BEC第三辑test3真题(试题仅阅读部分)及参考答案
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2021年01月20日 05:18
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lol成就系统-八上数学期末试卷
这是我根据文库里的一份资料单独整理出来的
BEC
第三辑TEST3
，可能又不完整及缺漏之处，望大家能够理解。谢谢
!
PART 1
1 This businessman has successfully targeted a different group of consumers.
2 With careful forward planning, this businessman is helping the company survive a difficult
period.
3 The company is now more open to change because of this businessman's way of thinking.
4 This businessman has made and implemented certain decisions despite opposition to them.
5 This businessman has achieved some success by misleading people about his intentions.
6 The abilities of this businessman were previously doubted by the company that employs him.
7 This businessman is admired for his ability to manage a number of business interests.
'Businessman of the Year' Award
A
:James King: Chief Executive of Fentons Finance
King was nominated for the quality of his leadership, with the judges claiming that the Fentons
Finance boss is almost revered by his team. He is credited with reinventing Fentons Finance -
revitalising its culture of inflexibility, removing outdated pre-merger barriers and playing a
brilliant tactical game. He led everyone to believe he was opposed to large mergers and then
jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge,
but for now the markets consider King to be a star.
B
Keith Nash: Chief Executive of Hamley's Supermarkets
Nash took over as CEO when Hamley's systems and distribution were out of date and the brand
badly needed freshening up. He began refocusing the brand at the higher quality end of the food
market and launched several own-brand initiatives for the health conscious. As a result, the share
price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left
the retailer in 1986, disappointed after failing to secure the top job.
C
Jorge Marquez: Chairman of the Kenwick Group
Marquez was a popular choice for his achievements at Kenwick. The judges say he has been
courageous in pushing through the appointment of controversial or inexperienced chief executives
to companies within the group, and then sponsoring them as they transformed their businesses. He
operates as a 'virtual' chairman, without a permanent office in any one company. He phones his
CEOs regularly, and several of them have acknowledged the vital contribution he makes to their
effectiveness. Everyone is impressed at how he also finds the time to be chairman of two other
large companies.
D
Richard Jenkins: Finance Director of Centron Advertising
Labouring in the shadow of a high-profile boss can sometimes draw attention away from the
finance director, and the judges considered it was high time Jenkins got that attention. The CEO
may be the public face of Centron, but Jenkins is the one who makes it run smoothly. Behind the
scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a
company successful, particularly now that the advertising market has been hit by recession. It is
largely thanks to him that Centron is in much better shape than its rivals.
Part 2(
这个可能分段有错误
)
Setting up an appraisal scheme
Appraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to
develop their unused potential. (0) ..........So, if you have decided that an appraisal scheme should
be
set
up
in
your
company,
you
need
to
establish
some
formal
procedures
and
make
some
decisions
before
you
begin.
Even
if
your
company
already
has
a
scheme,
you
need
to
consider
what you want to achieve and how you are going to do this.
First
of
all,
you
need
to
decide
on
your
key
objectives
and
the
real
purpose
of
your
scheme.(8).............A scheme should never be introduced at a time of redundancies, or simply for
profit
or
competitive
edge,
because
this
will
create
fear
and
alienate
staff.
The
next
step
is
to
decide how the scheme can most successfully be managed. It is essential that all senior staff are
committed to the process and willing to make a positive contribution.
The person given responsibility for designing the scheme and the appraisal forms needs to have
knowledge
of
all
roles
within
the
organisation.
He
or
she
must
also
be
aware
of
employees'
potential needs. (9).............It should be someone who is trusted and whom staff will turn to if they
are concerned about their appointed appraiser or the appraisal interview. The design of the scheme
should
indicate
who
will
be
appraising
whom.
This
needs
great
tact
and
sensitivity.
First,
remember that no manager can effectively appraise more than seven or eight people. It is equally
important to remember that, if significant numbers of staff are appraised by someone they dislike,
or
by
a
person
whose
values
they
do
not
share,
the
success
of
your
scheme
may
be
threatened.(10) ............. So bear this in mind from the beginning and, if necessary, establish an
appeals procedure.
Having
decided
on
your
policy
and
who
will
appraise
which
members
of
staff,
you
need
to
communicate this in the simplest possible way. Avoid lengthy documents - few people will read
them. (11).............Most organisations choose a person's line manager to be the appraiser. This can
be seen as an opportunity or a threat, so be ready to consider alternatives if necessary.
Once you have established the appraisal process, make sure that appraisal interviews take place at
a convenient time, and ideally on neutral ground. It should be borne in mind that some appraisals
may involve the disclosure of confidential information. (12) .............These will show the decisions
that were taken during the interview and will also indicate any new performance targets that have
been agreed.
A It is important to select a manager who can deal effectively with any suspicions staff may have
about appraisals.
B Such a measure can also reduce insecurity and unite staff in recognising the positive elements of
appraisal.
C Having even one staff member in such a position may affect how others respond to the process.
D Ideally, this should be to provide a supportive framework that aids staff development.
E Simply make sure that staff know who will appraise them and why, and what form the interview
will take.
F It is therefore important to decide who will have access to written records of the appraisal.
G They can also be a means of getting the best out of staff, both as individuals, and as team
members.
PART 3(
这个可能分段也有错误
)
SHEER GENIUS - OR A W
ASTE OF TIME?
Encourage your original thinkers and live with their strange habits, says Alan Worthin. If one of
your research staff announced that he had worked out a way to propel a vehicle on a cushion of air,
would you tell him to concentrate on something practical, or suggest taking it further? If a member
of your development team asked if she could come in late because she had her best ideas at 3 am
would you insist that she is in the office at 9 am like everyone else?
Current business wisdom is that companies need creative, innovative people to beat competitors.
The reality is that companies have always needed new ideas to survive and progress, but in the
past they weren't particularly good at encouraging the people who produced them.
Original
thinkers
don't
always
fit
easily
into
the
framework
of
an
organisation.
However,
the
advice
from
managing
director,
John
Serrano
is,
'Get
rid
of
the
dull
people
and
encourage
the
unusual ones'. Essentially, he believes that companies need to learn how to manage their original
thinkers in order to ensure that the business profits from their contribution. He also says, 'Original
thinkers often find it difficult to drive change within the organisation, so they resign, feeling angry
and disappointed. It is essential to avoid this.'
'You
can't
recognise
original
thinkers
by
the
way
they
look,'
says
Ian
Freeman.
An
apparently
ordinary exterior can conceal a very creative thinker.' His consultancy, IBT Personnel, has devised
a structured way to identify original thinkers. 'We define employees as champions, free-wheelers,
bystanders
and
weak
links,
and
most
original
thinkers
come
into
the
category
of
free-wheelers.
They
may
miss
deadlines
if
they
become
involved
in
something
more
interesting.
They
are
passionate and highly motivated but have li ttle or no understanding of business directions and
systems.'
Headhunter
George
Solomon
also
thinks
original
thinkers
have
their
disadvantages.
'They
may
have a bad influence within an organisation, especially
given the current
management trend for
working in teams. The original thinkers themselves may be unaware of any problem, but having
them around can be disruptive to colleagues. who have to be allowed to point out when they are
being driven crazy by the original thinkers' behaviour.' Yet, in his opinion, the 'dream team' in any
creative
organisation
consists
of
a
balanced
mixture
of
original
thinkers
and
more
practical, .realistic people.
So, having identified your original thinkers, how do you handle them? One well-known computer
games company has a very inventive approach. 'We encourage our games designers by creating an
informal working environment,' says director Lorna Marsh. 'A company cannot punish risk-takers
if it wants to encourage creativity. Management has to provide support, coaching and advice - and
take the risk that new ideas may not work. Our people have flexible working hours and often make
no clear distinction between their jobs and their home lives.'
Original
thinkers
may
fit
into
the
culture
of
21st
century
organisations,
but
more
traditional
organisations may have to change their approach. Business psychologist Jean Row believes that
the
first
step
is
to
check
that
original
thinkers
are
worth
the
effort.
'Are
the
benefits
they
bring
worth the confusion they cause? If so, give them what they want, allow plenty of space, but set
clear limits. Give them extremely demanding targets. If they fail to meet them, then the game is
up.
But if they succeed, your organisation stands only to gain.'
13 It is important for a company to encourage original thinkers because_____
A this allows it to promote innovative products.
B this enables it to stay ahead of its rivals.
C they are very flexible about their working hours.
D their talents are ideally suited to the market.
14 John Serrano thinks that original thinkers should be_____
A helped to develop better people management skills.
B asked to manage change within the organisation.
C supported so they can perform well for the company.
D encouraged to follow company procedures.
15 What does Ian Freeman say about original thinkers?
A They are unenthusiastic and poorly motivated.
B Their work standards are impossibly high.
C Their abilities are hard to recognise.
D They lack awareness of commercial processes.
16 What problems can be observed when there are original thinkers in the workforce?
A They may have a negative effect on other workers.
B They dislike the concept of teamwork.
C They rush tasks through to completion.
D They cannot work with less creative colleagues.
17 In what way is the games company's approach to original thinkers special?
A It allows them to work from home whenever they wish.
B It uses different forms of disciplinary action for them.
C It promotes a relaxed atmosphere in the workplace.
D It encourages them to reduce the risks that they take.
18 A traditional organisation wishing to employ original thinkers needs to _____
A provide them with projects they are interested in.
B assess whether their contribution makes up for any problems.
C have a flexible approach if goals are not always achieved.
D be prepared to handle any negative feedback from colleagues.
PART 4
Who Benefits Most from Company Training?
According to recent research, the better educated and the higher up the ic scale you
are, the more likely you are to be offered workplace training. And, incidentally, the more likely
you are to then turn (19) the offer, pleading family and personal commitments or (20) of work.
Less qualified staff, on the other hand, are offered fewer training opportunities, but are more eager
to
(21)
them
up.
In
fact,
people
with
few
or
no
educational
qualifications
are
three
times
more