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商務(wù)英語中級考試閱讀習(xí)題
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練習(xí)題一
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 look 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 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 Future
A Existing management research does not tell us much about how to find and develop 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 Tomorrow’s Leaders 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 today’s flat organisations, 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 another 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 realise 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 easily demanded in return.
D TLRG has concluded that a company’s 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 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 generation of high-flyers.
題目解析：
首先得搞明白的是這篇文章到底講的什么。不用看具體內(nèi)容，有兩個(gè)地方直接告訴了。一個(gè)是題目說明的第一句話，另一個(gè)是正文的標(biāo)題。從這兩個(gè)地方就可以看出全文探討的是公司未來接班人——也就是潛力股——的培養(yǎng)問題。A段講了TLRG這個(gè)貫穿全文的研究組織誕生的原因：現(xiàn)行的研究滿足不了需要，于是大多數(shù)公司只能自己探索發(fā)掘接班人的模式;(即第五題的答案)B段講了直屬經(jīng)理(line managers)對于發(fā)掘接班人的重要性(真是干什么都要從基層抓起)，以及經(jīng)理們的一些疑慮;C段講的是接班人問題對公司的重要性，并且應(yīng)該讓院線經(jīng)理們明白這種重要性;D段是針對前面列出的問題，提出的解決建議，什么專家協(xié)助等等。整篇文章分為四個(gè)部分，層層遞進(jìn)，有很強(qiáng)的邏輯性。拿這樣的文章來做閱讀材料應(yīng)該是相對容易把握的。
7個(gè)題干基本是將原文中的句子用另外的詞語和句型表述出來，所以題干中的關(guān)鍵詞都能在正文里 找到與之匹配的，比如第四題題干里的expert對應(yīng)D段的specialists,第六題的too busy to對應(yīng)于B段里的heavy workloads，第七題的interest對應(yīng)于C段的appeal。第一題說“經(jīng)理們必須采取措施使?jié)摿蓚兿嘈潘麄儗镜膬r(jià)值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。第二題說“組織必須把目光投向正在培養(yǎng)中的潛力股以外的地方”，即D段最后兩句話所說的尋找新一代的潛力股。第三題和 B段的最后一句話完全是一個(gè)意思：怕培養(yǎng)潛力股的投入收不回成本。第四題說開發(fā)潛力股，經(jīng)理們需要在公司內(nèi)部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要采取行動。HR specialists就是expert。第五題說公司現(xiàn)在沒有在指導(dǎo)策略的支持下辨別潛力股。也就是說公司是依靠自己來發(fā)掘人才的。答案是A段的第一句：現(xiàn)行的研究滿足不了需要，所以公司只能形成自己的一套體系。第六題，經(jīng)理們太忙了，無暇顧及潛力股的發(fā)展。答案是B段的：Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作負(fù)荷的人的肩上。高工作負(fù)荷，也就是too busy。第七題，看重作為雇主名聲的公司可以吸引潛力股。答案是C段的這么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發(fā)員工而著稱的話，將會對潛力股產(chǎn)生更大的吸引。以開發(fā)員工而著稱(known as ones that develop their people)，名聲很好，也就是看重自己作為雇主的名聲。
練習(xí)題二
Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.
1、the need to teach skills to employees working on the outsourced process
2、remembering the initial reason for setting up the outsourced project
3、the need to draw up agreements that set out how integration is to be achieved
4、addressing the issue of staff who work on the outsourced process being at a distant site
5、the importance of making someone responsible for the integration process
6、staff on the outsourced project familiarising themselves with various details of the business
7、problems being associated with an alternative to outsourcing
When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.
A.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home company’s previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.
B.Kevin Rayner, Domola
Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.Clayton Locke, Digital Solutions
Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.
D.Kim Noon, J G Tech
One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
這篇文章講的是外購(outsourcing),分別有四位專家就這個(gè)問題給出了自己的看法。A段的專家強(qiáng)調(diào)建立合同的重要性，B段專家認(rèn)為要派專人負(fù)責(zé)，C段專家講外派人員和本公司之間要有一個(gè)互動，D段專家講如果與外包商(outsourcer)組成聯(lián)合企業(yè)的話可能帶來的一系列問題。如果對文章有個(gè)大概、基本的了解，很多題目不用細(xì)看就可以得出結(jié)論。
題目解析：
第一題的答案稍微有些隱晦，在B段的最后一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.”因?yàn)樾碌牟僮魇窃诒竟疽酝獾牡胤揭砸环N新的方式被執(zhí)行，所以產(chǎn)生了培訓(xùn)成分。這里的training對應(yīng)第一題的“teach skills to employees”。第二題的答案在D段中間: companies should be careful not to lose sight of the original rationale for outsourcing.這里的rationale是基本原理、根本原因的意思。第三題的答案在A段，非常明顯的“establish contracts”。第四段的答案是C段的最后一句話，outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.這里的talk to對應(yīng)address，向....談話。第四題的意思是“說明在遠(yuǎn)址工作的外購人員的事情”，也就是C段最后一句說的外購人員向公司匯報(bào)他們的經(jīng)歷。第五段的答案在B段，相當(dāng)明顯：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派專人負(fù)責(zé)integration。第六題說“外派人員要熟悉自身工作的不同細(xì)節(jié)”，對應(yīng)C段的“create a team where there is a clear understanding of objectives and incentives.”打造一個(gè)對目標(biāo)和動機(jī)都有清晰理解的團(tuán)隊(duì)。第七題稍微繞一點(diǎn)。題目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一個(gè)聯(lián)合企業(yè)。D段里的專家一直在強(qiáng)調(diào)聯(lián)合企業(yè)的麻煩和復(fù)雜性(joint ventures bring potential troubles)，所以是正確答案。
練習(xí)題三
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 them have 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.
題目解析：
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，是對前面的補(bǔ)充說明。“For 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)理對一切事情提出建議，從人數(shù)統(tǒng)計(jì)到是否進(jìn)行收購。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相對應(yīng)，算是答案信號。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，“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。”意思和前后都吻合，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“被視作僅僅對別人的離開和生病的日子劃勾的人是沒法幫助建立忠誠感的。”填入此處正好。
練習(xí)題四
Critical Path
When David Hayden realised his company was heading for trouble, he took drastic measures to get it back on track
David Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.
Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didn’t understand the product or the sector, says Hayden. The heads of department didn’t communicate and they didn’t lead.’ But what was worse, Critical Path had lost the goodwill of its investors.
Hayden knew that bringing the figures under control would be a vital step in the company’s turnaround. ’You’ve got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn’t have bad feelings about me. I told them that I knew I could get the company on its feet again.’ He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge.
The next thing Hayden had to tackle was morale. ’Everyone left the office at five on the dot - they couldn’t get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.’ In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility.
But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. ’A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,’ is his message. ’Or if you often have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.’
By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. ’One thing that helped save us was that our technology worked,’ says Hayden. ’With 20 million email accounts, we never lost a single major client because the product kept on working.’ With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. ’It was time to go,’ he says. ’I’m not a turnaround specialist. I prefer start-ups.’
13 What event coincided with Critical Path becoming a public company?
A Hayden became the Executive Director of Critical Path.
B Investors hired a replacement team to run Critical Path.
C Critical Path launched a successful new product on the market.
D Critical Path was floated on the Stock Exchange at 24 cents per share.
14 Which of the following situations did Hayden face at Critical Path in 2001?
A The employees were worried about job security. B The investors were calling for changes to the company structure.
C The management was misleading the staff about the company’s position.
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