BEC中级阅读资料及解析整合.docx

BEC中级阅读资料及解析整合.docx

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BEC中级阅读资料及解析整合

BEC中级阅读资料及解析2020整合

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BEC中级阅读资料及解析

（1）

TheWhiteHouse

Wegotupearlythismorningand__1__alongwalkafterbreakfast.We

walkedthroughthebusinesssectionofthecity.Itoldyouyesterdaythatthe

citywaslarger__2__Ithoughtitwouldbe.__3__thebusinesssectionis

smallerthanIthoughtitwouldbe.Isupposethat’s__4__Washingtonisa

specialkindofcity.__5__thepeopleinWashingtonworkforthegovernment.A

bout9:

30wewenttotheWhiteHouse.It’s__6__tothepublicfrom10till12,

andtherewasalonglineofpeoplewaitingtogetin.Wedidn’thavetowait

verylong,becausethelinemoved__7__quickly.

TheWhiteHouseisreallywhite.Itispaintedeveryyear.Anditseems

verywhite,becauseit’sgotbeautifullawnsallaroundit,____8____manytrees

andshrubs.Thegrounds__9__aboutfoursquareblocks.Imean,they’reabouttwo

blockslong__10__eachside.Ofcourse,wedidn’tseethewholebuilding.The

part__11__thePresidentlivesandworksisnotopentothepublic.Butthepart

wesawwasbeautiful.Wewentthroughfiveofthemainrooms.Oneofthemwas

thelibrary,onthegroundfloor.Onthenextfloor,therearethreerooms

named__12__thecolorsthatareusedinthem:

theRedRoom,theBlueRoom,and

theGreenRoom.Thewallsarecoveredwithsilk__13__.Thereare__14__old

furniture,fromthetime__15__theWhiteHousewasfirstbuilt.Andeverywhere

therearepaintingsandstatuesofformerpresidentsandotherfamouspeople

fromhistory.

1.A）madeB）didC）tookD）got

2.A）thanB）asC）soD）like

3.A）ButB）YesC）SoD）Then

4.A）sinceB）asC）becauseD）becauseof

5.A）MuchofB）MostofC）AlotD）Lots

6.A）openB）openingC）beingopenedD）opened

7.A）prettyB）littleC）muchD）verymuch

8.A）/B）havingC）withD）together

9.A）includeB）costC）coverD）spread

10.A）byB）onC）forD）with

11.A）whichB）whatC）thatD）where

12.A）byB）forC）afterD）before

13.A）clothB）clothesC）clothingD）cloths

14.A）MuchpiecesofB）manypiecesofC）manyaD）agreatmany

15.A）thatB）whichC）whoD）when

参考答案:

1-5CAACB6-10AACCB11-15DCABD

BEC中级阅读资料及解析

（2）

Lookatthestatementsbelowandthearticleaboutthedevelopmentof

futurebusinessleadersontheoppositepage.Whichsectionofthearticle（A,

B,CorD）doeseachstatement（1-7）referto?

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,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow’s

LeadersResearchGroup（TLRG）.Thegroupcontainsrepresentativesfrom20firms,

andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations’

high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessof

leadershipdevelopment.Unfortunately,withtoday’sflatorganisations,where

managershavefunctionalaswellasmanagerialresponsibilities,people

developmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerinthe

researchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayon

developmentcourses,’onlytoseethempoachedbyanotherdepartmentor,worse

still,anotherfirm’.Thisfearoflosinghigh-flyersrunsdeepinthe

organisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployee

retention,butaboutcreating’attractioncentres’.’Wemusthelplinemanagers

torealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,

theywillhaveagreaterappealtohigh-flyers,’saidoneadvisor.Furthermore,

selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignof

commitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasily

demandedinreturn.

DTLRGhasconcludedthatacompany’sHRspecialistsneedtotakeaction

andengagewithlinemanagersindividuallyabouttheirroleinthedevelopment

ofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersas

theseniormanagersofthefuture,firmsmustactuallyaddressthedevelopment

ofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managers

willnotbeinapositiontogiveappropriateadvice.Andwheneventually

the

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。

题目解析：

7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里

找到与之匹配的，比如第四题题干里的expert对应D段的specialists,第六题的toobusyto对应于B段里的heavy

workloads，第七题的interest对应于C段的appeal。

第一题说“经理们必须采取措施使潜力股们相信他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating

“attraction

centres”和loyalty。

第二题说“组织必须把目光投向正在培养中的潜力股以外的地方”，即D段最后两句话所说的寻找新一代的潜力股。

第三题和B段的最后一句话完全是一个意思：

怕培养潜力股的投入收不回成本。

第四题说开发潜力股，经理们需要在公司内部得到专家支持。

答案是D段的第一句话：

公司的人力资源专家需要采取行动。

HR

specialists就是expert。

第五题说公司现在没有在指导策略的支持下辨别潜力股。

也就是说公司是依靠自己来发掘人才的。

答案是A段的第一句：

现行的研究满足不了需要，所以公司只能形成自己的一套体系。

第六题，经理们太忙了，无暇顾及潜力股的发展。

答案是B段的：

Unfortunately,

withtoday’sflatorganisations,wheremanagershavefunctionalaswellas

managerialresponsibilities,peopledevelopmentalltoooftenfallsvictimto

heavyworkloads.。

不幸落在了高工作负荷的人的肩上。

高工作负荷，也就是too

busy。

第七题，看重作为雇主名声的公司可以吸引潜力股。

答案是C段的这么一句：

iftheircompaniesareknownasonesthat

developtheirpeople,theywillhaveagreaterappealto

high-flyers。

如果公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。

以开发员工而著称（knownasonesthatdevelop

theirpeople），名声很好，也就是看重自己作为雇主的名声。

BEC中级阅读资料及解析（3）

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

thehomecompany’spreviousandcontinuingsystemsofworking.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

personnelhavetotalktothehomecompany’sexecutivesanduserstounderstand

theirexperiences.

D.KimNoon,JGTech

Onewaytoavoidthedifficultiesofintegrationistocreatea

joint-venturecompanywiththeoutsourcer.Thus,a

companycanswapitsassetsforashareoftheprofits.Yetjointventures

bringpotentialtroubles,andcompaniesshouldbecarefulnottolosesightof

theoriginalrationaleforoutsourcing:

togaincostefficienciesandqualityof

serviceinanareathatforsomereasoncouldnotbecarriedoutentirely

in-house.Thecomplexitiesandcostsofajoint-ventureinitiativeshouldnotbe

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