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1、商务英语高级阅读题精讲 为了让大家更好的准备商务英语BEC考试，给大家整理了商务英语BEC高级阅读题精讲,下面就和大家分享，来欣赏一下吧。商务英语BEC高级阅读题精讲1Read the text about career-planning services.Choose the best sentence from the opposite page to fill each of the gaps .For each gap 9 14, mark one letter (A-H) on your Answer Sheet .Do not use any letter more than on
2、ce .There is an example at the beginning .(0)Your Career Path Can Lead You AnywhereWe used to be advised to plan our careers. We were told to make a plan during the later stages of our education and continue with it through our working lives.(0)_ some people still see careers in this way. However, t
3、o pursue a single option for life has always been unrealistic.Planning for a single career assumes that we set out with a full understanding of our likes and dislikes and the employment opportunities open to us. (9)_ For most people this degree of certainty about the future does not exist.Our initia
4、l choice of career path and employer is often based on inadequate knowledge and false perceptions. But with age and experience, we develop new interests and aptitudes and our priorities alter. The structure of the employment market and, indeed of employment itself, is subject to change as both new t
5、echnologies and new work systems are introduced (10) _ We must face the uncertainties of a portfolio career.It is clear from the recent past that we cannot foresee the changes which will affect our working lives. The pace of change is accelerating , as a result of which traditional career plans will
6、 be of very limited use. (11)_ They will need updating to reflect changes in our own interests as well as in the external work environment. Flexible workers already account for about half the workforce. (12)_ We are likely to face periods as contract workers, self-employed freelances, consultants, t
7、emps or part-timers.Many employers encourage staff to write a personal development development (PDP) (13)_ Although some people use it only to review the skills needed for their job, a PDP could be the nucleus of wider career plan setting out alternative long-term learning needs and a plan of self-d
8、evelopment.A report issued by the Institute of Employment Studies advises people to enhance their employability by moving from traditional technical skills towards the attainment of a range of transferable skills. (14)_ Instead, special schemes should be established to encourage people to examine th
9、eir effectiveness and to consider a wider range of needs.0 A B C D E F G HA This dual effect means that the relationship between employers and workers has evolved to such and extent that we can no longer expect a long-term relationship with one employer.B. It carries an implicit assumption that we o
10、urselves, and the jobs we enter, will change little during our working lives.C. This growth suggests that a career plan should not be expressed only in terms of full-time employment but should make provision for the possibility of becoming one of the.D this is a summary of ones personal learning nee
11、ds and an action plan to meet them.E Consequently, they must now accommodate a number of objectives and enable us to prepare for each on a contingency basis.F However, it warns that employers often identify training needs through formal appraisals, which take too narrow a view of development.G . Suc
12、h a freelance of consultant would be constantly in demand.H We were expected to work towards that one clear goal and to consider a career change as a bad thing.参考答案: 9 B 10 A 11E 12C 13D 14F9.本段是说在职业生涯中设立一个单独的目标的影响。而且首段也说了assume，根据前后文，应该选择B。10.本段说了一些不确定的因素来说明在职业生涯中一直追求一个目标不切实际。而空白前面说的是就业市场结构，new tec
13、hnologies和new work systems这双重影响，之后说了在一个公司待着不现实，那么中间选择A。11.空白前面讲传统的职业规划用途有限，后面将需要升级和更新来适应我们的兴趣和外部工作环境的变化。E.相应的，职业规划也应该顺应这种变化。12.前面讲了Flexible workers占所有劳动力的一半，后面又说了我们可能会面临职业，顾问，或者兼职工作。那么中间的空白部分肯定讲工作形式的问题。13.D。前面讲到PDP，后面肯定要对其进行说明。14.F。这段主要讲了人们怎样评测自己的能力和工作有效性以及怎样提高的问题。空白部分后是转折，那么空白部分应该是和其相反的。商务英语BEC高级阅读
14、题精讲2Read the following article on negotiating techniques and the question on the opposite page .For each question 1520 , mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.The Negotiating Table:You can negotiate virtually anything. Projects, resources, expectations and de
15、adlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional talkers, called in by companies to negotiate on their behalf . He approaches the art of negotiation as a game because, as he is usually negotiating for somebody else, he says
16、 this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial. Whether he succeeds or not, it is important to him to make a good impression so that people will recommend him.The starting point for any deal, he believe
17、s, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying yes”. This can be a problem because one of them usually begins by saying “no”. However, althoug
18、h this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.It is a misconception that skilled negotiators are smooth operat
19、ors in smart suits. Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, For example, dressing in a style that is not overtly expensive or successful will make
20、 you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other
21、side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friends but being too clever will alienate them. A lot of deals are made on impressions. Do not rush what you ar
22、e saying-put a few hesitations in , do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally the longer the negotiations go on, the better chance they have because p
23、eople do not want to think their investment and energies have gone to waste. However , joint venture can mean joint risk and sometimes , if this becomes too great , neither party may be prepared to see the deal through . More common is a corporate culture clash between companies, which can put paid
24、to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.De Cohen thinks that children are the masters of negotiation. Their goals are totally selfish. They understand the decision-m
25、aking process within families perfectly. If Mum refuses their request , they will troop along to Dad and pressure him. If al else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-minded and have an inexhaustible supply of energy for the cause they a
26、re pursuing. So there are lesson to be learned from watching and listening to children.15 Dr Cohen treats negotiation as a game in order toA put people at easeB remain detachedC be competitiveD impress rivals16 Many people say “no” to a suggestion in the beginning toA convince the other party of the
27、ir point of viewB show they are not really interestedC indicate they wish to take the easy optionD protect their companys situation17 Dr Cohen says that when you are trying to negotiate you shouldA adapt your style to the people you are talking toB make the other side feel superior to youC dress in
28、a way to make you feel comfortable.D try to make the other side like you18 According to Dr Cohen, understanding the other person will help you toA gain their friendshipB speed up the negotiationsC plan your next move.D convince them of your point of view19 Deals sometimes fail becauseA negotiations
29、have gone on too longB the companies operate in different waysC one party risks more than the other.D the lawyers work too slowly20 Dr Cohen mentions childrens negotiation techniques to show that you shouldA be prepared to try every routeB try not to make people feel guiltyC be careful not to exhaus
30、t yourselfD control the decision-making process.参考答案: 15-20 BDADBA15.段有这样一句话needs to avoid being too adversarial，也就是说要保持客观，公正，超然，所以选择B。16.从第二度后一句话可以看出，Top management may well reject the idea initially because it is the safer option but they would not be there if they were not interested.应该选择D。17.第三段
31、，Dr Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer.所以选择A。18.You do not need to become their best friends but being too clever will alienate them. you should repeat back to them what they have said to show you tak
32、e them seriously.所以选择D。19.从第四段的这句话可以看出，More common is a corporate culture clash between companies, which can put paid to any deal.选择B商务英语BEC高级阅读题精讲3Questions 1-7Look at the statements below and the article about the development of future business leaders on the opposite page.Which section of the art
33、icle (A, B, C or D) does each statement (1-7) refer to?For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.You will need to use some of these letters more than once.1 Managers need to take action to convince high-flyers of their value to the firm.2 Organisations need to loo
34、k beyond the high-flyers they are currently developing.3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.4 Managers need expert assistance from within their own firms in developing high-flyers.5 Firms currently identify high-flyers without the
35、 support of a guidance strategy.6 Managers are frequently too busy to deal with the development of high-flyers.7 Firms who work hard on their reputation as an employer will interest high-flyers.The Stars of the FutureA Existing management research does not tell us much about how to find and develop
36、high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrows Leader
37、s Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations high-flyers.B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with todays flat org
38、anisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, only to see them poached by anot
39、her department or, worse still, another firm. This fear of losing high-flyers runs deep in the organisations that make up the research group.C TLRG argues that the task of management is not necessarily about employee retention, but about creating attraction centres. We must help line managers to rea
40、lise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers, said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more ea
41、sily demanded in return.D TLRG has concluded that a companys HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must
42、actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new gene
43、ration of high-flyers.首先得搞明白的是这篇*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;转自:考试网 - Examw.ComD段
44、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*分为四个部分，层层递进，有很强的逻辑性。拿这样的*来做阅读材料应该是相对容易把握的。商务英语BEC高级阅读题精讲4Staff appraisalsGood preparation for staff appraisals can pay dividends in terms of staff loyalty and satisfaction.Many managers, particularly those running smaller companies, feel they are too busy to give their
45、 employees appraisals, and many staff clearly dread them. (0) . They provide the opportunity for the manager to have one-to-one discussions with an employee and find out about any concerns, as well as identifying training needs and discovering career aspirations. They can make a staff member feel va
46、lued and so build loyalty.The annual appraisal can either be a rewarding or painful experience. According to research carried out among 500 employees, the standard office appraisal is far from perfect.(8).The possible outcome for the company is even worse; up to a quarter of employees will look for
47、a new job within two weeks of a bad appraisal and 40% within a month.The quality of the appraisal lies with how the boss decides to carry it out. When it is done well, employees are able to use the feedback they receive to improve their performance. (9).So how should a constructive appraisal be carr
48、ied out? According to Andrew Gillingham, a consultant trainer, appraisals can be manager-led, with the appraiser preparing a document and sharing it with the employee. Establishing training needs and motivating the employee towards bigger and better things are part of this process. (10) . In both cases, Gillingham believes that the effectiveness of the appraisal discussion c
