《2023年剑桥商务英语中级真题阅读精选及答案.doc》由会员分享，可在线阅读，更多相关《2023年剑桥商务英语中级真题阅读精选及答案.doc（27页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、2023年剑桥商务英语中级真题阅读精选（1）Questions 1-7Look at the statements below and the article about the development of future business leaders on the opposite page.Which section of the article (A, B, C or D) does each statement (1-7) refer to?For each statement (1-7), mark one letter (A, B, C or D) on your Answer
2、 Sheet.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 m
3、ay 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 wor
4、k hard on their reputation as an employer will interest high-flyers.The Stars of the FutureA 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 f
5、ormulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrows Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership devel
6、opment of the organisations high-flyers.B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with todays flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls vict
7、im 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
8、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
9、 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 companys HR specialists need to take action and engage with line managers
10、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
11、 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.一方面得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告诉了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司未来接班人也就是潜力股的培养问题。A段讲了TL
12、RG这个贯穿全文的研究组织诞生的因素：现行的研究满足不了需要，于是大多数公司只能自己探索发掘接班人的模式；（即第五题的答案）B段讲了直属经理（line managers）对于发掘接班人的重要性（真是干什么都要从基层抓起），以及经理们的一些疑虑；C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性；D段是针对前面列出的问题，提出的解决建议，什么专家协助等等。整篇文章分为四个部分，层层递进，有很强的逻辑性。拿这样的文章来做阅读材料应当是相对容易把握的。 题目解析：7个题干基本是将原文中的句子用此外的词语和句型表述出来，所以题干中的关键词都能在正文里 找到与之匹配的，比如第四题题干
13、里的expert相应D段的specialists,第六题的too busy to相应于B段里的heavy workloads，第七题的interest相应于C段的appeal。第一题说“经理们必须采用措施使潜力股们相信他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating “attraction centres”和loyalty。第二题说“组织必须把目光投向正在培养中的潜力股以外的地方”，即D段最后两句话所说的寻找新一代的潜力股。第三题和B段的最后一句话完全是一个意思：怕培养潜力股的投入收不回成本。第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话
14、：公司的人力资源专家需要采用行动。HR specialists就是expert。第五题说公司现在没有在指导策略的支持下辨别潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的研究满足不了需要，所以公司只能形成自己的一套体系。第六题，经理们太忙了，无暇顾及潜力股的发展。答案是B段的：Unfortunately, with todays flat organisations, where managers have functional as well as managerial responsibilities, people development all too often
15、 falls victim to heavy workloads.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是too busy。第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。假如公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。以开发员工而著称（known as ones that develop their people），名声很好，也就
16、是看重自己作为雇主的名声。疑似生词：1、line managers 直属经理，业务经理2、flat organization 扁平化的组织，即公司中的单层管理组织相应的单词hierarchy 等级制的公司3、poach vt. (侵入别人地界)偷猎(或捕鱼), 水煮，抄袭，挖角eg: A rival firm poached our best computer programmers.我公司的竞争对手把我们最佳的计算机程序编制员挖走了。4、runs deep 纯粹是想说一下那句著名的谚语：Still water runs deep静水流深。5、fall victim to 成为。的受害者6、r
17、etention 保存，在文中指留住员工。是风险管理中常见的专业名词。2023年剑桥商务英语中级真题阅读精选（2）第四辑真题TEST2 READING RART 1Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.1、the need to teach skills to employees working on the outsourced process2、remembering
18、 the initial reason for setting up the outsourced project3、the need to draw up agreements that set out how integration is to be achieved4、addressing the issue of staff who work on the outsourced process being at a distant site5、the importance of making someone responsible for the integration process
19、6、staff on the outsourced project familiarising themselves with various details of the business7、problems being associated with an alternative to outsourcingWhen a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.A.Gianluc
20、a Tramcere, Silica SystemsAn outsourced IT service is never a fully independent entity. It is tied to the home companys previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to estab
21、lish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.B.Kevin Rayner, DomolaBusinesses need to build integration competency centres dedicated to managing the integration effort. It is critical
22、 to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is
23、a new operation being carried out in a different way outside of the home business, this creates a training element.C.Clayton Locke, Digital SolutionsCommunication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is nece
24、ssary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, ou
25、tsourcing personnel have to talk to the home companys executives and users to understand their experiences.D.Kim Noon, J G TechOne way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Ye
26、t joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-v
27、enture initiative should not be underestimated. 这篇文章讲的是外购（outsourcing）,分别有四位专家就这个问题给出了自己的见解。A段的专家强调建立协议的重要性，B段专家认为要派专人负责，C段专家讲外派人员和本公司之间要有一个互动，D段专家讲假如与外包商（outsourcer）组成联合公司的话也许带来的一系列问题。假如对文章有个大约、基本的了解，很多题目不用细看就可以得出结论。第一题的答案稍微有些隐晦，在B段的最后一句。“Because there is a new operation being carried out in a diff
28、erent way outside of the home business, this creates a training element.”由于新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。这里的training相应第一题的“teach skills to employees”。第二题的答案在D段中间: companies should be careful not to lose sight of the original rationale for outsourcing.这里的rationale是基本原理、主线因素的意思。第三题的答案在A段，非常明显的“es
29、tablish contracts”。第四段的答案是C段的最后一句话，outsourcing personnel have to talk to the home companys executives and users to understand their experiences.这里的talk to相应address，向.谈话。第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最后一句说的外购人员向公司报告他们的经历。第五段的答案在B段，相称明显：It is critical to have an individual in charge to check that the
30、external and internal business operations work together。需要派专人负责integration。第六题说“外派人员要熟悉自身工作的不同细节”，相应C段的“create a team where there is a clear understanding of objectives and incentives.”打造一个对目的和动机都有清楚理解的团队。第七题稍微绕一点。题目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the out
31、sourcer”，建立一个联合公司。D段里的专家一直在强调联合公司的麻烦和复杂性（joint ventures bring potential troubles），所以是对的答案。2023年剑桥商务英语中级真题阅读精选（3）第四辑真题TEST 2 READING PART 2Read the article below about the changing role of human resources departments.The best person for the jobEmployees can make a business succeed or fail, so the peo
32、ple who choose them have avitalrole to play.Employees are a companys new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a companys success.(0) G If the human resources department makes mistakes with hiring, keeping and dismissing staff, a busi
33、ness can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.Sarah Choi, Head of HR at Enco pic, believes that thinking commercially is a key quality in HR. Every decision an HR manager makes needs to be relevant to advancing the business. (8) .C
34、.Thats no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. (9).F. For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proce
35、ed with an acquisition.Why do people go into HR in the first place? Choi has a ready answer. I think most people in the profession are attracted by a long-term goal.(10).D.Nothing happens in the company which isnt affected by or doesnt impact on its employees, so the HR department is a crucial part
36、of any business.Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as What do they actually contribute?(11).A. As Choi points out, salaries have never been higher and, in addition,
37、HR managers often receive substantial annual bonuses.Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs.(12).E.However, a lack of training and development is a more significant factor. These days, good professional development op
38、portunities are considered an essential part of an attractive package,Choi explains.A But rising levels ofremunerationdemonstrate that the professions growing importance is widely recognised.B At one time, a professional qualification was required in order to progress to the top of HR.C Other depart
39、ments and senior executives used to see HR managers as having a purely administrative role.D Since its one of the few areas where you can see the whole operation, it can lead to an influential role on the board.E Being seen as someone who just ticks off other peoples leave and sick days does not hel
40、p build a sense of loyalty.F They therefore need to be competent in many aspects of a companys operations.G On the other hand, recruiting the wrong staff can lead to disaster. 这篇文章的标题有些misleading，“The best people for the job”，还认为是招人的标准。其实这篇文章是关于Human resource的，所以还是要适当关注文章前的说明：the article below about
41、 the changing role of human resources departments.第八题，空格后面的“Thats no longer the case”是很重要的提醒。由于空格前面一直在强调commercial和business，所以在空缺的地方应当是和另一个方面相关的内容。选项C的administrative role正好满足这个规定。前后文意思搭配在一起完全吻合。第九题，后面的for example的很关键，是对前面的补充说明。“For example,a chief executive will expect the HR department to advise on
42、 everything from the headcount to whether to proceed with an acquisition.”总裁希望人力资源经理对一切事情提出建议，从人数记录到是否进行收购。这种规定就需要人力资源经理具有很多才干。所以F的句子填在这里最合适。第十题，答案稍微不那么明显，但是D句中的an influential role可以和第十题的空格后的a crucial part相相应，算是答案信号。要从整体上把握第三段，这里认为HR manager 的影响是全局的、长期的，所以D句的“see the whole operation”符合情况。第十一题，理解前后文的
43、意思，前面说过去的operational managers不那么认可HR manager的作用，后面指出HR managers挣得多，所以中间是转折的意思。A句的But是个信号，“上涨的薪酬水平意味着这个职位逐渐增长的重要性得到了广泛的认可。”意思和前后都吻合，所以是对的答案。第十二题，空格前说HR managers觉得自己的作用被低估了，所以leaving。空格后一个However，所以空格处应当还是和leaving有关的，为什么离职。E句的意思是“被视作仅仅对别人的离开和生病的日子划勾的人是没法帮助建立忠诚感的。”填入此处正好。2023年剑桥商务英语中级真题阅读精选（4）第四辑真题TEST
44、 2 READING PART 3Critical PathWhen David Hayden realised his company was heading for trouble, he took drastic measures to get it back on trackDavid Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public comp
45、any two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products
46、and an expanding market, the company seemed to be on the up and up. However, by early 2023, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, tr
47、ying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didnt understand the product or the sector, says Hayden. The heads of department
48、didnt communicate and they didnt lead. But what was worse, Critical Path had lost the goodwill of its investors.Hayden knew that bringing the figures under control would be a vital step in the companys turnaround. Youve got to sort out the finances. For me, that meant getting back the goodwill of th
49、e investors. That was tough, after what had happened. But although they were angry with the company, they didnt have bad feelings about me. I told them that I knew I could get the company on its feet again. He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge.The n