商務(wù)英語考試BEC初級試題

商務(wù)英語考試BEC初級試題Questions18

Lookatthesentencesbelowandatthefivemanagerscommentsonleadershipontheoppositepage

Whichnewitem(A,B,C,DorE)doseeachstatement18referto?

Foreachstatement!8,makeoneletter(A,B,C,DorE)onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1、Successfulleadershipinvolvesmakingsurethatemployeesacceptnewideas.

2、Agoodleadercanbringsuccesstoacompanyindifficulties

3、Leadersshouldbeassessedonthebasisoftheirachievements

4、Thepersonalitiesofgoodleadersaregenerallydifferentfromthoseofothermanagers

5、Patienceisavaluablequalityinasuccessfulleader

6、Leadersconsiderpotentialchangesinwhattheircompanydoesforothers

7、Goodleaderswillencouragetheirstaffiftheirorganizationisindifficulties

8、Leadersneedtoadapttheirbehaviourtosuitdifferentcircumstances

AMaurizioVerna

Long-term,visionarybusinessleadersmustbepreparedtoinvesttogetwhattheywantfortheircompany.Theyknowwhenandhowtoapplypressureandtotakerisks,whentheyneedtodisplayamorehands-offapproach.Ihaveaprettyclearviewofmyidealbusinessleader,andofcoursethatswhereImtryingtohead:heorsheshouldstartupandgrowacash-rich,multi-interestinternationalorganizationoftremendousstren

ngthanddepth.

BSueTucker

Thepaceoftechnologicalchange,andtherateatwhichbusinessesarechanging,requiresleaderstohaveaparticularaptitudefortechnologyandanunderstandingoftheinternet.Alotofpeopleareawareoftheopportunitieshere,butawarenessaloneisntenough:inatrueleaderthisneedstobecoupledwithclevermarketing,productdesignandtechnologicalinnovation,andkeepingabreastofeverythinggoingoninthecompany.Infacttheacidtest,Ithink,isbeingabletousealloftheseskillstoturnaroundafailingcompany.

CCarolGodfrey

Effectiveleadersstandoutfromtheherd.Theyreoftenidiosyncratic,eveneccentric.Theyhavetheconfidencetobethemselves,andnottoadoptthelanguageandattributesoftherun-of-the-millprofessionalmanagersandaccountants.Whatscrucialishavingthecharismaorwhateveritisthatgivestheirstaffconfidenceinthem,sotheycankeepeveryoneonboardwhentheywanttomakeinnovations.Sooftenthesedontgetoffthegroundbecauseoflackofleadership,becauseafterall,ourresponsetochangeissignificantlyaffectedbyhowitsintroduced.

DBrianMatthews

Leadershipisaboutmakingthingshappenandbeingjudgedbyresults.Goodideasthatgonowhereareawasteoftime.Anticipateneeds-thoseofcustomersforinstance-andinitiateactiontomeetthoseneedsbeforethepeopleconcernedhaveevenrecognizedtheyvegotthem.Th

atwayyoullalwaysbeaheadofthegame,whateverlineyourein.Forinstance,topstockbrokerswilllearnallaboutyouandyourbusinessandkeepthemselvescompletelyuptodatewithyourfieldinordertoadviseyou.Iftheyrereallygoodtheyllrecognizetrendsevenbeforeyoudo.

EAnaCosta

Outstandingleadersunderstandbothtacticsandstrategy,andarepreparedtoplayaverylonggametoachievetheirobjectives.Theyunderstandthatinnegotiationstheyneedthe“win-win”concept,becauselosersrisklosingtheirdignity,whichisnogoodforyourlong-termbusinessrelationshipwiththem.Leadersmuststayoptimistic,whatevertheodds,andkeepupmoraleoftheircompany,evenwhenthegoingstough.Itsimportanttobeverymuchhands-on,too.Agoodleaderwillchampionideasthatkeepthecompanyintheforefront.

參考答案：1-5CBDCE6-8EA

商務(wù)英語考試BEC初級試題2

Readthefollowingextractfromabookonmanagementandthequestionsontheoppositepage.

Foreachquestion1520,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose

Inthelastfewyears,managersthroughoutindustryhaveseenmorechangesthanmanyofthemcouldhaveexpectedtoseeintheirentireworkingliveshavingtocommunicateinformationwhichoftenleadstofeelingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasrelativelyunimportantinmanycompanies,managementemployeecommunicationhasbecomeacentralcorporateneed.

ConcordiaInternationalprovidesagoodexampleofacompanythathasadjustedwelltothechangingneedsforcommunication.since1995,Concordiahasbeenturnedinside-outandupside-down,toensurethatitisamarketingled,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompetitors,ratherthaninwardsatitsownprocessesandthewaythingsweredoneinthepast.Inthelasteightyears,Concordiahasreduceditsworkforcebymorethan80.000people-or35%-onavoluntarybasis,withfurtherdownsizinganticipated.

Frombeinganengineeringcompany,Concordiaisnowremakingitselfasaservicecompany.Thero

leofemployeecommunicationinsuchacontextistobuildpeoplesself-confidence,topersuadethemthat,althoughitisinevitablethatthechangeswillgoahead,theyalsobringwiththemnewopportunitiesforemployees.However,thisisnotaneasytask.Peopletendtobeskepticaloftheseclaimsandtofeelthattheyarelosingtouchwiththecompanytheyhaveworkedforovermanyyears.Thisisunderstandable,sincemanyoftheoldcertaintiesarebeingsweptaway,includingthecoreactivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceuptothefactthattheynolongerhaveajobforlife.

Researchindicatesthatpeoplerespondtothispredicamentinavarietyofways.Thebulkofemployeesfallintotwomaincategoriesintermsoftheirresponsetothenewsituation:ontheonehandtherearethe“pragmatists”andontheother“thehighlyanxious”theformerseetheirjobasameanstoanendandhavearelativelyshort-termperspective,withstrongloyaltytotheirlocalterm,ratherthanthecompanyasawhole.thesecondcategory,usuallythemajority,mayrespondtothreatenedchangeswithafeelingofhavingbeenletdown,andevenfeelangeratthecompanyforwhattheyseeaschangingthetermsoftheiremployment.

Theemployeecommunicationprocessneedstobecapableofaccuratelydirectingitsmessagesatavarietyofemployeegroupsanddepartmentswithintheworkforce.thisiswhymiddlemanagersandlinemanagers

aresokeytocommunication.Theyarethepeoplewhoknowaboutthefullrageofconcernsamongtheworkforce.Theprobleminthepastwasthatthiscrucialareawasoftentheresponsibilityofaseparate,relativelyisolatedunit.Concordiaputsresponsibilityforcommunicationfirmlyonlinemanagers.Alltheirresearchpointstothesameconclusion:peopleprefertogettheirinformationface-to-facefromtheirlinemanagers.Thatisthekeyrelationshipandwhereargumentsandheartsandmindsarelost.

Thegeneralruleincompanycommunicationistotellemployeesasmuchasyoucanassoonasyoucan.Ifyoucantprovidedetails,thenatleastputthenewsincontextandcommityourselftoprovidinggreaterdetailwhenitbecomesavailableanotherruleofcompanycommunicationisthattheremustbeafitbetweenwhatthecompanyistellingitsemployeesandwhatitistellingitsshareholders.

15:inthelasteightyears,Concordiahas

Amadeover80.000employeesreduncdant

Bcompletedaperiodofdownsizing

Creduceditsworkforceof80.000by35%

Dgiven35%ofdepartingemployeesvoluntaryredundancy

16fromConcordiaspointofview,theroleofcommunicationisto

Awinemployeesupportbeforegoingaheadwiththechanges

Bchangethecompanyscoreactivities.

Cemphasisethepositiveaspectsofthechanges

Dexplaintheneedforthechanges

17whatdoesresearchshowaboutmostemployeesresponseto

change?

Atheyexpectittohaveabadeffectonthecompany

Btheyfeel