BEC中级全真试题
在学习、工作生活中，我们都可能会接触到试题，试题可以帮助参考者清楚地认识自己的知识掌握程度。那么你知道什么样的试题才能有效帮助到我们吗？下面是小编帮大家整理的BEC中级全真试题，供大家参考借鉴，希望可以帮助到有需要的朋友。
BEC中级全真试题 1
1 Genuine feedback would release resources to be usedelsewhere.
2 Managers are expected to enable their staff to workeffectively.
3 Experts are unlikely to facilitate a move to genuinefeedback.
4 There are benefits when methods of evaluatingperformance have been negotiated.
5 Appraisals tend to focus on the nature of the face-to-face relationship between employeesand their line managers.
6 The idea that employees are responsible for what they do seems reasonable.
7 Despite experts’ assertion, management structures prevent genuine feedback
8 An increasing amount of effort is being dedicated to the appraisal process.
A
Performance appraisal is on the up and up. It used to represent the one time of year whengetting on with the work was put on hold while enormous quantities of management hours werespent in the earnest ritual of rating and ranking performance. Now the practice is even morefrequent. This of course makes it all the more important how appraisal is conducted. Humanresources professionals claim that managers should strive for objectivity and thus for feedbackrather than judgement. But the simple fact of the matter is that the nature of hierarchy distortsthe concept of feedback because performance measure are conceived hierarchically.Unfortunately, all too many workers suffer from the injustices that this generates.
B
The notion behind performance appraisal- that workers should be held accountable for theirperformance-is plausible. However, the evidence suggests that the premise is wrong. Contrary toassumptions appraisal is not an effective means of performance improvement- it is judgementimposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on theother hand, would be information that told both the manager and worker how well the worksystem functioned, and suggested ways to make it better.
C
Within the production system at the car manufacturer Toyota, there is nothing that isrecognizable as performance appraisal. Every operation in the system has an associated measure.The measure has been worked out between the operators and their manager. In every case, themeasure is related to the purpose of the work. That measure is the basis of feedback to themanager and worker alike. Toyota’s basic idea is expressed in the axiom “bad news first” . Bothmanagers and workers are psychologically safe in the knowledge that it is the system- not theworker –that is the primary influence on performance. It is management’s responsibility to ensurethat the workers operate in a system that facilitates their performance.
D
In many companies , performance appraisal springs from misguided as assumptions. To judgeachievement, managers use date about each worker’s activity, not an evaluation of the process orsystem’s achievement of purpose. The result is that performance appraisal involves managers’judgement overruling their staff’s, ignoring the true influences on performance. Thus the appraisalexperience becomes a question of pleasing the boss, particularly in meetings, which ispsychologically unsafe and socially driven, determining who is “in” and who is “ out”.
E
When judgement is replaced by feedback in the true sense, organizations will have a lot moretime to devote to their customers and their business. No time will be wasted in appraisal . Thisrequires a fundamental shift in the way we think about the organization of performance appraisals,which almost certainly will not be forthcoming from the human resources profession
参考答案及解析
关于员工评估和反馈的文章。一个组织内部的上下级沟通真的太重要了。
第一题，说真正的反馈可以释放用在别处的资源。意思上真正的反馈可以让人腾出精力。答案是E段的第一句：When judgement is replaced by feedback in the true sense, organizations will have a lot more time to devote to their customers and their business。这题的意思还算比较明显，feedback in the true sense，就是genuine feedback，devote to their customers and the business,就是把资源释放在别的地方。
第二题，说经理们是被期望着使员工工作得更有效率。答案是C段的最后一句：It is management’s responsibility to ensure that the workers operate in a system that facilitates their performance.经理们的责任，也就是managers are expected to，有利于他们的表现，就是enable their staff to work effectively。
第三题,说专家不大可能有利于真正反馈的进程。答案是E段的最后一句：which almost certainly will not be forthcoming from the human resources profession。人力资源专家，就是experts。需要理解下这里的forthcoming的含义：willing to divulge information. (人)愿意透露消息的。专家们不愿意透露消息，也就是不能指望专家来facilitate。
第四题，说商讨评估表现的方法是有利的。答案是在C段，有点分散。前面说The measure has been worked out between the operators and their manager。这个措施是在操作者和经理们之间拟定的。between the operators and managers，也就是评估表现的方法是被商讨了的。后面介绍的情况都是这个measure有多么的.好：is the basis of feedback。综合起来，就是选项说的，商讨是有好处的。
第五题，说评估倾向聚焦于员工和他们直属经理们之间面对面关系的性质。这个选项可能会弄的人一头雾水，首先得弄明白这里的面对面关系指的是什么。员工和直属经理的关系，就是上下级的关系，过分看重这个关系，那么在评估过程中就会有顾虑，谁还敢揭自己上司的短?所以这个句子的意思是说评估过程中有顾忌，无人敢说真话。答案是D段的这么一句：Thus the appraisal experience becomes a question of pleasing the boss。评估过程成了讨好自己的老板，说的就是这个意思。
第六题，说员工对他们所作负责的想法听起来很合理。答案是B段的第一句：The notion behind performance appraisal- that workers should be held accountable for their performance-is plausible。这里的accountable就是负有责任。Plausible是貌似真实的，也就是seems reasonable。
第七题，说虽然有专家们的主张，管理层的结构阻止了真正的反馈。答案是A段的这么一句：the simple fact of the matter is that the nature of hierarchy distorts the concept of feedback。管理层的机构，就是这句里提到的the nature of hierarchy，等级制的性质。这个单词在BEC阅读里常出现。distort，扭曲，就是选项里的prevent。
第八题，说在评估过程中投入了更多的努力。答案是A段的这么一句，有点隐晦：Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted.这个句子是紧跟上文的，the practice指的就是appraisal。评估的更频繁，评估是怎么进行的显得更加重要。认为更加重要了(makes it all the more important)，就会投入更多努力了。综合起来，这些的意思就是评估过程投入了更多的努力。不太容易看出来。
BEC中级全真试题 2
Human Resources Policy
CBA Bank was the largest financial institution to sign theemployers People Come First code of practice in the early1990s. In doing so, it committed itself to the highest (0) inhuman resources practices such as the communication ofcompany(19)....... to employees, the setting of individualtraining and personal (20).......plans, and the holding of regularperformance (21)....... for all staff.
Like other organisations, CBA is replacing the traditional hierarchy with a flatter organisationalstructure which gives employees more broadly defined (22) .......within the company. The changeis offering employees greater opportunities for work in cross-disciplinary project teams. As a result,interpersonal (23) ....... are extremely important.
The policy seems to be working. There is a great deal of goodwill among employees, who(24).......the fact that customer satisfaction is the organisations chief aim. CBA claims to pursuethis aim for its own (25)....... , rather than as a means of earning profits for shareholders.
An ability to relate to all kinds of people is the most important attribute CBA looks for in(26).......recruits. Graduates are (27)....... for a two-year period and exposed to all (28)....... ofretail financial services. By the end of this training period, they will have taken their Institute ofBanking examination and, if they have (29)....... their performance targets, they will have (30).......a job at the bank.
On the whole, we are not looking for people straight out of college, says human resourcesmanager Maiy Kemp. We would prefer that they had (31).......some experience of life and hadtaken a year out between school and college to travel or do some kind of work.
The company has recently introduced a new policy on pay, and it is now (32).......toperformance through bonus schemes, with the objective being to (33) ....... employees for theirachievements and effort.
19 A designs B purposes C ends D objectives
20 A continuation B extension C development D advancement
21 A reviews B trials C revisions D judgements
22 A capacities B parts C roles D elements
23 A abilities B talents C assets D skills
24 A recommend B honour C respect D obey
25A sake B reason C behalf D cause
26 A expected B intended C potential D eventual
27 A taken on B written in C put on D drawn in
28 A fields B areas C regions D parts
29 A arrived B done C passed D met
30 A secured B reached C confirmed D fixed
31 A gained B won C earned D realised
32 A attached B linked C combined D joined
33 A return B reward C recompense D refund
参考答案及解析
《Human Resource Policy》，人力资源政策。主要是讲的CBA银行的人力资源政策。先简单介绍了这个银行的管理结构，是扁平化的组织结构(flatter organizational structure)，而不是等级制公司(hierarchy)。总体原则是不招应届的刚出校门的毕业生，而要有一定的生活经验或者是工作经验。
第19、20、21题，这几空都是举例说明前面提到的human resources practices。19空是说的将公司的发展目标传达给员工。公司目标，用objective。purpose是指具体做某件事情的意图。这里有必要区分一下objective和purpose，看英文解释。
purpose: the reason you do something, and the thing you want to achieve when you do it
objective: something that you are working hard to achieve, especially in business or politics
第20题，个人培训和发展计划的制定。个人发展计划，personal development plans，选C。
第21题，定期的表现回顾。用review。hold在这个句子里是举行的意思。the holding of regular performance review，定期举行员工的表现回顾。
第22题，说扁平化的组织结构可以给员工更加定义广泛的角色。broadly defined roles,选C。
第23题，人际交往技巧是很重要的。interpersonal skills,是地道的说法。参见一个例句：you will need good interpersonal skills.
第24题，这一句的意思很好理解，是说员工们越来越看重或者说是承认一个事实：顾客的满意是组织的主要目标。recommend是推荐、建议，后面不接 the fact(事实)，honour是敬重，obey是遵守，这里应该选择respect。respect这里是重视或者接受的意思，看英英词典上的解释：to accept that something which is established or formally agreed is right or important and not to attempt to change it or harm it。所以这一空应该选择respect the fact，表示接受这个事实。
第25题，CBA银行追求这个目的是为着自己的利益，而不是为股东挣利润的工具。for the sake of something 或 for somethings sake：for the purpose of; in the interest of; in order to achieve or preserve 为了…目的.;为了…的利益;为了。固定用法，选A。
第26题，寻找潜在的新成员。地道的词是potential，比如potential recruits, potential staff, potential candidates.
第27题，考察的是短语take on的一个用法，雇佣：If you take someone on, you employ them to do a job.;write in：to write a letter to a newspaper, television company or other organization, to state an opinion or ask something以群众来信的形式表达的意见。
第28题，把毕业生分配在各个连锁金融服务领域。用area。field做领域、范围讲的时候是指的研究、活动，region是指的具体的地区，parts是部分，应该用area。
第29题，完成目标，met the targets。
第30题，完成了目标就可以得到工作。secure：to get possession of; acquire:
第31题，招的人已经具有了一定的生活经验。gain：to obtain something that is useful, that gives you an advantage, or that is in some way positive, especially over a period of time
eg: After youve gained some experience teaching abroad you can come home and get a job.
第32题，薪酬现在和业绩挂钩。link to，联系。
第33题，reward sb.奖励某人。reward employees for their achievements and effort，因为功劳而奖励员工。
BEC中级全真试题 3
Achieving a successful merger
However attractive the figures may look on paper, in thelong run the success or failure of a merger depends on thehuman factor. When the agreement has been signed and theaccountants have departed, the real problems may only just bebeginning. If there is a culture clash between the two companiesin the way their people work, then all the efforts of the financiersand lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up totheir promise of shareholder value, riot through any failure in economic terms but because theintegration of people is unsuccessful. Corporates, he explains, concentrate their efforts before amerger on legal, technical and financial matters. They employ a range of experts to obtain themost favourable contract possible. But even at these early stages, people issues must be takeninto consideration. The strengths and weaknesses of both organisations should be assessed and, ifit is a merger of equals, then careful thought should be given to which personnel, from which side,should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceuticalcompanies promised to create one of the largest players in the industry. For both companies themerger was intended to reverse falling market share and shareholder value. However, although thecompanies skill bases were compatible, the chief executives of the two companies could not agreewhich of them was to head up the new organisation. This illustrates the need to compromise if amerger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this isto work with focus groups to see how employees view the existing culture of their organisation. Inone example, where two global organisations in the food sector were planning to merge, focusgroups discovered that the companies displayed very different profiles. One was sales-focused,knew exactly what it wanted to achieve and pushed initiatives through. The other got involved inlengthy discussions, trying out options methodically and making contingency plans. The firstresponded quickly to changes in the marketplace; the second took longer, but the option iteventually chose was usually the correct one. Neither companys approach would have worked forthe other.
The answer is not to adopt one companys approach, or even to try to incorporate everyaspect of both organisations, but to create a totally new culture. This means taking the best fromboth sides and making a new organisation that everyone can accept. Or almost everyone.Inevitably there will be those who cannot adapt to a different culture. Research into the impact ofmergers has found that companies with differing management styles are the ones that need towork hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involvescarrying out research that looks at the culture of a company and the business culture of thecountry in which it is based. It identifies how people, money and time are managed in a company,and investigates the business customs of the country and how its politics, economics and historyimpact on the way business is done.
13 According to the text, mergers can encounter problems when
A contracts are signed too quickly.
B experts cannot predict accurate figures.
C conflicting attitudes cannot be resolved.
D staff are opposed to the terms of the deal.
14 According to Chris Bolton, what do many organisations do in preparation for a merger?
A ensure their interests are represented
B give reassurances to shareholders
C consider the effect of a merger on employees
D analyse the varying strengths of their staff
15 The proposed merger of two pharmaceutical groups failed because
A major shareholders were opposed.
B there was a fall in the demand for their products.
C there were problems combining their areas of expertise.
D an issue of personal rivalry could not be resolved.
16 According to the text, focus groups can help companies to
A develop new initiatives.
B adopt contingency plans.
C be decisive and react rapidly.
D evaluate how well matched they are.
17 Creating a new culture in a newly merged organisation means that
A management styles become more flexible.
B there is more chance of the merger working.
C staff will find it more difficult to adapt to the changes.
D successful elements of the original organisations are lost.
18 According to the text, intercultural analysis will show
A what kind of benefits a merger can lead to.
B how the national context affects the way a company is run.
C how long it will take for a company culture to develop.
D what changes companies should make before a merger takes place.
参考答案接解析
《Achieving a successful merger》，实现一个成功的并购。文章没有从技术和经济效益的角度来分析并购成功的因素，而是强调了一个在并购中容易被忽视的重要因素：文化冲突。不同的企业文化走到了一起，能否兼容是并购能否成功的关键因素。一个比较著名的例子是当年惠普与康柏的并购。
第十三题，问什么情况下并购会遇到麻烦。答案是A段的最后一句，关键词是culture clash：如果两个公司的员工在工作方式上存在文化冲突，那么金融专家和律师们为了达成交易所做的`一切努力都是徒劳的。所以选C：冲突性的态度无法得到解决。Conflicting attitude对应于culture clash。attitude具体指公司员工做事情的方式和态度。
第十四题，问很多机构为并购所做的准备是什么。答案是第二段的这么一句话：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力集中在法律、技术和金融事务上了。也就是更多的看重经济等方面的利益，而忽视了人的因素。选A：确保他们的利益得到很好的反映，也就是自己的利益有保障。represent在这里的意思是be present or found in something, especially to a particular degree。
第十五题，问这俩医药公司并购失败的原因是什么。答案是第三段的倒数第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在谁来领导新的机构的问题上无法达成一致。所以选D：人员竞争问题无法得到解决。Personal rivalry就是指两个领导谁也不服谁。
第十六题，问focus group可以帮助公司干什么。先弄明白focus group的意思，看剑桥高阶的解释：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。处理问题的团体。答案在第四段。这一段是举例说明两个合并公司的文化兼容性问题。经过focus group的调查，这两个公司的做事方式有很大差别，不能兼容。所以这一题的答案是选D：评估他们能否匹配。
第十七题，问在一个新合并的公司里创造新的文化意味着什么。答案是第五段的这么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取双方的优点，创造一个所有人都能接受的新组织。每个人都能接受，那么合并成功的可能性会大大增加。选B：合并起作用的几率增加了。
第十八题，跨文化分析能够表明什么。答案是最后一段的最后一句：how its politics, economics and history impact on the way business is done.看看这个国家的政治、经济和历史是怎么影响商业行为的。也就是考察宏观的国家背景对微观的经济个体的影响。选B：国家背景怎样影响公司的运行方式。
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