2023年11月BEC中级商务英语阅读押题训练

2023年11月BEC中级商务英语阅读押题训练2023年11月BEC中级商务英语阅读押题训练You deserveto bewith somebody who makesyou happy,somebody whodoesnt complicateyour life,somebodywhowon thurt you.以下是我为大家搜寻整理的2023年11月BEC中级商务英语阅读押题训练，期望能给大家带来帮忙!更多精彩内容请准时关注我们应届毕业生考试网！第七课时PART THREEQuestions13-181Read thearticle belowabout businessmeetings and the questionsonthe oppositepage.1For eachquestion13-18,mark oneletter A,B,C orD onyourAnswer Sheetfor theanswer youchoose.GETTING THEMOST OUTOF MEETINGOneaspect ofbusiness lifewhich manymanagers areunhappy withis the needto attendmeetings.Research indicatesthat managerswillspend betweena thirdand ahalf of their workinglives inmeetings.Although most managers wouldagree thatit ishard tothink of analternative tomeetings,as ameans ofconsidering information andmaking collectivedecisions,their hoursfavourably.C.Most employersdo notwant tobe responsiblefor theprofessionaldevelopment ofstaff.D.They havedifficulties adaptingto therapid changesoccurringin workingpractices.

18.What doesMo Shapirothink aboutpresent workinghoursA.In manycompanies seniorstaff needto worka longday.B.The beststaff areefficient enoughto finishtheir workwithineight hours.C.There are too manystaff deceivingemployers about their hoursofwork.D.Top executivesshould usetheir influenceto changethelong-hours culture.答案:

13.A;

14.C;

15.A;

16.B;

17.B;

18.DPART THREEQuestions13-181Read thearticle belowabout managinga small business and thequestions onthe oppositepage.1For eachquestion13-18,mark oneletter A,B,C orD onyourAnswer Sheet,for theanswer youchoose.The DifficultiesOf ManagingA SmallBusinessRonald Meersasks whochief executivesof entrepreneurial orsmall businessescan turnto for advice.uThe organisationalweaknesses thatentrepreneurs haveto dealwithevery daywould causethe managersof amature companyto panic,“Andrew Biddenwrote recentlyin BostonBusiness Review.This seemstosuggest that the leaders of entrepreneurial or small businesses mustbeunlike othermanagers,or the problems faced by suchleaders mustbethe subjectof aspecialised bodyof wisdom,or possiblyboth.Unfortunately,neither istrue.Not muchworth readingabout managingtheentrepreneurialorsmallbusinesshas beenwritten,andthe leadersof suchbusinesses aremade offlesh andblood,like therest ofus.Furthermore,little has been doneto addressthe aspectsofentrepreneurial orsmall businessesthat areso difficult to dealwithand sodifferent fromthe challengesfacedbymanagement inbig business.In partthis isbecause thoseinvolved ingathering expertiseaboutbusiness andin sellingadvice tobusinesses havehistorically beenmoreinterested in the needsof bigbusiness.In part,in theUK atleast,it is also becausesmall businesses have always preferred toadaptto changingcircumstances.The organisationalproblems ofentrepreneurialorsmallbusinesses arethus forcedupon theindividuals wholead them.Evenmore sothan forbigger businesses,the oldsaying istrue-that people,particularly thosewho makethe importantdecisions,are abusinesss mostimportant asset.The researchthat doesexist shows that neithermoneynor theability toaccess moreof itis themajor factordetermininggrowth.The mainreason anentrepreneurial businessstopsgrowing is the lackof managementand leadershipresource availableto the businesswhen itmatters.Give anentrepreneur anexperienced,skilled teamand heor shewill findthe fundsevery time.Getting theteam,though,is thedifficult bit.Part of theproblemfor entrepreneursis thespeed ofchange thataffectstheir businesses.They haveto copewith continuouschange yethave always beensuspicious aboutthe latest^management solution”.They regardthe manyofferings frombusiness schoolsas outof dateevenbefore theyleave theplanning boardand havelittle faithin therecommendationsof consultantswhen theyarrive in the handsof young.,inexperienced graduates.But suchimpatience withmanagementsolutionsv doesnot meanthat problemscan beleft tosolve themselves.However,the leadersof growingbusinesses arestill leftwith theproblemof whoto turnto foradvice.The answeris horriblysimple:leadersofsmall businessescan askeachother.The collectiveknowledge of a groupof leaderscan proveenormouslyhelpful insolving thespecific problemsof individuals.One leader,s problemshave certainlybeen solvedalready bysomeoneelse.There isan organisationcalled KITEwhich enablesthoseresponsible forsmallbusinesses tomeet.Its members,all ofwhom arechief executives,gothrough ademanding selectionprocess,and thenjoin asmall groupofother chief executives.They comefrom arange ofbusiness sectorsandeach offersa differentcorporate history.Each groupis ledby a“moderator”,an independentlyselected businessmanor womanwho hasbeenspecially trainedto headthe group.Each membertakes itin turntohost a meeting athis orher businesspremises and,most importantof all,group discussionsare keptstrictly confidential.Thisencourages afree sharingof problemsand increasethe possibilityofsolutions beingdiscovered.

13.What doesthe writersay aboutentrepreneurs in the firstparagraphA.It iswrong toassume that they aredifferent fromothermanagers.B.The problemsthey haveto copewith arespecific tosmallbusinesses.C.They findit difficultto attractstaff withsufficientexpertise.D.They couldlearn fromthe organisationalskills of managers inlargecompanies.

14.According to the secondparagraph,what hasled toa lackofsupport forentrepreneursA.Entrepreneurs havealwayspreferredto actindependently.B.The requirementsof bigbusinesses havealways takenpriority.C.It isdifficulttofind solutionsto theproblems facedbyentrepreneurs.D.Entrepreneurs arereluctant toprovide informationabout theirbusinesses.

15.What doesthe writersay aboutthe expansionof smallbusinessesA.Many smallbusinesses donot produceenough profitsto financegrowth.B.Many employeesin smallbusinesseshaveproblems workingaspart of a team.C.Being able to recruitthe rightpeople is the mostimportantfactor affectinggrowth.D.Leaders ofsmallbusinesseslack theexperience to make theircompaniesa success.

16.What doesthe writersay isan additionalproblem forentrepreneursinthefourth paragraphA.They relyon managementsystems that are outof date.B.They willnot adoptmeasures thatprovide long-term solutions.C.They havelittle confidenceinthebusiness advicethat isavailable.D.They donot takemarket changesinto accountwhen drawingupbusiness plans.

17.What doesthe writersay themembers of the KITEorganisationprovideA.Advice nohow toselect suitablestaff.B.A meansof contactingpotential clients.C.A simplechecklist foranalyzing problems.D.Direct experienceof anumber ofindustries.

18.The writersays thatKITE groupsare likelyto succeedbecauseA.members areabletoelect theirleader.B.theleadershave receivedextensive training.C.members areencouraged toadopt acritical approach.D.information is not passedon tonon-members答案

13.A;

14.B;

15.C;

16.C;

17.D;

18.D文档内容到此结束，欢迎大家下载、修改、丰富并分享给更多有需要的人length andfrequency cancause problemswith theworkload ofeven thebest-organised executives.Meetings workbest ifthey takeplace onlywhen necessaryand notas a matterof routine.One example of this isthediscussion ofpersonalor careermatters betweenmembers ofstaff andtheir lineand personnelmanagers.Another isduring theearly stagesofaproject whenthe teammanagingit needto learnto understandand trustone another.Once ithas beendecided thatameeting is necessary,decisionsneed tobe takenabout whowill attendand aboutthe locationand lengthof the meeting.People shouldonly beinvited toattend ifthey aredirectlyinvolved inthe mattersunder discussionandthe agenda shouldbedistributed wellin advance.An agendais vitalbecause itacts asaroad mapto keepdiscussion focusedand withinthe timelimitedallocated.This isalso theresponsibility ofthe personchairing themeeting,who shouldencourage thosewho saylittle tospeak andstopthose whohaveagreat dealto sayfrom talkingtoo much.At theend ofa wellorganised meeting,people willfeel that themeeting hasbeen asuccess andbe pleasedthey wereinvited.They willknownot onlywhat decisionswere madebut alsothe reasonsfor thesedecisions.Unfortunately,attheend ofa badlyorganised meetingthosepresent willleave feelingthatthey have wastedtheir timeand thatnothingworthwhile hasbeen achieved.Much togetherhasbeengiven overthe yearsto waysof keepingmeetingshort.One manwho hasno intentionof spendinghalf hisworkinglife inmeetingisRoland Winterson,chiefexecutiveofalargemanufacturing company.He believesthat meetingsshould beshort,sharpand infrequent.I tryto holdno more than twoor threemeetings aweek,attended bya maximumof threepeople forno longerthan halfanhour,“he says.“They areclearly aimedat achievinga specificobjective,such asmakinga decisionor planninga strategy,and arebased oncarefulpreparation.I drawup theagenda forevery meetingand circulateitin advance;those attending are expectedto studyit carefullyandshould beprepared toboth askand answerquestions.Managers arebestemployed carryingout tasksdirectly connectedwith theirjobs notattendingendless meetings.In business,time ismoney andspendingit inneedless meetingsthat don t achieveanything can be verycostly.Executives shouldfollow theexampleoflawyers andput acost oneachhour oftheir timeand thendecide whetherattendingalong meetingreallyisthebest way to spendtheir time.”

13.What domostmanagersthink about meetingsA.Meetings takeup mostoftheirworking life.B.Meetings allowthem tomonitor decision-making.C.Meetings preventthem fromestablishing aroutine.D.Meetings arethe onlyway theyknow ofachieving certainobjectives.

14.According tothe writer,an exampleofavaluable meetingisone whichA.allows colleaguesto achievea betterworking relationship.B.requires managersto discussstaffing needswith personnel.C.selects asuitable groupof peopleto work together asa team.D.encourages staffto presentideas onimprovements inmanagement.

15.According tothe writertheagendais importantbecause itA.is seenby everybodybefore the meeting.B.helps togive directiontothediscussions.C.contains itemsof interestto allthose present.D.shows whoshould speakat eachstage ofthemeeting.

16.The writersays thatpeople leavinga wellorganised meetingwillunderstandA.the reasonfor theirinvitation toattend.B.how thedecisions takenwere relevantto them.C.the importanceof proposalsunder discussion.D.why certaincourses ofaction wereagreed upon.

17.What doesRoland Wintersonsay aboutthe meetingsthat heorganisesA.He aimsto holdthem ona regularbasis.B.He ensurestheyhavea definitepurpose.C.He requireshis managersto drawup theagenda.D.He usesthem tomake decisionsabout strategy.

18.What isRoland Wintesons opinionaboutmeetingsA.They banbe abad useofamanagers time.B.Their importanceis oftenunderestimated.C.They frequentlyresult inwrong decisions.D.Their effectivenesscould beimproved withbetter planning.答案

13.D;

14.A;

15.B;

16.D;

17.B;

18.APART THREEQuestions13-181Read thearticle belowabout howto avoidworking longhours andthequestions onthe oppositepage1For eachquestion13-18,mark oneletter A,B,C orD onyourAnswer Sheet,for theanswer youchoose.Morning,noon andnight Thelong-hours cultureat workWorkingan eight-hour day isaluxury formost professionalpeople.Nowadays,the onlywaytoguarantee an eight-hour workingday istohave thekind ofjob whereyou clockonandoff.Those professionalswhohave managedto limittheir hoursto whatwas,20years ago,theaverage donot wishto identifythemselves.I canquite easilyachievemy workwithin anormal day,but Idontlike todraw attentiontoit,“says onesales manager.People lookedat mewhen Ileft at5o clock.Now,I putpaperwork inmy bag.People assumeI mdoing extrahoursat home.”But moretypical isMark,who worksas anaccount manager.He says,“My contractsays Iwork from9until5with extrahours asnecessary.It soundsas ifthe extrahours areexceptional.In fact,my jobwouldbe enoughnot onlyfor me,but alsofor someoneelse part-time.Theidea ofan eight-hour daymakes melaugh!”He sayshe hasthought aboutgoingfreelance butrealises thatthis doesnt guaranteebetterworking hours.Professors Cary Cooper,occupational psychologistat theUniversityof Manchester,istheauthor ofthe annualQuality ofWorkingLife survey.The mostrecent surveyfound that77%ofmanagersinBritain workmorethantheir contractedhours,and thatthisishavinga damagingeffect ontheir health,relationships andproductivity.Professor Cooperis criticalofthelong-hours culture.He saysthatwhile bossesbelieve longhours leadto greaterefficiency,there isnoevidence tosupport this.In fact,the evidenceshowsthatlonghours makeyou ill.”There are,he says,steps thatcanbetaken.One isto acceptthatthe in-tray willnever beempty.There arealways thingsto do.Youjust havetomakethe rulethat oncertain daysyou gohome early.Prioritising work and doingessential tasksfirst helps,he says.Healso thinksit stime tocriticize bademployers andunreasonable termsofemployment.By allmeans,show commitmentwhere necessarybut whenexpectationsaretoohigh,people haveto beginsaying openlythat theyhavea lifeoutside ofwork.”Personal developmentcoach Mo Shapiro agreesthat communicationisimportant.Staff needto talkto managersabouttheworking practiceswithina company.Both partiesshould feelthattheexpectations arerealisticand allowthem tohave responsibilitiesand interests outsidework.She recongnises,however,that inmany organizationsthe responsemightwell be,“If youwant moreinterestsoutsidework,then findanotherjob.”She believesthat seniorstaff havea dutyto setan example.“Irecently workedforafirm ofsolicitors wherethe partnersstartedat

7.30am.What kindof messageis thatto sendtothestaff”Shebelieves there isnoshame inworking sensiblehours-in factquitethe reserve.Some peoplemight bein at

7.30am butwill bedoing verylittle.You canwork reallyhard from9to5and achievethe same.Ifyou findit difficultto achievean eight-hour day,thereis,asalastresort,the oldtrick ofleaving yourjacket onyour chairand yourcomputersswitched on,even afteryou haveleft thebuilding.”

13.What doesthe writersay inthe firstparagraph aboutpeoplewho workaneight-hour dayA.They arereluctant toadmit tothis.B.They aredisliked bytheir colleagues.C.They arelimited tocertain professions.D.They oftencatch upon workintheevenings.

14.What doesMark say about hisworkA.His mainconcern isjob security.B.Too muchof histime atwork iswasted.C.The terms of hiscontract aremisleading.D.He objectsto beinggiven otherpeople swork.

15.What doesCary Coopersayaboutrecent trendsin theworkplaceA.He believesthatalong workingdayiscounter-productive.B.He hasdoubts aboutthe resultsoftheQuality ofWorking Lifesurvey.C.He saysthat employersshould acceptthe linkbetween workinghoursand safety.D.He arguesthat furtherresearch isneeded intothe relationshipbetweenworkandhealth.

16.How doesCaryCooperthink peopleshould dealwith therequirementsoftheworkplaceA.Obtain helpin negotiatingtermsofemployment.B.Let peopleknow whendemands areunreasonable.C.Delegate theless importantworktoother staff.D.Accept thatthe modernworkplace isa competitiveplace.

17.What doesMoShapirosee asa problemfor employeestodayA.They lackthe communicationskills thatmodern businessrequires.B.Many employerswould notregard requestsfor shorter。