人民邮电版 剑桥bec真题集第四辑 阅读真题TEST 2 解析Word文件下载.docx

1、A.Gianluca Tramcere, Silica SystemsAn outsourced IT service is never a fully independent entity. It is tied to the home companys previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail

2、 to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.B.Kevin Rayner, DomolaBusinesses need to build integration competency centres dedicated to managing the integration effort. It is

3、 critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because

4、there is a new operation being carried out in a different way outside of the home business, this creates a training element.C.Clayton Locke, Digital SolutionsCommunication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, i

5、t is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate effici

6、ently, outsourcing personnel have to talk to the home companys executives and users to understand their experiences.D.Kim Noon, J G TechOne way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the pr

7、ofits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of

8、a joint-venture initiative should not be underestimated. 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。“Because there is a new operation being carried out

9、in a different way outside of the home business, this creates a training 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“teach skills to employees”。第二题的答案在D段中间: companies should be careful not to lose sight of the original rationale for 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

10、，非常明显的“establish contracts”。第四段的答案是C段的最后一句话，outsourcing personnel have to talk to the home companys executives and users to understand their experiences.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 is critical to have an individual in charge to check

11、that the external and internal business operations work 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“create a team where there is a clear understanding of objectives and 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“an alternative to outsourcing”指的是D段里的“create a joint-venture company wit

12、h the 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（joint ventures bring potential troubles），所以是正确答案。Part2 人邮第四辑真题TEST 2 READING PART 2Read the article below about the changing role of human resources departments. The best person for the jobEmployees can make a business succeed or fail, so the people

13、who choose themhave a vital role to play.Employees are a companys new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a companys success.（0） GIf the human resources department makes mistakes with hiring, keeping and dismissing staff, a business

14、 can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.Sarah Choi, Head of HR at Enco pic, believes that thinking commercially is a key quality in HR. Every decision an HR manager makes needs to be relevant to advancing the business. （8） .C.Tha

15、ts no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. （9）.F. For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed w

16、ith an acquisition.Why do people go into HR in the first place? Choi has a ready answer. I think most people in the profession are attracted by a long-term goal.（10）.D.Nothing happens in the company which isnt affected by or doesnt impact on its employees, so the HR department is a crucial part of a

17、ny business.Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as What do they actually contribute?（11）.A. As Choi points out, salaries have never been higher and, in addition, HR m

18、anagers often receive substantial annual bonuses.Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs.（12）.E.However, a lack of training and development is a more significant factor. These days, good professional development opport

19、unities are considered an essential part of an attractive package,Choi explains.A But rising levels of remuneration demonstrate that the professions growing importance is widely recognised.B At one time, a professional qualification was required in order to progress to the top of HR.C Other departme

20、nts and senior executives used to see HR managers as having a purely administrative role.D Since its one of the few areas where you can see the whole operation, it can lead to an influential role on the board.E Being seen as someone who just ticks off other peoples leave and sick days does not help

21、build a sense of loyalty.F They therefore need to be competent in many aspects of a companys operations.G On the other hand, recruiting the wrong staff can lead to disaster.这篇文章的标题有些misleading，“The best people for the job”，还以为是招人的标准。其实这篇文章是关于Human resource的，所以还是要适当关注文章前的说明：the article below about th

22、e changing role of human resources departments.第八题，空格后面的“Thats no longer the case”是很重要的提示。由于空格前面一直在强调commercial和business，所以在空缺的地方应该是和另一个方面相关的内容。选项C的administrative role正好满足这个要求。前后文意思搭配在一起完全吻合。第九题，后面的for example的很关键，是对前面的补充说明。“For example,a chief executive will expect the HR department to advise on ev

23、erything from the headcount to whether to proceed with an acquisition.”总裁希望人力资源经理对一切事情提出建议，从人数统计到是否进行收购。这种要求就需要人力资源经理具备很多才能。所以F的句子填在这里最合适。第十题，答案稍微不那么明显，不过D句中的an influential role可以和第十题的空格后的a crucial part相对应，算是答案信号。要从整体上把握第三段，这里认为HR manager 的影响是全局的、长期的，所以D句的“see the whole operation”符合情况。第十一题，理解前后文的意思，

24、前面说过去的operational managers不那么认可HR manager的作用，后面指出HR managers挣得多，所以中间是转折的意思。A句的But是个信号，“上涨的薪酬水平意味着这个职位逐渐增加的重要性得到了广泛的认可。”意思和前后都吻合，所以是正确答案。第十二题，空格前说HR managers觉得自己的作用被低估了，所以leaving。空格后一个However，所以空格处应该还是和leaving有关的，为什么离职。E句的意思是“被视作仅仅对别人的离开和生病的日子划勾的人是没法帮助建立忠诚感的。”填入此处正好。Part 3人邮第四辑真题TEST 2 READING PART 3

25、争取暑假出全中级，然后挑战高级的Critical PathWhen David Hayden realised his company was heading for trouble, he took drastic measures to get it back on trackDavid Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public compa

26、ny two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products a

27、nd an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, try

28、ing desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didnt understand the product or the sector, says Hayden. The heads of department d

29、idnt communicate and they didnt lead. But what was worse, Critical Path had lost the goodwill of its investors.Hayden knew that bringing the figures under control would be a vital step in the companys turnaround. Youve got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didnt have bad feelings about me. I told them that I knew I could get the company on its feet again. He was authorised to make whatever changes were re