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商務(wù)英語(yǔ)中級(jí)閱讀習(xí)題訓(xùn)練
在日復(fù)一日的學(xué)習(xí)、工作生活中，我們最熟悉的就是練習(xí)題了，做習(xí)題有助于提高我們分析問題和解決問題的能力。還在為找參考習(xí)題而苦惱嗎？以下是小編幫大家整理的商務(wù)英語(yǔ)中級(jí)閱讀題訓(xùn)練，歡迎大家借鑒與參考，希望對(duì)大家有所幫助。
商務(wù)英語(yǔ)中級(jí)閱讀習(xí)題訓(xùn)練1
PART THREE
Questions 13-18
l Read the article below about Smithson’s, a British department store, and the questions on the opposite page.
l For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Department Store Magic
For most of the 20th century Smithson’s was one of Britain’s most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn’t seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands.
But now all this has changed, thanks to Rowena Baker, who became Smithson’s first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson’s profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she took the bold decision to invite one of Europe’s most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the good on display were changed. And as sales grew, so did profits.
Baker had ambitious plans for the store from the start. ‘We’re playing a big game, to prove we’re up there with the leaders in our sector, and we have to make sure people get that message. Smithson’s had fallen behind the competition. It provided a traditional service targeted at middle-aged, middle-income customers, who’d been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot.’ Baker’s vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn’t be persuaded that there was anything wrong with the way they’d always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realized that Baker was a very different kind of manager from the ones they had known.
Baker’s staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, ‘How can you sell jeans if you’re wearing a black suit? Smithson’s has a new identity, and this needs to be made clear to the customers.’ She’s also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope that this will help company profits.
Rowena Baker is proving successful, but the City’s big investors haven’t been persuaded. According to retail analyst, John Matthews, ‘Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn’t done anything to achieve it. And in my view the company’s shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson’s profits will start to fall because turnover at the existing store will inevitably start to decline.’
13. According to the writer, in the mid-1990s Smithson’s department store
A. was making a loss
B. had a problem keeping staff
C. was unhappy with its advertising agency
D. mostly sold goods under the Smithson’s name
14. According to the writer, Smithson’s profits started rising three years ago because of
A. an improvement in the retailing sector
B. the previous work done on the store
C. Rowena Baker’s choice of designer
D. a change in the products on sale
15. According to Rowena Baker, one problem which Smithson’s faced when she joined was that
A. the number of people using the store was failing slowly.
B. its competitors offered a more specialized range of products.
C. the store’s prices were set at the wrong level.
D. customers were unhappy with the service provided.
16. According to the writer, many staff opposed Baker’s plans because
A. they were unwilling to change their way of working.
B. they disagreed with her goals for the store.
C. they felt they were not consulted enough about the changes.
D. they were unhappy with her style of management.
17 Baker has changed staff policies because she believes that
A. the corporate image can be improved through staff uniforms.
B. the previous rules were not fair to customers.
C. customers should be able to identify with the staff serving them.
D. employees should share in company profits.
18. What problem does John Matthews think Smithson’s is facing?
A. More money needs to be invested in the present store.
B. The company’s profits will only continue to rise if it expands.
C. The refurbishment of the store is proving unpopular with customers.
D. Smithson’s shareholders expect a quick return on their investments.
PART FOUR
Questions 19-33
l Read the advice below abut how to make meetings more effective.
l Choose the best word to fill each gap from A, B, C or D on the opposite page.
l For each question 19-33, mark one letter (A, B, C or D) on your Answer Sheet.
l There is an example at the beginning, (0).
GETTING THE BEST OUT OF MEETINGS
Many people feel that meetings are a complete (0) …… of time and try to avoid them. However, they don’t have to be, as long as a few rules are (19) ……
Meetings are very rarely held without at least one day’s (20) …… This is because the first rules is that all the participants need to (21) …… for the meeting, not just the Chair. Being asked to (22) …… a meeting means you are seen as having something to (23) …… , so make sure this is the case. You should also ensure that any item you want to discuss is put on the agenda. If you are planning to (24) …… an issue you know is difficult, find out before the meeting if you have any (25) …… for your point of view.
If you are the Chair, there are three other (26) …… rules. Firstly, respect your participants by being punctual, always starting and ending on time. If you don’t, they’ll spend the (27) …… meeting looking at their watches and wondering how late you’re going to (28) …… them. Secondly, (29) …… a meeting only when it is absolutely necessary. Look closely at what you want to (30) …… in the meeting. If your aim is to complete a task that requires (31) …… or no discussion, ask yourself whether e-mail or the phone could do the job. Finally, invite only as many people as are needed to get the job done. Don’t, however, exclude people who may be able to (32) …… the best ideas, just because of their (33) …… in the organization.
Example:
A. excess B. surplus C. rubbish D. waste
19. A. observed B. watched C. seen D. copied
20. A. instruction B. direction C. notice D. advice
21. A. prepare B. arrange C. order D. manage
22. A. occupy B. place C. attend D. enter
23. A. send B. transfer C. pass D. offer
24. A. launch B. raise C. bring D. lift
25. A. assistance B. protection C. confirmation D. support
26. A. chief B. key C. top D. high
27. A. entire B. absolute C. major D. contain
28. A. restrict B. limit C. keep D. contain
29. A. tell B. do C. make D. call
30. A. acquire B. achieve C. reach D. possess
31. A. small B. little C. tiny D. short
32. A. contribute B. subscribe C. D. serve
33. A. scale B. degree C. rank D. priority
商務(wù)英語(yǔ)中級(jí)閱讀習(xí)題訓(xùn)練2
Read the article below about the changing role of human resources departments.
The best person for the job
Employees can make a business succeed or fail, so the people who choose themhave a vital role to play.
Employees are a company's new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a company's success.(0) G If the human resources department makes mistakes with hiring, keeping and dismissing staff, a business can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.
Sarah Choi, Head of HR at Enco pic, believes that thinking commercially is a key quality in HR. Every decision an HR manager makes needs to be relevant to advancing the business. (8) ...C.....That's no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. (9).....F... For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.
Why do people go into HR in the first place? Choi has a ready answer. I think most people in the profession are attracted by a long-term goal.(10)....D......Nothing happens in the company which isn't affected by or doesn't impact on its employees, so the HR department is a crucial part of any business.
Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as "What do they actually contribute?"(11).....A..... As Choi points out, salaries have never been higher and, in addition, HR managers often receive substantial annual bonuses.
Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs.(12)...E......However, a lack of training and development is a more significant factor. These days, good professional development opportunities are considered an essential part of an attractive package,Choi explains.
A But rising levels of remuneration demonstrate that the profession's growing importance is widely recognised.
B At one time, a professional qualification was required in order to progress to the top of HR.
C Other departments and senior executives used to see HR managers as having a purely administrative role.
D Since it's one of the few areas where you can see the whole operation, it can lead to an influential role on the board.
E Being seen as someone who just ticks off other people's leave and sick days does not help build a sense of loyalty.
F They therefore need to be competent in many aspects of a company's operations.
G On the other hand, recruiting the wrong staff can lead to disaster.
真題答案
這篇文章的標(biāo)題有些misleading，“The best people for the job”，還以為是招人的標(biāo)準(zhǔn)。其實(shí)這篇文章是關(guān)于Human resource的，所以還是要適當(dāng)關(guān)注文章前的說明：the article below about the changing role of human resources departments.
第八題，空格后面的“That's no longer the case”是很重要的提示。由于空格前面一直在強(qiáng)調(diào)commercial和business，所以在空缺的地方應(yīng)該是和另一個(gè)方面相關(guān)的內(nèi)容。選項(xiàng)C的administrative role正好滿足這個(gè)要求。前后文意思搭配在一起完全吻合。
第九題，后面的for example的很關(guān)鍵，是對(duì)前面的補(bǔ)充說明�！癋or example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.”總裁希望人力資源經(jīng)理對(duì)一切事情提出建議，從人數(shù)統(tǒng)計(jì)到是否進(jìn)行收購(gòu)。這種要求就需要人力資源經(jīng)理具備很多才能。所以F的句子填在這里最合適。
第十題，答案稍微不那么明顯，不過D句中的an influential role可以和第十題的空格后的a crucial part相對(duì)應(yīng)，算是答案信號(hào)。要從整體上把握第三段，這里認(rèn)為HR manager 的影響是全局的、長(zhǎng)期的，所以D句的“see the whole operation”符合情況。
第十一題，理解前后文的意思，前面說過去的operational managers不那么認(rèn)可HR manager的作用，后面指出HR managers掙得多，所以中間是轉(zhuǎn)折的意思。A句的But是個(gè)信號(hào)，“上漲的薪酬水平意味著這個(gè)職位逐漸增加的'重要性得到了廣泛的認(rèn)可�！币馑己颓昂蠖嘉呛�，所以是正確答案。
第十二題，空格前說HR managers覺得自己的作用被低估了，所以leaving�？崭窈笠粋�(gè)However，所以空格處應(yīng)該還是和leaving有關(guān)的，為什么離職。E句的意思是“被視作僅僅對(duì)別人的離開和生病的日子劃勾的人是沒法幫助建立忠誠(chéng)感的�！碧钊氪颂幷�。
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