劍橋商務(wù)英語(yǔ)閱讀真題
在日常學(xué)習(xí)和工作中，我們最不陌生的就是試題了，試題是命題者根據(jù)測(cè)試目標(biāo)和測(cè)試事項(xiàng)編寫(xiě)出來(lái)的。那么你知道什么樣的試題才能有效幫助到我們嗎？下面是小編整理的劍橋商務(wù)英語(yǔ)閱讀真題，歡迎閱讀，希望大家能夠喜歡。
劍橋商務(wù)英語(yǔ)閱讀真題
1、 the contact between coach and employee not solving all difficulties at work
2、 the discussion of how certain situations could be better handled if they occur again
3、 a coach encouraging an employee to apply what has been taught to routine work situations
4、 coaching providing new interest to individuals who are unhappy in their current positions
5、 coaching providing a supportive environment to discuss performance
6、 employees being asked to analyse themselves and practise greater self-awareness
7、 coaching enabling a company to respond rapidly to a lack of expertise in a certain area Coaching
A
Coaching involves two or more people sitting down together to talk through issues that have come up recently at work, and analysing how they were managed and how they might be dealt with more effectively on subsequent occasions. Coaching thus transfers skills and information from one person to another in an on-the-job situation so that the work experience of the coach is used to advise and guide the individual being coached. It also allows successes and failures to be evaluated in a non-threatening atmosphere.
B
Coaching means influencing the learners personal development, for example his or her confidence and ambition. It can take place any time during an individuals career. Coaching is intended to assist individuals to function more effectively, and it is a powerful learning model. It begins where skills-based training ends, and helps individuals to use formally learnt knowledge in day-to-day work and management situations. Individuals being coached are in a demanding situation with their coach, which requires them to consider their own behaviour and question their reasons for doing things.
C
The coach professionally assists the career development of another individual, outside the normal manager/subordinate relationship. In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this. However, it can provide a space for discussion and feedback on topics such as people management and skills, behaviour patterns, confidence-building and time management. Through coaching, an organisation can meet skills shortages, discuss targets and indicate how employees should deal with challenging situations, all at short notice.
D
Effective coaches are usually those who get satisfaction from the success of others and who give time to the coaching role. Giving people coaching responsibilities can support their development, either by encouraging management potential through small-scale one-to-one assignments, or by providing added job satisfaction to managers who feel they are stuck in their present jobs. A coach is also a confidential adviser, accustomed to developing positive and effective approaches to complex management, organisational and change problems.
這篇文章講的是培訓(xùn)(coaching)的作用。培訓(xùn)對(duì)一個(gè)公司的發(fā)展和員工的成長(zhǎng)都是至關(guān)重要的。文章的內(nèi)容比較泛，但是題目的答案比較明顯。
第一題，教練和員工之間的接觸不能解決工作中的所有困難。答案是C段的這么一句：In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this.理論上，培訓(xùn)可以提供所有問(wèn)題的答案。但是實(shí)踐中達(dá)不到這樣。Fall short of是關(guān)鍵詞。
第二題，討論某些情況如果再度出現(xiàn)的話(huà)怎么樣可以處理的更好。答案是A段的這么一句：analysing how they were managed and how they might be dealt with more effectively on subsequent occasions.分析應(yīng)該如何進(jìn)行處理并且在接下來(lái)的情況下怎樣可以處理的更有效。這里的dealt with more effectively對(duì)應(yīng)于題干中的better handled，on subsequent occasions.也就是occur again。
第三題，教練鼓勵(lì)員工將所學(xué)應(yīng)用到日常的工作中。答案是B段的這么一句：helps individuals to use formally learnt knowledge in day-to-day work and management situations.幫助個(gè)人將學(xué)到的正式知識(shí)用在日常工作和管理情況下。這里的day-to-day work and management situations就是題干中的routine work situations，what has been taught也就是formally learnt knowledge。
第四題，培訓(xùn)為在現(xiàn)有崗位上不高興的個(gè)人提供了新的興趣。答案是D段的這么一句：providing added job satisfaction to managers who feel they are stuck in their present jobs。對(duì)感覺(jué)自己在現(xiàn)有崗位上受困的經(jīng)理們提供附加的工作滿(mǎn)足感。這里的stuck in their present jobs就是題干中的unhappy in their current position，added job satisfaction可以對(duì)應(yīng)于題干中的new interest。
第五題，培訓(xùn)提供了一個(gè)有力的、支持性的討論工作表現(xiàn)的環(huán)境。答案是A段的：It also allows successes and failures to be evaluated in a non-threatening atmosphere.它允許成功和失敗在一個(gè)沒(méi)有威脅的氣氛下被評(píng)估。成功和失敗也就是performance，supportive environment可以對(duì)應(yīng)于non-threatening atmosphere。
第六題，員工被要求分析他們自己并且培養(yǎng)出更強(qiáng)的自知。有必要理解下self-awareness的含義，不能簡(jiǎn)單的從中文理解成自我意識(shí)，看英文解釋?zhuān)簁nowledge and understanding of yourself。所以答案是B段的這么一句：requires them to consider their own behaviour and question their reasons for doing things.要求他們考慮自己的行為并且思考這么做的理由。consider their own behaviour可以對(duì)應(yīng)于題干中的analyse themselves，思考這么做的理由也是為了進(jìn)一步增進(jìn)對(duì)自己的認(rèn)識(shí)。
第七題，培訓(xùn)可以使得公司對(duì)某個(gè)領(lǐng)域的技術(shù)缺失迅速做出反應(yīng)。答案是C段的最后一句：indicate how employees should deal with challenging situations, all at short notice.指出員工怎樣處理有挑戰(zhàn)性的情況，在短時(shí)間內(nèi)。At short notice是一接到通知就，短時(shí)間內(nèi)的意思，可以對(duì)應(yīng)這一題的respond rapidly，challenging situations可以指代題干中的a lack of expertise in a certain area.
商務(wù)英語(yǔ)考試閱讀試題 1
Setting up an appraisal scheme
Appraisals can be a wonderful opportunity for your staff tofocus on their jobs and make plans to develop their unusedpotential. (0) .....So, if you have decided that an appraisalscheme should be set up in your company, you need toestablish some formal procedures and make some decisionsbefore you begin. Even if your company already has a scheme,you need to consider what you want to achieve and how youare going to do this.
First of all, you need to decide on your key objectives and the real purpose of yourscheme.(8).......A scheme should never be introduced at a time of redundancies, or simply forprofit or competitive edge, because this will create fear and alienate staff. The next step is to decidehow the scheme can most successfully be managed. It is essential that all senior staff arecommitted to the process and willing to make a positive contribution.
The person given responsibility for designing the scheme and the appraisal forms needs tohave knowledge of all roles within the organisation. He or she must also be aware of employeespotential needs. (9).......It should be someone who is trusted and whom staff will turn to if theyare concerned about their appointed appraiser or the appraisal interview. The design of the schemeshould indicate who will be appraising whom. This needs great tact and sensitivity. First, rememberthat no manager can effectively appraise more than seven or eight people. It is equally importantto remember that, if significant numbers of staff are appraised by someone they dislike, or by aperson 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 tocommunicate this in the simplest possible way. Avoid lengthy documents - few people will readthem. (11)......Most organisations choose a persons line manager to be the appraiser. This canbe 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 takeplace at a convenient time, and ideally on neutral ground. It should be bor
商務(wù)英語(yǔ)考試閱讀試題 2
The best person for the job
Employees can make a business succeed or fail, so the people who choose themhave a vital role to play.
Employees are a company’s new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a company’s success.(0) G If the human resources department makes mistakes with hiring, keeping and dismissing staff, a business 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.....That’s 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 proceed 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 isn’t affected by or doesn’t impact on its employees, so the HR department is a crucial part 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, 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 opportunities are considered an essential part of an attractive package,Choi explains.
A But rising levels of remuneration demonstrate that the profession’s 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 departments and senior executives used to see HR managers as having a purely administrative role.
D Since it’s 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 people’s leave and sick days does not help build a sense of loyalty.
F They therefore need to be competent in many aspects of a company’s operations.
G On the other hand, recruiting the wrong staff can lead to disaster.
這篇文章的標(biāo)題有些misleading，“The best people for the job”，還以為是招人的標(biāo)準(zhǔn)。其實(shí)這篇文章是關(guān)于Human resource的，所以還是要適當(dāng)關(guān)注文章前的說(shuō)明：the article below about the changing role of human resources departments.
答案解析：
第八題，空格后面的“That’s no longer the case”是很重要的提示。由于空格前面一直在強(qiáng)調(diào)commercial和business，所以在空缺的地方應(yīng)該是和另一個(gè)方面相關(guān)的內(nèi)容。選項(xiàng)C的administrative role正好滿(mǎn)足這個(gè)要求。前后文意思搭配在一起完全吻合。
第九題，后面的for example的很關(guān)鍵，是對(duì)前面的補(bǔ)充說(shuō)明。“For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.”總裁希望人力資源經(jīng)理對(duì)一切事情提出建議，從人數(shù)統(tǒng)計(jì)到是否進(jìn)行收購(gòu)。這種要求就需要人力資源經(jīng)理具備很多才能。所以F的句子填在這里最合適。
第十題，答案稍微不那么明顯，不過(guò)D句中的an influential role可以和第十題的空格后的a crucial part相對(duì)應(yīng)，算是答案信號(hào)。要從整體上把握第三段，這里認(rèn)為HR manager 的影響是全局的、長(zhǎng)期的，所以D句的“see the whole operation”符合情況。
第十一題，理解前后文的意思，前面說(shuō)過(guò)去的operational managers不那么認(rèn)可HR manager的作用，后面指出HR managers掙得多，所以中間是轉(zhuǎn)折的意思。A句的But是個(gè)信號(hào)，“上漲的薪酬水平意味著這個(gè)職位逐漸增加的重要性得到了廣泛的認(rèn)可�！币馑己颓昂蠖嘉呛�，所以是正確答案。
第十二題，空格前說(shuō)HR managers覺(jué)得自己的作用被低估了，所以leaving�？崭窈笠粋�(gè)However，所以空格處應(yīng)該還是和leaving有關(guān)的，為什么離職。E句的意思是“被視作僅僅對(duì)別人的離開(kāi)和生病的日子劃勾的人是沒(méi)法幫助建立忠誠(chéng)感的�！碧钊氪颂幷�。
商務(wù)英語(yǔ)考試閱讀試題 3
The ABCs of Job Interviews In North America
The one-on-one format is the most familiar and common format in job interviewing. It’s about two people sitting down to have a conversation. In this case, the conversation has a particular purpose: To determine whether there is a natural fit between the interviewer, the applicant and the job available. Both parties will leave this conversation with some kind of a judgment. The interviewer will know whether you can fulfill the responsibilities of the position, and you will know whether or not this is the right position, and company, for you to utilize and expand upon your talents.
The interview begins the second you and the interviewer initially meet -- this is the crucial nonverbal judgment. The interviewer is sizing you up: Are you dressed appropriately? Are you well-groomed and pleasant? Next, is the handshake -- do you offer a limp-fish handshake or is it firm and comfortable? A lot of close scrutiny takes place in those initial moments, and the interviewer can get a good idea as to how well the interview will or will not go based on his or her first impressions of you. After a bit of chitchat or warm-up, the questions begin.
The conversation will usually begin with the same request: "Tell me about yourself." The information you reveal as an answer to this question and throughout the interview allows the interviewer to get a clear picture of you, and certain pictures or patterns will begin to emerge. Each time a new subject is mentioned, the interviewer may want to dig a little further, and the picture becomes more focused.
Behavioral questions such as, "Tell me about your experience with...," give the interviewer clues about your past experiences that can be applied to solving the problems of the job in question. You must be prepared to talk about your achievements and past behaviors and have examples of the experiences you mention. For example, if you say, "I am very detail-oriented," or "I am an analytical problem-solver," there must be examples to back the claims. Show the interviewer that you are detail-oriented by providing him with an example of when your attention to detail positively affected your work. You should create a list of your accomplishments and experiences that validate the
商務(wù)英語(yǔ)考試閱讀試題 4
The Stars of the Future
A Existing management research does not tell usmuch about how to find and develop high-flyers,those people who have the potential to reach thetop of an organisation. As a result, organisations areleft to formulate their own systems. A moreeffective overall policy for developing future leadersis needed, which is why the London Business Schoolhas launched the Tomorrows Leaders ResearchGroup (TLRG). The group contains representativesfrom 20 firms, and meets regularly to discuss theleadership development of the organisations high-flyers.
B TLRG recognises just how significant line managers are in the process of l dershipdevelopment. Unfortunately, with todays flat organisations, where managers have functionalas well as managerial responsibilities, people development all too often falls victim to heavyworkloads. One manager in the research group was unconvinced by the logic of sending hisbest people away on development courses, only to see them poached by another departmentor, worse still, another firm. This fear of losing high-flyers runs deep in the organisations thatmake 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 theircompanies are known as ones that develop their people, they will have a greater appeal tohigh-flyers, said one advisor. Furthermore, selecting people for, say, a leadership developmentprogramme is a sign of commitment from management to an individual. Loyalty can then bemore easily demanded in return.
D TLRG has concluded that a companys HR specialists need to take action and engagewith line managers individually about their role in the development of high-flyers. Indeed, inorder to benefit fully from training high-flyers as the senior managers of the future, firmsmust 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 wheneventually the high-flyers do move on, new ones will be needed to replace them. The nextchallenge will be to find a new generation of high-flyers.
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