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BEC 真题 第四辑高级 Test 3
READING 1 hour
PART ONE
Questions 1-8
• Look at the statements below and the reports about five different companies on
the opposite page.
• Which company (A, B, C, D or E) does each statement (1-8) refer to?
• For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.
• You will need to use some of these letters more than once.
• There is an example at the beginning (0).
1 This company has expanded at a time of high demand.
2 Good results in one part of this company made up for disappointing results in
another part.
3 lt is difficult to predict future prospects furthe kind of products this company
sells.
4 Profits for this company are likely to be different from those that were earlier
predicted.
5 This company produced more goods than were needed for certain markets.
6 This company has denied rumours about its future plans.
7 A recovery in this company's financial position is expected.
8 This company is likely to benefit from charging more for its products.
A
Example:
0 This company has outlets in new types of location.
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B
C
D
E
PART TW0
Following the company's poor annual results in November, the share price plunged and has
since remained around 200p. Analysts now believe that the company is seriously undervalued
by the stock market. The company's biggest problems were in Germany and France last year
where supply outstripped demand, leading to a £20 million loss for the year. However, the
company has recently appointed a new chairman who has a iirst—rate track record of reviving
failing companies. lt is believed that he will be successful in turning round the company’s
fortunes.
Analysts are impressed with the company's recent performance. In the last six months, it has
managed to increase prices by 3 per cent without adversely affecting sales. In such a
low-margin, high-sales sector, this ought to translate directly into increased pronts.The
company's recent sale of its packaging division has eliminated all its debts. Shares have risen in
the past month from 80p to l00p. Despite these promising signs, it must be remembered that the
company is trading in an extremely volatile market.
For some weeks, there has been widespread expectation that the company will announce the sale
of its troubled newspaper-and-magazine distribution arm. Speculation came to an end when this
was firmly ruled out as a possibility at the annual general meeting last week. Profits from this
division were down from £l3 million to £8 million. However, this drop was more than offset by
an improvement in the company’s retail division, which has taken the innovative step of opening
stores in places such as hospitals and colleges. Profits in this division rose from
The company has had steady growth prospects since it opened four more upmarket hotels and
several health and fitness clubs. This move has come at a time when the market is particularly
buoyant. There were rumours that the company might become the subject of a takeover bid by
one ofthe large American corporations. However, this has not materialised, and it now seems
unlikely that any such bids will be made in the immediate future. This is expected to lead to
The company has always been popular with shareholders as, for the past ten years, it has
consistently provided them with above average returns. Profits for the first half of the year were
up by 15 per cent. Development profits from some 30 projects around the country will provide a
balanced stream of earnings in the second half of the year. Given this, and the sale of a
loss-making division in Bradford, pre-tax profit forecasts have been increased to £2l million and
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Questions 9-14
• Read this text taken from the results of a survey on employees' priorities at work
in the UK.
• 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 once.
• There is an example at the beginning (0).
Example:
WHAT EMPLOYEES SAY THEY WANT
Employees say one thing and do another, a recent UK-based report claims.
(0)...H... Addressing these problems is especially important when there are skills
shortages, and companies are trying hard to retain the workers they have.
According to the report, there is a consistent discrepancy between what really
attracts staff and keeps them, and what they say are priorities.
The report found that, although there are differences in preferences, depending on
age, home country and gender, all age groups say they rate the work/life balance
as an extremely important consideration for staying with their particular company.
(9) ...... This is followed by
job security and financial rewards.
However, despite their proclamations about wanting a work/life balance, it was
established that this does not have a positive effect on retention for any subgroup.
Similarly, people profess to identify more closely with a company which has a clear
strategy for success, but in fact that does not result in improved retention either.
(10) ......
Another finding was that it is the high-flyers in a company who are most likely to
be ungrateful and leave. This is despite the fact that they are more likely to attract
fast-track promotion, career development, training and financial rewards, which
should be the glue to keep them loyal. (11) ......
All this makes life difficult for managers. (12) ...... This is because they have to
spend as much time creating an employment brand that attracts the best talent
as they do in creating a consumer brand that builds customer loyalty.
That is all the more impommt for major companies, who, increasingly these days,
are no longer viewed as the employer of choice by top graduates. (13) ...... This
involves both corporate attitudes and individual encouragement. At corporate
level, there is a need for a clear and convincing strategy for the business, and an
innovative environment low in bureaucracy. One level down from that, there
should be tasks that interest and challenge employees, and sharpen their skills. At
individual level, profit-related bonuses go down well. (14) ......
Above all, companies should remember that since the requirements are different
for the young, middle-aged and elderly, as well as for men and women, the package
has to be enticing to the right target age and gender.
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0 A
B
C
D
E
F
G
H
A Top executives find that they can no
longer delegate personnel matters.
B That is possibly because they are
most likely to find other jobs.
C What the report did conclude though,
was that money, especially
performance-related pay, does
increase commitment, as do share
options and profit-sharing.
D In addition, companies need to
motivate key people with appropriate
recognition and by giving them what
they actually want, rather than just
relying on an attractive basic salary,
which can easily be matched by any
other employer.
E Moreover, when it comes to choosing
a job, women rate it even more highly
than men.
F As a result, the report concludes that
focusing on the top performers can be
counterproductive because it can
cause underdevelopment,
underutilisation and demotivation of
the rest of the workforce.
G The report reckons that in order to
change this situation, a two-stage
policy is required.
H This will come as no surprise to
anyone involved with market research,
but it is causing problems for
employers trying to recruit staff.
PART THREE
Question 15-20
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Questions 15-20
•Read the following article about James Linton, CEO of RoCom, and the questions
on the opposite page.
• For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
15 What is PTL doing, according to the second paragraph?
In the world of big business, James Linton is precocious in the extreme. Just two years into the job
of reviving one of the most illustrious names in retail finance, RoCom, he has found himself a key
player in one of the richest and certainly most audacious deals in the industry: PTL's takeover of
RoCom.
PTL is paying £25 a share for RoCom - approximately 40 per cent more than the market value of
the shares - and its offer document boasted that ‘PTL attaches great importance to key employees
having appropriate, performance-related remuneration’. Initially wary about the takeover, Linton
has now negotiated a hands—off agreement with PTL, which confirms its intention to leave him
very much to his own devices to continue building the business. All this and he will not turn 38 for
another fortnight!
Although Linton is credited with turning RoCom around, this is more a matter of work in progress
than actual achievement. Yet he does seem to have instituted the biggest top-level shake-up in its
near 70-year history, promoted some big-hitters amongst key staff and transformed RoCom’s way
of doing business. Linton has, however, warned that the takeover is by no means a guarantee of
future success; indeed, deteriorating market conditions suggest that
the way forward will be anything but smooth. Linton recently ventured the hypothesis that being
shareholder-owned had, in recent years, helped the business focus and argued that the sector's
experience of rival takeovers was not encouraging. Indeed, the recently reported performance of
rival organisations such as Maften Limited has not promoted the notion that big corporations are
happy homes for experienced staff and managers such as Linton.
It may have been his ideas about independence that made Linton address RoCom’s 900 staff on the
day the takeover was announced, rather than doing high—profile media interviews on what was
immediately seen as a fantastic deal for shareholders. He is acutely aware of the need to nurture his
staff if the business is to succeed, something which is not lost on them. This is not a management—
school dictum. It is a genuine belief that every member of staff has contributed to the firm and
enabled it to net £l,9 billion from PTL. Other CEOs say he is arrogant, but this probably reflects the
fact that Linton may find talking to them difficult. He is also ferociously intelligent, and, while in
others this could appear intimidating, in Linton, it awakes further admiration amongst loyal
employees. They clearly do not feel they have to grovel in front of this mastermind, and claim that
although he's incredibly dedicated to his work, he has an affable manner.
Linton boasts that staff turnover rates at RoCom have remained low for the industry, at about l2 per
cent since he took over as CEO two years ago. 'People have a real affection for RoCom, and that
runs right through the office here. They all want us to be number one,' he says. He is aware
of the possibility that the collegiate ethos he has worked so hard to create, the meritocracy on
which he thinks much of RoCon1's success depends, could be destroyed if PTL is too
heavy-handed. He will need all his skills to keep RoCom on course, particularly when attention
has immediately focused on the possibility that Susan Marshall, its respected investment chief,
might be the first casualty of the takeover. Whatever the future holds for RoCom, we are certain to
go on hearing a lot more of James Linton.
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A allowing Linton to run RoCom in the way he wishes to
B purchasing almost half of the RoCom shares on offer
C giving all RoCom staff regular bonuses to promote motivation
D drawing up new employment contracts for RoCom employees
16 What do we learn about Linton's work at RoCom in the third paragraph?
A He has achieved more than anyone in RoCom's history.
B He has widened the range of RoCom's business activities.
C He has taken on a number of new employees.
D He has made changes to senior management.
17 What does Linton say about RoCom in the fourth paragraph?
A The company is likely to face difficult times.
B The company has lost a number of experienced staff.
C The company is expecting to report encouraging results shortly.
D The company needs to change its focus to remain competitive.
18 Which of the following is said about Linton's management style?
A He involves others in the decision-making process.
B His staff find him approachable.
C He expects his staff to work as hard as he does.
D His style differs from that of other CEOs.
19 How does Linton feel about the takeover, according to the sixth paragraph?
A pleased that staff turnover finally started to fall two years ago
B afraid that he will lose his job to Susan Marshall
C worried that the company culture might change
D happy that employees have been so supportive of his work
20 Which of the following would be the best title for the article?
A The Linton way of getting the best from staff
B A thin line between success and failure for James Linton
C James Linton—a man who will go far
D How a good idea went wrong for James Linton
PART FOUR
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Questions 21-30
• Read the extract below from a book about corporate planning.
• Choose the correct
word
word文档格式规范word作业纸小票打印word模板word简历模板免费word简历
to fill each gap from A, B, C or D on the opposite page.
• For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.
• There is an example at the beginning (0).
Corporate planning may be (0) ............ as the careful and
systematic taking of strategic decisions. In contrast to a short-term
plan like a budget, a corporate plan is concemed with taking a
long-term (21) ............ of future developments and with designing a
strategy so that the organisation can achieve its chosen objectives.
Many large companies now recognise the importance of
(22) ............ a formal approach to developing a corporate plan.
They prepare ‘scenarios’ or forecasts of future developments in
the (23) ............ in which they wish to operate, in order to examine
whether decisions taken in the present will result in success in the
future. In recent years, companies have been developing more
sophisticated (24) ............ with which to analyse the risks involved
in such decisions.
(25) ............ , for example, an oil company deciding if it should
invest in a new refinery. Faced with this decision, involving the
(26) ............ of millions of pounds on something which might have
a life of I5 years or more, the company must have a sound basis for
its decision. ln this case, it needs to know whether it can be
(27) ............ of a market for the
extra volume of its rehned products, and it needs to know whether
they can be produced profitably. ln addition, it is necessary to
study the (28) ............ of crude oil and other supplies needed in the
process.
Corporate planning, therefore, involves three main areas:
(29) ............ the long-term objectives of an organisation, deciding
what market (30) ............ there may be and formulating a product
policy to satisfy theme.
WHAT IS CORPRORATE PLANNING?
Example:
A described B accounted C indicated D reported
0 A
B
C
D
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21 A sight B picture C scene D view
22 A carrying B practising C placing D adopting
23 A element B condition C environment D atmosphere
24 A techniques B ideas C styles D ways
25 A Refer B Consider C Think D Suppose
26 A outlay B output C outset D outcome
27 A assured B insured C confirmed D ascertained
28 A utility B availability C attainability D usability
29 A guiding B leading C determining D concluding
30 A chance B potential C room D scope
PART FIVE
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Questions 31-40
• Read the newspaper article below about entrepreneurs.
• For each question (31-40), write one word in CAPITAL LETTERS on your Answer
Sheet.
• There is an example at the beginning (0).
PART SIX
Can anyone
be an
entrepreneur
?
Who wants (0) ........... be an entrepreneur? just about
everybody - or (31) ........... it seems these days. The
values of entrepreneurship are hailed everywhere,
(32) ............ the more enterprising small shop owner to
the boardrooms of multinationals. Entrepreneurs are
seen as the true'wealth creators' and as the initiators of
change. They are often creative and always self-driven,
and (33) ............ a result, they and the companies they
head possess a sense of vision which larger; more
amorphous organizations often aim for but hardly ever
achieve.So how do you become one? The received
wisdom is that entrepreneurs with talents (34) ...........
as these are a breed apart. They are born, not formed
through education.
If that's (35) ............ case,then is there any point in
going to business school to learn how to become an
entrepreneur, as many do? There are trainers who
think it's perfectly feasible. They compare it to training
an opera singer (36) ............ the sense that for singers,
natural talent is essential, but then trainers instruct
and develop it. The (37) ............ goes for would-be
entrepreneurs. Trainers develop their skills and impart
knowledge. In (38) ............ words, so the argument
goes, to be trained, you must be the right kind of
person to start with.What is such a person's essential
characteristic? lt is the ability to distinguish between
acceptable and unacceptable levels of risk and act
accordingly. That more than (39) ............ else marks
entrepreneurs out from others (40) ............ preference
is for the safer option of a salaried and structured
career.
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Questions 41-52
• Read the advertisement below about a service for small businesses.
•