剑桥商务英语中级第二辑真题阅读精讲 TEST 2
BEC中级第二辑阅读真题及答案详解文件.doc
1 the contact between coach and employee not solving all difficulties at work2 the discussion of how certain situations could be better handled if they occur again3 a coach encouraging an employee to apply what has been taught to routine work situations4 coaching providing new interest to individuals who are unhappy in their current positions5 coaching providing a supportive environment to discuss performance6 employees being asked to analyse themselves and practise greater self-awareness7 coaching enabling a company to respond rapidly to a lack of expertise in a certain areaCoachingACoaching involves two or more people sitting down together to talk through issues that have comeup recently at work, and analysing how they were managed and how they might be dealt withmore effectively on subsequent occasions. Coaching thus transfers skills and information from oneperson to another in an on-the-job situation so that the work experience of the coach is used toadvise and guide the individual being coached. It also allows successes and failures to beevaluated in a non-threatening atmosphere.BCoaching means influencing the learner's personal development, for example his or her confidenceand ambition. It can take place any time during an individual's career. Coaching is intended toassist individuals to function more effectively, and it is a powerful learning model. It begins whereskills-based training ends, and helps individuals to use formally learnt knowledge in day-to-daywork and management situations. Individuals being coached are in a demanding situation withtheir coach, which requires them to consider their own behaviour and question their reasons fordoing things.CThe coach professionally assists the career development of another individual, outside the normalmanager/subordinate relationship. In theory, the coaching relationship should provide answers toevery problem, but in practice it falls short of this. However, it can provide a space for discussionand feedback on topics such as people management and skills, behaviour patterns,confidence-building and time management. Through coaching, an organisation can meet skillsshortages, discuss targets and indicate how employees should deal with challenging situations, allat short notice.DEffective coaches are usually those who get satisfaction from the success of others and who givetime to the coaching role. Giving people coaching responsibilities can support their development,either by encouraging management potential through small-scale one-to-one assignments, or byproviding added job satisfaction to managers who feel they are stuck in their present jobs. A coachis also a confidential adviser, accustomed to developing positive and effective approaches tocomplex management, organisational and change problems.这篇文章讲的是培训（coaching）的作用。
(完整word版)BEC中级真题(第二辑)答案和听力原文
BEC中级真题（第二辑）答案及听力原文Test 1ReadingPart 11 C2 A3 B4 D5 A 6.B 7 CPart 28 D 9 C 10 E 11B 12 FPart 313 D 14 A 15 C 16 B 17.B 18.CPart 419B 20 A 21 D 22 A 23 C 24 C 25 D 26 A 27 B 28 C29 D 30 B 31 C 32 B 33 BPart534 ITSELF 35 IN 36 CORRECT 37。
WHILE 38 SEEN 39 FROM40 CORRECT 41 THOSE 42 FOR 43 WITH 44 THAT45 CORRECTWritingPart 1To: P. JonesFrom: Luisa GambonDate: 21 November 2002Subject: LatenessMr Jones，I have noticed that you often arrive late for work， especially on Monday mornings。
As your colleagues are starting to complain about that, you understand that unless this habit changes, I will take disciplinary action against you。
Come and see me tomorrow at 9 a.m。
in my office。
Thank youPart 2Report on customer complaintsINTRODUCTIONThis report has the purpose of presenting the reasons for customer complaints in 2002. FIELDINGSThe customer complaints received in 2002 were 300 in January. Then they increased to 540 in February because of the computer system's breakdown。
BEC中级第二辑阅读真题及答案详解
BEC中级第二辑阅读真题及答案详解Test1Part 1一这篇文章讲的是培训（coaching）的作用。
培训对一个公司的发展和员工的成长都是至关重要的。
文章的内容比较泛，但是题目的答案比较明显。
第一题，教练和员工之间的接触不能解决工作中的所有困难。
答案是C段的这么一句：In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this.理论上，培训可以提供所有问题的答案。
但是实践中达不到这样。
Fall short of是关键词。
第二题，讨论某些情况如果再度出现的话怎么样可以处理的更好。
答案是A段的这么一句：analysing how they were managed and how they might be dealt with more effectively on subsequent occasions.分析应该如何进行处理并且在接下来的情况下怎样可以处理的更有效。
这里的dealt with more effectively对应于题干中的better handled，on subsequent occasions.也就是occur again。
第三题，教练鼓励员工将所学应用到日常的工作中。
答案是B段的这么一句：helps individuals to use formally learnt knowledge in day-to-day work and management situations.帮助个人将学到的正式知识用在日常工作和管理情况下。
这里的day-to-day work and management situations就是题干中的routine work situations，what has been taught也就是formally learnt knowledge。
BEC中级第二辑阅读真题及答案详解
1 the contact between coach and employee not solving all difficulties at work2 the discussion of how certain situations could be better handled if they occur again3 a coach encouraging an employee to apply what has been taught to routine work situations4 coaching providing new interest to individuals who are unhappy in their current positions5 coaching providing a supportive environment to discuss performance6 employees being asked to analyse themselves and practise greater self-awareness7 coaching enabling a company to respond rapidly to a lack of expertise in a certain area CoachingACoaching involves two or more people sitting down together to talk through issues that have comeup recently at work, and analysing how they were managed and how they might be dealt withmore effectively on subsequent occasions. Coaching thus transfers skills and information from oneperson to another in an on-the-job situation so that the work experience of the coach is used toadvise and guide the individual being coached. It also allows successes and failures to be evaluated in a non-threatening atmosphere.BCoaching means influencing the learner's personal development, for example his or her confidenceand ambition. It can take place any time during an individual's career. Coaching is intended toassist individuals to function more effectively, and it is a powerful learning model. It begins whereskills-based training ends, and helps individuals to use formally learnt knowledge in day-to-daywork and management situations. Individuals being coached are in a demanding situation withtheir coach, which requires them to consider their own behaviour and question their reasons fordoing things.CThe coach professionally assists the career development of another individual, outside the normalmanager/subordinate relationship. In theory, the coaching relationship should provide answers toevery problem, but in practice it falls short of this. However, it can provide a space for discussionand feedback on topics such as people management and skills, behaviour patterns, confidence-building and time management. Through coaching, an organisation can meet skillsshortages, discuss targets and indicate how employees should deal with challenging situations, allat short notice.DEffective coaches are usually those who get satisfaction from the success of others and who givetime to the coaching role. Giving people coaching responsibilities can support their development,either by encouraging management potential through small-scale one-to-one assignments, or byproviding added job satisfaction to managers who feel they are stuck in their present jobs. A coachis also a confidential adviser, accustomed to developing positive and effective approaches tocomplex management, organisational and change problems.这篇文章讲的是培训（coaching）的作用。
剑桥商务英语中级(BEC2)阅读全真试题(二)(3)
剑桥商务英语中级(BEC2)阅读全真试题(二)(3)PART THREEQuestions 13-20 Read the article below about stress management, and answer questions 13-20 on the opposite page.A Lesson In Stress Management Demands placed on us at work can often lead to considerable worry and discomfort. There are, however, ways of protecting ourselves from the stress we face at work. We interviewed Jane Collard, a consultant in stress management.1. In Jane Collard‘s opinion, stress is becoming an increasingly common feature of the workplace. Stress is a highly individual reaction, which varies considerably from person to person, and it is difficult for some employees to avoid it. Indeed, stress is regarded by many as part of the organizational culture of our institutions: it comes with the job. Recent figures indicate that time taken off work because of stress has increased by 500 per cent since the 1950s. Undoubtedly, changes in working conditions have led to greater pressure at work at all levels. With reductions in staffing, workloads for individual employees have increased. In addition, many employees are left worrying about the security of their jobs.2. On the stress management courses that she runs, Jane Collard tries to make the trainees realise that stress in itself is not harmful. Everyone needs a certain level of stress to enable them to feel motivated and to perform effectively. A complete absence of stress can be as damaging as overstress, since it can make people lose interest in their work, and even lead to depression. The difficulties occur when the amount of stress rises above a level which is healthy for a particular individual. If this happens, the effects are very obvious and the trainees are taught to recognize the signs. Stressmay be expressed physically, for example through headaches and tiredness, or through emotional problems such as depression. A person suffering from stress may also start to behave differently, and can be difficult to deal with.3. While it may not always be possible to prevent stress, there are a number of ways in which it can be controlled. The first thing that the trainees learn is how to manage their time effectively. This involves, first of all, setting realistic goals for both the short and long term. Once this framework has been established, tasks are then prioritised on a daily basis. The trainees are also reminded that when they are under pressure the less important items should be left, and they should never hesitate to delegate. Everyone is encouraged to look at ways of reducing ‘wasted time ’, for example by grouping similar tasks together or dealing with items immedkiately.4. Jane feels that one of the most useful features of the course is that it enables trainees to deal with those demands or deadlines that they regard as unreasonable. They are encouraged to avoid being defensive, but at the same time they are advised not to be afraid of saying ‘no’. They are asked to give reasons only if necessary. The training helps them to foresee difficult situations or unwanted demands, and they learn how to prepare themselves mentally. Everyone is encouraged not to get stuck in negative thought patterns, where stress can feed a circular sense of helplessness. One solution they discuss is to think of a more encouraging alternative for each negative message. They learn, for example, to remind themselves that nothing terrible happens when a demand is refused or a deadline missed. Life goes on.Questions 13-16 For questions 13-16, choose the best title for each numbered paragraph from the list below.For each numbered paragraph 1-4, mark one letter (A-G) on your Answer Sheet.Do not use any letter more than once.A Higher stress levels among top managersB Coping with stress through a positive attitudeC Time lost at work through sicknessD Causes of increased stress in the work environmentE Explanations for missed deadlinesF stress reduction through better organisationG Typical problems associated with stress13 Paragraph 114 Paragraph 215 Paragraph 316 Paragraph 4Questions 17—20 Using the information in the text, complete each sentence 17-20 with a phrase A-G from the list below.For each question 17-20, mark one letter (A-G) on your Answer Sheet.Do not use any letter more than once.17 Most people agree that the recent increase in stress is due to changes in ____________.18 The trainees are taught that the right level of stress at work is important for good.19 Trainees learn that one way of limiting stress is by deciding upon.20 One of the most important parts of the course is learning how to react toA levels of performanceB shorter deadlinesC employment practicesD higher levels of sicknessE unfair demandsF successful management structureG practical targets。
剑桥商务英语中级第二辑
第二辑Test 1Work experience programmeThe manufacturing company you work for has decided to offer a two-day week work experience programme for a small group of students from a local business college.You have been asked to help with the preparations for this programme Discuss the situation together, and decide:●What kind of work experience the company might offer●How the participants should be selected●What feedback and evaluation should take place after the programmehas finished【题目分析】工作实习计划你所在的制造公司决定为当地一所商学院的一组小学生提供一个两周的工作实习计划。
公司要求你们几人协助这个项目的准备工作。
你们一起讨论当前的状况，并决定：●公司可以提供哪方面的工作经验●如何挑选项目参与者●项目结束后，如何对学生进行反馈并做出评价【参考范例】A：Hi, Jason and Mark, shall we discuss the work experience programme for a while?B: No problem, I heard that the students were from a local business college and had no technical knowledge in manufacturing. So I wonder whether they could fit it here. After all, our company manufactures mobile phones.C: No worries, our company can provide work experience that doesn’t require professional skills.A: That’s right, I have decided to carry out the programme in the after sale department. Students should take a two days training before they their work and the after sale department will arrange several experienced staff to supervise their work, the students are expected to develop their skills in customer service and learn to deal with customers’ complaints and help the companies to improve their products image and service.B: It seems you have got everything settled down.A: Not yet.C: Then what shall we do next?A: The selection of participants. The company can offer the working experience for 20 students. Could you give me some suggestions on selecting the ideal participants for the programme?B: In my opinion, ideal participants should be junior students becausethey have time to take part in this programme and have been trained formally in business college for more than two years. Students should also be proficient in English because a number of our clients speak English. Mark, what do you think?C: I agree with you. What’s more, potential participants will be asked to take an English speaking test before the programme starts. In addition, students should have a good attendance record and academic performance in school because they are in a demanding work environment which requires them to follow strict discipline and work as a team.A: Thank you very much to your advice. Now, there just one thing left, the feedback and evaluation of the programme.B: I think after the sale department should have meetings for students at the end of every working day to help them conclude their work.C: And after the programme ends, students are required to write a report of their work experience in our company, the report should include the arrangement of the programmme, the training classes in the after sale department, work experience during the two weeks, the things they have learned and the problems, troubles they have met. They are encouraged add anything they want to the report.A: Good ideas. Finally, I think the supervisors will give each student a grade for the programme based on their performance and other standards of evaluation.第二辑Test 2English language trainingYour company is planning to offer 30 hours of English language training to employees.You have been asked to help with the planning and organization of the training.Discuss the situation together, and decide:●Which staff would benefit most from English language training●How to encourage employees to take part in the training●What kind of schedule will be suitable for the training?英语语言培训你所在的公司计划为员工提供30个小时的英语语言培训，公司要求你协助策划和组织这次培训。
剑桥BEC真题集第2辑（中级）真题TEST2
Test 2 Reading 1 PART ONE Questions 1-7 ●Look at the statements below and the text on the opposite page about the importance of listening to people.●Which section （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. ●Y ou will need to use some of these letters more than once. 1 Sometimes it is necessary to insist on further explanation. 2 Y ou shouldn't focus on your response while others are still speaking. 3 People are reluctant to admit that they don't listen well. 4 There are benefits in seeing things from the speaker's perspective. 5 Keen observation of the speaker can support our listening skills. 6 It is risky to think about a different issue while someone is speaking. 7 People do not mind hearing their own views summarized. Good listener, better manager A Too often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully enough. We get things wrong because we haven't quite understood what someone meant when they were talking to us. Anyone who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of notes - exactly what everyone said. But success depends on getting things right- and that means listening.B Listening is not the same thing as hearing; it is not an effortless activity. It demands attention and concentration. It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things wrong. However, if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying - probably at the very moment when he or she is saying something critical. And not having heard, you won't know you've missed anything until it's too late. C The most common bad habit we have is to start thinking of what we are going to say about the the subject subject subject long long long before before before the the the other other other speaker speaker speaker has has has finished. finished. finished. W e W e then then then stop stop stop listening. listening. listening. Even Even Even worse, worse, worse, this this often adds rudeness to inattentiveness, as once you have decided what to say there is a fair chance you will interrupt to say it. Good listeners don't interrupt. In fact it is often worth explaining the main main idea of what you have just been told before going on to make your own points. Nobody is idea of what you have just been told before going on to make your own points. Nobody is offended by this and it shows that you have listened well. D Above Above all all all be be be patient patient patient and and and accept accept accept that that that many many many people people people are are are not not not very very very good good good communicators. communicators. communicators. It's It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are saying. Equally importantly you should put yourself in the other person's place, both intellectually and emotionally; it will help you to understand what they they are are are getting getting getting at at at and form and form a a response. response. response. But But But don't don't don't be be be too clever. too clever. Faced with a a know know -all, -all, many many people keep quiet because they see no point in continuing.ANSWER KEYS: 1 B 2 C 3 A 4 D 5 D 6 B 7 C Reading 2 PART TWO Questions 8-12 Read the article below about recruiting staff. Choose the best sentence from the opposite page to fill each of the gaps. For each gap （8-12）， mark one letter （A-G ） on your Answer Sheet. Do not use any letter more than once. There is an example at the beginning, （0）。
BEC中级真题第二辑TEST 2
第二辑TEST 2PART 1 listening1 Sometimes it is necessary to insist on further explanation.2 You shouldn't focus on your response while others are still speaking.3 People are reluctant to admit that they don't listen well.4 There are benefits in seeing things from the speaker's perspective.5 Keen observation of the speaker can support our listening skills.6 It is risky to think about a different issue while someone is speaking.7 People do not mind hearing their own views summarised.Good listener, better managerAToo often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully enough. We get things wrong because we haven't quite understood what someone meant when they were talking to us. Anyone who has ever taken the minutes of a long meeting will know how hard it is to remember - despite the benefit of notes - exactly what everyone said. But success depends on getting things right - and that means listening.BListening is not the same thing as hearing; it is not an effortless activity. It demands attention and concentration. It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things wrong. However, if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying - probably at the very moment when he or she is saying something critical. And not having heard, you won't know you've missed anything until it's too late.CThe most common bad habit we have is to start thinking of what we are going to say about the subject long before the other speaker has finished. We then stop listening. Even worse, this often adds rudeness to inattentiveness, as once you have decided what to say there is a fair chance you will interrupt to say it. Good listeners don't interrupt. In fact it is often worth explaining the main idea of what you have just been told before going on to make your own points. Nobody is offended by this and it shows that you have listened well.DAbove all be patient and accept that many people are not very good communicators. It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are saying. Equally importantly you should put yourself in the other person's place, both intellectually and emotionally; it will help you to understand what they aregetting at and form a response. But don't be too clever. Faced with a know-all, many people keep quiet because they see no point in continuing.PART 2 Finding the right peopleFinding the right peopleWhen a small company grows, managers must take on many new roles. Besides the day-to-day running of the business, they find themselves responsible for, among other things, relations with outside investors, increased levels of cashflow and, hardest of all, recruitment.For most managers of small and medium-sized enterprises, the job of searching for, interviewing and selecting staff is difficult and time-consuming. (0) ... .G... . Interviewing, for example, is a highly skilled activity in itself.'We have found the whole process very hard,' says Dan Baker, founding partner of a PR company. 'In seven years we have grown from five to eighteen staff, but we have not found it easy to locate and recruit the right people.' (8).........As Dan Baker explains, 'We went to one for our first recruitment drive, but they took a lot of money in advance and didn't put forward anybody suitable. In the end we had to do it ourselves.'Most recruitment decisions are based on a pile of CVs, a couple of short interviews and two cautious references. David Rowe, a business psychologist, studied how appointments were made in five small companies. He claims that selection was rarely based on clear criteria. (9).........This kind of approach to recruitment often has unhappy consequences for both employers and new recruits.Small companies often know what kind of person they are looking for. (10)......... According to David Rowe, this means that small company managers themselves have to devote more time and energy to recruitment. It shouldn't be something that is left to the evenings or weekends.Many companies start the recruitment process with over-optimistic ideas about the type of person that will fit into their team. 'It's very easy to say you must have the best people in the top positions,' says Alex Jones, managing partner of an executive recruitment company. 'But someone who is excellent in one company may not do so well in another environment.(11).........You can never guarantee a successful transfer of skills.'Whatever the candidate's qualifications, their personal qualities are just as important since they will have to integrate with existing members of staff. This is where, the recruitment industry argues, they can really help.According to Alex Jones, 'A good recruitment agency will visit your company and ask a lot of questions. (12).........They can ask applicants all sorts of questions you don't like to ask and present you with a shortlist of people who not only have the skills, but who are likely to fit in with your company's way of doing things.'A finance director in a big company, for example, will often make a terrible small company finance director because he or she is used to having a team doing the day-to-day jobs.B More often than not, the people making the choice prioritised different qualities in candidates or relied on guesswork.C Recruitment would seem an obvious task to outsource, but the company's experience of recruitment agencies was not encouraging.D They need paying for that, of course, but you will have them working for you and not for the candidate.E They are usually in very specific markets and the problem they face is that recruitment agencies may not really understand the sector.F This means that companies cannot spend more than the standard ten minutes interviewing each applicant.G Yet few are trained and competent for all aspects of the task.PART 3Department Store MagicDepartment Store MagicFor most of the 20th century Smithson's was one of Britain's most successful department stores, but by the mid-1990s, it had become dull. Still profitable, thanks largely to a series of successful advertising campaigns, but decidedly boring. The famous were careful not to be seen there, and its sales staff didn't seem to have changed since the store opened in 1908. Worst of all, its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands.But now all this has changed, thanks to Rowena Baker, who became Smithson's first woman Chief Executive three years ago. Since then, while most major retailers in Britain have been losing money, Smithson's profits have been rising steadily. When Baker started, a lot of improvements had just been made to the building, without having any effect on sales, and she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area, the heart of the store. This very quickly led to rising sales, even before the goods on display were changed. And as sales grew, so did profits.Baker had ambitious plans for the store from the start. 'We're playing a big game, to prove we're up there with the leaders in our sector, and we have to make sure people get that message. Smithson's had fallen behind the competition. It provided a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting. Our idea is to sell such an exciting variety of goods that everyone will want to come in, whether they plan to spend a little or a lot.' Baker's vision for the store is clear, but achieving it is far from simple. At first, many employees resisted her improvements because they just wouldn't be persuaded that there was anything wrong with the way they'd always done things, even if they accepted that the store had to overtake its competitors. It took many long meetings, involving the entire workforce, to win their support. It helped when they realised that Baker was a very different kind of manager from the ones they had known.Baker's staff policies contained more surprises. The uniform that had hardly changed since day one has now disappeared. Moreover, teenagers now get young shop assistants, and staff in the sports departments are themselves sports fans in trainers. As Baker explains, 'How can you sell jeans if you're wearing a black suit? Smithson's has a new identity, and this needs to be made clear to the customers.' She's also given every sales assistant responsibility for ensuring customer satisfaction, even if it means occasionally breaking company rules in the hope that this will help company profits.Rowena Baker is proving successful, but the City's big investors haven't been persuaded. According to retail analyst, John Matthews, 'Money had already been invested in refurbishment of the store and in fact that led to the boost in sales. She took the credit, but hadn't done anything to achieve it. And in my view the company's shareholders are not convinced. The fact is that unless she opens several more stores pretty soon, Smithson's profits will start to fall because turnover at the existing store will inevitably start to decline.'13 According to the writer, in the mid-1990s Smithson's department storeA was making a loss.B had a problem keeping staff.C was unhappy with its advertising agency.D mostly sold goods under the Smithson's name.14 According to the writer, Smithson's profits started rising three years ago because ofA an improvement in the retailing sector.B the previous work done on the store.C Rowena Baker's choice of designer.D a change in the products on sale.15 According to Rowena Baker, one problem which Smithson's faced when she joined was thatA the number of people using the store was falling slowly.B its competitors offered a more specialised range of products.C the store's prices were set at the wrong level.D customers were unhappy with the service provided.16 According to the writer, many staff opposed Baker's plans becauseA they were unwilling to change their way of working.B they disagreed with her goals for the store.C they felt they were not consulted enough about the changes.D they were unhappy with her style of management.17 Baker has changed staff policies because she believes thatA the corporate image can be improved through staff uniforms.B the previous rules were not fair to customers.C customers should be able to identify with the staff serving them.D employees should share in company profits.18 What problem does John Matthews think Smithson's is facing?A More money needs to be invested in the present store.B The company's profits will only continue to rise if it expands.C The refurbishment of the store is proving unpopular with customers.D Smithson's shareholders expect a quick return on their investments.PART 4Managing a career on the way upManaging a career on the way up is quite different from managing one at the top of an organisation. Individuals on the way up have to build relationships with the people they (19)……….to.They usually have to (20) ……….with subordinates in addition to people at the same level as themselves. The most senior staff only have those under them to relate to. This book (21) ……….the idea that all working relationships, including the relationship with one's boss, can and should be managed.You do not have to be (22) ………. than your manager in order to manage the relationship. Nor do you have to be better than your manager in any (23) ………..Your manager may well be your career (24) ……….and guide: he or she may have taught you almost everything you know about your(25) ………. of business - and may continue to teach you more. You may be planning to remain under his or her guidance in the future. None of these (26) ……….should alter your relationship with your manager or (27) ………. you off 'managing upwards'. I use this phrase to (28) ………. to the management of one's boss because, for many people on the way up, it is the first relationship they have to get right.You can, of course, get on at work just by (29) ………. positively to your manager, but that is not likely to be the most successful way to (30) ………. your working life. An active policy of managing upwards will make you more successful and, at the same time, make the business of going to work more enjoyable. It can also be a way to show (31) ………. to your manager for the efforts he or she has made on your (32) ………. Finally, managing upwards will make it easier for your manager to manage you,leaving him or her more time for other (33) and tasks.19 A notify B inform Caccount D report20 A unite B contact C handle D deal21 A promotes B presses C advertises Dconvinces22 A clearer B deeper Csmarter Dfuller23 A respect B fashion Cpart D means24 A leader B supporter C adviser D helper25 A course B line C path Droute26 A factors B aspects Ccauses D topics27 A put B see C keep D take28 A specify B identify C indicate D refer29 A giving B operating C reacting D co-operating30 A run B forward C move D make31 A appraisal B value C appreciation D regard32 A advantage B benefit C side D behalf33 A posts B roles C positions D actsPART 5 Personal Assistant of the YearPersonal Assistant of the Year0 Anne-Marie Garrard was shocked when it was announced that she had won the00Personal Assistant of the Year award. ‘T he other candidates seemed me34 to be very strong, and I have to say I found that the selection procedure really35 hard,' she says. 'I didn't think I had any chance of winning. When I heard my36 name, my legs were so weak I could only hardly stand up,' she laughs. So37 how is 'the best' personal assistant chosen from a group of so extremely good38 and very different individuals? The final decision was reached after a39 day-long session of the tests, interviews and exercises. Garrard believes40 the skills she uses in her job helped her how to perform well. For instance, although41 most of her work is for her company's Managing Director, she works for six bosses42 in all, so she always tries out to be prepared for anything that might happen.43 As for the future, her firm has closed for its summer break now; as soon as44 they will open again, there is a pay rise waiting for her. But Garrard is not45 going to be relax. She says, 'There's always room for personal development.You must keep trying to improve.。
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TEST2PART 1这篇文章讲的是倾听（listening）的重要性。
一个好的管理者必然是一个好的倾听者，所以要讲究倾听的艺术。
第一题，有时坚持进一步的解释是很有必要的。
答案是B段的这么一句：It may mean quizzing the speaker for additional information or for clarification - it is always better to ask than to continue regardless and get things wrong它可能意味着为了进一步的信息和说明去询问说话的人——问总比不顾情况的继续并且把事情办错的好。
这里的additional information对应于further explanation.第二题，不能在别人还在说的时候就开始关注自己的回应。
答案是C段的第一句：The most common bad habit we have is to start thinking of what we are going to say about the subject long before the other speaker has finished。
我们最常见的坏习惯就是在讲话者远还没结束的时候就开始思考我们将对这个话题说些什么。
这里的before the other speaker has finished就是others are still speaking，focus on your response 就是start thinking of what we are going to say about the subject。
第三题，人们不愿意承认自己没有听好。
答案是A段的第一句：Too often we accuse others of not listening, pretending that we ourselves are faultless, yet in our hearts we know that many of the mistakes we make come about because we haven't listened carefully enough。
我们经常指责别人没有好好听，假装我们自己是无可指责的，其实在我们心里知道，很多我们所犯的错误都是由于听的不够仔细。
这句的意思就是说我们心里知道什么原因，但是口头上喜欢指责别人。
也就是第三题题干说的不愿意承认。
第四题，从说话者的视角去考虑问题是有好处的。
答案是D段的这么一句：Equally importantly you should put yourself in the other person's place, both intellectually and emotionally。
同样重要的是你必须把自己置于别人的位置上，既是智力上的也是情感上的。
这里的put yourself in other person’s plac e就是seeing things from the speaker’s perspective。
第五题，对说话者的敏锐观察可以提高倾听技巧。
答案是D段的这么一句：It's helpful to remember that the ways people move and position themselves while they are speaking can reveal a great deal about what they are saying。
记住说话人的移动方式和姿势是很有用的，这些可以揭示出很多他们所说话的信息。
连说话的姿势都要记住，当然是keen observation了，helpful可以对应于support。
第六题，当别人在说话的时候去想着另外一件事是很危险的。
答案是B段的这么一句：if you allow your mind to wander onto something else, even for a few minutes, you'll miss what the speaker is saying如果你让自己走神了，哪怕是仅有的几分钟，你也将错过别人所说的话。
allow your mind wander onto something else也就是think about a different issue.第七题，人们不介意听到他们自己的观点被总结。
答案是C段的这么一句：In fact it is often worth explaining the main idea of what you have just been told before going on to make your own points. Nobody is offended by this事实上在作出自己观点之前往往很值得解释下刚刚所听到内容的主要观点。
没有人会被这个所冒犯。
explaining the main idea of what you have just been told也就是hearing their own views summarised。
do not mind也就是nobody is offended by this。
PART 2Finding the right people，寻找合适的人。
是说的小公司在起步发展阶段找到合适人才的难度和重要性。
第一段总论小公司的经理们往往身兼数职，而其中最有难度的，还是招人。
文章介绍了找到合适的人应该注意的问题，并且说招人这种事不可能过度寄希望于招聘机构。
第八题，这一题的前面说招人相当的困难，后面一个as Dan Baker explains，说曾经找过招聘机构，结果人家要提前收钱并且也没有提供合适的人，最后还是得靠自己。
从这里的as …explains和后面的解释可以看出，第八空的内容应该是和招聘机构有关，招聘机构并不能满足公司的需要。
选项C正好满足这一特点：招聘看起来像是个很明显的适合交外办理的任务，但是这个公司同招聘机构打交道的经历不那么的鼓舞人。
was not encouraging 是关键点。
第九题，这一段都是讲招人的决策不够科学。
基于简历或者是简短的面试，很少有明确的准则。
第九空的后面是This kind of approach to recruitment often has unhappy consequences。
可见第九空的内容还是和招聘的方法有关，并且是负面的。
B选项符合这一条件：通常（more often than not是often的意思，插入语），做决定的人将候选人身上的不同素质按优先顺序给排好，或者依赖于猜测。
第十题，这一题的后面说this means the small company managers themselves have to devote more time and energy to recruitment。
这意味着小公司自己要多花时间和精力在招人上。
这里的this means的this是个暗示，可以看出第十题这里应该填入的是一些不太有利的因素，使得公司只有自己去招人。
E选项符合这一要求：他们通常处于一些特殊市场上，面临的问题是招聘机构并不真正理解这一行业。
第十一题，这一段是讲招的人能否适应公司的环境的问题。
这一空前面说的很明确：But someone who is excellent in one company may not do so well in another environment。
在一个公司出色的人并不一定能在另一个环境里干的好。
这一空的后面一句也是补充说明这一观点的。
可见第十一空的内容仍然是这个，没有转折。
A选项填入正好，是举例说明11空前面的观点：比方说，一个大公司的财务总监在小公司往往会干的很糟糕，原因是他或她已经习惯有一个团队来进行每日的工作。
第十二题，最后一段是和招聘机构相关的。
前面说招聘机构会上门服务并且询问很多的问题。
这一空的后面说的是招聘机构如何帮助招人。
选项D可以填入，D的They need paying for that的that是个暗示，指代前面的上门服务。
D选项的后半部分说要让招聘公司为你而不是为候选人服务，可以和这一段的后半部分对应上。
PART 3《Department store magic》，字面上是百货公司的魔力。
讲的是英国的一个百货公司如何摆脱困境。
第一段是点明公司所遭遇的困境，接着第二段讲一个女CEO上台开始转变局面，第三段和第四段具体讲这位女CEO的应对措施，最后一段总结：革命尚未成功，同志仍需努力。
13题，问在90年代中期这个百货公司的情况是什么样的。
答案是第一段的最后一句：its customers were buying fewer and fewer of its own-brand products, the major part of its business, and showing a preference for more fashionable brands.这个题目的答案有相当的迷惑性。
整个句子都是在讲客户购买的越来越少，偏好更多的时尚品牌。
所以很容易误选A，但实际上这里并没有说亏损。
关键是这个地方：its own-brand products, the major part of its business。
自由品牌仍然是公司业务的主要部分。
所以应该选D：主要销售Smithson名下的产品。
Under the Smithson’s name也就是its own brand products。
14题，问Smithson的利润从三年前开始增长，原因是什么。
答案是第二段的这么一句：she took the bold decision to invite one of Europe's most exciting interior designers to develop the fashion area她做出了一个大胆的决定，邀请了欧洲最刺激的室内设计师来开发时尚领域。
后面紧接着就说This very quickly led to rising sales，所以答案选C：Rowena Baker的设计师选择。
15题，问当Rowena Baker加入时公司面临的一个问题是什么。
这题的关键是要理解一个句子中一个词的含义：It provided a traditional service targeted at middle-aged, middle-income customers, who'd been shopping there for years, and the customer base was gradually contracting.。