剑桥商务英语高级模拟1.docx

剑桥商务英语高级模拟1.docx

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剑桥商务英语高级模拟1

TESTONE

READINGONE

PARTONE

Questions1—8

·Lookatthestatementsbelowandatthefiveextractsfromanarticleabouttherelationshipbetweenstrategicalliancesandorganizationallearning.

·Whicharticle（A,B,C,DorE）doeseachstatement1—8referto?

·Foreachstatement1—8,markoneletter（A,B,C,DorE）onyourAnswerSheet.

·Youwillneedtousesomeoftheselettersmorethanonce.

1.Seniormanagementneedstopaymuchattentiontoitswordsandactionsincommunication.

2.Negotiationofalliancebetweenpartnersisalongandcomplexprocess.

3.Manyfirmsstopatthefirststageofsuccessfulallianceplanning.

4.Theextenttowhichanactivityorbusinessisconsideredcoreornon-corewillplayasignificantroleinhowseniormanagementwillseektousealliancesinfosteringlearning.

5.Agoodbeginningofanegotiationdoesn'tmeanagoodending.

6.Strategicalliancemaybringnegativeeffectstofirmsifnotproperlymanaged.

7.Learningfromalliedfirmsislimitedtosomeextentinordertomaintainabalancedrelationship.

8.Allkeyparametersofanalliancerelationshiphavetobeplannedcomprehensively.

A

Alltoooften,manyfirmsproceedintoanalliancerelationshipwithoutsufficientlyplanningand/ornegotiatingthekeyparametersoftherelationship.Definingthelegalframeworkoftheallianceisonlythebeginningofthekindofcomprehensiveplanningthatisneededtoensureaworkablerelationship.Successfulallianceplanninggoesbeyondthepartners'initialagreementonthechoiceofalliancevehicle（e.g.cross-licensing,technologydevelopmentpact,jointventure,equitysharing）.

B

Successfulallianceplanningnotonlyincludestheusualdetailsofplantlocation,costsharing,marketsharegainsandothereconomiccriteria,butalsotheapproachesthatfacilitatecreatingnewknowledgeandothertechnologicalsynergies.Seniormanagementneedstocommunicatethealliance'ssharedgoalswithallkeymiddlemanagersandtechnicalstafftodiscusswaystodevelopawin-winrelationship.Seniormanagementalsoneedstoconveythemessagethatclosecooperationcouldunintentionallyexposeandleakthefirm'scorecompetenciesinwaysthatcouldultimatelydamagethefirm'slong-termcompetitiveness.Thesesamemanagersandtechnicalstaffneedtoknowattheplanningstagewhichtechnologies,competenciesorproprietaryprocessesshouldbeprotectedfromexcessivedemandsfromthepartner.

C

Managersoftenheraldtheconsummationofanallianceagreementasthefinaloutcomeofintensivenegotiationsbetweenthepartners.Formanytypesofstrategicalliances（e.g.technologydevelopmentpacts,jointventures,consortia）,however,thelegalnegotiationsrepresentonlythebeginningofalongseriesofongoing,continuousnegotiationsthatactuallytakeplaceonceallianceoperationscommence.Thefinerdetailsofthealliance'sframeworkentailcontinuousnegotiationswiththepartner.Evenafterbothpartiesagreetothebroad（andimmediate）goalsandobjectivesoftherelationship,smoothaccommodationofmanagersandpracticesfromdifferentpartnersisdirectlyrelatedtohowwellmanagerscannegotiatetheuncertaintiesandthecomplexitiesofday-to-dayactivitiesthatcannotbepre-specifiedinalegaldocument.

D

Smoothimplementationtofacilitatelearningrequiresalllevelsofmanagementtoworkondeveloping"allianceprotocols"thatenablecarefulknowledgecreationandsharingamongthepartners.Intheirsimplestform,allianceprotocolsrepresentthecommunicationchannelsbywhichthealliance’smanagersandtechnicalstaffssharetechnologies,skillsandmanagerialacumen.Jointlydevelopingandagreeingtotheseprotocolsearlyonisimportanttomaintainingabalancedrelationship,wherebyneitherpartnerfeelsthattheircontributionsoropportunitiestolearnfromtheotherareneglectedorundervalued.Protocolsareinstrumentalinsettingupthemental"parameters"thatlimitwhatpartnerscanaskfromoneanotherintermsofwhatconstituteproprietaryvs.non-proprietarytechnologiesorprocesses.Protocolsprovidean"invisiblefence"thatdefinestheboundariesbetweencooperationandcompetition.

E

Strategicalliancescanhelpfirmstransformtheircorebusinessesandactivitiesbyhelpingmanagementsecureaccesstonewtechnologies,insightsandskillsthatotherfirmsmaypossess.Alliancesenablefirmstojointlydevelopnewproductsandprocesses,thecostsofwhichareoftenbeyondthefinancialandhumanresourcesofanyfirm.Strategicalliancescanalsohelpfirmsdivestthemselvesofnon-corebusinessunitsoractivitiesthatarecostlytoretain.Innon-corebusinesses,alliancescanhelpreducethecostofindustryexitandcorporaterestructuring.

PARTTWO

Questions9—14

·Readthistexttakenfromanarticleabouthowaneventplannerorganizestheeventsandmanagesdiverseindividualpersonalitiesandtakescontrolwithstyleandgrace.

·Choosethebestsentencetofilleachofthegaps.

·Foreachgap9—14,markoneletter（A—H）onyourAnswerSheet.

·Donotuseanylettermorethanonce.

·Thereisanexampleatthebeginning,（0）.

CreativityonDemand

Asaneventplanner,whodesignsandorchestrateseverytypeofeventfromcorporateaffairstoweddings,it’smyresponsibilitytoputtogetherandmanagetheindividualcreativeteamsthatarecontributingtotheoccasions.（0）

Oneofthegreatestchallengesofmyjob,yetoneofitsmostrewardingaspects,isworkingwithcreativepeopleonaday-to-daybasis.Idealwithalotofhigh-profile,artisticindividualspeoplewhoareextremelyknowledgeableandwellknownintheirownright.Theyarepassionateandtalented,curingandwonderfulindividualswhooftenhavetheirownvisionofhowtheywantparticularelementsofeventsdesignedandexecuted.Thereinliesthechallenge.（9）.

Whenyouareworkingwithcreativeminds,it'scrucialtokeepthemontracksotheydon'tgooffontangentsanddisrupttheproject'srhythmorproductionschedule.Thismeanstakingaveryactivemanagementrole.（10）.Ifneeded,Iwilltakethepersonasideandremindhimthatproducinganeventisateameffortandnotaplatformforanindividualtoshine.Ifyoucan'tgetthecreativeteamleaderstoacceptsomekindofdirectionandparameters,thenyoumuststronglyconsiderremovingthemfromtheprojectandnothiringtheminthefuture,howeverbrillianttheyare.（11）IfIhaveaclientwhoinsistsonhiringhim,Ideclinetheproject.

Atthesametime,youdohavetotrustyourmosttalentedpeople.Peopleingeneralalwaysproducebetterresultswhenyoutrustthemtrustthattheyaregoingtoperformnotonlytoyourexpectationsbuttotheirhighestlevels.Peoplehatebeingmicromanagedbecauseitimpliesthatyoudon'trespectortrustthem.（12）Imakesurethatmypeopleunderstandtheirpositionwithintheprojectwhilegivingthemthelatitudetoexpresstheirabilities,talents,andideas.

Whenyouwantpeopletoproduceattheirpeaklevels,empowermentandcommunicationarevital.Istronglybelieveincommunicationit'swhatIdoallday.Iamconstantlyonthephoneorinmeetings.Communicationdoesn'talwayshave.tobedirect,ofcourse,andIamatremendousfanofe-mail.（13）Obviously,asaleader,youcannotdoallthecommunicatingyourself.Thekeyistoidentifytheitemsthatyoureallymustcommunicateyourselfanddelegatetherest.（14）Inspiringandmotivatingateamtoperformatthetopofitsgameisexcitingandsometimesexhausting.Buttheprocessisalwaysveryrewarding.Youlearnahugeamountfromyourcreativepeople,andtheyconstantlysurpriseyouwiththeirideas.

AForexample,Iworkedwithaverywell-knownandtalentedbutveryself-centeredflorist,whosevolatilebehaviorwouldwreakhavocontheteamandaffecttheoveralleventproduction,andnowIjustwon'tworkwithhim.

BAstheeventproducer,it'smyresponsibilitytokeepeveryonefocusedontheoverallconceptanddesignandtoworkwitheachteamleadertoensurethattheteamsmoveforwardinthesamedirection,allwhileminimizingdifficultiesanddrama.

CThetrick,Ibelieve,islearninghowtomanagediverseindividualpersonalitiesandtakecontrolwithstyleandgrace.

DOfcourse,forthattoworkyouneedtohaveanassociatewhocanfunctionasyourright-handperson.

EWhensevenpeoplehavetochangefourtires,fillupagastank,makequickadjustmentstothesuspension,andgetacarbackonthetrackinjustovertenseconds,teamworkis,toputitmildly,essential.

FIfanindividualisnotfunctioningaspartoftheteaminthewaythatheshouldbe,IwillmanagehimabitmorethantheothersuntilIfeelheisbackontrack.

GButIdothink,eveninthisdayandage,youreallycannotbeatjusttalkingtosomeoneface-to-faceoratleastbyphone.

HTogether,wedoeverythingfromselectingtheperfectstampfortheinvitationstoinstallingtemporaryroadsinordertoprovideaccesstoanevent.

PARTTHREE

Questions15—20

·Readthefollowingextractfromanarticleabouthumanresource,andthequestionsfollowed.

·Foreachquestion15—20,markoneletter（A,B,C,orD）onyourAnswerSheetfortheansweryouchoose.

Humanresourceisoneofthekeyfactorsindeterminingorganizationalcopingandprofitability.Despiteadversemarketconditionsandfluctuations,manyorganizationshaveimplementedchangesthatseektoimprovetheircompetitiveness.Theconsequencesoforganizationalchange,however,canvary.Sometimes,theemployeesmayacceptthechangereadily;atothertimes,thechangeismetwithresistanceanddissatisfactionoftheemployees.

Changeandstressarecloselyrelated.Because