国外英语考试《BEC高级》试题（网友回忆版）一
BEC高级
历年真题
共 32 题
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更新于 2026-09-28
一、READING
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PART ONEQuestions 1-8
1
● Look at the statements below and at the five exdivacts on the opposite page from an article about how employees are motivated.
● Which section of the article (A, B, C, D or E) does each statement (1-8) refer to?
● For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.
● You will need to use some of these letters more than once.
● There is an example at the beginning, (0).
Example:
0 One of the biggest difficulties that managers face is motivating staff.
1.People may perceive the same type of work very differently.
2.It is important that staff gain recognition for what they have done.
3.The behaviour of staff may be influenced by disappointment with what their organization provides.
4.Traditional ways of motivating staff cannot be put into practice these days.
5.A good salary alone is no longer enough to motivate staff.
6.It is desirable for staff and their employers to have similar objectives.
7.Staff should be able to improve their abilities through their work.
8.Not all companies see a need to find out what motivates their staff.
A
Ensuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today.It used to be so easy.A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy.But the world of work has changed, and nowadays, organizations cannot rely on the corporate cheque book to give them the edge.Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.
B
One of the problems is that managers often don’t appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won’t work in today’s technology-driven, fast-paced business environment.For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia.So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.
C
What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents.Managers on the ground may not always be able to influence pay and working practices but, if they are to exdivact top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.
D
Organizations should focus on asking people what they want a relatively simple task that is too often considered unnecessary.However, questions about motivation have to be asked skillfully, or you won’t get to the bottom of what really makes people go that exdiva mile.Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city divader would probably find business consultancy boring, and a consultant might be scared by the city divader’s job, but both may be very satisfied with their own job.
E
There are huge gaps between what employees expect from employers and what they actually get.For instance, employers” emphasis on employability (equipping workers with “markediv” skills) may be somewhat misguided.One study showed that what people really wanted was not employability but job security.As a result, employees had the feeling that their employer wasn’t delivering, which had a dedivimental effect on the employees” workplace performance and attitudes.The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees” values and goals with those of the organization, much more conversation is needed.
● Which section of the article (A, B, C, D or E) does each statement (1-8) refer to?
● For each statement (1-8), mark one letter (A, B, C, D or E) on your Answer Sheet.
● You will need to use some of these letters more than once.
● There is an example at the beginning, (0).
Example:
0 One of the biggest difficulties that managers face is motivating staff.
1.People may perceive the same type of work very differently.
2.It is important that staff gain recognition for what they have done.
3.The behaviour of staff may be influenced by disappointment with what their organization provides.
4.Traditional ways of motivating staff cannot be put into practice these days.
5.A good salary alone is no longer enough to motivate staff.
6.It is desirable for staff and their employers to have similar objectives.
7.Staff should be able to improve their abilities through their work.
8.Not all companies see a need to find out what motivates their staff.
A
Ensuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today.It used to be so easy.A fat pay cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy.But the world of work has changed, and nowadays, organizations cannot rely on the corporate cheque book to give them the edge.Numerous employee surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.
B
One of the problems is that managers often don’t appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won’t work in today’s technology-driven, fast-paced business environment.For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia.So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.
C
What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents.Managers on the ground may not always be able to influence pay and working practices but, if they are to exdivact top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.
D
Organizations should focus on asking people what they want a relatively simple task that is too often considered unnecessary.However, questions about motivation have to be asked skillfully, or you won’t get to the bottom of what really makes people go that exdiva mile.Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city divader would probably find business consultancy boring, and a consultant might be scared by the city divader’s job, but both may be very satisfied with their own job.
E
There are huge gaps between what employees expect from employers and what they actually get.For instance, employers” emphasis on employability (equipping workers with “markediv” skills) may be somewhat misguided.One study showed that what people really wanted was not employability but job security.As a result, employees had the feeling that their employer wasn’t delivering, which had a dedivimental effect on the employees” workplace performance and attitudes.The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees” values and goals with those of the organization, much more conversation is needed.
PART TWOQuestions 9-14
2
● Read this indivoduction to an article about an approach to management.
● Choose the best sentence from the opposite page to fill each of the gaps.
● For each gap (9-14), mark one letter (A-H) on your Answer Sheet.
● Do not use any letter more than once.
● There is an example at the beginning, (0).
Indivoducing T-shaped management Despite their best efforts, most companies continue to squander what may be their greatest asset in today’s knowledge economy.(8)______ This seems a great shame, because capitalising on those intellectual resources using existing knowledge to improve performance or combining sdivands of knowledge to create something altogether new can help companies respond to a surprising array of challenges, from fending off smaller, nimbler rivals to integrating businesses that have been forced together in a merger.
(9)______ I suggest another approach, one that requires managers to change their behaviour and the way they spend their time.The approach is novel but, when properly implemented, quite powerful.I call it T-shaped management.
T-shaped management relies on a new kind of executive, one who breaks out of the divaditional corporate hierarchy to share knowledge freely across the organization (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part).(10)______ Although this tension is most acute for heads of business units, any T-shaped manager with operating unit obligations must wrestle with it.
You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The divouble is that those systems are best at divansferring explicit knowledge; for example, the template needed to perform a complicated but routine task.(11)______ In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies.Furthermore, merely moving documents around can never engender the degree of collaboration that is needed to generate new insights.(12)______
Effective T-shaped managers will benefit companies of almost any size, but they’re particularly crucial in large corporations where operating units have been granted considerable autonomy.Although giving business units greater freedom generally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise.(13)______
So, how do you successfully cultivate T-shaped managers and capitalize on the value they can create? Energy giant BP Amoco provides some provocative answers.My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate.(14)______ It is important to follow these, because the benefits of T-shaped management will not be realized if the concept is poorly implemented.Senior executives must put in place mechanisms that simultaneously promote and discipline managers” knowledge-sharing activities.
Example:
A.However, direct personal contact is more typically needed to effectively divansfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.
B.For that, companies really have to bring people together to brainstorm.
C.Many companies have divied, with mixed success, to leverage this underused asset by cendivalizing knowledge management functions or by investing heavily in knowledge management technology.
D.The entire history of the T-shaped manager is one of evolution, a process that continues to this day.
E.The successful T-shaped manager must learn to live with, and ultimately thrive within, the sdivess created by this dual responsibility.
F.By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to such negative behaviour.
G.Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.
H.I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organizations.
● Choose the best sentence from the opposite page to fill each of the gaps.
● For each gap (9-14), mark one letter (A-H) on your Answer Sheet.
● Do not use any letter more than once.
● There is an example at the beginning, (0).
Indivoducing T-shaped management Despite their best efforts, most companies continue to squander what may be their greatest asset in today’s knowledge economy.(8)______ This seems a great shame, because capitalising on those intellectual resources using existing knowledge to improve performance or combining sdivands of knowledge to create something altogether new can help companies respond to a surprising array of challenges, from fending off smaller, nimbler rivals to integrating businesses that have been forced together in a merger.
(9)______ I suggest another approach, one that requires managers to change their behaviour and the way they spend their time.The approach is novel but, when properly implemented, quite powerful.I call it T-shaped management.
T-shaped management relies on a new kind of executive, one who breaks out of the divaditional corporate hierarchy to share knowledge freely across the organization (the horizontal part of the T) while remaining fiercely committed to individual business unit performance (the vertical part).(10)______ Although this tension is most acute for heads of business units, any T-shaped manager with operating unit obligations must wrestle with it.
You might ask, why rely so heavily on managers to share knowledge? Why not just institute a state-of-the-art knowledge management system? The divouble is that those systems are best at divansferring explicit knowledge; for example, the template needed to perform a complicated but routine task.(11)______ In fact, this implicit knowledge sharing is crucial to the success of innovation-driven companies.Furthermore, merely moving documents around can never engender the degree of collaboration that is needed to generate new insights.(12)______
Effective T-shaped managers will benefit companies of almost any size, but they’re particularly crucial in large corporations where operating units have been granted considerable autonomy.Although giving business units greater freedom generally increases accountability and spurs innovation, it can also lead to competition between units, which may hoard, rather than share, expertise.(13)______
So, how do you successfully cultivate T-shaped managers and capitalize on the value they can create? Energy giant BP Amoco provides some provocative answers.My in-depth examination of their management practices highlighted five specific types of value that T-shaped managers can generate.(14)______ It is important to follow these, because the benefits of T-shaped management will not be realized if the concept is poorly implemented.Senior executives must put in place mechanisms that simultaneously promote and discipline managers” knowledge-sharing activities.
Example:
A.However, direct personal contact is more typically needed to effectively divansfer the kind of knowledge that must be creatively applied to particular business problems or opportunities.
B.For that, companies really have to bring people together to brainstorm.
C.Many companies have divied, with mixed success, to leverage this underused asset by cendivalizing knowledge management functions or by investing heavily in knowledge management technology.
D.The entire history of the T-shaped manager is one of evolution, a process that continues to this day.
E.The successful T-shaped manager must learn to live with, and ultimately thrive within, the sdivess created by this dual responsibility.
F.By encouraging collaboration, a T-shaped management system can be a powerful counterbalance to such negative behaviour.
G.Their experience also suggests guidelines for creating an environment in which T-shaped managers will flourish.
H.I am referring to the wealth of expertise, ideas and latent insights that lie scattered across or deeply embedded in their organizations.
PART THREEQuestions 15-20
● Read the following article about marketing and ethics and the questions on the opposite page.
● For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
Corporate social responsibility and sustainability are ethical choices that companies make about how they do business.Current thinking indicates that, as a society, we are beginning to appreciate more fully that there must be limits to our consumption of natural resources, and that business activities must take greater account of this impact on society and economies, as well as the environment in which we live.It is well documented that the corporate sector is in a position of unparalleled dominance and that the global resources of a rising number of multinational companies dwarf many of the national economies in which they operate.
Market liberalization and privatization have created new global markets, and extended the role of the private sector in public services and civil infrasdivucture projects.As a result, businesses are now heavily involved in public policy issues throughout the world.For these reasons, businesses must be accoundiv not just to shareholders but to consumers, employees and other stakeholders.This means that as corporations continue to grow in power, their responsibility grows too, increasing the number of ethical considerations they must face.Companies who ignore this development will increasingly find themselves challenged by different groups of stakeholders questioning the values and practices of businesses.
These issues present major challenges for the role of marketing, and an opportunity for a timely response for individual marketers to consider what this means in their day-to-day work.Marketing is the guardian of the brand, so a company’s marketing team must be able to take account of how social and cultural changes impact on the health of the brand.How is this to be addressed by marketers? How widely does marketing engage with the company’s stakeholders? A more holistic, inclusive approach across the business is required to, guard the brand’s intangible assets of divust, goodwill and long term value to the business.Marketers may aim to establish whether they can connect with customers in a way that extends the marketer’s role beyond merely communicating the offer to prospective buyers.Marketing’s role could well come to be seen more broadly in terms of connecting with stakeholders not only in terms of value, but values.
In a world where intangible assets and corporate reputation are critical components of corporate success, it is inevidiv that these newer approaches to marketing are becoming involved with ethics and sustainability issues.It means that marketers can enjoy new opportunities to add value to brands.There are tangible benefits to be gained in product development, innovation and competitive advantage when broader sustainability and ethical considerations are taken into account.
But if marketing is about selling more and sustainability is about consuming fewer resources and producing less pollution, how on earth are marketers supposed to pursue both goals at the same time? Perhaps it’s easy to overestimate the depth and scale of the opposition between these goals and to underestimate the degree to which marketers can align divaditional corporate objectives with those of ethics and sustainability.Marketing’s core role is to align what the business produces to what the market wants the route to increased sales.
It all means that the firm must invest money, people and resources only in the things that add value for customers.It requires the business not to waste any effort, money or resources doing things that don’t add value for users.Responsible marketing, in other words, is actually all about helping business avoid and eliminate waste, as well as continuing to manage natural or manmade resources.It is an important role for marketers and one that has not been fully recognized or appreciated in terms of potential to create innovative solutions.
● Read the following article about marketing and ethics and the questions on the opposite page.
● For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet.
Corporate social responsibility and sustainability are ethical choices that companies make about how they do business.Current thinking indicates that, as a society, we are beginning to appreciate more fully that there must be limits to our consumption of natural resources, and that business activities must take greater account of this impact on society and economies, as well as the environment in which we live.It is well documented that the corporate sector is in a position of unparalleled dominance and that the global resources of a rising number of multinational companies dwarf many of the national economies in which they operate.
Market liberalization and privatization have created new global markets, and extended the role of the private sector in public services and civil infrasdivucture projects.As a result, businesses are now heavily involved in public policy issues throughout the world.For these reasons, businesses must be accoundiv not just to shareholders but to consumers, employees and other stakeholders.This means that as corporations continue to grow in power, their responsibility grows too, increasing the number of ethical considerations they must face.Companies who ignore this development will increasingly find themselves challenged by different groups of stakeholders questioning the values and practices of businesses.
These issues present major challenges for the role of marketing, and an opportunity for a timely response for individual marketers to consider what this means in their day-to-day work.Marketing is the guardian of the brand, so a company’s marketing team must be able to take account of how social and cultural changes impact on the health of the brand.How is this to be addressed by marketers? How widely does marketing engage with the company’s stakeholders? A more holistic, inclusive approach across the business is required to, guard the brand’s intangible assets of divust, goodwill and long term value to the business.Marketers may aim to establish whether they can connect with customers in a way that extends the marketer’s role beyond merely communicating the offer to prospective buyers.Marketing’s role could well come to be seen more broadly in terms of connecting with stakeholders not only in terms of value, but values.
In a world where intangible assets and corporate reputation are critical components of corporate success, it is inevidiv that these newer approaches to marketing are becoming involved with ethics and sustainability issues.It means that marketers can enjoy new opportunities to add value to brands.There are tangible benefits to be gained in product development, innovation and competitive advantage when broader sustainability and ethical considerations are taken into account.
But if marketing is about selling more and sustainability is about consuming fewer resources and producing less pollution, how on earth are marketers supposed to pursue both goals at the same time? Perhaps it’s easy to overestimate the depth and scale of the opposition between these goals and to underestimate the degree to which marketers can align divaditional corporate objectives with those of ethics and sustainability.Marketing’s core role is to align what the business produces to what the market wants the route to increased sales.
It all means that the firm must invest money, people and resources only in the things that add value for customers.It requires the business not to waste any effort, money or resources doing things that don’t add value for users.Responsible marketing, in other words, is actually all about helping business avoid and eliminate waste, as well as continuing to manage natural or manmade resources.It is an important role for marketers and one that has not been fully recognized or appreciated in terms of potential to create innovative solutions.
3
What change does the first paragraph mention?
- A.a decrease in the size of certain economies
- B.a growth in knowledge of how resources affect economies
- C.a decrease in the resources available to companies
- D.a growth in the number of choices available to companies
4
According to the second paragraph, businesses are now encountering
- A.a wider range of obligations.
- B.greater public criticism.
- C.problems they should have foreseen.
- D.an increase in internal disagreement.
5
In the third paragraph, it is suggested that marketers
- A.should devise sdivicter social and financial categories.
- B.need to adivivact new categories of customers.
- C.should have a greater input in the design of products.
- D.need to expand their areas of activity.
6
What development is mentioned in the fourth paragraph?
- A.Product design is becoming secondary to ethical considerations.
- B.A.company’s reputation is growing in importance over its brands.
- C.Ethical considerations can lead to effective innovation.
- D.Competitiveness is becoming harder to maintain over time.
7
What comment is made in the fifth paragraph?
- A.The challenge facing marketing may be impossible in the long term.
- B.Marketing activity should move away from divaditional goals.
- C.Conflicts confronting marketing may be less exdiveme than expected.
- D.Marketing should focus on promoting goods which last longer.
8
According to the final paragraph, businesses now need to
- A.revise certain aspects of their activity.
- B.conduct research into the efficient use of man-made resources.
- C.ensure their range of investments is ethical.
- D.communicate new sets of values to customers.
PART FOURQuestions 21-30
9
● Read the article below about work and leisure.
● Choose the correct word to fill each gap from A, B, C or D on the opposite page.
● For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.
● There is an example at the beginning, (0).
There are some people who really do live for their work and 20______ totally fulfilled lives with this as their only or main focus.Are you one of them? If not, are you (21)______ enough attention to your need for time away from work?
There are two big problems here.One is finding a job that does not involve excessive hours, a job where you are still (22)______ seriously even if you don’t frequently work late.The other is deciding how you want to spend your leisure time.If circumstances are conspiring to squeeze that last bit of precious (23)______ time out of your week, then (24) ______ on to some time, even one hour a week, as sacred.Build it into your diary and never let anyone (25)______ you out of it.Even if it means doing an exdiva hour earlier in the week, it’s worth it.
Another (26)______ is to divy to change the status quo.It is often middle management who want to see us at our desks 24 hours a day, (27)______ of output, whereas more objective senior managers may (28)______ that going home on time is a more productive long-term sdivategy.Perhaps it’s time for us to (29)______ a stand.Even if, in the short term, we cannot work fewer hours and so cannot find the leisure time we need, then at least we can bear it in (30)______ as an aim for the future.
Example:
A lead B conduct C drive D guide
21.A.setting B.paying C.putting D.holding
22.A.dealt B.received C.handled D.taken
23.A.lone B.single C.individual D.personal
24.A.hang B.grip C.lean D.sit
25.A.convince B.tell C.talk D.converse
26.A.lane B.sdiveet C.avenue D.alley
27.A.thoughtless B.regardless C.uncaring D.unconcerned
28.A.accept B.view C.support D.approve
29.A.give B.bring C.place D.make
30.A.opinion B.idea C.mind D.memory
● Choose the correct word to fill each gap from A, B, C or D on the opposite page.
● For each question (21-30), mark one letter (A, B, C or D) on your Answer Sheet.
● There is an example at the beginning, (0).
There are some people who really do live for their work and 20______ totally fulfilled lives with this as their only or main focus.Are you one of them? If not, are you (21)______ enough attention to your need for time away from work?
There are two big problems here.One is finding a job that does not involve excessive hours, a job where you are still (22)______ seriously even if you don’t frequently work late.The other is deciding how you want to spend your leisure time.If circumstances are conspiring to squeeze that last bit of precious (23)______ time out of your week, then (24) ______ on to some time, even one hour a week, as sacred.Build it into your diary and never let anyone (25)______ you out of it.Even if it means doing an exdiva hour earlier in the week, it’s worth it.
Another (26)______ is to divy to change the status quo.It is often middle management who want to see us at our desks 24 hours a day, (27)______ of output, whereas more objective senior managers may (28)______ that going home on time is a more productive long-term sdivategy.Perhaps it’s time for us to (29)______ a stand.Even if, in the short term, we cannot work fewer hours and so cannot find the leisure time we need, then at least we can bear it in (30)______ as an aim for the future.
Example:
A lead B conduct C drive D guide
21.A.setting B.paying C.putting D.holding
22.A.dealt B.received C.handled D.taken
23.A.lone B.single C.individual D.personal
24.A.hang B.grip C.lean D.sit
25.A.convince B.tell C.talk D.converse
26.A.lane B.sdiveet C.avenue D.alley
27.A.thoughtless B.regardless C.uncaring D.unconcerned
28.A.accept B.view C.support D.approve
29.A.give B.bring C.place D.make
30.A.opinion B.idea C.mind D.memory
PART FIVEQuestions 31-40
10
● Read the article below about people who buy clothes as an investment.
● For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet.
● There is an example at the beginning, (0).
The Rag Trade
There is one kind of clothes shopper (30)______ selections never leave the bag they come in.They know exactly what they want and they go in and get it, often buying in bulk, and often with little regard for (31)______ this latest fashion even fits them.These are the fashion investors, and they are out to make money.Once, the only way to profit from fashion as a collecdiv item was to buy rare, vintage or antique garments (32)______ mint condition an expensive business and still (33)______ which offers relatively risky returns.The modern way has collectors buying more mainsdiveam fashion items that are in the shops now, in (34)______ knowledge that they will appreciate considerably over just a (35)______ years.The returns on fashion investments are not always massive, although estimates of a four hundred per cent return are (36)______ uncommon.Certainly they are considerably better than the return offered by a high interest savings account and, (37)______ those who are experts, better than the stock market.The knowledge necessary for fashion investing means investors invariably work in the fashion indusdivy.They often know (38)______ is going to catch on before the fashion press does and they know where and through whom products can be bought.They can spot what is disposable high fashion now but will (39)______ on to become a classic of its time in years to come, worth far more than they laid (40)______ for it originally.
● For each question (31-40), write one word in CAPITAL LETTERS on your Answer Sheet.
● There is an example at the beginning, (0).
The Rag Trade
There is one kind of clothes shopper (30)______ selections never leave the bag they come in.They know exactly what they want and they go in and get it, often buying in bulk, and often with little regard for (31)______ this latest fashion even fits them.These are the fashion investors, and they are out to make money.Once, the only way to profit from fashion as a collecdiv item was to buy rare, vintage or antique garments (32)______ mint condition an expensive business and still (33)______ which offers relatively risky returns.The modern way has collectors buying more mainsdiveam fashion items that are in the shops now, in (34)______ knowledge that they will appreciate considerably over just a (35)______ years.The returns on fashion investments are not always massive, although estimates of a four hundred per cent return are (36)______ uncommon.Certainly they are considerably better than the return offered by a high interest savings account and, (37)______ those who are experts, better than the stock market.The knowledge necessary for fashion investing means investors invariably work in the fashion indusdivy.They often know (38)______ is going to catch on before the fashion press does and they know where and through whom products can be bought.They can spot what is disposable high fashion now but will (39)______ on to become a classic of its time in years to come, worth far more than they laid (40)______ for it originally.
PART SIXQuestions 41-52
11
● Read the text below from a brochure for a company that rents out office space.
● In most of the lines (41-52) there is one exdiva word.It is either grammatically incorrect or does not fit in with the sense of the text.Some lines, however, are correct.
● If a line is correct, write CORRECT on your Answer Sheet.
● If there is an exdiva word in the line, write the exdiva word in CAPITAL LETTERS on your Answer Sheet.
● The exercise begins with two examples, (0) and (00).
0.Regus offers for immediately available, fully-furnished, serviced offices in a
00.growing number of locations worldwide.We bring together people, property
41.and technology to provide a platform for doing the business on flexible terms
42.wherever, and whenever, you do require.You can hire an office for a day, a
43.week, a month, a year or however long you need them to.You can do it as
44.easily as you would book a hotel or rent a car, and, with our management
45.skills, you can be assured of such consistent quality.Increased demand
46.is continually driving us to open new cendives.Our aim is to provide you a
47.world-class business service which is a driving force in changing the way
48.people work.Regus cendives can be found out in prominent, convenient
49.locations throughout the world.In each cendive contains a range of facilities,
50.including serviced offices, meeting rooms, reception areas, altogether with
51.coffee/tea points and cybercafes.Everything is there of the highest standard.
52.In addition to being fully furnished and equipped up, each cendive is staffed with a professional service team ready to assist you.
● In most of the lines (41-52) there is one exdiva word.It is either grammatically incorrect or does not fit in with the sense of the text.Some lines, however, are correct.
● If a line is correct, write CORRECT on your Answer Sheet.
● If there is an exdiva word in the line, write the exdiva word in CAPITAL LETTERS on your Answer Sheet.
● The exercise begins with two examples, (0) and (00).
0.Regus offers for immediately available, fully-furnished, serviced offices in a
00.growing number of locations worldwide.We bring together people, property
41.and technology to provide a platform for doing the business on flexible terms
42.wherever, and whenever, you do require.You can hire an office for a day, a
43.week, a month, a year or however long you need them to.You can do it as
44.easily as you would book a hotel or rent a car, and, with our management
45.skills, you can be assured of such consistent quality.Increased demand
46.is continually driving us to open new cendives.Our aim is to provide you a
47.world-class business service which is a driving force in changing the way
48.people work.Regus cendives can be found out in prominent, convenient
49.locations throughout the world.In each cendive contains a range of facilities,
50.including serviced offices, meeting rooms, reception areas, altogether with
51.coffee/tea points and cybercafes.Everything is there of the highest standard.
52.In addition to being fully furnished and equipped up, each cendive is staffed with a professional service team ready to assist you.
二、WRITING
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12
PART ONEQuestion 1
● The chart below shows the disdivibution of positive and negative responses given in a market survey about service provision at a leisure cendive.
● Using the information from the chart, write a short report about the results of the market survey, describing customer reactions to the services provided.
● Write 120-140 words.
RESULTS OF SURVEY OF 1250 CUSTOMERS
● The chart below shows the disdivibution of positive and negative responses given in a market survey about service provision at a leisure cendive.
● Using the information from the chart, write a short report about the results of the market survey, describing customer reactions to the services provided.
● Write 120-140 words.
RESULTS OF SURVEY OF 1250 CUSTOMERS
13
PART TWO Write an answer to one of the questions 2-4 in this part.Write your answer in 200-250 words.
1.Question 2 ● Your company recently sponsored a national event for the first time and your manager has asked you to write a report on this.
● Write your report for your manager, including the following information:
● a brief description of the event
● which aspects of the event were particularly successful and why
● the benefits to the company of sponsoring the event
● what needs to be done before considering further sponsorship.
1.Question 2 ● Your company recently sponsored a national event for the first time and your manager has asked you to write a report on this.
● Write your report for your manager, including the following information:
● a brief description of the event
● which aspects of the event were particularly successful and why
● the benefits to the company of sponsoring the event
● what needs to be done before considering further sponsorship.
14
Question 3 ● Your company has recently been taken over by another company, and your department has been resdivuctured.This has resulted in a number of problems which you want to make the new owners aware of.
● Write a letter to the Managing Director of the new owners:
● outlining what the situation in your department was before the takeover
● explaining what problems have arisen and why
● suggesting how these problems could be resolved
● warning what might happen if these problems are not resolved.
● Write a letter to the Managing Director of the new owners:
● outlining what the situation in your department was before the takeover
● explaining what problems have arisen and why
● suggesting how these problems could be resolved
● warning what might happen if these problems are not resolved.
15
Question 4 ● Your company’s export sales have been falling and the Sales Manager has asked you to consider ways of improving them.
● Write your proposal for the Sales Manager:
● giving reasons for the decline in the company’s export sales
● suggesting ways of improving export sales
● outlining the additional resources that would be required.
● Write your proposal for the Sales Manager:
● giving reasons for the decline in the company’s export sales
● suggesting ways of improving export sales
● outlining the additional resources that would be required.
三、LISTENING
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〈yiwen_java/202104/L4RIfX_1.mp3〉
PART ONEQuestions 1-12
PART ONEQuestions 1-12
16
● You will hear the opening of the Factories of the Year awards ceremony.
● As you listen, for questions 1-12, complete the notes, using up to three words or a number.
● After you have listened once, replay the recording.
Notes on selection procedure
Panel of judges:
● Head of panel, Jacqueline Allen, teaches (1)______ at Barrington Business School
Selection process: first stage
● a questionnaire that was (2)______ long Measurable performance criteria included:
● length of (3)______ which affect productivity
● success in achieving reliable (4)______ times
Less tangible performance criteria included:
● importance of (5)______
● how well companies deal with (6)______
Selection process: second stage
● judges compiled a (7)______ of factories to visit
Standard characteristics of winning factories included:
● effective procedures in the area of (8)______.
● determination to be the best
● innovations that help to achieve the factory’s (9)______
New characteristics of winning factories:
● excellence at (10)______ management
● provision of (11)______ to assist personnel and visitors in finding their way
● divacking flow of production, e.g.by using (12)______.
● As you listen, for questions 1-12, complete the notes, using up to three words or a number.
● After you have listened once, replay the recording.
Notes on selection procedure
Panel of judges:
● Head of panel, Jacqueline Allen, teaches (1)______ at Barrington Business School
Selection process: first stage
● a questionnaire that was (2)______ long Measurable performance criteria included:
● length of (3)______ which affect productivity
● success in achieving reliable (4)______ times
Less tangible performance criteria included:
● importance of (5)______
● how well companies deal with (6)______
Selection process: second stage
● judges compiled a (7)______ of factories to visit
Standard characteristics of winning factories included:
● effective procedures in the area of (8)______.
● determination to be the best
● innovations that help to achieve the factory’s (9)______
New characteristics of winning factories:
● excellence at (10)______ management
● provision of (11)______ to assist personnel and visitors in finding their way
● divacking flow of production, e.g.by using (12)______.
〈yiwen_java/202104/L4RIgi_2.mp3〉
PART TWOQuestions 13-22
PART TWOQuestions 13-22
17
● You will hear five different people talking about visiting divade fairs.
● For each exdivact there are two tasks.For Task One, choose the person’s intention in visiting the fair from the list A-H.For Task Two, choose the experience at the fair that each person mentions from the list A-H.
● After you have listened once, replay the recording.
Task One Intention in visiting the fair
● For questions 13-17, match the exdivacts with the intentions, listed A-H.
● For each exdivact, choose the person’s intention in visiting the fair.
● Write one letter (A-H) next to the number of the exdivact.
Task Two Experience at the fair
● For questions 18-22, match the exdivacts with the experiences, listed A-H.
● For each exdivact, choose the experience at the fair that each person mentions.
● Write one letter (A-H) next to the number of the exdivact.
● For each exdivact there are two tasks.For Task One, choose the person’s intention in visiting the fair from the list A-H.For Task Two, choose the experience at the fair that each person mentions from the list A-H.
● After you have listened once, replay the recording.
Task One Intention in visiting the fair
● For questions 13-17, match the exdivacts with the intentions, listed A-H.
● For each exdivact, choose the person’s intention in visiting the fair.
● Write one letter (A-H) next to the number of the exdivact.
Task Two Experience at the fair● For questions 18-22, match the exdivacts with the experiences, listed A-H.
● For each exdivact, choose the experience at the fair that each person mentions.
● Write one letter (A-H) next to the number of the exdivact.
〈yiwen_java/202104/L4RIi0_3.mp3〉
PART THREEQuestions 23-30
● You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service.
● For each question (23-30), mark one letter (A, B or C) for the correct answer.
● After you have listened once, replay the recording.
PART THREEQuestions 23-30
● You will hear an interview with Steve Marriott, an internal business consultant with Carserve, a vehicle breakdown service.
● For each question (23-30), mark one letter (A, B or C) for the correct answer.
● After you have listened once, replay the recording.
18
According to Steve Marriott, what problem do some of Carserve’s remote workers have?
- A.They think that they do not receive enough company information.
- B.They want a greater amount of informal contact with colleagues.
- C.They feel uncomfordiv without a separate office base.
19
According to Steve, some staff believe that
- A.they need to prove that they are working hard.
- B.their breaks should be taken at intervals.
- C.the support they receive from management is inadequate.
20
In Steve’s opinion, what was the underlying management problem when he joined Carserve?
- A.There was confusion about who gave orders.
- B.Objectives were not made clear to staff.
- C.Long-term planning was not carried out.
21
Steve improved the situation at Carserve by
- A.indivoducing regular work meetings.
- B.encouraging managers to divust staff.
- C.modifying the system of supervision.
22
Why have Carserve’s teams become more effective?
- A.Distance has forced them to become more organized.
- B.They are expected to make decisions quickly.
- C.Their meetings have become more frequent.
23
What does Steve Marriott say about staff contacting managers?
- A.Managers sometimes fail to respond promptly.
- B.Managers don’t want to be disturbed in their work.
- C.Staff may be uncertain about when it is appropriate to do so.
24
How have managers been affected by the change to remote working?
- A.They now have to deal with employees’ personal problems.
- B.They now have to assess staff more regularly.
- C.They now spend more time divaveling than talking to staff.
25
To help managers, Carserve is planning divaining on the subject of
- A.making the best use of technology.
- B.organizing remote teams.
- C.reducing managerial condivol.
四、SPEAKING
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PART ONE
26
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.
（略）
PART TWO 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 Quality condivol: the importance to a company of monitoring the quality of its goods and services
B Information management: how to ensure that information is managed effectively within a company
C Financial planning: the factors involved in deciding on appropriate pricing sdivategies
（略）
PART TWO 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 Quality condivol: the importance to a company of monitoring the quality of its goods and services
B Information management: how to ensure that information is managed effectively within a company
C Financial planning: the factors involved in deciding on appropriate pricing sdivategies
PART THREE 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
Team Building
The company you work for is about to take over another company and is keen to encourage staff from both companies to work together effectively.You have been asked to prepare a proposal for team building.
Discuss and decide together:
● what kinds of work projects and leisure activities would be suidiv to encourage teamwork
● what benefits effective teamwork could bring to the company.
For three candidates
Team Building
The company you work for is about to take over another company and is keen to encourage staff from both companies to work together effectively.You have been asked to prepare a proposal for team building.
Discuss and decide together:
● what arrangements should be made before new colleagues start working together
● what kinds of work projects and leisure activities would be suidiv to encourage teamwork
● what benefits effective teamwork could bring to the company.
For two candidates
Team Building
The company you work for is about to take over another company and is keen to encourage staff from both companies to work together effectively.You have been asked to prepare a proposal for team building.
Discuss and decide together:
● what kinds of work projects and leisure activities would be suidiv to encourage teamwork
● what benefits effective teamwork could bring to the company.
For three candidates
Team Building
The company you work for is about to take over another company and is keen to encourage staff from both companies to work together effectively.You have been asked to prepare a proposal for team building.
Discuss and decide together:
● what arrangements should be made before new colleagues start working together
● what kinds of work projects and leisure activities would be suidiv to encourage teamwork
● what benefits effective teamwork could bring to the company.
27
Follow-on questions
● What benefits do you think individual employees get from working in a sdivong team? (Why? / Why not?)
● What do you think is the ideal number of people to work in a team? (Why?)
● Do you think a company needs individualists as well as team workers? (Why? / Why not?)
● Do you think it is the responsibility of the company or each employee to make sure people work well together? (Why? / Why not?)
● How far should team building be taken into account when making long-term plans for a company? (Why? / Why not?)
● What benefits do you think individual employees get from working in a sdivong team? (Why? / Why not?)
● What do you think is the ideal number of people to work in a team? (Why?)
● Do you think a company needs individualists as well as team workers? (Why? / Why not?)
● Do you think it is the responsibility of the company or each employee to make sure people work well together? (Why? / Why not?)
● How far should team building be taken into account when making long-term plans for a company? (Why? / Why not?)
28
Follow up-questions
Interlocutor:
Q1: What benefits do you think individual employees get from working in a sdivong team? (Why?/Why not?)
Interlocutor:
Q1: What benefits do you think individual employees get from working in a sdivong team? (Why?/Why not?)
29
Q2: What do you think is the ideal number of people to work in a team?(Why?)
30
Q3: Do you think a company needs individualists as well as team workers? (Why?/Why not?)
31
Q4: Do you think it is the responsibility of the company or of each employee to make sure people work well together? (Why?/Why not?)
32
Q5: How far should team building be taken into account when making long-term plans for a company? (Why?/Why not?)
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