BEC中級(jí)考試真題及答案
bec真題是我們備考bec的重要材料，下面小編給大家整理了bec中級(jí)考試的真題，并附上答案。
BEC商務(wù)英語(yǔ)中級(jí)考試真題：改錯(cuò)題
The Career Forum
0 If you work in the city centre then a visit to the Career Forum, is the
00 city's most successful recruitment exhibition, will give you the information
34 you need to determine whether you are making up the most of yourself.
35 Currently, there are advertising many new vacancies on the job market.
36 With good skills and a healthy work record in greater demand than ever, it is
37 the ideal time to ensure that your career is being on the right track. The Career
38 Forum has been responsible for helping many thousands of the people
39 improve their job potential, and it can do something the same for you.
40 Some of the best jobs in town never reach out the advertising pages, so
41 to be considered for one of these top jobs as they become available,
42 you will need to make closely contact with the employers' agents. The Career
43 Forum is making the perfect opportunity. It is set in an informal atmosphere
44 and there is no pressure put; you can choose which agents you talk to.
45 So if you are looking for a new job, come and join us at the Career Forum.
《The Career Forum》，職業(yè)論壇。這篇文章其實(shí)是一則廣告，為這個(gè)什么職業(yè)論壇做宣傳的。
34題，make the most of yourself，固定說法。貌似愛默生的名言：Make the most of yourself,for that is all there is of you。這里UP是多余的。
35題，advertising在這里明顯多余。很完整的句子，there主語(yǔ)，are謂語(yǔ)，many new vacancies是賓語(yǔ)，沒有多余的位置給advertising。
36題，正確的
37題，be on the right track，在正確的軌道上。Being多余。
38題，幫助成千的人找到工作。people這里不是特指，前面不需要定冠詞the。
39題，do the same for you，固定的說法，為你做同樣的。something是多余的。
40題，reach out是伸出援助之手的意思，在這個(gè)句子里不是這個(gè)意思，只是說好的工作從未到達(dá)廣告頁(yè)，所以去掉out。
41題，正確的
42題，make contact with，如果要用也是用close，不能用closely，去掉
43題，making在這里很別扭，一個(gè)完整的主謂賓齊全的句子，forum是主語(yǔ)，is是謂語(yǔ)，opportunity是賓語(yǔ)，沒有多余的地方給making。
44題，put在這里也是明顯的多余，放在一個(gè)完整的句子后面充當(dāng)什么成分呢，不倫不類。放在一個(gè)不正式的氣氛下，沒有壓力。Put多余。
45題，正確的。
BEC商務(wù)英語(yǔ)中級(jí)考試真題：完形填空
Chairman's Report
I am pleased to report that, although we had been expecting poor results for this half year because of slow growth in the world economy, the company has performed very satisfactorily.Operating profits for this first half are in fact very much (19) with those for the corresponding (20) last year. Profits reached ￡l 15 million before tax, compared with ￡l 16.3 million last year. Much of our success in the last six months can be (21) to the fact that all our major construction projects remained on schedule. Particularly pleasing was the early (22)of a major building contract in Canada.
The company has made good progress with the initiatives announced at the Annual General Meeting. The majority of shareholders (23) the Board's decision to sell the company's loss-making engineering (24). It was the Board's belief that the company would (25) most benefit by (26) its resources on the expansion of its construction activities. Negotiations with a potential buyer began in February and are now at a critical (27).However, we feel that we are not as yet in a (28) to comment on what the outcome is likely to be.
In June, we made a successful (29) for the Renishaw Construction Company of Hong Kong SAR, in order to give us greater (30) to markets in South East Asia. We still have sufficient resources to pursue our growth (31) and are at present (32) several other business opportunities which, like Renishaw Construction, would (33) new markets to us.
19.A in order B on track C in line D on target
20.A session B term C season D period
21.A attributed B referred C assigned D designated
22.A termination B ending C completion D finalising
23.A confirmed B maintained C agreed D supported
24.A portion B component C sector D division
25.A have B gain C find D earn
26.A focusing B directing C pointing D strengthening
27.A height B step C edge D stage
28.A condition B point C position D capacity
29.A request B price C demand D bid
30.A access B approach C admission D entrance
31.A strategy B process C promotion D system
32.A inquiring B deliberating C exploring D searching
33.A send B open C provide D give
文章是一篇報(bào)告，介紹了公司某段時(shí)間的發(fā)展?fàn)顩r，總體的勢(shì)頭是良好的，積極向上。
19和20題需要在一起考慮，從整體上把握句子的意思。in line with與....一致;on track ：doing or saying things that are likely to be successful or correct步入正軌;on target(射擊)準(zhǔn)。20空選詞關(guān)鍵要將空格前面的those for the corresponding和前面的for this first half對(duì)應(yīng)，這里空格填入的詞要能和this first half相匹配，表示時(shí)間段，時(shí)期，所以是period。因?yàn)槭前肽?，所以不選season。整個(gè)句子的意思是這半年的營(yíng)業(yè)利潤(rùn)(operating profit)實(shí)際上是與去年同期相一致的。
21題，attribute to，表原因，聯(lián)系整個(gè)句子不難做出選擇。designate是委任、指派
22題，意思是完成了一個(gè)主要的建筑合同，從一個(gè)pleasing可以看出感情基調(diào)，A和B肯定不選，不是終止也不是結(jié)束，finalise最后定下來，定案。
23題，大部分股東都支持、贊同董事會(huì)的決定，選support，如果是agree的話后面需要with。
24題，董事會(huì)的決定是賣掉公司虧損的工程部。A、B首先排除，做完形填空最忌諱的是把漢語(yǔ)思維和漢語(yǔ)含義帶入英文語(yǔ)境中，有的時(shí)候?qū)幙蛇x自己從來沒有見過的用法，也不要從漢語(yǔ)意思出發(fā)強(qiáng)塞一個(gè)英文單詞進(jìn)去。sector是(尤指一國(guó)經(jīng)濟(jì)的)部門、行業(yè)，division是(一個(gè)機(jī)構(gòu)的)部門。
25和26題，句子的意思是公司將通過把資源集中在建筑活動(dòng)的擴(kuò)張上來獲得大部分的收益。25題的A和C容易排除，關(guān)鍵是看gain還是earn。earn是通過努力掙到一筆錢(to receive a particular amount of money for the work that you do)，gain是獲得或者實(shí)現(xiàn)什么(to obtain or achieve something you want or need)，因?yàn)槭枪镜膽?zhàn)略，所以用gain更合適一些。
27題，at a critical stage，在一個(gè)關(guān)鍵的階段。
28題，in a position to do sth.能夠做某事。固定搭配
29題，成功招標(biāo)，bid
30題，give us greater access to markets給我們更大的市場(chǎng)準(zhǔn)入
31題，growth strategy，增長(zhǎng)策略，追求我們的增長(zhǎng)策略。
32題，探索更多的商業(yè)機(jī)會(huì)。inquire詢問;deliberate仔細(xì)考慮，深思熟慮;
33題，為我們開放新的市場(chǎng)。provide后需要加with
BEC商務(wù)英語(yǔ)中級(jí)閱讀真題
Achieving a successful merger
However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and 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 to their promise of shareholder value, riot through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it 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 pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups 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 in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other.
The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both 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 of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country 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 history impact 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.
《Achieving a successful merger》，實(shí)現(xiàn)一個(gè)成功的并購(gòu)。文章沒有從技術(shù)和經(jīng)濟(jì)效益的角度來分析并購(gòu)成功的因素，而是強(qiáng)調(diào)了一個(gè)在并購(gòu)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(gòu)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(gòu)。
第十三題，問什么情況下并購(gòu)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(gòu)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(gòu)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(shuí)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(shuí)也不服誰(shuí)。
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(guó)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(guó)家背景對(duì)微觀的經(jīng)濟(jì)個(gè)體的影響。選B：國(guó)家背景怎樣影響公司的運(yùn)行方式。
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