BEC中級(jí)全真試題
在學(xué)習(xí)、工作生活中，我們都可能會(huì)接觸到試題，試題可以幫助參考者清楚地認(rèn)識(shí)自己的知識(shí)掌握程度。那么你知道什么樣的試題才能有效幫助到我們嗎？下面是小編幫大家整理的BEC中級(jí)全真試題，供大家參考借鑒，希望可以幫助到有需要的朋友。
BEC中級(jí)全真試題 1
1 Genuine feedback would release resources to be usedelsewhere.
2 Managers are expected to enable their staff to workeffectively.
3 Experts are unlikely to facilitate a move to genuinefeedback.
4 There are benefits when methods of evaluatingperformance have been negotiated.
5 Appraisals tend to focus on the nature of the face-to-face relationship between employeesand their line managers.
6 The idea that employees are responsible for what they do seems reasonable.
7 Despite experts’ assertion, management structures prevent genuine feedback
8 An increasing amount of effort is being dedicated to the appraisal process.
A
Performance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work was put on hold while enormous quantities of management hours werespent in the earnest ritual of rating and ranking performance. Now the practice is even morefrequent. This of course makes it all the more important how appraisal is conducted. Humanresources professionals claim that managers should strive for objectivity and thus for feedbackrather than judgement. But the simple fact of the matter is that the nature of hierarchy distortsthe concept of feedback because performance measure are conceived hierarchically.Unfortunately, all too many workers suffer from the injustices that this generates.
B
The notion behind performance appraisal- that workers should be held accountable for theirperformance-is plausible. However, the evidence suggests that the premise is wrong. Contrary toassumptions appraisal is not an effective means of performance improvement- it is judgementimposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on theother hand, would be information that told both the manager and worker how well the worksystem functioned, and suggested ways to make it better.
C
Within the production system at the car manufacturer Toyota, there is nothing that isrecognizable as performance appraisal. Every operation in the system has an associated measure.The measure has been worked out between the operators and their manager. In every case, themeasure is related to the purpose of the work. That measure is the basis of feedback to themanager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” . Bothmanagers and workers are psychologically safe in the knowledge that it is the system- not theworker –that is the primary influence on performance. It is management’s responsibility to ensurethat the workers operate in a system that facilitates their performance.
D
In many companies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each worker’s activity, not an evaluation of the process orsystem’s achievement of purpose. The result is that performance appraisal involves managers’judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisalexperience becomes a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.
E
When judgement is replaced by feedback in the true sense, organizations will have a lot moretime to devote to their customers and their business. No time will be wasted in appraisal . Thisrequires a fundamental shift in the way we think about the organization of performance appraisals,which almost certainly will not be forthcoming from the human resources profession
參考答案及解析
關(guān)于員工評(píng)估和反饋的文章。一個(gè)組織內(nèi)部的上下級(jí)溝通真的太重要了。
第一題，說真正的反饋可以釋放用在別處的資源。意思上真正的反饋可以讓人騰出精力。答案是E段的第一句：When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business。這題的意思還算比較明顯，feedback in the true sense，就是genuine feedback，devote to their customers and the business,就是把資源釋放在別的地方。
第二題，說經(jīng)理們是被期望著使員工工作得更有效率。答案是C段的最后一句：It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance.經(jīng)理們的責(zé)任，也就是managers are expected to，有利于他們的表現(xiàn)，就是enable their staff to work effectively。
第三題,說專家不大可能有利于真正反饋的進(jìn)程。答案是E段的最后一句：which almost certainly will not be forthcoming from the human resources profession。人力資源專家，就是experts。需要理解下這里的forthcoming的含義：willing to divulge information. (人)愿意透露消息的。專家們不愿意透露消息，也就是不能指望專家來facilitate。
第四題，說商討評(píng)估表現(xiàn)的方法是有利的。答案是在C段，有點(diǎn)分散。前面說The measure has been worked out between the operators and their manager。這個(gè)措施是在操作者和經(jīng)理們之間擬定的。between the operators and managers，也就是評(píng)估表現(xiàn)的方法是被商討了的。后面介紹的情況都是這個(gè)measure有多么的.好：is the basis of feedback。綜合起來，就是選項(xiàng)說的，商討是有好處的。
第五題，說評(píng)估傾向聚焦于員工和他們直屬經(jīng)理們之間面對(duì)面關(guān)系的性質(zhì)。這個(gè)選項(xiàng)可能會(huì)弄的人一頭霧水，首先得弄明白這里的面對(duì)面關(guān)系指的是什么。員工和直屬經(jīng)理的關(guān)系，就是上下級(jí)的關(guān)系，過分看重這個(gè)關(guān)系，那么在評(píng)估過程中就會(huì)有顧慮，誰還敢揭自己上司的短?所以這個(gè)句子的意思是說評(píng)估過程中有顧忌，無人敢說真話。答案是D段的這么一句：Thus the appraisal experience becomes a question of pleasing the boss。評(píng)估過程成了討好自己的老板，說的就是這個(gè)意思。
第六題，說員工對(duì)他們所作負(fù)責(zé)的想法聽起來很合理。答案是B段的第一句：The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible。這里的accountable就是負(fù)有責(zé)任。Plausible是貌似真實(shí)的，也就是seems reasonable。
第七題，說雖然有專家們的主張，管理層的結(jié)構(gòu)阻止了真正的反饋。答案是A段的這么一句：the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback。管理層的機(jī)構(gòu)，就是這句里提到的the nature of hierarchy，等級(jí)制的性質(zhì)。這個(gè)單詞在BEC閱讀里常出現(xiàn)。distort，扭曲，就是選項(xiàng)里的prevent。
第八題，說在評(píng)估過程中投入了更多的努力。答案是A段的這么一句，有點(diǎn)隱晦：Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted.這個(gè)句子是緊跟上文的，the practice指的就是appraisal。評(píng)估的更頻繁，評(píng)估是怎么進(jìn)行的顯得更加重要。認(rèn)為更加重要了(makes it all the more important)，就會(huì)投入更多努力了。綜合起來，這些的意思就是評(píng)估過程投入了更多的努力。不太容易看出來。
BEC中級(jí)全真試題 2
Human Resources Policy
CBA Bank was the largest financial institution to sign theemployers People Come First code of practice in the early1990s. In doing so, it committed itself to the highest (0) inhuman resources practices such as the communication ofcompany(19)....... to employees, the setting of individualtraining and personal (20).......plans, and the holding of regularperformance (21)....... for all staff.
Like other organisations, CBA is replacing the traditional hierarchy with a flatter organisationalstructure which gives employees more broadly defined (22) .......within the company. The changeis offering employees greater opportunities for work in cross-disciplinary project teams. As a result,interpersonal (23) ....... are extremely important.
The policy seems to be working. There is a great deal of goodwill among employees, who(24).......the fact that customer satisfaction is the organisations chief aim. CBA claims to pursuethis aim for its own (25)....... , rather than as a means of earning profits for shareholders.
An ability to relate to all kinds of people is the most important attribute CBA looks for in(26).......recruits. Graduates are (27)....... for a two-year period and exposed to all (28)....... ofretail financial services. By the end of this training period, they will have taken their Institute ofBanking examination and, if they have (29)....... their performance targets, they will have (30).......a job at the bank.
On the whole, we are not looking for people straight out of college, says human resourcesmanager Maiy Kemp. We would prefer that they had (31).......some experience of life and hadtaken a year out between school and college to travel or do some kind of work.
The company has recently introduced a new policy on pay, and it is now (32).......toperformance through bonus schemes, with the objective being to (33) ....... employees for theirachievements and effort.
19 A designs B purposes C ends D objectives
20 A continuation B extension C development D advancement
21 A reviews B trials C revisions D judgements
22 A capacities B parts C roles D elements
23 A abilities B talents C assets D skills
24 A recommend B honour C respect D obey
25A sake B reason C behalf D cause
26 A expected B intended C potential D eventual
27 A taken on B written in C put on D drawn in
28 A fields B areas C regions D parts
29 A arrived B done C passed D met
30 A secured B reached C confirmed D fixed
31 A gained B won C earned D realised
32 A attached B linked C combined D joined
33 A return B reward C recompense D refund
參考答案及解析
《Human Resource Policy》，人力資源政策。主要是講的CBA銀行的人力資源政策。先簡(jiǎn)單介紹了這個(gè)銀行的管理結(jié)構(gòu)，是扁平化的組織結(jié)構(gòu)(flatter organizational structure)，而不是等級(jí)制公司(hierarchy)�？傮w原則是不招應(yīng)屆的剛出校門的畢業(yè)生，而要有一定的生活經(jīng)驗(yàn)或者是工作經(jīng)驗(yàn)。
第19、20、21題，這幾空都是舉例說明前面提到的human resources practices。19空是說的將公司的發(fā)展目標(biāo)傳達(dá)給員工。公司目標(biāo)，用objective。purpose是指具體做某件事情的意圖。這里有必要區(qū)分一下objective和purpose，看英文解釋。
purpose: the reason you do something, and the thing you want to achieve when you do it
objective: something that you are working hard to achieve, especially in business or politics
第20題，個(gè)人培訓(xùn)和發(fā)展計(jì)劃的制定。個(gè)人發(fā)展計(jì)劃，personal development plans，選C。
第21題，定期的表現(xiàn)回顧。用review。hold在這個(gè)句子里是舉行的意思。the holding of regular performance review，定期舉行員工的表現(xiàn)回顧。
第22題，說扁平化的組織結(jié)構(gòu)可以給員工更加定義廣泛的角色。broadly defined roles,選C。
第23題，人際交往技巧是很重要的。interpersonal skills,是地道的說法。參見一個(gè)例句：you will need good interpersonal skills.
第24題，這一句的意思很好理解，是說員工們?cè)絹碓娇粗鼗蛘哒f是承認(rèn)一個(gè)事實(shí)：顧客的滿意是組織的主要目標(biāo)。recommend是推薦、建議，后面不接 the fact(事實(shí))，honour是敬重，obey是遵守，這里應(yīng)該選擇respect。respect這里是重視或者接受的意思，看英英詞典上的解釋：to accept that something which is established or formally agreed is right or important and not to attempt to change it or harm it。所以這一空應(yīng)該選擇respect the fact，表示接受這個(gè)事實(shí)。
第25題，CBA銀行追求這個(gè)目的是為著自己的利益，而不是為股東掙利潤的工具。for the sake of something 或 for somethings sake：for the purpose of; in the interest of; in order to achieve or preserve 為了…目的.;為了…的利益;為了。固定用法，選A。
第26題，尋找潛在的新成員。地道的詞是potential，比如potential recruits, potential staff, potential candidates.
第27題，考察的是短語take on的一個(gè)用法，雇傭：If you take someone on, you employ them to do a job.;write in：to write a letter to a newspaper, television company or other organization, to state an opinion or ask something以群眾來信的形式表達(dá)的意見。
第28題，把畢業(yè)生分配在各個(gè)連鎖金融服務(wù)領(lǐng)域。用area。field做領(lǐng)域、范圍講的時(shí)候是指的研究、活動(dòng)，region是指的具體的地區(qū)，parts是部分，應(yīng)該用area。
第29題，完成目標(biāo)，met the targets。
第30題，完成了目標(biāo)就可以得到工作。secure：to get possession of; acquire:
第31題，招的人已經(jīng)具有了一定的生活經(jīng)驗(yàn)。gain：to obtain something that is useful, that gives you an advantage, or that is in some way positive, especially over a period of time
eg: After youve gained some experience teaching abroad you can come home and get a job.
第32題，薪酬現(xiàn)在和業(yè)績(jī)掛鉤。link to，聯(lián)系。
第33題，reward sb.獎(jiǎng)勵(lì)某人。reward employees for their achievements and effort，因?yàn)楣诙?jiǎng)勵(lì)員工。
BEC中級(jí)全真試題 3
Achieving a successful merger
However attractive the figures may look on paper, in thelong run the success or failure of a merger depends on thehuman factor. When the agreement has been signed and theaccountants have departed, the real problems may only just bebeginning. If there is a culture clash between the two companiesin the way their people work, then all the efforts of the financiersand lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up totheir promise of shareholder value, riot through any failure in economic terms but because theintegration of people is unsuccessful. Corporates, he explains, concentrate their efforts before amerger on legal, technical and financial matters. They employ a range of experts to obtain themost favourable contract possible. But even at these early stages, people issues must be takeninto consideration. The strengths and weaknesses of both organisations should be assessed and, ifit is a merger of equals, then careful thought should be given to which personnel, from which side,should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceuticalcompanies promised to create one of the largest players in the industry. For both companies themerger was intended to reverse falling market share and shareholder value. However, although thecompanies skill bases were compatible, the chief executives of the two companies could not agreewhich of them was to head up the new organisation. This illustrates the need to compromise if amerger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this isto work with focus groups to see how employees view the existing culture of their organisation. Inone example, where two global organisations in the food sector were planning to merge, focusgroups discovered that the companies displayed very different profiles. One was sales-focused,knew exactly what it wanted to achieve and pushed initiatives through. The other got involved inlengthy discussions, trying out options methodically and making contingency plans. The firstresponded quickly to changes in the marketplace; the second took longer, but the option iteventually chose was usually the correct one. Neither companys approach would have worked forthe other.
The answer is not to adopt one companys approach, or even to try to incorporate everyaspect of both organisations, but to create a totally new culture. This means taking the best fromboth sides and making a new organisation that everyone can accept. Or almost everyone.Inevitably there will be those who cannot adapt to a different culture. Research into the impact ofmergers has found that companies with differing management styles are the ones that need towork hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involvescarrying out research that looks at the culture of a company and the business culture of thecountry in which it is based. It identifies how people, money and time are managed in a company,and investigates the business customs of the country and how its politics, economics and historyimpact on the way business is done.
13 According to the text, mergers can encounter problems when
A contracts are signed too quickly.
B experts cannot predict accurate figures.
C conflicting attitudes cannot be resolved.
D staff are opposed to the terms of the deal.
14 According to Chris Bolton, what do many organisations do in preparation for a merger?
A ensure their interests are represented
B give reassurances to shareholders
C consider the effect of a merger on employees
D analyse the varying strengths of their staff
15 The proposed merger of two pharmaceutical groups failed because
A major shareholders were opposed.
B there was a fall in the demand for their products.
C there were problems combining their areas of expertise.
D an issue of personal rivalry could not be resolved.
16 According to the text, focus groups can help companies to
A develop new initiatives.
B adopt contingency plans.
C be decisive and react rapidly.
D evaluate how well matched they are.
17 Creating a new culture in a newly merged organisation means that
A management styles become more flexible.
B there is more chance of the merger working.
C staff will find it more difficult to adapt to the changes.
D successful elements of the original organisations are lost.
18 According to the text, intercultural analysis will show
A what kind of benefits a merger can lead to.
B how the national context affects the way a company is run.
C how long it will take for a company culture to develop.
D what changes companies should make before a merger takes place.
參考答案接解析
《Achieving a successful merger》，實(shí)現(xiàn)一個(gè)成功的并購。文章沒有從技術(shù)和經(jīng)濟(jì)效益的角度來分析并購成功的因素，而是強(qiáng)調(diào)了一個(gè)在并購中容易被忽視的重要因素：文化沖突。不同的企業(yè)文化走到了一起，能否兼容是并購能否成功的關(guān)鍵因素。一個(gè)比較著名的例子是當(dāng)年惠普與康柏的并購。
第十三題，問什么情況下并購會(huì)遇到麻煩。答案是A段的最后一句，關(guān)鍵詞是culture clash：如果兩個(gè)公司的員工在工作方式上存在文化沖突，那么金融專家和律師們?yōu)榱诉_(dá)成交易所做的`一切努力都是徒勞的。所以選C：沖突性的態(tài)度無法得到解決。Conflicting attitude對(duì)應(yīng)于culture clash。attitude具體指公司員工做事情的方式和態(tài)度。
第十四題，問很多機(jī)構(gòu)為并購所做的準(zhǔn)備是什么。答案是第二段的這么一句話：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力集中在法律、技術(shù)和金融事務(wù)上了。也就是更多的看重經(jīng)濟(jì)等方面的利益，而忽視了人的因素。選A：確保他們的利益得到很好的反映，也就是自己的利益有保障。represent在這里的意思是be present or found in something, especially to a particular degree。
第十五題，問這倆醫(yī)藥公司并購失敗的原因是什么。答案是第三段的倒數(shù)第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在誰來領(lǐng)導(dǎo)新的機(jī)構(gòu)的問題上無法達(dá)成一致。所以選D：人員競(jìng)爭(zhēng)問題無法得到解決。Personal rivalry就是指兩個(gè)領(lǐng)導(dǎo)誰也不服誰。
第十六題，問focus group可以幫助公司干什么。先弄明白focus group的意思，看劍橋高階的解釋：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。處理問題的團(tuán)體。答案在第四段。這一段是舉例說明兩個(gè)合并公司的文化兼容性問題。經(jīng)過focus group的調(diào)查，這兩個(gè)公司的做事方式有很大差別，不能兼容。所以這一題的答案是選D：評(píng)估他們能否匹配。
第十七題，問在一個(gè)新合并的公司里創(chuàng)造新的文化意味著什么。答案是第五段的這么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取雙方的優(yōu)點(diǎn)，創(chuàng)造一個(gè)所有人都能接受的新組織。每個(gè)人都能接受，那么合并成功的可能性會(huì)大大增加。選B：合并起作用的幾率增加了。
第十八題，跨文化分析能夠表明什么。答案是最后一段的最后一句：how its politics, economics and history impact on the way business is done.看看這個(gè)國家的政治、經(jīng)濟(jì)和歷史是怎么影響商業(yè)行為的。也就是考察宏觀的國家背景對(duì)微觀的經(jīng)濟(jì)個(gè)體的影響。選B：國家背景怎樣影響公司的運(yùn)行方式。
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