千里之行，始于第2頁/共2頁精品文檔推薦BEC高級閱讀題精講為了讓大家更好的預備商務英語BEC考試，我給大家整理了商務英語BEC高級閱讀題精講,下面我就和大家共享，來觀賞一下吧。

商務英語BEC高級閱讀題精講1

ProblemsintheITindustry

Intheinformationtechnologyindustry,itiswidelyacknowledgedthathowwellITdepartmentsofthefuturecanfulfiltheirbusinessgoalswilldependnotontheregularupdatingoftechnology,whichisessentialforthemtodo,butonhowwelltheycanholdontothepeopleskilledatmanipulatingthenewesttechnology.Thisisbecomingmoredifficult.BestestimatesofthecurrentshortfallinITstaffintheUKarebetween30,000and50,000,andgrowing.

Andthereisnoendtotheprobleminsight.Asevereindustry-widelackofinvestmentintrainingmeansthelong-termskillsbaseisbothageingandshrinking.Employersarechasingexperiencedstaffinever-decreasingcircles,and,accordingtoarecentgovernmentreport,250,000newITjobswillbecreatedoverthenextdecade.

Mostemployersareconfiningthemselvestodealingwiththeimmediateproblems.Thereislittleevidence,forexample,thattheyaresteppinguptheirintakeofrawrecruitsforin-housetraining,orretrainingexistingstafffromotherfunctions.ThisisthecourseofactionrecommendedbytheComputerSoftwareServicesAssociation,butresearchshowsitsmembersareadoptingtheshort-termmeasureofbringinginmoreandmoreconsultantsonacontractbasis.However,thisapproachisbecominglessandlessacceptableasthegeneralshortageofskills,coupledwithhighdemand,sendscontractorratessoaring.Anexperiencedcontractprogrammer,forexample,cannowearnatleastdoublethecurrentpermanentsalary.

WithITprofessionalsincreasinglyattractedtothefinancialrewardsandflexibilityofconsultancywork,averagestaffturnoverratesareestimatedtobearound15%.WhilemanycompaniesinthefinancialservicessectoraremanagingtocontaintheirlossesbyofferingskilledITstaff’goldenhandcuffs’-deferredloyaltybonusesthattietheminuntilacertaindate-otherorganisations,likelocalgovernments,areunabletomatchthecompetitivesalariesandperksonofferintheprivatesectorandcontractormarket,andaresufferingturnoverratesofupto60%ayear.

Butwhileloyaltybonuseshavegrabbedtheheadlines,thereareothermeansofholdingontostaff.SomecompaniesaredoingadditionalITpayreviewsintheyearandpayingmarketpremiums.Butsuchmeasurescancreateseriousemployeerelationsproblemsamongthoseexcluded,bothwithinandoutsideITdepartments.Manyindustryexpertsadviseemployerstolinkbonusestoperformancewhereverpossible.However,employersarerealisingthatbonuseswillonlysucceediftheyareaccompaniedbyotherincentivessuchasattractivecareerprospects,training,andchallengingworkthatmeetstheindividual’slong-termambitions.

Thismeansmanagersneedtoallocateassignmentsmorestrategicallyandthinkaboutadvancingtheirstaffaswellastheirbusiness.Someemployersadvocategivingkeyemployeesprojectsthatwouldnormallybehandledbypeoplewithslightlymoreexperienceorcapability.Formanyemployers,however,theurgencyoftheproblemdemandsamoreimmediatesolution,suchasrecruitingskilledworkersfromoverseas.Buteventhisisnoteasy,withstrictquotasonthenumberofworkpermitsissued.Inaddition,oppositiontotherecruitmentofITpeoplefromothercountriesisgrowing,asmanyprofessionalsbelieveitwillleadtoevenlessinvestmentintrainingandthusalong-termweakeningoftheUKskillsbase.

13Accordingtothefirstparagraph,thesuccessofiTdepartmentswilldependon

Atheirsuccessatretainingtheirskilledstaff.

Btheextenttowhichtheyinvestinnewtechnology.

Ctheirattemptstorecruitstaffwiththenecessaryskills.

Dtheabilityofemployeestokeepupwiththelatestdevelopments.

14Aproblemreferredtointhesecondparagraphisthat

AthegovernmentneedstocreatethousandsofnewITposts.

BthepoolofskilledITpeoplewillgetevensmallerinthefuture.

CcompanybudgetsforITtraininghavebeendecreasingsteadily.

DolderITprofessionalshavenothadadequatetraining.

15Whatpossiblesolutiontothelong-termproblemsintheITindustryisreferredtointhethirdparagraph?

Aensurethatpermanentstaffearnthesameascontractstaff

Bexpandcompanytrainingprogrammesfornewandoldemployees

Cconductmoreresearchintothereasonsforstaffleaving

Doffertopratestoattractthebestspecialistconsultants

16Insomebusinessesinthefinancialservicessector,theITstaffingproblemhasledto

Acashpromisesforskilledstaffafteraspecifiedperiodoftime.

Bmoreemployeesseekingalternativeemploymentinthepublicsector.

Cthelossofcustomerstorivalorganisations.

Dmoreflexibleconditionsofworkfortheirstaff.

17EmployersacceptthatITprofessionalsaremorelikelytostayintheirpresentpostifthey

Aaresetmorerealisticperformancetargets.

Bhaveagoodworkingrelationshipwithstaffinotherdepartments.

Careprovidedwithgoodopportunitiesforprofessionaldevelopment.

Dreceivearemunerationpackageattopmarketrates.

18Accordingtothefinalparagraph,theUKskillsbasewillbeweakenedby

Achangestomanagers’strategicthinking.

BinsufficientresponsibilitybeinggiventoITstaff.

CtheemploymentofITstaffwithtoolittleexperience.

DthehiringofITpersonnelfromabroad.

商務英語BEC高級閱讀題精講2

Lookatthestatementsbelowandthearticleaboutthedevelopmentoffuturebusinessleadersontheoppositepage.

Whichsectionofthearticle(A,B,CorD)doeseachstatement(1-7)referto?

Foreachstatement(1-7),markoneletter(A,B,CorD)onyourAnswerSheet.

Youwillneedtousesomeoftheselettersmorethanonce.

1Managersneedtotakeactiontoconvincehigh-flyersoftheirvaluetothefirm.

2Organisationsneedtolookbeyondthehigh-flyerstheyarecurrentlydeveloping.

3Thereisaconcernthatfirmsinvestingintrainingforhigh-flyersmaynotgainthebenefitsthemselves.

4Managersneedexpertassistancefromwithintheirownfirmsindevelopinghigh-flyers.

5Firmscurrentlyidentifyhigh-flyerswithoutthesupportofaguidancestrategy.

6Managersarefrequentlytoobusytodealwiththedevelopmentofhigh-flyers.

7Firmswhoworkhardontheirreputationasanemployerwillinteresthigh-flyers.

TheStarsoftheFuture

AExistingmanagementresearchdoesnottellusmuchabouthowtofindanddevelophigh-flyers,thosepeoplewhohavethepotentialtoreachthetopofanorganisation.Asaresult,organisationsarelefttoformulatetheirownsystems.Amoreeffectiveoverallpolicyfordevelopingfutureleadersisneeded,whichiswhytheLondonBusinessSchoolhaslaunchedtheTomorrow’sLeadersResearchGroup(TLRG).Thegroupcontainsrepresentativesfrom20firms,andmeetsregularlytodiscusstheleadershipdevelopmentoftheorganisations’high-flyers.

BTLRGrecognisesjusthowsignificantlinemanagersareintheprocessofleadershipdevelopment.Unfortunately,withtoday’sflatorganisations,wheremanagershavefunctionalaswellasmanagerialresponsibilities,peopledevelopmentalltoooftenfallsvictimtoheavyworkloads.Onemanagerintheresearchgroupwasunconvincedbythelogicofsendinghisbestpeopleawayondevelopmentcourses,’onlytoseethempoachedbyanotherdepartmentor,worsestill,anotherfirm’.Thisfearoflosinghigh-flyersrunsdeepintheorganisationsthatmakeuptheresearchgroup.

CTLRGarguesthatthetaskofmanagementisnotnecessarilyaboutemployeeretention,butaboutcreating’attractioncentres’.’Wemusthelplinemanagerstorealisethatiftheircompaniesareknownasonesthatdeveloptheirpeople,theywillhaveagreaterappealtohigh-flyers,’saidoneadvisor.Furthermore,selectingpeoplefor,say,aleadershipdevelopmentprogrammeisasignofcommitmentfrommanagementtoanindividual.Loyaltycanthenbemoreeasilydemandedinreturn.

DTLRGhasconcludedthatacompany’sHRspecialistsneedtotakeactionandengagewithlinemanagersindividuallyabouttheirroleinthedevelopmentofhigh-flyers.Indeed,inordertobenefitfullyfromtraininghigh-flyersastheseniormanagersofthefuture,firmsmustactuallyaddressthedevelopmentofallmanagerswhowillbesupportingthehigh-flyers.Withoutthis,managerswillnotbeinapositiontogiveappropriateadvice.Andwheneventuallythehigh-flyersdomoveon,newoneswillbeneededtoreplacethem.Thenextchallengewillbetofindanewgenerationofhigh-flyers.

首先得搞明白的是這篇文章究竟講的什么。不用看詳細內容，有兩個地方直接告知了。一個是題目說明的句話，另一個是正文的標題。從這兩個地方就可以看出全文探討的是公司將來接班人——也就是潛力股——的培育問題。

A段講了TLRG這個貫穿全文的討論組織誕生的緣由：現行的討論滿意不了需要，于是大多數公司只能自己探究發掘接班人的模式;(即第五題的答案)

B段講了直屬經理(linemanagers)對于發掘接班人的重要性(真是干什么都要從基層抓起)，以及經理們的一些疑慮;

C段講的是接班人問題對公司的重要性，并且應當讓院線經理們明白這種重要性;

D段是針對前面列出的問題，提出的解決建議，什么專家幫助等等。

整篇文章分為四個部分，層層遞進，有很強的規律性。拿這樣的文章來做閱讀材料應當是相對簡單把握的。

商務英語BEC高級閱讀題精講3

Thereisacommonlyheldviewthattheonlywaytoget(0)decentpayincreaseistomoveon:togooutintothejobmarketandfindsomeone(31)ispreparedtopayyouafiguremoreinline(32)thetalentsyoucanoffer.Whilstchangingemployersfromtime(33)timeissomethingweprobablyallneedtodotoadvanceourcareersinthedirectionswewantthemtotake,itisneverthelessanactivitythatcarriesquitedefiniterisks.Irrespectiveof(34)wellweresearchprospectiveemployers,anewjobisstilllargelyastepintotheunknown.Itmayturn(35)tobeagoodmoveoritcouldprovetobeacompletedisaster:mostofus(36)hadexperienceofboth.Thepointhere,though,isthatchangingemployersisnotsomethingwewanttobedoingallthetimeandcertainlynot(37)timewefeeltheurgeforbetterpay.We’d(38)takingmorerisksthanweneededtojusttoachieveapayrise.Gettingapayriseshouldalwaysbeviewed(39)aseriousbusiness.Therearenoquickfixesorgoldmethodswith“guaranteed“results.Quickfixesonlyservetotrivializetheissuesandcould(40)somecircumstancesgetyouintoveryseroustroubleindeed.

答案及解析：

關于加薪的文章，教你怎么樣實現加薪。這道題目不難，但是拋開題目，單說文章里談的加薪的方法，各位還是要辯證的看。要想人生份工作就找到自己滿足的，是挺難，可是以加薪為目的跳槽，也未必是什么明智的好方法。

31題，太明顯的定語從句，前面是someone，那么當然填入表示人的關系代詞who。

32題，inlinewith，和什么全都，固定搭配，在中級的選詞版完型里常考到這個詞組。這句的意思是，找個一個情愿給你供應和你才能更加全都的薪水的人。

33題，fromtimetotime，時不時的。changingemployersfromtimetotime，時不時的換老板。

34題，Irrespectiveof，同regardlessof一樣，后面接讓步狀語從句，不管我們對可能的雇主討論的多么好，新的工作都是一個未知數。用howwell。

35題，turnouttobe，固定用法。

36題，換工作，要么是個好的舉措，要么將成為災難。而我們大多數人這兩種經受都有。有這種經受，是過去完成時，用have+done。

37題，理解前后文意思。換老板不是件我們常常情愿做的事情，并且也不是一想要加薪就要換老板。用everytime，表示每次要加薪就預備換老板。

38題，這題有點難度，考驗人的語法功底。首先這個句子是虛擬語氣，We’d是wewould的縮寫，而不是wehad。是表示對將來的假設，我們要擔當更多的風險。所以用wouldbe。

39題，比較明顯的，viewas，將什么視作什么。

40題，和circumstance相關的詞組，很簡單想到under/onsomecircumstance，在某種狀況下。

商務英語BEC高級閱讀題精講4

Readthefollowingarticleaboutbusinessschoolsandthequestionsontheoppositepage.

Foreachquestion15–20,markoneletter(A,B,CorD)onyourAnswerSheetfortheansweryouchoose.

Intermsofpurequantityofresearchanddebate,businessschoolshaveperformedamazinglyinpromotingmanagementasadistinctiveactivity.Nootherdisciplinehasproducedasmuchinsuchashortperiod.Itisunclearyethowmuchofitwillstandthetestoftime,butforsheerindustry,thebusinessschooldeservecredit.Notadaygoesbywithoutanotherwaveofresearchpapers,books,articles,andjournals.

Intheseterms,schoolshaveproducedagenerallyacceptedtheoreticalbasisformanagement.Whenitcomestoknowledgecreation,however,theyfindthemselvesindifficulties.Theyarecaughtbetweentheneedforacademicrigourandforreal-worldbusinessrelevance,whichtendtopullinoppositedirections.Thedesiretoestablishmanagementasacredibledisciplineleadstoresearchthatpanderstotraditionalacademiccriteria.Theproblemforbusinessschoolresearchersisthattheyseektheapprovaloftheiracademicpeersratherthanthebusinesscommunity.IntheUnitedStatesthishasledtothesortofgrand‘paperclipcounting’exercisesthatmeetdemandsforacademicrigourbutfailtoaddoneiotatotherealsumofhumanknowledge.

Businessschoolshavetoooftenallowedtheconstraintsoftheacademicworldtocloudtheirviewoftherealworld.Businessschoolresearchersseekprovabletheories–ratherthanhelpfultheories.Theyhavechampionedaprescriptiveapproachtomanagementbasedonanalysisand,morerecently,onfashionableideasthatsoondisappearintotheether.The‘onebestway’approachencouragesresearcherstomouldtheidiosyncrasiesofmanagerialrealityintotheirtightlydefinedmodelsofbehaviour.Figuresandstatisticsarefittedintolinearequationsandtidymodels.Economistsandothersocialscientistslabelthiscuresmoothing.Meanwhile,realitycontinuallyrefusestoco-operate.

Centraltothisisthetensionbetweenrelevanceandrigour.Inaperfectworld,therewouldbenoneedtochoosebetweenthetwo.Butinthebusinessschoolworld,theneedtosatisfyacademiccriteriaandbepublishedinjournalsoftentiltsthebalanceawayfromrelevance.Inotherwords,itisofteneasiertopursuequantifiableobjectivesthanitistoaddanythingusefultothedebateaboutmanagement.Toalargeextent,theentirebusinessschoolsystemworksagainstuseful,knowledge-creatingresearch.Academicshavefiveyearsinwhichtoprovethemselvesiftheyaretomaketheacademicgrade.Itseemslongenough.Butitcantaketwooreventhreeyearstogetintoasuitablejournal.Theythereforehavearoundthreeyears,probablyless,tocomeupwithanareaofinterestandcarryoutmeaningfulandoriginalresearch.Thisisademandingtimescale.Thetemptationmustbetosliceupolddatainnewwaysratherthanpursuegenuinelygroundbreaking,innovativeresearch.

Itisacriticismalsomadebysomebusinessschoolinsiders.“Academicjournalstendtofindmoreandmoretechniquesfortestingmoreandmoreobscuretheories.Theyareaskingtrivialquestionsandansweringthemexactly.Therehastobeabacklash,”saysJulianBirkinshawofLondonBusinessSchool.Inlargepart,theproblemgoesbacktoatimewhenbusinessschoolsweretryingtoestablishthemselves.Upuntilthe1960s,Americanbusinessschoolsweredismissedaspseudo-academicinstitutions,includingtheuniversitiesofwhichtheyoftenformedapart,regardedthemasalittlemorethanvocationalcolleges.Sincethen,mostoftheleadingschoolshaveundergonemajorreassessmentsandintroducedsweepingchanges.However,itisquestionablewhetherthosechangeshavego