剑桥BEC高级真题第三辑TEST3

文档BEC第三辑高级Test3READING1hourPARTONEQuestions18Lookatthestatementsbelowandatthefiveextractsontheoppositepagefromtheannualreportsoffivemobilephonecompanies.Whichcompany(A,B,GDorE)doeseachstatement(1-8)referto?Foreachstatement(1-8),markoneletter(A,B,GDorE)onyourAnswerSheet.Youwillneedtousesomeoftheselettersmorethanonce.Thereisanexampleatthebeginning,(0)0Example:ABCDE0Thiscompanyhasnodirectcompetition.Thiscompanyisstillmakingafinancialloss.Thiscompanyishavingpartofitsbusinesshandledbyanoutsideagency.Thiscompanyhasgrownwithoutundueexpense.Thiscompanyistryingtofindoutwhatthemarketresponsewillbetoanewproduct.Thiscompanycontinuestolosecustomers.Thiscompanyaimstotargetaspecificgroupofconsumers.Thiscompanyisfindingitlessexpensivethanbeforetoattractnewcustomers.Thiscompanyhasrationaliseditsoutlets.AOurmanagementteamisdedicatedtodeliveringoperationalexcellenceandimprovedprofitability.Inthecomingyear,wewillfocusourmarketingonprofessionalyoungadults,whorepresentthehighvaluesegmentofthemarketandwho—accordingtoindependentresearch—aremostlikelytoadoptourmoreadvancedmobiledataproducts.Customerretentioniscentraltoourstrategy,andwehavebeensuccessfulinreversingthecustomerlossofrecentyearsbyloyaltyandupgradeschemes.Arestructuringprogramme,resultingfromchangingmarketingconditions,hasseenourworkforcescaleddownto6,100people.BAstheonlynetworkoperatorinexpandingthesizeofthemarket.smallandmedium-sizedbusinessesthecountry,ourmarketingisaimedatInthebusinesssector,wehavetargetedbyofferingstandardisedservices,andtelecommunicationssolutions.Wehavenewtelecommunicationstechnologyand150ofourmostadvancedhandsetstoforadvanceddataservices.Lastyear,whenwewonanationalawardforlargecustomersbyofferingtailoredbeenattheforefrontofintroducingservicesandhaverecentlydistributedcustomerstoassessthelikelydemandtheindustryrecognisedourachievementtechnologicalprogress.CAnewmanagementteamhasdrivenourimprovedperformancehere.Itiscommittedtobringingthebusinessintoprofitabilitywithinthreeyearsafterreachingbreak-evenpointinthenextfinancialyear.Wearefocusedondeliveringrisinglevelsofcustomerserviceandanimprovementinthequalityandutilisationofournetwork.Goodprogresshasbeenmadeonallthesefronts.Thecostofacquiringnewsubscribershasbeenreducedandnewtariffshavebeenintroducedtoencouragegreateruseofthephoneinthelateevening.DWehavecontinuedtoexpandournetworkinacost-efficientmannerandhaveconsolidatedourretailsectionbycombiningourfourwholly—ownedretailbusinessesintoasingleoperatingunit.Weexpectthistoenhanceouroperationaleffectivenessandtheconsistencyofourservice.Ourambitionistogivecustomersthebestretailexperiencepossible.Wewere,therefore,delightedearlierthisyearwhenwewonamajorEuropeanawardforcustomerservice.Thiswasparticularlypleasingtousaswehavealwaysgivenhighprioritytocustomersatisfactionandoperationalexcellence.Here,wearefocusedoncontinuouslyrealisingcostefficienciesaswellasimprovingthelevelofcustomersatisfactionandretention.Wehavealreadytakeneffectivemeasurestoreducecustomerlossandtostrengthenourdeliveryofcustomerservice.Thequalityofournetworkhasimprovedsignificantlyover~the~~past~year~and~an~increasein—the—utilisationofournetworkisnowapriority.Theoperationofourcustomerservicecentrehasbeenoutsourcedtoacallcentrespecialistandthishasledtoasubstantialincreaseinthelevelofservice.PARTTWOQuestions9-14Readthistexttakenfromanarticleabouttheimportancetocompaniesofnotlosingtheiremployees'knowledge.Choosethebestsentencefromtheoppositepagetofilleachofthegaps.Foreachgap(9-14),markoneletter(A-H)onyourAnswerSheet.Donotuseanylettermorethanonce.Thereisanexampleatthebeginning,(0).ProtectrhgthecorporatememoryManycompaniesrisklosingexpertisethroughjobcuts.Butbyanalysinghowstaffinteract,theymaybeabletominimisethedamage.Manystaffhaveknowledgewhichisessentialtotheircompany.Sowhatcanbusinessesdotoavoidlosingthatexpertisewhenstaffleave,andtodis-suadeemployeesfromkeepingtheirknowledgetothemselvesinthefaceofpossiblejobcuts?First,theyneedtorecognisetheproblem.Adownturnintheeconomyexposesmanycompanies'lackofcommitmenttounderstandingandusingtheirpeople'sknowledge.(0)....H.....Unless,thatis,they'vemadeitaroutineorsufferedbecauseoflosingknowledgeinthepast.Next,anyattempttostopknowledgewalkingoutofthedoormustbehandledsensitively.(9)Employeeswouldbeextremelycynicalandseeitasanattempttoextracttheiruniqueknowledge,whichtheybelievegivesthemjobsecurity.Strongincentivesareexpertisewhenbeingdismissed.neededtocoaxpeopleintodivulging10)Atfirstsight,thistheirmightseemexcessive,thebenetits.butthedisadvantagesshouldbeweighedagainstOfcourse,notallknowledgecanbecapturedbytheorganisationandtumedintoaprocess.(11)To{indoutwhothese'knowledgehotspots'are,companiesneedtoquestiontheirstaffandanalysetheirsocialnetworks.Companiesshouldn'taskemployeeswhattheyknow,butwhotheywouldaskiftheywantedtoknowaboutdifferentsubjects.(12)And,moreimportantly,theprocessrevealstheotherswhoalwaysknowsomebodywhoknows.Thelattercanbehighonthelistforredundancybecausemanagersareunsurewhattheydo,orbecausetheyappeartobeweakperformers.(13)Peoplelikethisareoftennotambitiousbuttheycanholdacompanytogether.Themostvaluableknowledgeisoftennotpossessedbythepeoplewhoseemtobestarperformers.Ifmostlookthoseatthecentreofknowledgenetworkscometobeseenasthevaluablepeople,thosewhokeeptheirknowledgetothemselveswillvulnerablewhendownsizingisdeemednecessary.(14)Insuchcompanies,theincentivetowhenjobsareunderthreat.shareknowledgeshouldbeevengreaterForsomecompanies,itmaybetoolatetosalvageimportantknowledge.Buildingaculturewhereknowledgeisunderstood,valuedandsharedcantakealongtime.Nowmaybethetimetoprepareforthenextdownturn.xample:0ABCDEFGH□□1=1□□□□AOrganisationsthatrewardpeopleforsharingknowledgewillknowwhofallsintoeachofthesetwoopposingcategories.BThisapproachenablesthemtoidentifythosewithalimitednumberofnetworkrelationships.CLaunchingaknowledge-sharinginitiativeatatimewhenpeopleareexpectingredundancieswouldnotbeagoodidea.DThisprovidesevidenceoftheriskthatsuchapolicywillmeetresistance.EBecauseofthedifficultyofachievingthis,itisfarbetternottolosethevaluablesourcesofknowledgeatall.FButa'knowledgemapping'exercisemightrevealthattheyplayacriticalroleasmentorstotherestoftheteam.GThepricemaybeanincreaseintheirredundancypackage,provisionofcareercounselling,oranagreementtohirethembackasconsultants.HWhencompaniesfeelthey'reinacrisis,itisoneofthethingsthatgoesbytheboard.PARTTHREEQuestions1520Readthefollowingarticleabout'Go-Fast',acost-savingprogrammeintroducedbythecarmanufacturerGeneralMotors,andthequestionsontheoppositepage.Foreachquestion(15-20),markoneletter(A,B,CorD)onyourAnswerSheet.Somewheretoday,agroupofstafffromGeneralMotorswillmeetaspartofthe'Go-Fast'programme,andhammeroutanewinitiativetocutcostsandbureaucracy.Theymayfocusonlyonwiper-blades,orstaffappraisal,orshowroomdesign.Butbythisaftemoon,thereshouldbeanoutlinesavingsplan,whichwill,whenimplemented,bemeasuredcarefullyforsignsofsuccess.TheaimistotransformGMfromalumberingleviathanintothecorporateequivalentofasportscar.Theintentionisnotjusttobebig—GMisoneofthebiggestcarmanufacturersintheworld—buttobefast,particularlyinitsresponsivenesstothemarket.Thesuccessoftheprogrammeisreflectedinthelargenumberofsuggestionsbeingintroduced—farmorethanintheolddays,wheneverychangehadtocomefromsenior,managersfocusingonthe'bigpicture'.TheprogressmadehastransformedinvestorperceptionsofGM.BeforetheGo-Fastprogrammewasintroduced,theconventionalwisdomwasthatGMsmarketsharewasinpermanentlfreefallanditsorganisationincapableofdoinganythingaboutit.Now,thedeclinehasbeenturnedaround,andtheseniormanagers'changeofapproachhasledtothecompanybeingenergisedwithawinningspiritthathasunlockedlong-dormantcapabilities.Thatittookafirmofconsultantstohelpdevisetheprogrammeisperhapsasadreflectionofthedangerofcorporatethinkingbecominginflexible.Theshareholders'supportofGM'sstrategytobecomemoreoutward-lookingandinnovativeissomethingofaluxury,thoughinthelongrunsuccesswouldconvinceeventhemostscepticalshareholders.ThestrategyincludesbearingdownoncostsandextractingmaximumsynergiesfromGMsnumerousalliancepartners,suchasitstoolingsuppliers,andexchangingideasandmanagementtoolswithothercorporationsofwidelydifferingsizes,sectorsandnationalities.Havingsuchinputisonething,butitsvaluewouldbeunderminedwithoutacoherentmechanismtoputideasintopractice,andthisiswheretheconsultantsprovedinvaluable.Inthecarindustry,however,therewasplentyofscepticismabouttheprogrammewhenitwasfirstannounced,withmanyconvincedthatonlymuchsmallerorganisationsstoodareasonablechanceofmakingsuchatransformation,particularlywhenitinvolvedchangestothecompanyculture.Surprisingly,perhaps,thisfearwasnotsharedbytheconsultantswhohelpedseniormanagementtodesigntheprogrammeand,crucially,effectachangeinleadershipskills;rather,theyweremoreconcemedabouttheimpactthatpocketsofoppositionwithinGMmighthave.Theresultsoftheschemesofargiverisetocautiousoptimism.NoaspectofGM'sworkcanhidefromscrutiny,andinitialfearsofalackof'joined-upthinking'abouttheimpactofonechangeonotherareassoondissipated,asthe'leadershippanels'responsibleforapprovingandimplementingchangestookabroaderview.Butwhileinternalmanagementhasimproveddramatically,manyanalystsarescepticalthattheinitiativescanoutweighGM'smountainouspensionobligations.Thecompanyisstillsufferingtheeffectsofpoordecisionsinthepast,suchasthechoiceofcertainalliancepartnerships,andamajorchangeofstrategymightbenecessarytorecoverfromthese.Ifthisweretotakeplace,thecompany'scorecarmanufacturingwouldneedtobemuchmorefirmlyrootedthanitisatpresent,toensureitdidn'tsufferfromlackoffocus.However,thearchitectsoftheschemeareconfidentthatGMwillbefarmoreoutwardlookingandinnovativeinthenearfuture.\WhatpointismadeinthefirstparagraphaboutGM's'Go-Fast'programme?ATheintentionbehinditistoincreaseGM'smarketshare.BSuggestionsneedtobeagreedbyseniormanagers.CAllareasofbusinessareexaminedforpossibleimprovements.DSeniormanagersareexcludedfromtheinitialdiscussions.Inthesecondparagraph,thewriterregardsitaspositivethatAtheprogrammeallowsimprovementstocomefromwithin.Bcertainseniormanagershaveleftthecompanyandbeenreplaced.Ctheconsultantsdevelopedtheideasonthebasisofcompanyproposals.Dinvestors'continuedconfidenceinthecompanyhasbeenjustified.lnthethirdparagraph,thewriterclaimsthatthe'Go-Fast'processissuccessfulbecauseofAthecompany'sallianceswithmanybusinesspartners..Bthemethodofimplementingchanges.Cthepositiveattitudeofinvestors.Dtheexchangeofmanagementthinkingwithothercompanies.Whenstartingtosetuptheprogramme,theconsultantsexpectedthatAthesizeofthecompanymightmakeitdifficulttointroducechanges.Bseniormanagersmightbeunwillingtochangetheirworkstyle.Citmightbedifficulttochangethecompanyculture.Dsomeoftheworkforcemightresistthechanges.Whatconcernisexpressedinthelastparagraphaboutthe'Go-Fast'programme?AItmaynotsaveenoughtomeetthecompany'sfinancialdemands.BManagementisbeingdistractedfromthecompany'scoreactivities.CIthasledthecompanytomakeunwisestrategicdecisions.DThecompanyisfocusingonchangesinthewrongareas.Whatwouldbethebesttitleforthearticle?iAImprovinginternalandexternalcommunications.BChoosingthemostsuitableconsultants-CMakingacompanymoreadaptableDChangingacompany'smanagementstructurePARTFOURQuestions2130Readthetextbelowaboutleadership.ChoosethecorrectwordtofilleachgapfromA,B,CorDontheoppositepage.Foreachquestion(21-30),markoneletter(AB,CorD)onyourAnswerSheet.Thereisanexampleatthebeginning,(0).LeadershipLeadershipistheheartofthemanagerialprocess,becauseit(0)initiatingaction.Othertermsidentifyingthesameideaaredirecting,executing,supervising,ordering,andguiding.Whatevertermisused,theideaisto(21)intoeffectthedecisions,plans,andprogramsthathavepreviouslybeenworked(22)forachievingthegoalsofthegroup.Leadershipconcernstheoverall(23)inwhichamanagerinfluencestheactionsofsubordinates.First,itincludesthe(24)ofordersthatareclear,comprehensive,andwithinthecapabilitiesofsubordinatestoaccomplish.Second,itimpliesacontinualtrainingactivityinwhichsubordinatesaregiveninstructionstoenablethemto(25)theparticularassigmnentintheexistingsituation.Third,itnecessarilyinvolvesthemotivationofworkerstotryto(26)theexpectationsofthemanager.Fourth,itconsistsofmaintainingdisciplineandrewardingthosewho(27)properly.Inshort,leadingisthefinalactionofamanageringettingotherstoactafterallpreparationshavebeenmade.Themanager'sstyleofdirectiondependsuponhisorherownpersonaltraitsandthesituationin(28)Inleadership,morethananyotherfunction,themanagermustdetermineanapproachalone,aftersurveyingthe(29)thatareavailable.Inanyevent,eachmanagerwill(30)welltoactasanindividual,andnottotrytoactasothersactortoproceedaccordingtothetextbook.Example:AinvolvesBengagesCconsistscontains21Aset22Ain23Amanner24Atelling25Areach26Aplease27Aachieve28Atopic29Avarieties30AgoBCDplacegetputBCDoutoveraroundBCDmethodmeansmodeBCDissuingBcommittinggrantingfinaliseCDBterminatecompleteCDattainBgratifyfulfilLJexerciseCDBperformexecuteLJquestionCDBsubjectCargumentDchancesoptionsCselectionsDBdoworkbePARTFIVEQuestions3140Readthearticlebelowaboutproblemsofmotivationatwork.Sheet.Thereisanex关毋,（口直口口口口Example:——0ONE31-40),writeonewordinCAPITALLETTERSonyourAnswerForeachquestion(RegainmotivationyourGettingoutofpleasures.(31)Mondaymorning.week,somethingbedtogotoworkis(0)greatthejobButwhenthatfeelingdeepermayis,moststretchesoflifeofus'slesserstruggleontheentire(32)oftemptingtodismissfeelingspartofworkinglife.Butifyouneedtoaskyourselfsomequestions.boredomwrong.orfrustrationthroughSometimesitsyou'reconstantlyfeeling(33)........uninterested,Demotivationisn'tjustcausedbymajorsetbacks,likebeingpassed(34)forpromotion,orrefusedasalaryincrease,butcanbeaproductoffarmoresubtleaspects.Trytodefineimportantaspectsofyourjobforyoupersonally-and(35)themostactionifyoufeelthingsaren'tright.Talktoagenciesorheadhuntersaboutyourskillsandfindout(ontheopenmarket.36)you'reworthItcanbeall(37)easytoblameyourjobwhenyoufeeldemotivated--whenitcanbejustaseasilydowntoyou,asSallyMartin,afundraisingmanagerforacharity,discovered.'lhadstartedtoresentmyjob,thefactthatIhadnoperks,nochancestotravel-(38)fromvisitingotherdingyofficesformeetings.Butthensomefriendsweretalkingabouthowsuperficialtheyfelttheirjobswere,andIsuddenlyrealisedIcou|dn'tsaythataboutmyjob.Infact,Ireallyfelt(39)......wasapointtoit.Irememberedthat'swhyl'dtakenitinthe(40)place.，Soremember;alwaysgiveyouroldjobachancebeforestartingtosearchforanewone.PARTSIXQuestions4152Readthetextbelowabouttimemanagement.Inmostofthelines(41-52)thereisoneextraword.ltiseithergrammaticallyincorrectordoesnotfitinwiththesenseofthetext.Somelines,however,arecorrect.Ifalineiscorrect,writeCORRECT^yourAnswerSheet.Ifthereisanextrawordintheline,writetheextrawordinCAPITALLETTERSonyourAnswerSheet.Theexercisebeginswithtwoexamples,(0)and(00).□口口口30H□Examples:0l|IK|E00CORREFFECTIVETIMEMANAGEMENT0Alltoooften,workseemsliketotakeoveradisproportionatepartofourlives,00withtheresultthatwearenotabletoseeourfriendsorfamiliesasoftenaswewouldlikeandwehavelittletimeforrelaxation.Althoughoneoftheconsequencesofpoortimemanagementformanyofusisthatittipsoverourlivesoutofbalancesothatwedon'tpayenoughattentiontothethingsthatarereallyimportanttoachievethem.Buttheparadoxisthatwhenworkdominatesonthehorizontosuchanoverwhelmingextent,weareprobablybeingneitherasefficientnoraseffectiveatworkaswecouldbewithabetterorganisedlifestyle.Ifweconstantlyfeelunderthepressureandarealwaysrushingtomeetdeadlines,weshouldtakeupalookatthewayweareorganisingourwork.Weallhavelimitsontheamountoftimeandwithinwhichwecandoagoodjob;it'smoreimportanttomakeusethattimewellthantoworkmorehours.Therearevarioustechniques,suchasdelegatingtoeachothersandbyreducinginterruptions,thatarecommonlyusedformanagingtime,andwhenweputtheseintopractice,wewillsoonnoticethedifference.WRITING1hour10minutesPARTONEQuestion1Thethreechartsbelowshowacompany'soperatingprofit(in$million),turnover(in$million)andunitsales(i.e.numberofproductssold)inthethreeyears2001-2003.Usingtheinformationfromthecharts,writeashortreportdescribingthecompany'sperformanceinthethreeyears.Write120-140words.PARTTWOWriteananswertooneofthequestions2-4inthispart.Writeyouranswerin200-250words.Question2Youworkforasupermarketchainandhavebeenaskedbytheboardofdirectorstowriteareportonasitewherethecompanyisconsideringbuildinganewsupermarket.Writeyourreportfortheboard,includingthefollowinginformation:adescriptionofthesite,includingitslocationtheadvantagesanddisadvantagesofthesiteyouropinionastowhetherthesiteissuitable.Question3Acompanyyoualreadydobusinesswithhasrecentlycreatedanewproductline.Yourdepartmentplacedanorderforthenewproduct,butfoundthattheproductdidnotfulfilyourrequirementsandthattheafter-salesservicewaspoor.Yourheadofdepartmenthasaskedyoutowritealettertothecompanyinformingthemofyourdissatisfaction.Writeyourletter,includingthefollowinginformation:whattheorderwasforandwhenitwasplacedwhyyouaredissatisfiedwithboththeproductandtheafter-salesserviceareminderofbusinessdonewiththeminthepastwhatyouexpectinresponsetoyourcomplaint.Question4Yourcompanyhasrecentlyexperiencedadropinsales,andyourManagingDirectorhasaskedyoutowriteashortproposalaboutimprovingtheadvertisingofyourcompany'sproductsorservices.WriteyourproposalfortheManagingDirector:commentingontheeffectivenessoftheadvertisingyouarecurrentlyusingrecommendingoneortwochangestoyouradvertisingexplaininghowthesechangeswouldaffectsales.LISTENINGApproximately40minutes(including10minutes'transfertime)PARTONEQuestions112Youwillhearpartofatalktoagroupofbusinessstudentsabouttheroleoffreegiftsinproductpromotion.4ShenoticedthatPrimemagazinewasofferingaasagift.ThemagazinewascontainedinaThemagazinesmarketingpolicyinvolvedcarryingoutaRivalmagazinesareofferinggiftssuchasabook,aoraAllthefreegiftsarebeingofferedinresponsetoincreasingMagazinescangettrappedinwhatSuecallsaAdvertisingisamoreimportantsourceofprofitsformagazinesthantheFreegiftsneedtoreflecttherealofthemagazine.AgiftmayincreasemagazinesalesbyuptoPARTTWOQuestions1322Youwillhearfivedifferentpeopletalkingaboutworkshopstheyhaverecentlyattended.Foreachextracttherearetwotasks.ForTaskOne,choosethelaimoftheworkshopfromthelistA-H.ForTaskTwo,choosetheoutcomeoftheworkshopfromthelistA-H.Afteryouhavelistenedonce,replaytherecording.TaskOne-AimForquestions13-17,matchtheextractswiththeaims,listedA-H.Foreachextract,choosetheaimoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract.AtodevelopmarketingstrategiesBtoimproveco-operationbetweentwodepartmentsCtodecideonaprogrammeforreorganisingthecompanyDtodiscussatakeoverbidbyanothercompanyEtodevelopmanagers'interpersonalskillsFtosuggestwaysofincreasingprofitabilityGtomodifydecision-makingproceduresHtoimproveteamworkwithinonedepartmentTaskTwo-OutcomeForquestions18-22,matchtheextractswiththeoutcomes,listedA-H.Foreachextract,choosetheoutcomeoftheworkshop.Writeoneletter(A-H)nexttothenumberoftheextract.1822192021AMoreinformationwillbepasseddownregularly.BAtopicwaschosenforafuturetrainingcourse.CAprocedurefordealingwithemergencieswasintroduced.DStaffrecruitmentwillbereduced.EOneoftheparticipantsdecidedtoleavethecompany.FAfuturemeetingwillreviewprogress.GSeniormanagementwaspersuadedtoreverseadecision.HThecompany'sappraisalsystemwasabolished.PARTTHREE.Questions2330YouwillhearaconversationbetweenSuzanne,apersonnelmanager,andKevin,herassistant,aboutrecruitingnewstaffforanewfactory.Foreachquestion(23-30),markoneletter(A,BorC)forthecorrectanswer.Afteryouhavelistenedonce,replaytherecording.WhatdoSuzanneandKevinthinkwillattractstafftothenewfactory?AthepossibilityofrapidpromotionBthelocationofthenewfactoryCtheflexibleworkinghoursWhendotheyhopetobeginadvertisingforstaff?AwhenthenewfactoryisalmostfinishedBbeforetheseniorboardmeetingCaftertheholidayperiodisoverWhodoesKevinsuggestshouldbeinchargeoftherecruitmentprocess?AanexternalconsultantBapersonfromHeadOfficeCthemanagerofthenewfactorySuzannefeelsthatnewstaffoughttobepeoplewhoAhavetheparticularskillsrequired.Bhaveexperienceinarelatedindustry.Cwanttostayinthejobforalongtime.Whichexistingst