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中級劍橋商務英語考試模擬閱讀練習題

　　無論是在學習還是在工作中，我們需要用到練習題的情況非常的多，多做練習方可真正記牢知識點，明確知識點則做練習效果事半功倍，必須雙管齊下。你知道什么樣的習題才能切實地幫助到我們嗎？下面是小編收集整理的中級劍橋商務英語考試模擬閱讀練習題，歡迎大家分享。

中級劍橋商務英語考試模擬閱讀練習題

　　中級劍橋商務英語考試模擬閱讀練習題 1

　　You will need to use some of these letters more than once.

　　1 Managers need to take action to convince high-flyers of their value to the firm.

　　2 Organisations need to look beyond the high-flyers they are currently developing.

　　3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.

　　4 Managers need expert assistance from within their own firms in developing high-flyers.

　　5 Firms currently identify high-flyers without the support of a guidance strategy.

　　6 Managers are frequently too busy to deal with the development of high-flyers.

　　7 Firms who work hard on their reputation as an employer will interest high-flyers.

　　The Stars of the Future

　　A Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.

　　B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.

　　C TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.

　　D TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.

　　首先得搞明白的是這篇文章到底講的什么。不用看具體內容，有兩個地方直接告訴了。一個是題目說明的第一句話，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未來接班人——也就是潛力股——的培養問題。A段講了TLRG這個貫穿全文的研究組織誕生的原因：現行的研究滿足不了需要，于是大多數公司只能自己探索發掘接班人的模式;(即第五題的答案)B段講了直屬經理(line managers)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，并且應該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，什么專家協助等等。整篇文章分為四個部分，層層遞進，有很強的邏輯性。拿這樣的文章來做閱讀材料應該是相對容易把握的。

　　題目解析：

　　7個題干基本是將原文中的句子用另外的詞語和句型表述出來，所以題干中的關鍵詞都能在正文里找到與之匹配的，比如第四題題干里的expert對應D段的specialists,第六題的too busy to對應于B段里的`heavy workloads，第七題的interest對應于C段的appeal。第一題說“經理們必須采取措施使潛力股們相信他們對公司的價值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。第二題說“組織必須把目光投向正在培養中的潛力股以外的地方”，即D段最后兩句話所說的尋找新一代的潛力股。第三題和B段的最后一句話完全是一個意思：怕培養潛力股的投入收不回成本。第四題說開發潛力股，經理們需要在公司內部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要采取行動。HR specialists就是expert。第五題說公司現在沒有在指導策略的支持下辨別潛力股。也就是說公司是依靠自己來發掘人才的。答案是A段的第一句：現行的研究滿足不了需要，所以公司只能形成自己的一套體系。第六題，經理們太忙了，無暇顧及潛力股的發展。答案是B段的：Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作負荷的人的肩上。高工作負荷，也就是too busy。第七題，看重作為雇主名聲的公司可以吸引潛力股。答案是C段的這么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發員工而著稱的話，將會對潛力股產生更大的吸引。以開發員工而著稱(known as ones that develop their people)，名聲很好，也就是看重自己作為雇主的名聲。

　　中級劍橋商務英語考試模擬閱讀練習題 2

　　PART THREE

　　Questions 15 - 20

　　Read the following extract from a book on management and the questions on the opposite page .

　　For each question 15– 20,mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose

　　In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies , management employee communication has become a central corporate need.

　　Concordia International provides a good example of a company that has adjusted well to the changing needs for communication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing –led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80.000 people - or 35% -on a voluntary basis, with further downsizing anticipated.

　　From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the company they work for. Above all , they have had to face up to the fact that they no longer have a job for life.

　　Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term , rather than the company as a whole . the second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.

　　` The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments and hearts and minds –are lost.

　　The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to providing greater detail when it becomes available another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.

　　15: in the last eight years, Concordia has

　　A made over 80.000 employees reduncdant

　　B completed a period of downsizing

　　C reduced its workforce of 80.000 by 35%

　　D given 35% of departing employees voluntary redundancy

　　16 from Concordia’s point of view, the role of communication is to

　　A win employee support before going ahead with the changes

　　B change the company’s core activities.

　　C emphasise the positive aspects of the changes

　　D explain the need for the changes

　　17 what does research show about most employees’ response to change?

　　A they expect it to have a bad effect on the company