XX商務(wù)英語的閱讀理解范文賞析是以適應(yīng)職場生活的語言要求為目的，內(nèi)容涉及到商務(wù)活動的方方面面。商務(wù)英語課程不只是簡單地對學(xué)員的英文水平、能力的提高，它更多地是向?qū)W員傳授一種西方的企業(yè)管理理念、工作心理，甚至是如何和外國人打交道，如何和他們合作、工作的方式方法，以及他們的生活習(xí)慣等，從某種程度上說是包含在文化概念里的。今天跟大家分享兩篇商務(wù)英語的閱讀理解的范文，報考的朋友們可以看一下閱讀理解一：Thisbusinessmanhassuessfullytargetedadifferentgroupofconsumers.Withcarefulforwardplanning,thisbusinessmanishelpingthepanysurviveadifficultperiod.Thepanyisnowmoreopentochangebecauseofthisbusinessman'swayofthinking.Thisbusinessmanhasmadeandimplementedcertaindecisionsdespiteoppositiontothem.Thisbusinessmanhasachievedsomesuessbymisleadingpeopleabouthisintentions.Theabilitiesofthisbusinessmanwerepreviouslydoubtedbythepanythatemployshim.Thisbusinessmanisadmiredforhisabilitytomanageanumberofbusinessinterests.'BusinessmanoftheYear'AwardAJamesKing:ChiefExecutiveofFentonsFinanceKingwasnominatedforthequalityofhisleadership,withthejudgesclaimingthattheFentonsFinancebossisalmostreveredbyhisteam.HeiscreditedwithreinventingFentonsFinance-revitalisingitscultureofinflexibility,removingoutdatedpre-mergerbarriersandplayingabrillianttacticalgame.HeledeveryonetobelievehewasopposedtolargemergersandthenjumpedontheWestbeBankopportunityatjusttherightmoment.Historywillbethejudge,butfornowthemarketsconsiderKingtobeastar.BKeithNash:ChiefExecutiveofHamley'sSupermarketsNashtookoverasCEOwhenHamley'ssystemsanddistributionwereoutofdateandthebrandbadlyneededfresheningup.Hebeganrefocusingthebrandatthehigherqualityendofthefoodmarketandlaunchedseveralownbrandinitiativesforthehealthconscious.Asaresult,thesharepricehasgoneupnearly80percent.ThisshouldbeextremelysatisfyingforNash,whohadlefttheretailerin1986,disappointedafterfailingtosecurethetopjob.CJorgeMarquez:ChairmanoftheKenwickGroupMarquezwasapopularchoiceforhisachievementsatKenwick.Thejudgessayhehasbeencourageousinpushingthroughtheappointmentofcontroversialorinexperiencedchiefexecutivestopanieswithinthegroup,andthensponsoringthemastheytransformedtheirbusinesses.Heoperatesasa'virtual'chairman,withoutapermanentofficeinanyonepany.HephoneshisCEOsregularly,andseveralofthemhaveacknowledgedthevitalcontributionhemakestotheireffectiveness.Everyoneisimpressedathowhealsofindsthetimetobechairmanoftwootherlargepanies.DRichardJenkins:FinanceDirectorofCentronAdvertisingLabouringintheshadowofahigh-profilebosscansometimesdrawattentionawayfromthefinancedirector,andthejudgesconsidereditwashightimeJenkinsgotthatattention.TheCEOmaybethepublicfaceofCentron,butJenkinsistheonewhomakesitrunsmoothly.Behindthescenes,heisconstantlydemonstratingthatbudgetsandforecastsarewhatisneededtomakeapanysuessful,particularlynowthattheadvertisingmarkethasbeenhitbyrecession.ItislargelythankstohimthatCentronisinmuchbettershapethanitsrivals.閱讀理解二：SettingupanappraisalschemeAppraisalscanbeawonderfulopportunityforyourstafftofocusontheirjobsandmakeplanstodeveloptheirunusedpotential.(0) So, ifyouhavedecidedthatanappraisalschemeshouldbesetupinyourpany,youneedtoestablishsomeformalproceduresandmakesomedecisionsbeforeyoubegin.Evenifyourpanyalreadyhasascheme,youneedtoconsiderwhatyouwanttoachieveandhowyouaregoingtodothis.Firstofall,youneedtodecideonyourkeyobjectivesandtherealpurposeofyourscheme.(8) A schemeshouldneverbeintroducedatatimeofredundancies,orsimplyforprofitorpetitiveedge,becausethiswillcreatefearandalienatestaff.Thenextstepistodecidehowtheschemecanmostsuessfullybemanaged.Itisessentialthatallseniorstaffaremittedtotheprocessandwillingtomakeapositivecontribution.Thepersongivenresponsibilityfordesigningtheschemeandtheappraisalformsneedstohaveknowledgeofallroleswithintheorganisation.Heorshemustalsobeawareofemployees'potentialneeds.(9) Itshouldbesomeonewhoistrustedandwhomstaffwillturntoiftheyareconcernedabouttheirappointedappraiserortheappraisalinterview.Thedesignoftheschemeshouldindicatewhowillbeappraisingwhom.Thisneedsgreattactandsensitivity.First,rememberthatnomanagercaneffectivelyappraisemorethansevenoreightpeople.Itisequallyimportanttorememberthat,ifsignificantnumbersofstaffareappraisedbysomeonetheydislike,orbyapersonwhosevaluestheydonotshare,thesuessofyourschememaybethreatened.(10) Sobearthisinmindfromthebeginningand,ifnecessary,establishanappealsprocedure.Havingdecidedonyourpolicyandwhowillappraisewhichmembersofstaff,youneedtomunicatethisinthesimplestpossibleway.Avoidlengthydocuments-fewpeoplewillreadthem.(11) Mostorganisationschooseaperson'slinemanagertobetheappraiser.Thiscanbeseenasanopportunityorathreat,sobereadytoconsideralternativesifnecessary.Onceyouhaveestablishedtheappraisalprocess,makesurethatappraisalinterviewstakeplaceataconvenienttime,andideallyonneutralground.Itshouldbeborneinmindthatsomeappraisalsmayinvolvethedisclosureofconfidentialinformation.(12) Thesewillshowthedecisionsthatweretakenduringtheinterviewandwillalsoindicateanynewperformancetargetsthathavebeenagreed.AItisimportanttoselectamanagerwhocandealeffectivelywithanysuspicionsstaffmayhaveaboutapprai