bec中级考前练手用的.docx
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bec中级考前练手用的.docx
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bec中级考前练手用的
TIME1hour
INSTRUCTIONSTOCANDIDATE
Donotopenthispaperuntilyouaretoldtodoso.
Writeyourname,Centernumberandcandidatenumberinthespacesatthetopofthispage.WritethesedetailsinpencilonyourAnswerSheetifthesearenotalreadyprinted.
WriteallyouranswersinpencilonyourAnswerSheet—noextratimeisallowedforthis.
ReadcarefullytheinstructionsforeachpartandtheinstructionsforcompletingyourAnswerSheet.
Trytoanswerallthequestions.
AttheendoftheexaminationhandinboththisquestionpaperandyourAnswerSheet.
INFORMATIONFORCANDIDTES
Thereareforty-fivequestionsonthisquestionpaper.
Thisquestionpaperconsistsof10printedpagesand2blankpages.
SP(SLC)S22086/3
UCLES2002TurnOver
PARTONE
Questions1-7
●Lookatthestatementsbelowandthebookreviewsontheoppositepage.
●Whichbook(A,B,CorD)doeseachstatement1–7referto?
●Foreachstatement1–7,markoneletter(A,B,CorD)onyourAnswerSheet.
●Youwillneedtousesomeoftheselettersmorethanonce.
Example:
1Itincludesstudiesofanumberofcompaniesaroundtheworld.
0
ABCD
2Itlooksathowbusinessorganizationscanaffecttheenvironment.
3Itcontainspracticaladviceforpeopleinvolvedindatacollection.
4Itclaimsthatearlieranalysesofthisaspectoforganizationsweretoosimplistic.
5Itexaminescontrastingapproachestostaffselection.
6Itgivesabetterexplanationoftheissuesthanotherbooksonthesubject.
7Itdrawsonthepersonalexperienceofthewriters.
8Itlooksathowexternalinfluencescanimpactontheeffectivenessofmanagers.
A
MANAGERSINTHEMAKING
Asexamplesof‘organizational’and‘market’approachestosociety,JapanandBritainprovideausefulcontrast,showingthenationalandculturalfactorswhichaffecttheperformanceofexecutives.Thereisextensiveresearchdatabehindthisbook,andkeyareasofcomparisonbetweenthetwocountriesincludetheirdifferentsystemsofrecruitmentandtheirdiverseattitudesbothtomanagementcontrolandtheworkenvironment.
B
AnalyzingOrganizations
Thisbookprovidessupportformanagerswhoneedtoplanorganizationalresearchwithastep-by-step,‘how-to’guide.Theauthorsdescribeeachpartoftheprocess,theadvantagesanddisadvantagesthatresultfrommanyofthechoicesthatmustbemade,andthelessonstheyhavelearntfromyearsspentdesigningandconductingsurveys.Thesectionsonresearchintorecruitmentandemploymentrelationshipsareparticularlyinformative.
C
TheCultureOfOrganizations
Thisbooklooksatthecultureofbusinessorganizationsandthewriterssuggestthatthisismorecomplexanddiversethanhadpreviouslybeenrecognized.Avarietyofdifferentandnon-traditionalresearchsettingsacrossindustriesarerepresented,includingacarplantinSlovenia,aUSsoftwaredeveloperandaKoreanelectronicscompany.
D
ImagesOfOrganizations
Thisbookshowshoworganizationscanbemanagedanddesignedinnewways.Therearechaptersonthecomplexityofcorporateculture,andonhowmanagerscandealwiththenegativeimpactorganizationsmayhaveonsocietyandthenaturalworld.Nootherpublicationcoverstheargumentssoclearlywhiledevelopingtheimplicationsformanagementwithsuchforce.
PARTTWO
Questions8-12
●Readthearticlebelowaboutarecruitmentcompany.
●Choosethebestsentencefromtheoppositepagetofilleachofthegaps.
●Foreachgap8-12,markoneletter(A-G)onyourAnswerSheet.
●Donotuseanylettermorethanonce.
●Thereisanexampleatthebeginning.(0).
PROSPECTSAREGROWING
JaneWoodford,headofProspectsrecruitmentgroup,talksabouthowthecompanyissettogrow.
Howmanyjobshavemanagingdirectorsreadingthisarticlehadalready?
Five?
Morethanten?
Well,JaneWoodford,headoftheProspectsrecruitmentgroup,hashadanamazingseventeenjobs.Woodfordhaskeptacarefulcountofjobs,whichincludeworkinginfastfood,atatheatreandasadress-maker.(0)……InFebruaryofthisyear,afterseveralyearsasapartnerinthebusiness,shebecamethemanagingdirectoroftheProspectsgroup.
Prospectswasstartedin1988astheJobShopgroup,byHilaryMarks.Aformerestateagent,shedecidedtogoitaloneandlaunchedthecompanyinathree-metrebythree-metreoffice,afteradownturninthepropertymarket.(8)……‘Idon’tthinkshebelievedshecouldfindanybodywhocaredasmuchabouther‘baby’asshedid,’saysWoodford.
SurelyitmusthavebeendifficultforMarkswhenWoodfordbecametheMDandshebecamemarketingdirector?
Yes,Woodfordagreesitwas:
‘ItwasextremelyhardforHilary,becauseoriginallyshehadbeenherownboss.Buthowtomanagechangesinthecompanywassomethingweallhadtolearnabout.’(9)……Somebenefitedfromthisopportunitywhileothersdidn’t,thoughthecompanyhasonlylosttwoofitslong-servingmanagers.
Thechangeintheheadofthecompanyhappenedatthesametimeasthecompany’snamechanged.AbrainstormingsessionbetweenWoodford,MarksandtheiraccountantproducedthenameProspects.Thecompanynowhasthreeseparatetradingdivisions,eachwithitsowninternalmanagementstructure.OneofProspects’operations,NewDirections,providesITtrainingforclientsandcoursesaboutemploymentaffairsforstudents,teachersandeducationaladvisers.(10)……‘Weneedtobecloselyinvolvedwiththeeducationalsystem,’shesays.
Alwayslookingtoencourageandmotivatestaff,Prospectshasappointedteamleaders,givingthemextraresponsibilityfordealingwiththecompany’saccounts,budgetingandday-to-dayoperations.(11)……‘Weacceptthattheymaygoontobecomedirectorsofothercompanies,’Woodfordexplains.
So,whatareWoodford’sownambitionsforProspects?
‘I’dliketoconsolidatealltheworkwehavealreadydoneandcontinuetobuildupagoodteamofpeople,’sherepliessimply.(12)……
‘WhenarecruiterhasbeenwithusforthreeyearsweofferfinancialbonusestowardsthecostofopeninghisorherownProspectsbranch,’shesays.
Example:
0
ABCDEFG
A
Thereasoningbehindthisdecisionwasthatthesepeoplewillhelpthecompanytoprogress,andyettheirowncareerswillbenefitatthesametime.
B
Originally,shewasn’tlookingforabusinesspartneratall.
C
Shejoinedthecompanyin1995asbusinessdevelopmentmanager,andbecameashareholderin1996andadirectorin1997beforetakingonhercurrentposition.
D
WoodfordseesthisactivityasparticularlyimportantforProspectsbecauserecruitmentisn’tsomethingshebelievesshouldstandonitsown.
E
Sheisalsokeenforhertrustedconsultants,asshecallsthem,toshareinthecompany’ssuccessthroughitsinternalrewardscheme.
F
Discussiongroupweresetuptohelpstaffateverylevelmakenecessaryadjustments.
G
Thisverywideexperienceofworkinglifehaswithoutadoubthelpedherasahighlysuccessfulrecruiter.
第十课时
PARTTHREE
Questions13-18
●ReadthearticlebelowaboutSmithson’s,aBritishdepartmentstore,andthequestionsontheoppositepage.
●Foreachquestion13-18,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.
DepartmentStoreMagic
Formostofthe20thcenturySmithson’swasoneofBritain’smostsuccessfuldepartmentstores,butbythemid-1990s,ithadbecomedull.Stillprofitable,thankslargelytoaseriesofsuccessfuladvertisingcampaigns,butdecidedlyboring.Thefamouswerecarefulnottobeseenthere,anditssalesstaffdidn’tseemtohavechangedsincethestoreopenedin1908.Worstofall,itscustomerswerebuyingfewerandfewerofitsown-brandproducts,themajorpartofitsbusiness,andshowingapreferenceformorefashionablebrands.
Butnowallthishaschanged,thankstoRowenaBaker,whobecameSmithson’sfirstwomanChiefExecutivethreeyearsago.Sincethen,whilemostmajorretailersinBritainhavebeenlosingmoney,Smithson’sprofitshavebeenrisingsteadily.WhenBakerstarted,alotofimprovementshadjustbeenmadetothebuilding,withouthavinganyeffectonsales,andshetookthebolddecisiontoinviteoneofEurope’smostexcitinginteriordesignerstodevelopthefashionarea,theheartofthestore.Thisveryquicklyledtorisingsales,evenbeforethegoodondisplaywerechanged.Andassalesgrew,sodidprofits.
Bakerhadambitiousplansforthestorefromthestart.‘We’replayingabiggame,toprovewe’reuptherewiththeleadersinoursector,andwehavetomakesurepeoplegetthatmessage.Smithson’shadfallenbehindthecompetition.Itprovidedatraditionalservicetargetedatmiddle-aged,middle-incomecustomers,who’dbeenshoppingthereforyears,andthecustomerbasewasgraduallycontracting.Ourideaistosellsuchanexcitingvarietyofgoodsthateveryonewillwanttocomein,whethertheyplantospendalittleoralot.’Baker’svisionforthestoreisclear,butachievingitisfarfromsimple.Atfirst,manyemployeesresistedherimprovementsbecausetheyjustwouldn’tbepersuadedthattherewasanythingwrongwiththewaythey’dalwaysdonethings,eveniftheyacceptedthatthestorehadtoovertakeitscompetitors.Ittookmanylongmeetings,involvingtheentireworkforce,towintheirsupport.IthelpedwhentheyrealizedthatBakerwasaverydifferentkindofmanagerfromtheonestheyhadknown.
Baker’sstaffpoliciescontainedmoresurprises.Theuniformthathadhardlychangedsincedayonehasnowdisappeared.Moreover,teenagersnowgetyoungshopassistants,andstaffinthesportsdepartmentsarethemselvessportsfansintrainers.AsBakerexplains,‘Howcanyouselljeansifyou’rewearingablacksuit?
Smithson’shasanewidentity,an
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