商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講整合版
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商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講(1)
In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.
Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.
From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life.
Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term , rather than the company as a whole . The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.
` The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments and hearts and minds –are lost.
The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to providing greater detail when it becomes available another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.15 In the last eight years, Concordia has
15 A made over 80.000 employees reduncdant
B completed a period of downsizing
C reduced its workforce of 80.000 by 35%
D given 35% of departing employees voluntary redundancy
16 From Concordia’s point of view, the role of communication is to
A win employee support before going ahead with the changes
B change the company’s core activities.
C emphasise the positive aspects of the changes
D explain the need for the changes
17 what does research show about most employees’ response to change?
A they expect it to have a bad effect on the company
B they feel completely powerless
C they become less loyal
D they fell they have been treated unfairly
18 Concordia’s communication process mainly relies on
A printed communication
B departmental heads
C personal communication
D a separate, specialized unit
19 According to the writer, what is the guiding principle about giving information within an organization?
A Never make promises about future developments
B Give people an overall view at the earliest possible stage
C always include plenty of hard information
D Hold back until all the details can be provided
20 which of the following would be the most suitable title for the article?
A employee attitudes to company communication
B making company communication more effective
C Researching company commmucation
D Making employees feel less powerless
文章取材自一本管理手冊(cè)，說(shuō)的是一個(gè)組織里的有效溝通問(wèn)題。這套題目有些特別，不像之前的閱讀的第三部分，六道題目分別依次對(duì)應(yīng)文章的六個(gè)段落，這題的答案稍微分散了些。
15題，答案很明顯，但是選項(xiàng)很有迷惑性。答案是第二段的最后一句：In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.減少了80000員工(或者說(shuō)減少了35%的員工)，預(yù)期還會(huì)減少更多。A選項(xiàng)是對(duì)的，made redundant是前面某套題目閱讀的第五部分考過(guò)的詞組;B不對(duì)，沒(méi)有完成(completed)，因?yàn)轭A(yù)期還會(huì)裁減更多(with further downsizing anticipated);C也不對(duì)，迷惑性最大，reduced its workforce of 80.000，用了介詞of，所以這句的意思是一共就80000員工，而實(shí)際情況是減少了80000員工;D不對(duì)，35%的員工被裁減，都是在自愿的基礎(chǔ)上的，而不是離開(kāi)的人中有35%是自愿的。
16題，問(wèn)根據(jù)此人的觀點(diǎn)，溝通的角色是什么。也就是問(wèn)溝通的目的或者作用是什么。答案在第三段。溝通是為了幫助人樹(shù)立自信，說(shuō)服他們雖然要面臨一些變化，但是同樣也會(huì)擁有一些新的機(jī)會(huì)。說(shuō)白了，就是鼓勵(lì)這些被裁的人。答案選C，強(qiáng)調(diào)變化的積極方面。這里的positive aspects是對(duì)前面說(shuō)的bring with them new opportunities的一個(gè)概括。(想起了電影《在云端》，up in the air，里面那個(gè)老男人的工作就是職業(yè)裁員專家，專門(mén)對(duì)被裁的人說(shuō)些這樣的話。)
17題，問(wèn)調(diào)查顯示大多數(shù)人對(duì)change的反應(yīng)是什么。這題在答案中也很明顯，但是選項(xiàng)很糾結(jié)。都有點(diǎn)似是而非。The second category, usually the majority, may respond to threatened changes with a feeling of having been let down.,and even feel anger at the company for what they see as changing the terms of their employment.大多數(shù)員工的反應(yīng)就是很失望，甚至?xí)軕嵟?。個(gè)人覺(jué)得這題出的不夠嚴(yán)謹(jǐn)，沒(méi)有哪個(gè)選項(xiàng)能?chē)?yán)格從原文中提煉出來(lái)。對(duì)比下D要好點(diǎn)，因?yàn)閷?duì)公司失望和憤怒，就是覺(jué)得受到了不公正的待遇。此題有待高手補(bǔ)充更完美的理由。
18題，問(wèn)溝通過(guò)程主要依賴于什么。答案是第五段的這句：people prefer to get their information face-to-face from their line managers。喜歡面對(duì)面的從直屬經(jīng)理那里獲取信息。所以選C，個(gè)人的交流。
19題，問(wèn)組織內(nèi)部提供信息的指導(dǎo)準(zhǔn)則是什么。最后一段的第一句就是：The general rule in company communication is to tell employees as much as you can as soon as you can。盡可能的快，盡可能的多。不能提供細(xì)節(jié)的，至少給個(gè)大致的背景消息(put the news in context)。時(shí)機(jī)成熟了，再告知更多。選B：在可能的最早的階段讓人有個(gè)總體的印象。
20題，給文章選標(biāo)題。這種題在BEC的閱讀里還真不多見(jiàn)。選標(biāo)題，就是要挑選文章的最主要意思，從整體上把握文章的main ideas。這篇文章通篇說(shuō)的就是communication，前面介紹了溝通的背景：裁員;接著說(shuō)了員工對(duì)裁員的反應(yīng);然后最后兩段，一段說(shuō)員工喜歡什么樣的溝通方式，一段說(shuō)溝通的原則是什么。綜合起來(lái)，就是關(guān)于怎樣進(jìn)行有效溝通的問(wèn)題。選B。A不對(duì)，片面了，只是文中某部分的內(nèi)容，并且這部分內(nèi)容是為后面做背景介紹，不是主要的;C不對(duì)，不是簡(jiǎn)單的research，research僅僅是介紹狀況，文章還有關(guān)于實(shí)現(xiàn)措施的。
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講(2)
There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespective of (34) well we research prospective employers, a new job is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : most of us (36) had experience of both. The point here, though, is that changing employers is not something we want to be doing all the time and certainly not (37) time we feel the urge for better pay . We’d (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a serious business. There are no quick fixes or gold methods with “ guaranteed “ results. Quick fixes only serve to trivialize the issues and could (40) some circumstances get you into very serous trouble indeed.
答案及解析
關(guān)于加薪的文章，教你怎么樣實(shí)現(xiàn)加薪。這道題目不難，但是拋開(kāi)題目，單說(shuō)文章里談的加薪的方法，各位還是要辯證的看。要想人生第一份工作就找到自己滿意的，是挺難，可是以加薪為目的跳槽，也未必是什么明智的好辦法。
31題，太明顯的定語(yǔ)從句，前面是someone，那么當(dāng)然填入表示人的關(guān)系代詞who。
32題，in line with，和什么一致，固定搭配，在中級(jí)的選詞版完型里?？嫉竭@個(gè)詞組。這句的意思是，找個(gè)一個(gè)愿意給你提供和你才能更加一致的薪水的人。
33題，from time to time，時(shí)不時(shí)的。changing employers from time to time，時(shí)不時(shí)的換老板。
34題，Irrespective of，同regardless of一樣，后面接讓步狀語(yǔ)從句，不管我們對(duì)可能的雇主研究的多么好，新的工作都是一個(gè)未知數(shù)。用how well。
35題，turn out to be，固定用法。
36題，換工作，要么是個(gè)好的舉措，要么將成為災(zāi)難。而我們大多數(shù)人這兩種經(jīng)歷都有。有這種經(jīng)歷，是過(guò)去完成時(shí)，用have+done。
37題，理解前后文意思。換老板不是件我們經(jīng)常愿意做的事情，并且也不是一想要加薪就要換老板。用every time，表示每次要加薪就準(zhǔn)備換老板。
38題，這題有點(diǎn)難度，考驗(yàn)人的語(yǔ)法功底。首先這個(gè)句子是虛擬語(yǔ)氣，We’d是we would的縮寫(xiě)，而不是we had。是表示對(duì)將來(lái)的假設(shè)，我們要承擔(dān)更多的風(fēng)險(xiǎn)。所以用would be。
39題，比較明顯的，view as，將什么視作什么。
40題，和circumstance相關(guān)的詞組，很容易想到under/on some circumstance，在某種情況下。
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講(3)
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.
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(shuō)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(lái)接班人——也就是潛力股——的培養(yǎng)問(wèn)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(duì)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(wèn)題對(duì)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(duì)前面列出的問(wèn)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(lái)做閱讀材料應(yīng)該是相對(duì)容易把握的圖中藍(lán)色的線為答案潛伏的地方。7個(gè)題干基本是將原文中的句子用另外的詞語(yǔ)和句型表述出來(lái)，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(duì)應(yīng)D段的specialists,第六題的too busy to對(duì)應(yīng)于B段里的heavy workloads，第七題的interest對(duì)應(yīng)于C段的appeal。
第一題說(shuō)“經(jīng)理們必須采取措施使?jié)摿蓚兿嘈潘麄儗?duì)公司的價(jià)值”，也就是要讓潛力股們對(duì)公司忠誠(chéng)，即C段說(shuō)的creating “attraction centres”和loyalty。
第二題說(shuō)“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(shuō)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(shuō)開(kāi)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(dòng)。HR specialists就是expert。
第五題說(shuō)公司現(xiàn)在沒(méi)有在指導(dǎo)策略的支持下辨別潛力股。也就是說(shuō)公司是依靠自己來(lái)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(wú)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(kāi)發(fā)員工而著稱的話，將會(huì)對(duì)潛力股產(chǎn)生更大的吸引。以開(kāi)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。
疑似生詞：
1. line managers 直屬經(jīng)理，業(yè)務(wù)經(jīng)理
2. flat organization 扁平化的組織，即企業(yè)中的單層管理組織對(duì)應(yīng)的單詞hierarchy 等級(jí)制的公司
3. poach vt. (侵入他人地界)偷獵(或捕魚(yú)), 水煮，剽竊，挖角
eg: A rival firm poached our best computer programmers.
我公司的競(jìng)爭(zhēng)對(duì)手把我們最好的計(jì)算機(jī)程序編制員挖走了。
4. runs deep 純粹是想說(shuō)一下那句著名的諺語(yǔ)：Still water runs deep靜水流深。
5. fall victim to 成為......的受害者
B段中的原話：People development all too often falls victim to heavy workloads.人員發(fā)展成為高負(fù)荷工作的受害者，也就是說(shuō)經(jīng)理們因?yàn)樘Χ鵁o(wú)暇顧及潛力股的培養(yǎng)，即第六題的答案。
6. retention 保留，在文中指留住員工。是風(fēng)險(xiǎn)管理中常見(jiàn)的專業(yè)名詞。
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講整合版相關(guān)文章：
2.高級(jí)BEC商務(wù)英語(yǔ)閱讀要怎么做?有什么好的應(yīng)試技巧嗎?
商務(wù)英語(yǔ)BEC高級(jí)閱讀題精講整合版
