforegoingontomakeyourownpoints.Nobodyisoffendedbythisanditshowsthatyouhavelistenedwell.

D

Aboveallbepatientandacceptthatmanypeoplearenotverygoodcommunicators.It’shelpfultorememberthatthewayspeoplemoveandpositionthemselveswhiletheyarespeakingcanrevealagreatdealaboutwhattheyaresaying.Equallyimportantlyyoushouldputyourselfintheotherperson’splacebothintellectuallyandemotionally;itwillhelpyoutounderstandwhattheyaregettingatandformaresponse.Butdon’tbetooclever.Facedwithaknow-all,manypeoplekeepquietbecausetheyseenopointincontinuing.

PARTTWO

Questions8-12

·Readthearticlebelowaboutrecruitingstaff.

·Choosethebestsentencefromtheoppositepagetofilleachofthegaps.

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

·Donotuseanylettermorethanonce.

·Thereisanexampleatthebeginning.（0）

Findingtherightpeople

Whenasmallcompanygrows,managersmusttakeonmanynewroles.Besidestheday-to-dayrunningofthebusiness,theyfindthemselvesresponsiblefor,amongotherthings,relationswithoutsideinvestors,increasedlevelsofcashflowand,hardestofall,recruitment.

Formostmanagersofsmallandmediumsizedenterprises,thejobofsearchingfor,interviewingandselectingstaffisdifficultandtime-consuming.（0）------Interviewing,forexample,isahighlyskilledactivityinitself.

WehavefoundthewholeprocessveryhardsaysDanBakerfoundingpartnerofaPRcompany.Insevenyearswehavegrownfromfivetoeighteenstaffbutwehavenotfounditeasytolocateandrecruittherightpeople.（8）------AsDanBakerexplains,wewenttooneforourfirstrecruitmentdrivebuttheytookalotofmoneyinadvanceanddidn’tputforwardanybodysuitable.Intheendwehadtodoitourselves.

MostrecruitmentdecisionsarebasedorapileofCVsacoupleofshortinterviewsandtwocautiousreferences.DavidRowe,abusinesspsychologiststudiedhowappointmentsweremadeinfivesmallcompanies.Heclaimsthatselectionwasrarelybasedonclearcriteria.（9）--------Thiskindofapproachtorecruitmentoftenhasunhappyconsequencesforbothemployersandnewrecruits.

Smallcompaniesoftenknowwhatkindofpersontheyarelookingfor.（10）------.AccordingtoDavidRowe,thismeansthatsmallcompanymanagersthemselveshavetodevotemoretimeandenergytorecruitment.Itshouldn’tbesomethingthatislefttotheeveningsorweekends.

Manycompaniesstarttherecruitmentprocesswithover-optimisticideasaboutthetypeofpersonthatwillfitintotheirteam.It’sveryeasytosayyoumusthavethebestpeopleinthetoppositionssaysAlexJonesmanagingpartnerofanexecutiverecruitmentcompany.Butsomeonewhoisexcellentinonecompanymaynotdosowellinanotherenvironment.（11）------Youcanneverguaranteeasuccessfultransferofskills.

Whateverthecandidate’squalificationstheirpersonalqualitiesarejustasimportantsincetheywillhavetointegratewithexistingmembersofstaff.Thisiswheretherecruitmentindustryarguestheycanreallyhelp.

AccordingtoAlexJones,Agoodrecruitmentagencywillvisityourcompanyandaskalotofquestions.（12）-----Theycanaskapplicantsallsortsofquestionsyoudon’tliketoaskandpresentyouwithashortlistofpeoplewhonotonlyhavetheskills,butwhoarelikelytofitinwithyourcompany’swayofdoingthings.

Example:

0

ABCDEFG

AAfinancedirectorinabigcompany,forexample,willoftenmakeaterriblesmallcompanyfinancedirectorbecauseheorsheisusedtohavingateamdoingtheday-to-dayjobs.

BMoreoftenthannotthepeoplemakingthechoiceprioritizeddifferentqualitiesincandidatesorreliedonguesswork.

CRecruitmentwouldseemanobvioustasktooutsourcebutthecompany’sexperienceofrecruitmentagencieswasnotencouraging.

DTheyneedpayingforthat,ofcourse,butyouwillhavethemworkingforyouandnotforthecandidate.

ETheyareusuallyinveryspecificmarketsandtheproblemtheyfaceisthatrecruitmentagenciesmaynotreallyunderstandthesector.

FThismeansthatcompaniescannotspendmorethanthestandardtenminutesinterviewingeachapplicant.

GYetfewaretrainedandcompetentforallaspectsofthetask.

PARTTHREE

Questions13-18

·Readtheextractbelowfromabookaboutthemanagementofchangeandthequestionsontheoppositepage.

·Foreachquestion13-18markoneletter（A,B,CorD）onyourAnswerSheetfortheansweryouchoose.

TheManagementofChange

Todaychangeisapermanentcharacteristicofbusinessactivity.Insomecasesitisexpectedandplannedforinothersitisnot.Forexamplearapidgrowthinsalesmaydemandextensivechangebutifthisanbepreparedfortheprocesscanbemanagedmoreeffectively.Incontrastsomechangesmaybeimpossibletoforecastandthereforeposethegreatestdanger.Theeffectwillbeheightenedwhenthefactorsdrivingchangefallbeyondthecontrolofthebusiness.Newconsumertastes,theriseofcompetitors,newlegislationandeconomicfluctuationsareallexamplesofthis.

Peoplebringaboutchangebuttheyarealsothemostimportantbarriertoitssuccess.Individualsmayresistchangetoprotectpay,forexample.Itoftentakestimeforworkerstoadapt,andifpaymentisbasedonoutputtheymaytobeginwithearnless.Theymayalsosincechangecanendangeraperson’sauthorityregardchangeasathreattotheirstatus.Inaddition,thewishtomaintaingroupmembershipcanbestrongandworkersmayresistchangebecausetheyareworriedaboutwhatothersmaythinkiftheydonot.

Therearetwokeywaysinwhichmanagerscanhelpindividualsovercometheirnaturalresistancetochange.Theyfirstistoinvolvethoseaffectedateverystageofthe