bec高級(jí)差點(diǎn)過可以換中級(jí)的證嗎
bec的考試可分為三個(gè)級(jí)別，那么bec高級(jí)差點(diǎn)過可以換中級(jí)的證嗎，下面一起來看看吧！
bec高級(jí)差點(diǎn)過可以換中級(jí)的證嗎
不可以。考生可根據(jù)自己的英語水平自由選擇相應(yīng)級(jí)別報(bào)考。報(bào)考哪一個(gè)級(jí)別，通過之后獲得該級(jí)別的證書。
BEC共分三個(gè)等級(jí)：BEC初級(jí)(BEC Preliminary Level)，BEC中級(jí)(BEC Vantage Level)，BEC高級(jí)(BEC Higher Level)。
根據(jù)BEC考試大綱的要求，學(xué)習(xí)BEC初級(jí)需要有公共英語四級(jí)的水平;中級(jí)需要有大學(xué)英語四級(jí)到六級(jí)的水平;高級(jí)需要有六級(jí)到專業(yè)英語八級(jí)的水平。再加上一些相關(guān)的商務(wù)英語知識(shí)。
bec考試注意事項(xiàng)
1、考生報(bào)名時(shí)須如實(shí)、準(zhǔn)確提交身份證信息，包括：證件類型、證件號(hào)碼、中文姓名、拼音姓名、性別和出生日期，確認(rèn)提交后，不得更改，并將打印在準(zhǔn)考證上;考生在考試日須攜帶與準(zhǔn)考證信息一致的有效身份證件原件。
2、考生須在選擇考點(diǎn)、考試級(jí)別、考試時(shí)間填寫個(gè)人報(bào)名信息及背景問卷后24小時(shí)之內(nèi)完成網(wǎng)上付費(fèi)，如考生只預(yù)訂了考位，未完成考試費(fèi)支付，并不意味著考生已報(bào)名成功，在24小時(shí)之后系統(tǒng)將自動(dòng)取消尚未支付考試費(fèi)考生已預(yù)定的座位;
3、考生在未支付考試費(fèi)的情況下，在24小時(shí)之內(nèi)也可隨時(shí)自行取消已預(yù)定的座位。
BEC中級(jí)閱讀模擬試題1
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (A, B, C or D) does each statement (1-7) refer to?
For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
You will need to use some of these letters more than once.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer will interest high-flyers.
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接班人——也就是潛力股——的培養(yǎng)問題。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。拿這樣的文章來做閱讀材料應(yīng)該是相對(duì)容易把握的。
BEC中級(jí)閱讀模擬試題2
Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.
1、the need to teach skills to employees working on the outsourced process
2、remembering the initial reason for setting up the outsourced project
3、the need to draw up agreements that set out how integration is to be achieved
4、addressing the issue of staff who work on the outsourced process being at a distant site
5、the importance of making someone responsible for the integration process
6、staff on the outsourced project familiarising themselves with various details of the business
7、problems being associated with an alternative to outsourcing
When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.
A.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home company’s previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.
B.Kevin Rayner, Domola
Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.Clayton Locke, Digital Solutions
Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.
D.Kim Noon, J G Tech
One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
這篇文章講的是外購(outsourcing),分別有四位專家就這個(gè)問題給出了自己的看法。A段的專家強(qiáng)調(diào)建立合同的重要性，B段專家認(rèn)為要派專人負(fù)責(zé)，C段專家講外派人員和本公司之間要有一個(gè)互動(dòng)，D段專家講如果與外包商(outsourcer)組成聯(lián)合企業(yè)的話可能帶來的一系列問題。如果對(duì)文章有個(gè)大概、基本的了解，很多題目不用細(xì)看就可以得出結(jié)論。
第一題的答案稍微有些隱晦，在B段的最后一句?！癇ecause there is a new operation being carried out in a different way outside of the home business, this creates a training element.”因?yàn)樾碌牟僮魇窃诒竟疽酝獾牡胤揭砸环N新的方式被執(zhí)行，所以產(chǎn)生了培訓(xùn)成分。這里的training對(duì)應(yīng)第一題的“teach skills to employees”。第二題的答案在D段中間: companies should be careful not to lose sight of the original rationale for outsourcing.這里的rationale是基本原理、根本原因的意思。第三題的答案在A段，非常明顯的“establish contracts”。第四段的答案是C段的最后一句話，outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.這里的talk to對(duì)應(yīng)address，向....談話。第四題的意思是“說明在遠(yuǎn)址工作的外購人員的事情”，也就是C段最后一句說的外購人員向公司匯報(bào)他們的經(jīng)歷。第五段的答案在B段，相當(dāng)明顯：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派專人負(fù)責(zé)integration。第六題說“外派人員要熟悉自身工作的不同細(xì)節(jié)”，對(duì)應(yīng)C段的“create a team where there is a clear understanding of objectives and incentives.”打造一個(gè)對(duì)目標(biāo)和動(dòng)機(jī)都有清晰理解的團(tuán)隊(duì)。第七題稍微繞一點(diǎn)。題目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一個(gè)聯(lián)合企業(yè)。D段里的專家一直在強(qiáng)調(diào)聯(lián)合企業(yè)的麻煩和復(fù)雜性(joint ventures bring potential troubles)，所以是正確答案。
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bec高級(jí)差點(diǎn)過可以換中級(jí)的證嗎
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