实战练习 高级考试模拟试题Word文件下载.docx

1、Look at the sentences below and at the five managers comments on leadership on the opposite pageWhich new item （A, B, C ,D or E） dose each statement 1 8 refer to ?For each statement ! 8 , make one letter（A, B, C ,D or E） on your Answer Sheet .You will need to use some of these letters more than once

2、 .1、Successful leadership involves making sure that employees accept new ideas.2、A good leader can bring success to a company in difficulties3、Leaders should be assessed on the basis of their achievements4、The personalities of good leaders are generally different from those of other managers5、Patien

3、ce is a valuable quality in a successful leader6、Leaders consider potential changes in what their company does for others7、Good leaders will encourage their staff if their organization is in difficulties8、Leaders need to adapt their behaviour to suit different circumstances9、AMaurizio VernaLong-term

4、, visionary business leaders must be prepared to invest to get what they want for their company. They know when and how to apply pressure and to take risks, when they need to display a more hands-off approach. I have a pretty clear view of my ideal business leader, and of course that s where I m try

5、ing to head: he or she should start up and grow a cash-rich, multi-interest international organization of tremendous strength and depth.BSue TuckerThe pace of technological change, and the rate at which businesses are changing , requires leaders to have a particular aptitude for technology and an un

6、derstanding of the internet. A lot of people are aware of the opportunities here ,but awareness alone isn t enough: in a true leader this needs to be coupled with clever marketing, product design and technological innovation, and keeping abreast of everything going on in the company. In fact the aci

7、d test , I think , is being able to use all of these skills to turn around a failing company.CCarol GodfreyEffective leaders stand out from the herd. They re often idiosyncratic, even eccentric.They have the confidence to be themselves, and not to adopt the language and attributes of the run-of-the-

8、mill professional managers and accountants. What s crucial is having the charisma or whatever it is that gives their staff confidence in them, so they can keep everyone on board when they want to make innovations. So often these don t get off the ground because of lack of leadership, because after a

9、ll, our response to change is significantly affected by how it s introduced.E Ana CostaOutstanding leaders understand both tactics and strategy, and are prepared to play a very long game to achieve their objectives. They understand that in negotiations they need the win-win concept, because losers r

10、isk losing their dignity, which is no good for your long-term business relationship with them. Leaders must stay optimistic, whatever the odds, and keep up morale of their company, even when the going s tough. It s important to be very much hands-on, too. A good leader will champion ideas that keep

11、the company in the forefront.PART TWOQuestions9 14Read the text taken from an article about the development of international managersChoose the best sentence from the opposite page to fill each of the gaps .For each gap 9 14, mark one letter （A-H） on your Answer Sheet .Do not use any letter more tha

12、n once .There is an example at the beginning .（0）Search for the worldly wise company executivesThe quest for international managers is underway in virtually every industrialized economy , the search has been made urgent by the globalization of world markets and the growth in crossborder mergers and

13、acquisitions. （0） Many firms report being so stretched that they simply do not have enough of the high-quality people they require to lead their their global expansion.Other companies are having difficulties releasing experienced people from existing operations in order to lead new international ven

14、tures. There are indications that a shorftage of internationally skilled people may be an important constraint on firms international ambitions. （9） However, identifying the need for international managers is easier than developing them.So what makes an international manager? Paul Evans, a professor

15、 at INSEAD, the European business school, does not believe that any particular nationality produces a more international manager. Neither does he believe that it s a matter of having the ability to cope with a lifestyle that involves working in Madrid one day, London the next and Berlin the day afte

16、r. （10） Rather, he believes that the secret of being a good international manger is being comfortable with managing diversity.Ford of Europe, which has encouraged the development of international managers for more than 20 years, says that its managers are globally-minded before they become global op

17、erators. （11） a car that you buy in the UK, for example, is going to be the same car that sells in Germany, Finland and Portugal, so the people who are involved in the car s development have to be aware of the market requirements in all those different countries.Generally, it seems that the only eff

18、ective way to develop international skills and perspectives is through direct international experience. （12） Such experiences open people s minds to the fact that things are done differently lese where and encourages them to think in a wilder context.Formulating effective strategies for developing a

19、 company s management resource is a demanding exercise, with conflicting issues to be solved （13） Another dilemma is whether to use local managers or expatriates.The recruitment and development of effective international managers requires considerable financial resources and can be hard to justify a

20、t budget meetings. （14） however , without them, companies will continue to find their expansion plans frustrated by a lack of internationally effective managers.A from the moment they join the company, employees are faced with having to think internationallyB This can be through involvement in inter

21、national task forces or through living and working abroad.C Should , for example, only an elite few receive international experience in preparation for top jobs or should it be offered to a wider group?D these problems mean that developing managers who think and operate globally is absolutely vital

22、for companies operating in foreign markets.E Language training , overseas visits and in-house management courses are all expensive to implement.F Jet-setting between international operations merely creates a business equivalent of the over-packaged touristG Companies are now emphasizing the human sk

23、ills involved in managing other peopleH These trends are pushing companies existing management resources to the limitPART THREEQuestions 15 - 20Read the following extract from a book on management and the questions on the opposite page .For each question 15 20,mark one letter （A, B, C or D ） on your

24、 Answer Sheet for the answer you chooseIn the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From b

25、eing regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned insid

26、e-out and upside-down, to ensure that it is a marketing led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more tha

27、n 80.000 pe上一篇英语： 商务英语（BEC）高级考前冲刺模拟试题（8）下一篇英语： 商务英语（BEC）高级考前冲刺模拟试题（9）查看更多关于BEC高级的文章网友同时还浏览了：什么是雅思机经？如何巧用雅思机雅思写作评分标准任务完成情况雅思写作评分标准：连贯与衔接词汇资源语法的多样性雅思考试合格标准实战练习：BEC高级考试模拟试题（1） 商务英语练习题：Reading1hourPARTONEQuestions1 8Lookatthesentencesbelowandatthefivemanagers commentsonleadershipontheoppositepageWhichne

28、witem（A,B,C,DorE）doseeachstatement1 8referto?ople - or 35% -on a voluntary basis, with further downsizing anticipated.From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people s self-confidence, t

29、o persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over

30、many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life.Research indicates that people respond to this predicament

31、 in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the pragmatists and on the other the highly anxious the former see their job as a means to an end and have a relatively short-term perspective, with s

32、trong loyalty to their local term , rather than the company as a whole . the second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment. The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why m