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剑桥商务英语中级真题1

RE AD I N G

PART O N E

●Look at the statements below and the information on the opposite page about feedback on staff performance.

●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.

●You will need to use some of these letters more than once.

Changes in Performance F ee db ac k

A. In the past, feedback about your performance used to mean a quiet chat with the boss. But now 360-degree feedback-the system where employees are also given feedback from peers and from the people they manage-is taking root in corporate culture. The system is characterised by greater participation and has grown out of the desire of companies to create more open working environments where people work better together and ideas and opinions are exchanged between teams and across levels of seniority.

B. PCs linked to the company IT network are set to become the feedback machines. Many firms introducing 360-degree feedback are using Personal Development Planner software. Feedback on an individual, which is based on a questionnaire relating to attributes needed for that person's role in the company, is collected using this electronic system. All the information gathered is analysed and the end result is a suggested development plan. The advantage is that individuals make requests for the feedback themselves and receive the results directly.

C. Sarah Rains, from the pharmaceutical company Optec, said, 'Now feedback is available on our network, we encourage managers to choose how they use it. It is a flexible tool and we tell them that waiting for the annual event of a formal appraisal needn't apply.' At the engineering company NT, 250 technical managers have been through the feedback process. Jack Palmer, a senior manager there said, 'We needed to develop the interpersonal skills of these technically-minded people. In particular, we wanted to build on their team-working and coaching skills.'

D. So, how is the new feedback culture likely to affect you? It could form the basis of your personal development programme, providing pointers to your strengths and also to those areas you need to develop more. Or feedback could be used for 'succession planning', where companies use the information to speculate on who has the right skills to move into more senior positions. As yet, few organisations have stretched the role of feedback so far as to link it to salaries. But one thing is clear: the future will bring even wider participation by all members of staff.

1. staff being reminded that it is not essential to restrict feedback to once a year

2. the way in which feedback could identify people suitable for promotion

3. the aim of improving staff communication throughout an organisation

4. the feedback obtained on an employee being linked to requirements for a particular job

5. aspects of a group of employees' work that were identified as requiring improvement

6. feedback indicating both positive and negative aspects of an individual's work

7. the participation of less senior personnel in a member of staff's feedback

PART T W O

●Read the article below about working in international teams.

●Choose the best sentence from the opposite page to fill each of the gaps.

●There is an example at the beginning (0).

INTERNATIONAL TE A M S

An international team can be defined as a group of people who come from different nationalities and work together towards a common goal. （0）(G) The fact that they are spread out presents a range of opportunities and challenges that teams working in the same place do not experience.

One trend, in particular, which is creating the need for more international teams, is that we are in the middle of a dramatic information revolution. 1 T hus, these teams can now spend as much time working apart as together. They can access and share information as never before. Business will increasingly be done in an

'information space', with information becoming a product in its own right. 2 D oing this through the internet and e-mail is inexpensive and relatively easy, in both technologically developed and developing countries.

A question commonly asked by managers is whether these teams actually work. Can they deliver improved performance? After a decade of work experience and research with international teams, I believe the answer is positive. 2 W hat's more, many of those companies which have actually introduced international teams have focused only on the performance of the teams, without taking into account the context in which they are introduced. Context plays a key role in the likelihood of their success.

Creating the right context for international teams needs more than a quick fix, though. It requires a long-term commitment. 4 O n the contrary, companies need to focus on the way they operate, and possibly initiate a complete review of their practices, before introducing an international team.

Given these challenges, what should organisations do to make sure that their international teams are successful? Much has been written about effective team processes in general, and the first thing to say is that most of these guidelines apply equally to international teams. Experience has shown that international teams are simply more complex versions of national teams. 5 W hile these elements may have a variety of interpretations in different cultures, they are as important to international teams as they are to national teams.

A. If an organisation is just beginning to work globally and has only recently created international teams, it often underestimates the level of support needed by teams.

B. It is now well established that any team will have a greater chance of success if it has clear goals, a strong sense of commitment, appropriate leadership and good interpersonal relationships.

C. The recognition of this has created many more knowledge workers, that is, people who create, exchange and broadcast information as knowledge.

D. Organisations must understand that operating globally affects every aspect of business and they cannot simply set up international teams and assume that everything else can remain unchanged.

E. The first major impact of this is that satellite technology is increasingly allowing team members to participate in discussions wherever they are, at any time they choose.

F. Unfortunately, however, few organisations until now have been prepared to make the necessary investment to gain the potential benefits that international teams offer.

G. Unlike most national teams, international teams often work apart and across cultures and time zones, for extended periods of time.

PART T H REE

●Read the article below about leadership in business and the questions on the opposite page.

●For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

From workplace surveys, I have found that most people want to be-and feel they could be-more effective leaders. Certainly they want their leaders to be more effective. But what do we mean by effective leadership in business? It would appear a simple question. Unfortunately, effectiveness is more easily recognisable when it is absent. Leaders who attempt to use business jargon and try out the latest ideas are too often perceived as figures of fun. Whilst people frequently agree on what ineffective leadership is, clearly knowing what not to do is hardly helpful in practice.

Huge amounts of research have been done on this very wide subject. When you look at leadership in different ways, you see different things. While descriptions of leadership are all different, they are all true-and this is where disagreement arises. However, leadership is specific to a given context. The effectiveness of your actions is assessed in relation to the context and to the conditions under which you took them.

For a magazine article I wrote recently, I interviewed one publishing executive, author of several well-known publications, about what effective leadership is. It was significant that, at first, he did not mention his own company. He talked at length about what was happening in the industry-the mergers, take-overs and global nature of the business. Before he was able to describe his own objectives for the new publishing organisation he was setting up, he had to see a clear fit between these proposals and the larger situation outside. Obvious? Of course. But I have lost count of the number of leaders I have coached who believed that their ideas were valid, whatever the situation.

At this point, I should also mention another example, that of a finance director whose plan of action was not well received. The company he had joined had grown steadily for twenty years, serving clients who were in the main distrustful of any product that was too revolutionary. The finance director saw potential challenges from competitors and wanted his organisation to move with the times. Unfortunately, most staff below him were unwilling to change. I concluded that although there were certainly some personal skills he could improve upon, what he most needed to do was to communicate effectively with his subordinates, so that they all felt at ease with his different approach.

Some effective leaders believe they can control uncertainty because they know what the organisation should be doing and how to do it. Within the organisation itself, expertise is usually greatly valued, and executives are expected, as they rise within the system, to know more than those beneath them and, therefore, to manage the operation. A good example of this would be a firm of accountants I visited. Their business was built on selling reliable expertise to the client, who naturally wants uncertainty to be something only other companies have to face. Within this firm, giving the right answer was greatly valued, and mistakes were clearly to be avoided.

I am particularly interested in what aims leaders have and what their role should be in helping the organisation achieve its strategic aims. Some leaders are highly ineffective when the aim doesn't fit with the need, such as the manufacturing manager who was encouraged by her bosses to make revolutionary changes. She did, and was very successful. However, when she moved to a different part of the business, she carried on her programme of change. Unfortunately, this part of the business had already suffered badly from two mismanaged attempts at change. My point is that what her people needed at that moment was a steady hand, not further changes-she should have recognised that. The outcome was that within six months staff were calling for her resignation.

1. In the first paragraph, the writer says that poor leaders

A.do not want to listen to criticism.

B.do

not deserve to be taken seriously. C.are

easier to identify than good ones. D.are

more widespread than people think.

2. Why does the writer believe there is disagreement about what effective leadership is?

A.Definitions of successful leadership vary according to the situation.

B.There are few examples of outstanding leaders available to study.

C.Leaders are unable to give clear descriptions of their qualities.

D.The results of research on the subject have concluded little.

3. The publishing executive's priorities for leadership focused on

B.internal organisational aspects.

C.professional skills and abilities.

D.overall business contexts.

4. According to the writer, the finance director was unsuccessful because

A.staff were uncomfortable with his style.

B.existing clients were suspicious of change.

https://www.sodocs.net/doc/9d9670013.html,petitors had a more dynamic approach.

D.colleagues gave little support to his ideas.

5. Staff at the accountancy firm who were promoted were required to

A.correct mistakes.

B.have a high level of knowledge.

C.maintain discipline within the organisation.

D.advise clients on responding to uncertainty.

6. The example of the manager at the manufacturing company is given to emphasise that

A.managers need support from their employers.

B.leaders

should not be afraid of being unpopular. C.effective leaders

must be sensitive to staff needs. D.managers do not always

understand the attitudes of staff.

PART F O U R

●Read the extract below from the annual report of a company with manufacturing interests around the world.

●Choose the best word to fill each gap from A, B, C or D on the opposite page.

●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.

Manufacturing S t r at egy

During the last year, we announced the significant expansion of our plastic sheeting plant in Malaysia, which, together with the acquisition of the Javanese factory, will approximately double the Group's manufacturing 1 . The cost of this development is within 2 a nd will be approximately $5.6m, of which $2.7m was incurred during the previous year. It is on schedule to 3 i ncreasing volumes from October 2009.

Following the 4 o f plastic tubing manufacture from Germany to Thailand, we have effectively doubled the capacity of this facility at an 5 c ost of $12m. The project is set to cost less than the original 6 and is on target for increased production by June 2010.

In February, we announced our 7 t o sell our factory in Ireland. This decision is in line with the Group's strategy of 8 o n our core categories of branded products.

In June, we announced investment in a new state-of-the-art UK manufacturing facility for specialist plastic components. This facility will be 9 b y mid 2009 and will increase the Group's capacity to manufacture products efficiently in-house. At the same time it will 10 a bout 200 new jobs in an area of high unemployment. The factory is to cost approximately $24m, towards which government 11 o f up to $4m are already available. Sadly, as part of this move, we announced the 12 o f our Blackburn facility, which is due to take place in the early part of 2010.

As part of our commitment to effective external communications with all our stakeholders, in October we

13 t he corporate website, which is now providing up-to-date information on the Group and we look forward to

A.output

B.yield

C.total

D.mass

A.budget

B.income

C.account

D.fund

A.forward

B.transfer

C.advance

D.deliver

A.replacement

B.rearranging

C.relocation

D.redistribution C

A.aimed

B.imagined

C.accepted

D.expected

A.guess

B.judgement

C.estimate

D.conviction

A.focus

B.object

A.concentrating

B.planning

C.attending

D.directing

A.running

B.implementing

C.executing

https://www.sodocs.net/doc/9d9670013.html,anizing

10.

A.appoint

B.result

C.employ

D.create

11.

A.scholarships

B.grants

C.allocations

D.gifts

12.

A.finish

B.closure

C.ending

D.conclusion

13.

A.dispatched

B.prompted

https://www.sodocs.net/doc/9d9670013.html,unched

D.effected

14.

C.outlook

D.feedback

15.

A.practice

B.progress

C.process

D.procedure

PART F I V E

●Read the article below about market research.

●In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.

●If a line is correct, write CORRECT on your Answer Sheet.

●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

●The exercise begins with two examples (0 and 00).

Market R ese ar c h

0 Market research involves in collecting and sorting facts and opinions from specific groups

00 of people. The purpose of research can vary from discovering the popularity of a political

1 p arty to assessing whether is a product needs changing or replacing. Most work in

2 c onsumer research involves interviewers employed by market research agencies, but

3 c ertain industrial and social research is carried out by any specialist agencies. Interviews

4 m ay be with individuals or groups and can last anything as from minutes to an hour or

5 m ore. In some interviews, people may be asked to examine or try out products before

6 g iving up their opinion. Successful interviewers tend to like meeting people and should not

7 o nly be shy of addressing strangers. Interviewers are usually expected to work

8 u nsupervised, organising their own workload. Self-discipline is absolutely essential-and

9 a s are good health and energy. There are no specific age limits for such a work though

10 m any agencies prefer to employ older applicants with experience of meeting people.

11 M arket research agencies which frequently organise training, where trainees learn how to

12 r ecognise socio-economic groups and practise approaching to the public. For information on market research training and qualifications, contact the Market Research Association.

CORRECT

ANY

ONLY

AND

10.

CORRECT

11.

WHICH

12.

WR I T I N G

PART O N E

1. ●You are a manager in an international company. You want to reduce the company's spending on courier services.

●Write an email to the staff in your department:

●explaining that spending on courier services has risen

●suggesting how savings could be made

●saying how the money saved will be used.

●Write 40-50 words.

Sample A

Sample B

As I know that spending on courier services has risen recently, as all the staff regarded the time when given for a useless things, and some people in our company enjoyed the services endless, for instance buying everything useless on holidays. To save money, we have to take some measure in controll much which is spend on courier services. Every one who wants to enjoy services must come to the manager and accountant for permission.

[解析] Sample A

Scales Mark C om m e n tar y

Content 4 Content is relevant to the task and the target reader would be informed but content element 2 is not entirely clear.

Communicative Achievement 3

The email is written in an appropriate register, holds the reader's attention and

generally communicates straightforward ideas (A detailed plan should be m ade.).

Organisation 3 The text is coherent, with content addressed in a logical order,

Uses some complex grammatical forms with control (money would be used to

Language 3 Sample B buy new office equipment) but other sentences are less successful (Certain people should be pointed to check) and (The money that spend on our company's c our ie r services...) , Errors do not impede communication.

Scales Mark C om m e n tar y

A number of irrelevances are present (regarded the time when given for a useless Content 1

Communicative Achievement 1

things) , and content element 3 is not adequately addressed. The target reader would be minimally informed.

Uses email conventions to communicate ideas in a generally appropriate way, although lacks concision.

Organisation 2 The email is connected despite a very long first sentence and uses some cohesive devices (as; and; for instance) .

Uses everyday vocabulary and simple grammatical forms (we have to; Every

Language 1 one who wants to...must...) . Errors are noticeable and at times impede communication (buying everything useless on holidays) although generally meaning can still be determined.

PART T W O

1. ●You are a manager in the customer services department of a large store. Your line manager has asked you to write a report on the results of a recent customer survey.

●Look at the information below, on which you have already made some handwritten notes.

●Then, using all your handwritten notes, write your r e por t.

●Write 120-140 words.

Results of Customer S urvey

Responses:Good Poor

staff f riend l iness30% 70% produ ct r ange62% 38% cpen i ng hou r s 87% 13%

ne w training fo;·e t.a..f..f.shou ld he.l.p!

reason fo r

tl;ie;

to ,at,tract more

cue;tome n>

Additiona l customer comments:

? diff i cult to find things ------ new

? not enough park in g "wro layou?

/Mxtmont h

e;ay why

this if no loneer

a problem

SampleC

The pu r pose of t his report is to s how the results of our rece nt customer survey.

Fi r st l y70"1.of our customer found our staff unfriendly. This should be no l onger the case.because ne w trai nin g fo r the staff will start next month.

Conce r ning our product r ange,we have to im prove our d i ve r sification,b ecause 381.

of our customer f ound it po or.We should add some new products li k e H i-F i and electronics.

Regard ing the opening hours,customer found it very good. lh e r eason is that we are now open t ill9pm every day.

Conce r nin g the pa rking we are progress i ng quite rapidely with the construction of the new park ing a r ea, so this wou l d be no lo nger a p r oblem,a nd in the same t i me t he new s to re layout sho uld be re ady next month.

In conclus io n,we are on trar.k w i th a ll our project.

SampleD

[解析] Sample C

Scales Mark C om m e n tar y

Content 5 All content is relevant and the points are expanded where appropriate so that the target reader is fully informed.

Communicative Achievement 5

Uses the conventions of a report effectively to hold the target reader's

attention (The purpose of this report; In conclusion) . The report communicates

straightforward and complex ideas clearly and the register is appropriately formal.

Organisation 4 Uses a variety of features which organise the ideas well (because; Conce r ning; Regarding; The reason is: this would) .

A range of less common vocabulary and some complex structures is used (This

Language 4 Sample D should be no longer the case; we have to improve our diversification; we are on track) . Errors are present (70% of our customer; rapidely; in the same time) but these do not impede communication.

Scales Mark C om m e n tar y

Content element 1 is not entirely clear (new training for staff should be carried out). Content 2

Communicative Achievement 3

Content element 2 lacks expansion on what type of product (we should inc r e a se

our category of goods) and prelong hours in content element 3 is unclear. The

target reader would be partially informed.

Report writing conventions are generally used appropriately (The aim of this r ep or t;

According to the survey) . Register is sometimes inconsistent (That's my analyzis) .

Organisation 3 Generally well-organised with some suitable linking (In addition) and use of pronouns to avoid repetition (we/us for the company and them for the customers) . Uses a range of simple and complex forms. Errors are noticeable (thought bad of

Language 2 our staff; there was not large range of goods; prelong) but meaning can still be determined.

L I S TE N I N G

PART O N E

●You will hear three telephone conversations or messages.

●Write one or two words or a number in the numbered spaces on the notes or forms below.

●After you have listened once, replay each recording.

Conversation O n e

(RETAIL) EXHIBITION

[听力原文]

Man: Thank you for calling Andersons International. Our offices are closed at the moment. Please leave your name, number and message after the tone.

Man: Hello, Martin Hayes here-I've just arrived. The journey was fine, no problems at the airport. I've arrived at the Retail Exhibition-the building's really impressive! The only problem is, the stands that we sent by air cargo last week are missing-the computer's arrived, and the posters are here, though. Can you get onto the transport people first thing in the morning to track them down and get them here by tomorrow evening at the very latest? Stress how urgent it is! Also, I've just unpacked the brochures and realised we haven't got enough price-lists to give out with them. We'll need another five hundred; use a courier to get them out here-the day after tomorrow at the latest. Call me back when you know what's happening. I'm at the press conference all morning today, but you can get me during lunch. I'll speak to you again later.

STANDS

PRICE(-)LISTS

(PRESS) CONFERENCE

Conversation T wo

●Look at the note below.

●You will hear a woman calling about a job application.

MIDDLEMISS/MIDDLE MISS

[听力原文]

Woman: Oh, hello, can I speak to Jill Croft, please?

Man: I'm sorry, but she's not here at the moment. Can I take a message?

Woman: Oh, please. It's Sarah Middlemiss here. M-I-double D-L-E-M-I-double S...from Pegasus Communications Ltd.

Man: Thanks. What's the message?

Woman: Well, I'm the personnel manager here at Pegasus...it's regarding the position of sales executive Jill has applied for. It's just to let her know that before we arrange interview dates, we're inviting applicants to a company presentation on the twenty-eighth. We'll confirm this, of course, by letter.

Man: Fine-I'll let her know that.

Woman: One other thing-we've received her application and curriculum vitae, but can't find any mention of her referees. Could you ask her to let us have their details as soon as possible?

Man: OK-I've noted that down.

Woman: Thanks very much for your help.

Man: No problem. Bye for now...

SALES EXEC(UTIVE)

(COMPANY) PRESENTATION

REFEREES

Conversation T h r ee

●Look at the note below.

●You will hear a man phoning about some arrangements for a meeting.

(THE) SHAREHOLDERS

[听力原文]

Woman: I'm sorry, but she's at lunch right now. Can I take a message?

Man: Um...OK. It's Chris Darcy here, from Human Resources. I'm phoning about next week's...

Woman: ...Hang on, I just need to get a pen. Right, here we are. So, it's Chris Darcy from HR, and it's about... Man: The shareholders' meeting next week.

Woman: OK. And what shall I tell Lauren?

Man: Tell Lauren the board's decided to make an official statement about the planned merger. I know we weren't going to, but they've changed their mind.

Woman: Oh...Yes, that's interesting.

Man: Mm, but not entirely unexpected. Anyway, the MD needs Lauren to put together a presentation showing the combined sales of the newly-merged group.

Woman: OK. I've got that. Is there anything else?

Man: Yes, tell her that I'll handle the presentation about HR issues, but could Lauren also include something about expected savings in her part of the presentation?

Woman: OK. I'll give her the message.

Man: That's great. Thanks very much.

(THE) (PLANNED) MERGER

THE (COMBINED) SALES

EXPECTED SA VINGS

PART T W O

Section O n e

●You will hear five short recordings.

●For each recording, decide which aspect of working conditions the speaker is talking about.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●After you have listened once, replay the recordings.

A. career prospects

B. health and safety

C. working hours

D. holiday allowance

E. training courses

F. disciplinary procedures

G. job security

H. pay increases

[听力原文]

The hours vary-sometimes lunchtimes, sometimes late afternoons. We all feel we've improved our skills or picked up new ones which will benefit us in the future in some way. Outside providers are contracted to come in and they've been very good, very professional. There's been a range of things on offer, too. We're given vouchers which we use in a way to pay for the sessions, choosing what to do and how many hours to put in.

[听力原文]

Things have improved a lot since I started working here. We're all more aware now of potential risks and of the correct procedures for everything. For example, reporting anything that isn't working properly, having the appropriate clothing, things like that. We know what to do now, and who to go to. There are regular checks on

Well, despite talks with senior management, we've been unable so far to agree on something which all my staff can accept. Management know we have a fair case and that we've waited a long time compared to other departments, who were awarded rises last year. So it's not as if they're against the idea itself... as I say, we've just got to get a final figure which staff will be happy with.

[听力原文]

There are various stages we go through. We try first to reassure staff and give them the opportunity to present their side. We like first to deal with things within the organisation-staff know action won't be taken until the case has been thoroughly investigated. Of course, problems can arise from lots of things-anything from poor timekeeping or inappropriate dress to actual breach of contract. Dismissal would be the very last course of action and all employees have the right to appeal even then.

[听力原文]

I very much like the system we have-I like the opportunities it gives me for other things. Everyone's at work for the agreed essential time, but we all have some choice each side of this. I keep my own record, and it means I can fit in other things, like medical appointments. I like to feel I've got some control over my professional life and I need to be able to plan. It may not suit everyone, but it certainly works for me.

Section T wo

●You will hear another five recordings.

●For each recording, decide what each speaker is trying to do.

●Write one letter (A-H) next to the number of the recording.

●Do not use any letter more than once.

●After you have listened once, replay the recordings.

A. nominate a supplier

B. present sales figures

C. support a proposal

refuse an increment E.

agree to expenditure F.

claim damages

G. negotiate a contract

H. request a postponement

[听力原文]

I take your point Brian. I know that since George left you've had to take on some of his tasks which were not in your original job description. However, you were allocated seventy-five per cent of Suzie's time to deal with the paperwork, so I feel that the situation, although not ideal, is manageable and in this financial climate any further expenditure, any rise, however well deserved, might damage the company's future and, I am sure you'll agree, that's too risky.

[听力原文]

I wanted to have a word about the departmental budget forecast you asked me to draw up. I totally agree with you on the need for working out the future expenditure well in advance, it's only that since we've never done this forecast in such a detailed way before, it's taking us much longer than I expected. Would it be acceptable to the

May I come in here? Thank you. I think Tom's last point was very valuable. We mustn't forget how important it is to make a really good impression when we launch the new T-six engine at the Air Show in Paris. Although

we're very familiar with the engine's specifications and performance data, we aren't skilled at giving polished multi-media presentations which the audience expects nowadays. Tom's right. I think we should consider hiring in

a professional from a marketing company.

[听力原文]

I know why you want Smithson's-they're the biggest in the field and they've got years of experience. The disadvantage is the price. They're the best so they can charge what they like. Personally, I'd prefer to go for someone local like Mackays. They're small, so we could negotiate a favourable deal, and I'm sure they'd do their best to deliver the stuff on time and help us if we had an emergency job and needed extra materials.

[听力原文]

Jones and Sons have always been our haulage company and they've been reliable. But things changed when Michael Jones took over. The service wasn't so efficient and then last month two trucks were four days late on a delivery with no explanation and no apologies. As a result, we lost a new customer. I refuse to just accept that financial loss. So write to Jones please, demanding ten per cent of our expected profit from that contract. I think it's only fair.

PART T H REE

●You will hear a radio interview with a leading industrialist and business consultant, Philip Spencer.

●For each question (23-30), mark one letter (A, B or C) for the correct answer.

●After you have listened once, replay the recording.

1. When visiting companies Philip Spencer's objective is to

A.improve staff productivity.

B.identify problem areas.

C.re-train weak management.

B [听力原

文]

Woman: ...And now let's meet Philip Spencer, one of Britain's top industrialists, and hear about his experiences and ideas on improving company performance.., welcome, Philip.

Man: Thanks, Gemma. Good to be here.

Woman: Philip, you're famous for your unique approach when called in to advise companies...

Man: Well, I'm certainly very generous with my advice! I always acknowledge genuine effort wherever possible-it is important to do so; but my job isn't to manage the company, it's to hunt down underlying weaknesses in the systems; that's what I'm trained to do.

Woman: Your visit to Manson's received a very mixed response, didn't it?

Man: Well, yes. Following my first visit, they'd researched the market more deeply and had improved product quality considerably, but, on my return, I blamed their failures on the ancient assembly line which they'd still done nothing about, despite my report, and which by now had led to a ten-year waiting list for their customers. The company was so upset by the comments I made during my second visit that they didn't invite me back! Woman: Another of your consultations took you to Criterion Glass, a family-run business...

Man: Yes. Their troubles started with an over-concentration on the actual making of the product, on the craftsmanship involved, without asking themselves whether there was still enough of a market for that type of

Man: True! The first two organisations I headed went into liquidation! They were both relatively new companies, though, without a long history and were trying to establish their brand name. People had tried to

A.poor distribution systems.

B.inadequate market research.

C.out-dated production methods.

3. Difficulties at Criterion Glass stemmed from lack of attention to

https://www.sodocs.net/doc/9d9670013.html,petitors' designs.

B.quality of merchandise.

C.consumer demand.

4. Philip Spencer blames his early business difficulties on

A.inexperience with new companies.

https://www.sodocs.net/doc/9d9670013.html,ck of knowledge of the financial sector.

C.bad advice from established organisations.

5. He defends his unusual personal style by saying that

A.it is important in business to make a strong impression.

B.his business ideas are more important than his appearance.

C.most business people are too serious and traditional.

6. He thinks he was appointed chairman of LBI because the company

A.knew of his successes with failing companies.

B.felt he had a positive image with the public.

C.liked his fearless approach to problem-solving.

7. According to Philip Spencer, successful managers are distinguished by their

A.concern for detail.

B.desire to make money.

C.strong leadership.

8. His final advice to people starting in business is to

A.make every effort to prevent mistakes.

B.find the best sources of information.

C.maintain a positive attitude at all times.

S PE A K I N G

1. PART O N E

In this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.

PART T WO

In this part of the test, you are asked to give a short talk on a business topic. You have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas. A: What is important when...?

Writing a newspaper advertisement for a job vacancy

●Description of the work

●Experience needed by applicants

●

B: What is important when...?

Selecting employees for further training

●Commitment to company

●Previous training

●

C: What is important when...?

Planning corporate hospitality

●Guest list

●Type of event

●

PART T H REE

In this part of the test, you are given a discussion topic. You have 30 seconds to look at the task prompt, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.

For two candidates

Video C on fe r e n ci n g

branches of the company, and is looking at alternatives.

You have been asked to make recommendations about introducing video conferencing.

Discuss the situation together and decide:

●what the company needs to know about the meetings that take place at present

●what the advantages and disadvantages of video conferencing might be.

For three candidates

Video C on fe r e n ci n g

The company you work for is concerned about the amount of time staff spend travelling to meetings in other branches of the company, and is looking at alternatives.

You have been asked to make recommendations about introducing video conferencing.

Discuss the situation together and decide:

●what the company needs to know about the meetings that take place at present

●what the advantages and disadvantages of video conferencing might be

●what kinds of practical preparations would be needed before introducing the system.

Follow-on qu es t i on s

●Would you prefer to have meetings face-to-face or through video conferencing? (Why?)

●In what other ways do you think a company could reduce the need for travelling to meetings? (Why?)

●What do you think are the benefits to staff of business travel? (Why?)

●Do you think modern technology has affected the amount of business travel in recent years? (Why?/Why not?)

●Do you think video conferencing will become more important for meetings in the future? (Why?/Why not?) INTERLOCUTOR FR A M E S

To facilitate practice for the Speaking test, the scripts followed by the interlocutor for Parts 2 and 3 appear below. They should be used in conjunction with Test Speaking tasks. These tasks are contained in booklets in the real Speaking test.

Interlocutor frames are not included for Part 1, in which the interlocutor asks the candidates questions directly rather than asking them to perform tasks.

Part 2: Mini presentations (about six minutes)

Interlocutor:

●Now, in this part of the test I'm going to give each of you a choice of three different topics. I'd like you to select one of the topics and give a short presentation on it for about a minute. You will have a minute to prepare this and you can make notes if you wish. After you have finished your talk, your partner will ask you a question.

●All right? Here are your topics. Please don't write anything in the booklet.

[Interlocutor hands each candidate a booklet and a pencil and paper for notes.]

Interlocutor:

●Now, B, which topic have you chosen, A, B or C?

●Would you like to talk about what you think is important when [interlocutor states candidate's chosen topic]? A, please listen carefully to B's talk and then ask him/her a question about it.

[Candidate B speaks for one m inute.]

Interlocutor:

●Thank you. Now, A, please ask B a question about his/her talk.

[Candidate A asks a question.]

Interlocutor:

●Now, A, which topic have you chosen, A, B or C?

●Would you like to talk about what you think is important when [interlocutor states candidate's chosen topic]? B, please listen carefully to A's talk and then ask him/her a question about it.

[Candidate A speaks for one m inute.]

Interlocutor:

●Thank you. Now, B, please ask A a question about his/her talk.

[Candidate B asks a question.]

Interlocutor:

●Thank you.

●Can I have the booklets, please?

Part 3: Collaborative task and discussion (about seven minutes)

[Interlocutor holds the Part 3 booklet open at the task while giving the instructions bel ow.]

Interlocutor:

●You have 30 seconds to read this task carefully, and then about three minutes to discuss and decide about it together. You should give reasons for your decisions and opinions. You don't need to write anything. Is that clear?

[Interlocutor places the booklet in front of the candidates so they can both see it.]

Interlocutor:

●I'm just going to listen and then ask you to stop after about three minutes. Please speak so that we can hear you. [Candidates have about three minutes to complete the t a s k.]

Interlocutor:

●Can I have the booklet, please?

[Interlocutor asks one or more of the follow-on questions as appropriate, to extend the discussion.]

●Thank you. That is the end of the test.

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TEST2 PART 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。

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2015年下半年商务英语中级备考模拟试题(1) Ⅰ.Listening: 20%(听力，20分) Section A Directions: Listen carefully and fill in the blanks with the words or phrases you?ve heard. The terms of payment are an important part of the business . From the seller?s point of view, the best terms would be full payment at the time of sale, while the buyers would have the goods before making payment. Importers and exporters are each other by thousands of miles. This adds to the difficulties of coming to an on how payment should be made. Section B Directions: Listen to the tape and translate the sentences into Chinese. 1. 2 3 4 5 . Section C Directions: In this part, you will hear 5 short conversations between two speakers. At the end of each conversation, there will be a question about what was said. After you hear a conversation and question about it, read the four answers on your paper and decide which is the correct answer to the question you have heard. ( )1.A. He wants a piece of each type. B. He can?t tear either piec e of the cloth. C. The pieces of cloth are made by a secret process. D. The pieces of cloth seem identical to him. ( )2.A. The woman is unwilling to discuss the plan. B. The man suggests that the woman make a new plan. C. The man and the woman have already prepared their plan. D. The man and the woman don?t know how to prepare a plan. ( )3.A. Choose any one. B. Don?t do anything. C. Make better use of his time. D. Fill out the pink form first. ( )4.A. Invite the man to visit her house. B. Talk to her secretary on the phone. C. Meet her secretary first. D. Go to meet Ms. Lin immediately ( )5.A. He has been told to call back. B. He is talking on the phone. C. He is not in at the moment. D. He is going out this afternoon. II.Reading & Comprehension: 40%(阅读与理解， 40分) Section A Directions: There are ten incomplete sentences in this section. For each sentence there are four choices marked A, B, C and D. Choose the ONE that best completes the sentence. Then write down the right answer in the brackets for each sentence. This section totals 10 points, one point for each sentence. ( )1.We can supply all the bicycles you required ____________ stock and are arranging shipment by M.V. Mermaid. A. for B. from C. to D. against ( )2.We would like to remind you that the __________ L/C must reach us before March 10 so that we can make shipment in good time. A. covering B. cover C. covered D. being covered ( )3.We have received your letter of 28 March, ___________ us to modify the previous arrangements for the shipment of the captioned order. A. asked B. to ask C. being asked D. asking ( )4.In our letter of May 5, we made __________ clear that shipment is to be effected in June. A. you B. them C. that D. it ( )5.We always deal _______________ payment by sight L/C. A. with B. in C. at D. on ( )6.This offer is _____________ to your reply reaching us before the 20th of February. A. subjecting B. subject C. subjected D to subject ( )7.____________ we are appreciating the good quality of your black tea, we regret that your price appears to be on the high side. A. While B. When C. However D. Therefore ( )8.We hereby authorize you to ___________ on us at 60 days after sight to the extent of USD20,000.00. A. open B. establish C. draw D. build ( )9.If parties to a contract desire to settle disputes, an arbitration clause is usually made in the contract well before a dispute _____________ . A. rises B. arises C. look D. appear ( )10.Some customers requested us to _____________ our price because they considered it too high. A. put down B. get down C. take down D. bring down Section B Directions: There are ten blanks in the following letter. You are required to choose the best one from the given four choices marked A, B, C, and D. Then write down the correct answer in the brackets. This section totals 10 points, one point for each blank. Dear Mr. Bush Thank you for your 1 of January 5 for our Beauty Brand Blouses. We are now exporting 2 of various brands, among which Beauty Brand is the most famous. They are in great 3 abroad and our stocks are running 4 quickly. They are popular not only for their novel design, but also for the reasonable prices. We are confident that once you have tried our blouses, you will place repeat orders with us 5 large quantities. As you requested, we are now 6 as follows: Price: US$600 per dozen CIF New York

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