BEC阅读精选及解析.docx
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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
为了让大家更好的准备商务英语BEC考试,给大家整理一下BEC阅读精选及解析,下面就和大家分享,来欣赏一下吧。
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
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