BEC高級(jí)閱讀講義

.BEC備考伴侶閱讀講義歡迎使用新東方在線電子教材第一部分 導(dǎo)論一、BEC閱讀理解題的考察目英語(yǔ)類考試中閱讀理解考題的根本目的在于考察邏輯而不僅是詞匯本身核心解題思想是意思的反復(fù)重復(fù)與同義匹配二、BEC閱讀理解題的題型介紹句子－段落的搭配題中級(jí)：4個(gè)段落－7項(xiàng)陳述高級(jí)：5個(gè)段落－8項(xiàng)陳述句子－文章的搭配題中級(jí)：完整文章中去掉5句話高級(jí)：完整文章中去掉6句話精讀題中級(jí)：6題多項(xiàng)選擇高級(jí)：6題多項(xiàng)選擇標(biāo)準(zhǔn)化完形填空題中級(jí)：15題，側(cè)重文法高級(jí)：10題，側(cè)重詞匯主觀性完形填空題中級(jí)：無(wú)此題型高級(jí)：10題填空，注意詞性的選擇校正題（改錯(cuò)題）中級(jí)：12題高級(jí)：12題注意與傳統(tǒng)改錯(cuò)題的區(qū)別：只需要挑出錯(cuò)誤，不需要修改'..三、做題順序和時(shí)間分配6→5→4→3→1→22. 邏輯匹配題： PartI →12分鐘，PartII →分15鐘，PartIII →分12鐘文法詞匯題：中級(jí)：PartIV→8分鐘，PartV→5分鐘，PartVI→8分鐘高級(jí)：PartIV→13分鐘，PartV→8分鐘'..第二部分 邏輯匹配題－PartI一、不同的匹配類型陳述對(duì)應(yīng)段落中的1句話，簡(jiǎn)單匹配，常見(jiàn)題陳述對(duì)應(yīng)段落中的相鄰2～3句話，簡(jiǎn)單推論，較少陳述對(duì)應(yīng)幾乎整個(gè)段落的內(nèi)容，復(fù)雜結(jié)論，罕見(jiàn)二、做題方法陳述中選出關(guān)鍵詞閱讀段落將陳述中的關(guān)鍵詞對(duì)應(yīng)到段落的某一句話，某兩三句話，或者全段三、練習(xí)題舉例陳述：0.【C】Thiscompanyisgoingtoreducestaffnumbers.1.【D】Astrongcurrencyhashadanegativeeffectonthecompany.2.【C】Theworkforcehasmadeitdifficultforthiscompanytobecomemoreefficient.3.【B】Theuseofspecialistsledtoveryhighcost.4.【D】Increasedcompetitionhascontributedtothiscompany difficulties’.s5.【A】Thiscompanyhasreachedanagreementonanewproject.6.【B】Partofthiscompanywasupforsale.7.【A】Thiscompanyhasexpandeditsmanufacturingbase.段落AWalger,thebusmaker,hasenteredintoajointventurewithIMCOBusCorporationtoparticipateincoachbuildingoperationsinMexico.Thetwocompanieshavejustannouncedthe$70millionacquisitionofMexicoCoachworks,thelargestbusandcoachbuilderinMexico,with2,400employeesandthreefactories.Walgerretainsa60%interestinthecoachbuildingventure.Analystshaveexpressedsurprise,giventhecurrentexchangerate.BJetlineAirportshassaidthatitspent 2.1milliononits￡failedattempttodisposeofitsduty-freeretaildivision.Thechiefexecutivesaidthecompany -monthsearch’forssixabuyerranupheavyconsultancyexpenseswhichlefthalf-yearpre-taxprofitsat 4.5million.Italsoemerged￡thattheDirectorofFinancereceiveda 500,000settlement￡whenheleftthecompany.CGRD,themanufacturinggiant,planstocut1,500jobsatitsPortlandfactoryoverthenextfiveyearsafterunionrefusaltoincreaseproductivity.Acompanyrepresentativesaidthatalthoughtheyhaveinvestedmorethan$42millioninthenewplantandimprovedtechnology,thetrade'..unionsarestillunwillingtoincreaseoutput.Asaresult,GRDhavebeenforcedtodownsizethePortlandplant.DMaybrooke,theScottishdepartmentstore,reportedafallintradingprofitsinthefirsthalfoftheyearfrom￡545,000to￡462,000,onsaleswhichweredowntwopercent.Theyblamethedisappointingfirsthalfonthestrengthofthepound,whichhitthecompany’stouristbusiness,aswellasanincreaseintrafficandparkingproblemsinthecitycentre,andthegrowthofout-of-townshoppingcentres.四、真題舉例（第 3輯－高級(jí) Test2）陳述0.【A】Oneofthebiggestdifficultiesthatmanagersfaceismotivatingstaff.1.【D】Peoplemayperceivethesametypeofworkdifferently.2.【C】Itisimportantthatstaffgainrecognitionforwhattheyhavedone.3.【E】Thebehaviourofstaffmaybeinfluencedbydisappointmentwithwhattheirorganizationprovides.4.【B】Traditionalwaysofmotivatingstaffcannotbeputintopracticethesedays.5.【A】Agoodsalaryaloneisnolongerenoughtomotivatepeople.6.【E】Itisdesirableforstaffandtheiremployerstohavesimilarobjectives.7.【C】Staffshouldbeabletoimprovetheirabilitiesthroughtheirwork.8.【D】Notallcompaniesseeaneedtofindoutwhatmotivatestheirstaff.段落AEnsuringemployeesarriveatworkgearedupandreadytogivetheirallisamajorchallengefacingmanagerstoday.Itusedtobesoeasy.Afatpaychequeandthepromiseofpromotionwasallthatwasneededtokeeppeoplecommitted,loyalandhappy.Buttheworldofworkhaschanged,andnowadays,organizationscannotrelyonthecorporatechequebooktogivethemtheedge.Numerousemployeesurveyshaveshownthatalthoughpaystillmakespeopletick,awholeraftofotherissueshaveenteredthemotivationequation.BOneoftheproblemsisthatmanagersoftendon’tappreciatetheyareplayinginacompletelynewballgame,andarelianceonold-stylemotivationaltechniquesjustwon’tworkintoday’stechnology-driven,fast-pacedbusinessenvironment.Forexample,anemployeecouldbeworkinginSouthAfrica,withabosssittinginLondonandthemainclienttheyaredealingwithbasedinAsia.Soforsomeonewhoisverymotivatedbyface-to-facecontactandacollegiateenvironment,thatcouldbeahugeproblem.CWhatmostemployeesexpectisthechancetoworkflexibly,oninterestingandstimulatingtasksthatgivethemtheopportunitytodeveloptheirskillsandtalents.Managersonthegroundmaynotalwaysbeabletoinfluencepayandworkingpractices－but,iftheyaretoextracttopperformance'..fromtheirteams,theyneedtoknowhowtopresstherightbuttonsandcreateaculturethatwillinspiretheirworkforce,acultureinwhichachievementisacknowledgedandpeoplefeelvalued.DOrganizationsshouldfocusonaskingpeoplewhattheywant－arelativelysimpletaskthatistoooftenconsideredunnecessary.However,questionsaboutmotivationhavetobeaskedskillfully,oryouwon’tgettothebottomofwhatreallymakespeoplegothatextramile.Twopeoplemaybothsaytheywantaninterestingandstimulatingjob,buthavewidelydivergentideasofwhatwouldconstitutesuchaposition:acitytraderwouldprobablyfindbusinessconsultancyboring,andaconsultantmightbescaredbythecitytrader’sjob,butbothmaybeverysatisfiedwiththeirownjob.ETherearehugegapsbetweenwhatemployeesexpectfromemployersandwhattheyactuallyget.Forinstance,employers’emphasisonemployability(equippingworkerswith ‘marketable’skills)maybesomewhatmisguided. Onestudyshowedthatwhatpeoplereallywantedwasnotemployabilitybutjobsecurity.Asaresult,employeeshadthefeelingthattheiremployerwasn ’tdelivering,whichhadadetrimentaleffectontheemployees’workplaceperformanceandattitudes.Theproblemliespartlyinalackofcommunication:toensuremutualunderstandingandtoalignemployees’valueandgoalswiththoseoftheorganization,muchmoreconversationisneeded.'..第三部分 邏輯匹配題－PartII一、核心解題思想反復(fù)重復(fù)根據(jù)上下文語(yǔ)言環(huán)境選擇，不選無(wú)關(guān)內(nèi)容二、真題舉例（第 3輯－中級(jí) Test4）HumanresourcesmanagementItisnearlyacenturysincethecarmanufacturerHenryFordsaid, ‘Youcandestroymyfactoriesandoffices,butgivememypeopleandIwillbuildthebusinessrightbackupagain.’__【G】__.Butafewbusinesstheoristsarebeginningtoarguethatmanagingpeoplewellcanaddmoretothebottomlinethananythingelse.MikeManzotti,aleadingAmericanauthorinthisarea,hasstrongviewsaboutthegrowingimportanceofhumanresourcesintoday’sbusinessworld.__【B】__.Acompanywithhighstaffcommitment,forexample,hasanassetthatitsrivalsfindhardtocopy.ResearchinBritainwouldappeartosupportthisnotion.Arecentbusinessschoolsurveyintotheperformanceofeightmultinationalsfoundthatpeoplemanagementcouldbethemostdecisivefactorinacompany’sperformance.Anotherstudyindicatedthesamethinginmedium-sizedmanufacturingfirms.__【A】__.Afterall,howcananorganizationevaluatethecommitmentofitsstaff?Forthisreason,theresearcherGeorgeHessenbergarguesthatascientificapproachisneeded.HefeelsthatwhenHRprofessionalssuggestchanginganorganization compensation’sstructureorbeingmoreselectiveinrecruiting,theyareaskingforthingsthatrequireresources.__ 【F】__.Somenewapproachesareemergingthatattempttodojustthat,includingtheschemedevisedbyconsultantsCouzeJordan.Thescheme,whichcoverscommunication,recruitment,anduseofresources,predictsthatsignificantimprovementsintheseareasachieveanincreaseinshareholdervalueofupto30percent.Anotherprogramme,launchedbyJamesLester,anindependenthumanresourcesexpert,approachestheproblemfromaperspectivethatisdesignedtoappealtoawiderangeofmanagers.__【E】__.Both,heargue,involveappropriatedecisionsbeingmadeabouttheallocationofresourceswithinaparticularbudget.Lester’sexperienceenableshimtocarryoutanorganizationalauditforhisclientstoidentifywhichareasofHRareinmostneedofimprovement.Thisisbecausethereisnopointinbusinessesspendinglargeamountswithoutknowingiftheinvestmentisworthwhile.__【C】__.Lester’sadvice,however,isforcompaniestothinktwicebeforehiringpeople,sinceitisvitalthey'..assesswhethertheyaregettingvalueformoney.Butthefindingsareinconclusivebecauseofthedifficultyofcollectingreliableevidence.Hearguesthattheroleofaskilled,motivatedandflexibleworkforcehasbecomemoresignificantastraditionalsourcesofcompetitiveadvantagediminish.Forexample,acommonmistakeistospendafortuneonrecruitmenttocoverupfordeficienciesintraining.However,mostleadingexpertsinthefieldbelievethatthereissufficientevidencetosupportthismodelofworkdynamics.Hecomparesthepositiveuseofhumanresourcestoeffectivefundmanagement,asthisissomethingthatseniorexecutivescanrelateto.Hebelieves,however,thattheonlywaytheywillgainapprovalforthesepotentiallyexpensiveinitiativesistohavesomedatathatdemonstratespositivefinancialbenefits.Inthelightofthisstatement,itisoddthatpeoplemanagementhastakensomanyyearstomoveuptheagenda.三、真題舉例（第 3輯－高級(jí) Test1）Howeffectiveisyourmarketing?Gonearethedayswhencompanieshaddepartmentsfullofstaffwhoserolenobodyunderstood.__【H】__.Andrightlyso.Butwhenitcomestomarketing,whatiseffectiveness,howdoyoumeasureit,andwhyisitsmeasurementsoimportant?Businessesarestartingtorecognizethekeymarketingquestions.Areweprovidingtherightproductsfortherightpeopleattherightprice?Areourbrandsbetterthanthoseofourcompetitors?__【D】__.That’sbecausemarketingisnotthefluffystuffthatcanbeaxedwhenthegoinggetstough－itistheessenceofbusiness.Soifmarketingisimportant,itfollowsthatitpaystoknowifyoursisworking.Thefirststageintheprocessisunderstandingyourcurrentposition.Howsuccessfulisyoubrandtoday?Whatisyourmarketshare?Youshouldequipyourselfwithsomesoundfactsandfiguresonwhichtobaseyourconclusions.__【A】__.Itcouldbesimplytoboostyoursales.Youmaywanttoreinforceyourleadershipinamarketortrounceacompetitivebrand.Influencingfutureprofitability,possiblybybuildingashort-termbrandshare,maybeapriority.Aclearobjectiveisessential.Buthowdoyouknowyourmarketingisachievingyourgoals?__【G】__.Theirsuccessisnotjustrelatedtohowmanyboxesleavethefactory.Effectivenessmaynotbetangible.Itmaybefinancial,itmaynot.‘Thebrand’isanintangibleasset,butitisnowseenasanimportantone.Quantifyingthevalueofanintangibleassetisadifficult,butnotimpossible,task.Itisalsonecessarytoevaluatebothlong-termeffectivenessandtheshort-termoutcomesofanycampaign.__【E】__.Butthecareofabrandisamarathon,notasprint,anditisimportantnottolosesightofthelong-termconsequences.'..Choosingtherightmeasurementtoolstoevaluateacampaignisanotherimportantissue.__【F】__.Theaccuracytheythusensureshouldbeconsistentovertimeandcorrespondtothewiderobjectivesofthebusiness.Ultimately,marketingmustdeliverprofit.Theessentialdebateshouldnolongerbeabouttheimportanceofmarketing,butwhatweshoulddotomeasureitseffectiveness,andwhatmeasureswillensuresurvival.__【C】__.Buttoothersitislikelytobeacontroversialissue－andonewhichcanproduceresponsesleadingtowidelydifferentdirectionsfortheirenterprises.Havingdonethat,nextcomesestablishingwhatitisthatmarketingactivitiesshouldbeachieving.Becauseofthis,youmaywanttogeneratereturnoninvestment,perhapsbyraisingthequalityofyourbrand.Thisshiftinfocuswillbetakenasreadbythemostsuccessfulbusinesses.Addressingsuchissuesshouldmeanthatprofitstakecareofthemselves.Concerningthelatter,itmaybetemptingtobeseducedbyeffortsthatyieldquickresultsandsatisfyinvestorpressureforimmediatereturns.Theseshouldbepreciseandbasedonempiricaldata.Goodstrategiesarenotnecessarilylinkedtoproductionorsalesfigures.Todayweareallaccountableandhavetobeabletodemonstratethevalueofourcontributiontoourbusinesses.'..第四部分 邏輯匹配題－PartIII一、解題核心1. 本質(zhì)上講，PartIII等價(jià)于PartI2. 同義匹配是解題關(guān)鍵二、真題舉例（第 2輯－中級(jí) Test3）TroublewithTeamworkMaryOwenexaminestheroleandefficiencyofteamsRecruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota‘player’one–ofthemoreseriousfailingsinthebookofmanagement.Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganization,‘teamsprovideadynamicmeetingplacedeaswherecanibesharedandexpertisemorecarefullytargetedatimportantbusinessissues,says’SteveGardner,inhisbookKeyManagementConcepts.Headds,‘Globalizationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.’Butisteamworkingbeingoverdone?‘Somemanagersareonasmanyassevenoreightdifferentteams’saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.takeupsomuchtimethatmanagerscan’getonwithcoretasks.Forming’teamsandhavingmeetingshas,shesays,becomeandendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.‘Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.’Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a‘force’developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.‘Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit’,saysSteveGardner.Unfortunately,‘peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay.Dr’Bandyagrees.‘Thereisalwaysadangerthatteamscanturnintocommittees, ’shesays. ‘Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective. ’Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.'..SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?AItisthemostsuccessfulformofmanagement.BIthaschangedtherecruitmentprocedureincompanies.CWell-runteamsstillallowindividualstodemonstratetheirtalents.DBeingateamplayerisnowconsideredanessentialmanagementskill.Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponsetomodernofficedesign.changingworkpractices.areductioninadministrativetasks.theexpansionofinternationalbusiness.Inthethirdparagraph,DrBandysuggeststhatAmanyemployeesdonotenjoyworkinginteams.Bsomemanagersarenotveryeffectiveteamleaders.Csometeamsarecreatedunnecessarily.Dfewteamsarewellorganized.Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayersAknowwhattheywanttoachieve.Baremorecompetitivebynature.Chavemoreindividualtalent.Dcanbedrivenbynationalpride.SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentiontoAthestructureoftheteam.Balternativetotheteam.Cselectingtheteammembers.D directingtheteam ’sactivities.WhatisSteveGardner’sadviceonoperatingasuccessfulteam?AMaintainaflexibleapproachtomembership.BAllowpersonalitiestodevelopwithintheteam.Selectpeoplewhofitnaturallyintocertainroles.Makeeveryefforttoavoidconflictbetweenmembers.三、真題舉例（第 2輯－高級(jí) Test4）'..Inthelastfewyears,managersthroughoutindustryhaveseenmorechangesthanmanyofthemcouldhaveexpectedtoseeintheirentireworkinglives.Havingtocommunicateinformationwhichoftenleadstofeelingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,management-employeecommunicationhasbecomeacentralcorporateneed.ConcordiaInternationalprovidesagoodexampleofacompanythathasadjustedwelltothechangingneedsforcommunication.Since1995,Concordiahasbeenturnedinside-outandupside-down,toensurethatitisamarketing-led,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80,000people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservicecompany.Theroleofemployeecommunicationinsuchacontextistobuildpeople’self-confidence,topersuadethemthat,althoughitisinevitablethatthechangeswillgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeelthattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceuptothefactthattheynolongerhaveajobforlife.Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.Thebulkofemployeesfallintotwomaincategoriesintermsoftheirresponsetothenewsituation:ontheonehandtherearethe‘pragmatists’andontheother‘thehighlyanxious’.Theformerseetheimeanstoanendandhavearelativelyshort-termperspective,withstrongloyaltytotheirlocalterm,ratherthanthecompanyasawhole.Thesecondcategory,usuallythemajority,mayrespondtothreatenedchangeswithafeelingofhavingbeenletdown,andevenfeelangeratthecompanyforwhattheyseeaschangingthetermsoftheiremployment.Theemployeecommunicationprocessneedstobecapableofaccuratelydirectingitsmessagesatavarietyofemployeegroupsanddepartmentswithintheworkforce.Thisiswhymiddlemanagersandlinemanagersaresokeytocommunication.Theyarethepeoplewhoknowaboutthefullrageofconcernsamongtheworkforce.Theprobleminthepastwasthatthiscrucialareawasoftentheresponsibilityofaseparate,relativelyisolatedunit.Concordiaputsresponsibilityforcommunicationfirmlyonlinemanagers.Alltheirresearchpointstothesameconclusion:peopleprefertogettheirinformationface-to-facefromtheirlinemanagers.Thatisthekeyrelationshipandwherearguments-andheartsandminds-arelost.Thegeneralruleincompanycommunicationistotellemployeesasmuchasyoucanassoonasyoucan.Ifyoucan’tprovidedetails,thenatleastputthenewsincontextandcommityourselftoprovidinggreaterdetailwhenitbecomesavailable.Anotherruleofcompanycommunicationisthattheremustbeafitbetweenwhatthecompanyistellingitsemployeesandwhatitistellingitsshareholders.'..15 Inthelasteightyears,Concordiahasmadeover80,000employeespletedaperiodofdownsizing.reduceditsworkforceof80,000by35%.given35%ofdepartingemployeesvoluntaryredundancy.FromConcordia’spointofview,theroleofcommunicationistoAwinemployeesupportbeforegoingaheadwiththechanges.B changethecompany ’scoreactivities.emphasizethepositiveaspectsofthechanges.explaintheneedforthechanges.Whatdoesresearchshowaboutmostemployees’responsetochange?ATheyexpectittohaveabadeffectonthecompany.BTheyfeelcompletelypowerless.CTheybecomelessloyal.DTheyfelltheyhavebeentreatedunfairly.Concordia’communicationsprocessmainlyreliesonprintedcommunication.departmentalheads.personalcommunication.aseparate,specializedunit.Accordingtothewriter,whatistheguidingprincipleaboutgivinginformationwithinanorganization?ANevermakepromisesaboutfuturedevelopments.BGivepeopleanoverallviewattheearliestpossiblestage.CAlwaysincludeplentyofhardinformation.DHoldbackuntilallthedetailscanbeprovided.Whichofthefollowingwouldbethemostsuitabletitleforthearticle?EmployeeattitudestocompanycommunicationMakingcompanycommunicationmoreeffectiveResearchingcompanycommunicationMakingemployeesfeellesspowerless'..第五部分 文法題－PartIV一、常考內(nèi)容固定搭配，尤其是動(dòng)詞固定搭配動(dòng)詞加副詞性小品詞搭配詞的辨析常考詞二、真題舉例（第 3輯－初級(jí) Test4）ThebankwithideasWithseveralhundredyearsofhistorybehindit,theAPLBankhasfewproblems__(0)__businessesthatitisreputableandsecure__(19)__ofarangeofbankingservices.Now,itisdemonstratingtobusinesscustomersthatitisflexibleandresponsiveenoughto__(20)__theirchangingneeds21stcentury.BasedinLondon,APLoffersbankingservicestobusinessesthroughouttheUKviaitsbranch__(21)__.Mostcustomerserviceprovisionis__(22)__outbypersonalaccountmanagersbasedinlocalbranches.Togetherwith__(23)__staffatcompanyheadquarters.Animportant__(24)__forAPLhasbeentomakeiteasyforcustomersto__(25)__businesswiththebank.Theycancontacttheiraccountmanagerbydirectlineoremail;ifthemanagerisonholiday,acarefullychosencolleaguebecomesthe‘a(chǎn)ccountcontact’and__(26)__withthecustomerduringthemanager’s__(27)__.Inaddition,forthosewhowant__(28)__totheirbankatanytimeofdayornightthereisnowa24-hourphone-basedservice.Inordertoremaincompetitiveandbuildcustomerloyalty,thebankguaranteestoturnaroundurgentloan__(29)__within24hours.Thisfocusonthecustomerhasalsobeenadriving__(30)__inAPL’srecruitmentanddevelopmentpolicy.Forexample,newlyinductedstaff__(31)__a‘customerservicereview’tofindoutwhatitisliketobeontheothersideofthedesk,askingtoborrowmoney.Together,these__(32)__inbankinghaveachievedexcellentresults.Thecustomer__(33)__isgrowingfast,andlastyearthebankgained36,000newbusinessaccounts.0A.urgingB.convincingC.encouragingD.confirming19A.producerB.supplierC.providerD.giver20A.achieveB.reachC.meetD.assist21A.systemB.webC.gridD.network22A.takenB.broughtC.carriedD.put23.A.aidB.supportC.guidanceD.backing'..24.A.objectiveB.purposeC.directionD.scheme25.A.doB.runC.makeD.have26.A.copesB.arrangesC.handlesD.deals27.A.vacancyB.departureC.absenceD.retirement28.A.accessB.entranceC.approachD.opening29.A.demandsB.applicationsC.proposalsD.orders30.A.powerB.strengthC.forceD.pressure31.A.takeoverB.gothroughC.setdownD.putup32.A.innovationsB.adaptationsC.revisionsD.modernizations33.A.sourceB.baseC.centreD.foundations三、真題舉例（第3輯－高級(jí)Test3）LeadershipLeadershipistheheartofthemanagerialprocess,becauseit__(0)__initiatingaction.Othertermsidentifyingthesameideaaredirecting,executing,supervising,ordering,andguiding.Whatevertermisused,theideaisto__(21)__intoeffectthedecisions,plans,andprogramsthathavepreviouslybeenworked__(22)__forachievingthegoalsofthegroup.Leadershipconcernstheoverall__(23)__inwhichamanagerinfluencestheactionsofsubordinates.First,itincludesthe__(24)__ofordersthatareclear,comprehensive,andwithinthecapabilitiesofsubordinatestoaccomplish.Second,itimpliesacontinualtrainingactivityinwhichsubordinatesaregiveninstructionstoenablethemto__(25)__theparticularassignmentintheexistingsituation.Third,itnecessarilyinvolvesthemotivationofworkerstotryto__(26)__theexpectationsofthemanager.Fourth,itconsistsofmaintainingdisciplineandrewardingthosewho__(27)__properly.Inshort,leadingisthefinalactionofamanageringettingotherstoactafterallpreparationshavebeenmade.Themanager’sstyleofdirectiondependsuponhisorherownpersonaltraitsandsituationin__(28)__.Inleadership,morethananyotherfunction,themanagermustdetermineanapproachalone,aftersurveyingthe__(29)__thatareavailable.Inanyevent,eachmanagerwill__(30)__welltoactasanindividual,andnottotrytoactasothersactortoproceedaccordingtothetextbook.0A.involvesB.engagesC.consistsD.contains21A.setB.placeC.getD.put22A.inB.outC.overD.around23.A.mannerB.methodC.meansD.modes24.A.tellingB.issuingC.committingD.granting25.A.reachB.finaliseC.terminateD.complete26.A.pleaseB.attainC.gratifyD.fulfill27.A.achieveB.exerciseC.performD.execute28.A.topicB.questionC.subjectD.argument29.A.varietiesB.chancesC.optionsD.selections'..30. A. go B. be C. do D. work'..第六部分 文法題－PartV一、基本考點(diǎn)詞性，以虛詞為主，實(shí)詞為輔固定搭配‘done’之前填詞為has/have/been注意not句中出現(xiàn)多動(dòng)詞結(jié)構(gòu)，需要填連詞或者疑問(wèn)詞二、真題舉例（第 2輯－高級(jí) Test4）GettingapayriseThereisacommonlyheldviewthattheonlywaytoget(0)adecentpayincreaseistomoveon:togooutintothejobmarketandfindsomeone(31)who/thatispreparedtopayyouafiguremoreinline(32)withthetalentsyoucanoffer.Whilstchangingemployersfromtime(33)totimeissomethingweprobablyallneedtodotoadvanceourcareersinthedirectionswewantthemtotake,itisneverthelessanactivitythatcarriesquitedefiniterisks.Irrespectiveof(34)howwellweresearchprospectiveemployers,anewjobisstilllargelyastepintotheunknown.Itmayturn(35)outtobeagoodmoveoritcouldprovetobeacompletedisaster:mostofus(36)havehadexperienceofboth.Thepo