bec 阅读题
2011-11-05 03:22阅读：
BEC备考伴侣阅读讲义
欢迎使用新东方在线电子教材
第一部分 导论
一、BEC阅读理解题的考察目
1. 英语类考试中阅读理解考题的根本目的在于考察逻辑而不仅是词汇本身
2. 核心解题思想是意思的反复重复与同义匹配
二、BEC阅读理解题的题型介绍
1. 句子－段落的搭配题
中级：4个段落－7项陈述
高级：5个段落－8项陈述
2. 句子－文章的搭配题
中级：完整文章中去掉5句话
高级：完整文章中去掉6句话
3. 精读题
中级：6题多项选择
高级：6题多项选择
4. 标准化完形填空题
中级：15题，侧重文法
高级：10题，侧重词汇
5. 主观性完形填空题
中级：无此题型
高级：10题填空，注意词性的选择
6. 校正题（改错题）
中级：12题
高级：12题
注意与传统改错题的区别：只需要挑出错误，不需要修改
三、做题顺序和时间分配
1. 6→5→4→3→1→2
2. 逻辑匹配题：Part I→12分钟，Part II→15分钟，Part
III→12分钟
3. 文法词汇题：
中级：Part IV→8分钟，Part V→5分钟，Part VI→8分钟
高级：Part IV→13分钟，Part V→8分钟
第二部分 逻辑匹配题－Part I
一、不同的匹配类型
1. 陈述对应段落中的1句话，简单匹配，常见题
2. 陈述对应段落中的相邻2～3句话，简单推论，较少
3. 陈述对应几乎整个段落的内容，复杂结论，罕见
二、做题方法
1. 陈述中选出关键词
2. 阅读段落
3. 将陈述中的关键词对应到段落的某一句话，某两三句话，或者全段
三、练习题举例
陈述：
0.【C】This company is going to reduce staff numbers.
1.【D】A strong currency has had a negative effect on
the company.
2.【C】The workforce has made it difficult for this
company to become more efficient.
3.【B】The use of specialists led to very high
cost.
4.【D】Increased competition has contributed to this company’s
difficulties.
5.【A】This company has reached an agreement on a new
project.
6.【B】Part of this company was up for sale.
7.【A】This company has expanded its manufacturing
base.
段落
A
Walger, the bus maker, has entered into a joint venture with
IMCO Bus Corporation to participate in coachbuilding operations in
Mexico. The two companies have just announced the $70
million acquisition of Mexico Coachworks, the largest bus and coach
builder in Mexico, with 2,400 employees and three factories. Walger
retains a 60% interest in the coachbuilding venture. Analysts have
expressed surprise, given the current exchange rate.
B
Jetline Airports has said that it spent £2.1 million on its failed
attempt to dispose of its duty-free retail division. The
chief executive said the company’s six-month search for a buyer ran
up heavy consultancy expenses which left half-year pre-tax
profits at £4.5 million. It also emerged that the Director
of Finance received a £500,000 settlement when he left the
company.
C
GRD, the manufacturing giant, plans to cut 1,500 jobs at its
Portland factory over the next five years after union refusal to
increase productivity. A company representative said that
although they have invested more than $42 million in the new plant
and improved technology, the trade unions are still unwilling to
increase output. As a result, GRD have been forced to
downsize the Portland plant.
D
Maybrooke, the Scottish department store, reported a fall in
trading profits in the first half of the year from £545,000 to
£462,000, on sales which were down two per cent. They blame the
disappointing first half on the strength of the
pound, which hit the company’s tourist business, as well as
an increase in traffic and parking problems in the city centre, and
the growth of out-of-town shopping centres.
四、真题举例（第3辑－高级 Test 2）
陈述
0.【A】One of the biggest difficulties that managers face is
motivating staff.
1.【D】People may perceive the same type of work
differently.
2.【C】It is important that staff gain recognition for what
they have done.
3.【E】The behaviour of staff may be influenced by
disappointment with what their organization provides.
4.【B】Traditional ways of motivating staff cannot be
put into practice these days.
5.【A】A good salary alone is no longer enough to
motivate people.
6.【E】It is desirable for staff and their employers to have
similar objectives.
7.【C】Staff should be able to improve their abilities through
their work.
8.【D】Not all companies see a need to find out what
motivates their staff.
段落
A
Ensuring employees arrive at work geared up and ready to give their
all is a major challenge facing managers today. It used to be so
easy. A fat pay cheque and the promise of promotion was all that
was needed to keep people committed, loyal and happy. But the world
of work has changed, and nowadays, organizations cannot rely on the
corporate cheque book to give them the edge. Numerous employee
surveys have shown that although pay still makes people
tick, a whole raft of other issues have entered the
motivation equation.
B
One of the problems is that managers often don’t appreciate they
are playing in a completely new ball game, and a reliance on
old-style motivational techniques just won’t work in
today’s technology-driven, fast-paced business environment.
For example, an employee could be working in South Africa,
with a boss sitting in London and the main client they are dealing
with based in Asia. So for someone who is very motivated by
face-to-face contact and a collegiate environment, that could be a
huge problem.
C
What most employees expect is the chance to work flexibly, on
interesting and stimulating tasks that give them the opportunity to
develop their skills and talents. Managers on the ground may
not always be able to influence pay and working practices－but, if
they are to extract top performance from their teams, they need to
know how to press the right buttons and create a culture that will
inspire their workforce, a culture in which achievement is
acknowledged and people feel valued.
D
Organizations should focus on asking people what they want－a
relatively simple task that is too often considered
unnecessary. However, questions about motivation have to be
asked skillfully, or you won’t get to the bottom of what really
makes people go that extra mile. Two people may both say they want
an interesting and stimulating job, but have widely divergent
ideas of what would constitute such a position: a city trader
would probably find business consultancy boring, and a consultant
might be scared by the city trader’s job, but both may be very
satisfied with their own job.
E
There are huge gaps between what employees expect from employers
and what they actually get. For instance, employers’
emphasis on employability (equipping workers with ‘marketable’
skills) may be somewhat misguided. One study showed that what
people really wanted was not employability but job security. As a
result, employees had the feeling that their employer wasn’t
delivering, which had a detrimental effect on the employees’
workplace performance and attitudes. The problem lies partly in
a lack of communication: to ensure mutual understanding and to
align employees’ value and goals with those of the
organization, much more conversation is needed.
第三部分 逻辑匹配题－Part II
一、核心解题思想
1. 反复重复
2. 根据上下文语言环境选择，不选无关内容
二、真题举例（第3辑－中级 Test 4）
Human resources management
It is nearly a century since the car manufacturer Henry Ford said,
‘You can destroy my factories and offices, but give me my people
and I will build the business right back up again.’ __【G】__. But a
few business theorists are beginning to argue that managing people
well can add more to the bottom line than anything else.
Mike Manzotti, a leading American author in this area, has strong
views about the growing importance of human resources in today’s
business world. __【B】__. A company with high staff commitment, for
example, has an asset that its rivals find hard to copy.
Research in Britain would appear to support this notion. A recent
business school survey into the performance of eight multinationals
found that people management could be the most decisive factor in a
company’s performance. Another study indicated the same
thing in medium-sized manufacturing firms. __【A】__. After
all, how can an organization evaluate the commitment of its
staff?
For this reason, the researcher George Hessenberg argues that a
scientific approach is needed. He feels that when HR professionals
suggest changing an organization’s compensation structure or being
more selective in recruiting, they are asking for things that
require resources. __【F】__.
Some new approaches are emerging that attempt to do just that,
including the scheme devised by consultants Couze Jordan. The
scheme, which covers communication, recruitment, and use of
resources, predicts that significant improvements in these areas
achieve an increase in shareholder value of up to 30 per
cent.
Another programme, launched by James Lester, an independent human
resources expert, approaches the problem from a perspective that is
designed to appeal to a wide range of managers. __【E】__.
Both, he argue, involve appropriate decisions being made
about the allocation of resources within a particular budget.
Lester’s experience enables him to carry out an organizational
audit for his clients to identify which areas of HR are in most
need of improvement. This is because there is no point in
businesses spending large amounts without knowing if the investment
is worthwhile. __【C】__. Lester’s advice, however, is for
companies to think twice before hiring people, since it is vital
they assess whether they are getting value for money.
A. But the findings are inconclusive
because of the difficulty of collecting reliable evidence.
B. He argues that the role of a skilled,
motivated and flexible workforce has become more significant as
traditional sources of competitive advantage diminish.
C. For example, a common mistake is
to spend a fortune on recruitment to cover up for deficiencies in
training.
D. However, most leading experts in
the field believe that there is sufficient evidence to support this
model of work dynamics.
E. He compares the positive use of
human resources to effective fund management, as this is something
that senior executives can relate to.
F. He believes, however, that the
only way they will gain approval for these potentially expensive
initiatives is to have some data that demonstrates positive
financial benefits.
G. In the light of this statement, it is
odd that people management has taken so many years to move up the
agenda.
三、真题举例（第3辑－高级 Test 1）
How effective is your marketing?
Gone are the days when companies had departments full of staff
whose role nobody understood. __【H】__. And rightly so. But when it
comes to marketing, what is effectiveness, how do you measure it,
and why is its measurement so important?
Businesses are starting to recognize the key marketing questions.
Are we providing the right products for the right people at the
right price? Are our brands better than those of our competitors?
__【D】__. That’s because marketing is not the fluffy stuff that can
be axed when the going gets tough－it is the essence of business. So
if marketing is important, it follows that it pays to know if yours
is working.
The first stage in the process is understanding your current
position. How successful is you brand today? What is your market
share? You should equip yourself with some sound facts and figures
on which to base your conclusions. __【A】__. It could be simply to
boost your sales. You may want to reinforce your leadership in a
market or trounce a competitive brand. Influencing future
profitability, possibly by building a short-term brand share, may
be a priority. A clear objective is essential.
But how do you know your marketing is achieving your goals?
__【G】__. Their success is not just related to how many boxes leave
the factory. Effectiveness may not be tangible. It may be
financial, it may not. ‘The brand’ is an intangible asset, but it
is now seen as an important one. Quantifying the value of an
intangible asset is a difficult, but not impossible, task.
It is also necessary to evaluate both long-term effectiveness and
the short-term outcomes of any campaign. __【E】__. But the care of a
brand is a marathon, not a sprint, and it is important not to lose
sight of the long-term consequences.
Choosing the right measurement tools to evaluate a campaign is
another important issue. __【F】__. The accuracy they thus ensure
should be consistent over time and correspond to the wider
objectives of the business. Ultimately, marketing must deliver
profit.
The essential debate should no longer be about the importance of
marketing, but what we should do to measure its effectiveness, and
what measures will ensure survival. __【C】__. But to others it is
likely to be a controversial issue－and one which can produce
responses leading to widely different directions for their
enterprises.
A. Having done that, next
comes establishing what it is that marketing activities should be
achieving.
B. Because of this, you may want to
generate return on investment, perhaps by raising the quality of
your brand.
C. This shift in focus will be taken
as read by the most successful businesses.
D. Addressing such issues should
mean that profits take care of themselves.
E. Concerning the latter, it may be
tempting to be seduced by efforts that yield quick results and
satisfy investor pressure for immediate returns.
F. These should be precise and based
on empirical data.
G. Good strategies are not necessarily
linked to production or sales figures.
H. Today we are all accountable and have to
be able to demonstrate the value of our contribution to our
businesses.
第四部分 逻辑匹配题－Part III
一、解题核心
1. 本质上讲，Part III等价于Part I
2. 同义匹配是解题关键
二、真题举例（第2辑－中级 Test 3）
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples of work
they have done as members of a successful team are in as strong a
position as those who can point to significant individual
achievement. Indeed, too much of the latter may suggest that
the person concerned is not a ‘team player’ – one of the more
serious failings in the book of management.
The importance of being a team player is a side effect of
the increasing interaction across departments and functional
divides. Instead of pushing reports, paperwork and decisions
around the organization, ‘teams provide a dynamic meeting place
where ideas can be shared and expertise more carefully targeted at
important business issues,’ says Steve Gardner, in his book Key
Management Concepts. He adds, ‘Globalization has added a further
dimension to teamwork. Multinational teams now study policy
decisions in the light of their impact on the local market.’
But is teamworking being overdone? ‘Some managers are on as many as
seven or eight different teams’ says Dr Cathy Bandy, a psychologist
who recently ran a conference on the subject. ‘They take up so much
time that managers can’t get on with core tasks.’ Forming
teams and having meetings has, she says, become and end in itself,
almost regardless of purpose. There is also the danger of an
unhealthy desire to keep the team going after the work has been
done. ‘People feel the need to belong, and team membership can
provide a kind of psychological support.’
The idea behind teamworking is that, when the right group of people
is brought together, a ‘force’ develops which is greater than
the sum of their individual talents. This is often true in
sport, where good players can reach unexpected heights as
members of an international team. However, few business situations
have as clear a set of objectives, or as clear criteria of success
or failure, as winning a match.
‘In business, everyone needs to be clear about what the
challenge is and whether a team is the right way of approaching
it’, says Steve Gardner. ‘Unfortunately, people focus
instead on who the members of the team should be and what roles
they are to play.’ Dr Bandy agrees. ‘There is always a danger that
teams can turn into committees,’ she says. ‘In a lot of situations,
one or two individuals would be much more effective.’
So what makes a successful team? There are some general
qualities that have been identified. Steve Gardner
recommends that in every team there should be someone who is
good at researching ideas and another who is good at
shooting down impractical ones. There should be those who
can resolve the tensions that naturally occur in a team and others
who are focused on getting the job done. Also, providing a
clear and achievable target at the outset is the best way of
ensuring that the team will move on to greater things.
13 What point does the writer make
about teamworking at the beginning of the article?
A It is the most successful form of
management.
B It has changed the recruitment
procedure in companies.
C Well-run teams still allow
individuals to demonstrate their talents.
D Being a team player is now
considered an essential management skill.
14 According to the article, teamwork
developed within companies as a response to
A modern office design.
B changing work
practices.
C a reduction in administrative
tasks.
D the expansion of international
business.
15 In the third paragraph, Dr Bandy
suggests that
A many employees do not enjoy
working in teams.
B some managers are not very
effective team leaders.
C some teams are created
unnecessarily.
D few teams are well
organized.
16 According to the writer, teamwork is
more effective in the field of sport because the
players
A know what they want to
achieve.
B are more competitive by
nature.
C have more individual
talent.
D can be driven by national
pride.
17 Steve Gardner and Dr Bandy
agree that when a business team is created people do not pay
enough attention to
A the structure of the team.
B alternative to the
team.
C selecting the team members.
D directing the team’s
activities.
18 What is Steve Gardner’s advice on
operating a successful team?
A Maintain a flexible approach to
member ship.
B Allow personalities to develop
within the team.
C Select people who fit
naturally into certain roles.
D Make every effort to avoid
conflict between members.
三、真题举例（第2辑－高级 Test 4）
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
redundant.
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 emphasize 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.
B They feel completely
powerless.
C They become less loyal.
D They fell they have been
treated unfairly.
18 Concordia’s communication process
mainly relies on
A printed communication.
B departmental heads.
C personal
communication.
D a separate, specialized
unit.
19 According to the writer, what is the
guiding principle about giving information within an
organization?
A Never make promises about future
developments.
B Give people an overall view at
the earliest possible stage.
C Always include plenty of hard
information.
D Hold back until all the details
can be provided.
20 Which of the following would be the most
suitable title for the article?
A Employee attitudes to company
communication
B Making company communication
more effective
C Researching company
communication
D Making employees feel less
powerless
第五部分 文法题－Part IV
一、常考内容
1. 固定搭配，尤其是动词固定搭配
2. 动词加副词性小品词搭配
3. 词的辨析
4. 常考词
二、真题举例（第3辑－初级 Test 4）
The bank with ideas
With several hundred years of history behind it, the APL Bank has
few problems __(0)__ businesses that it is reputable and secure
__(19)__ of a range of banking services. Now, it is demonstrating
to business customers that it is flexible and responsive enough to
__(20)__ their changing needs 21st century.
Based in London, APL offers banking services to businesses
throughout the UK via its branch __(21)__. Most customer service
provision is __(22)__ out by personal account managers based in
local branches. Together with __(23)__ staff at company
headquarters.
An important __(24)__ for APL has been to make it easy for
customers to __(25)__ business with the bank. They can contact
their account manager by direct line or email; if the manager is on
holiday, a carefully chosen colleague becomes the ‘account contact’
and __(26)__ with the customer during the manager’s __(27)__. In
addition, for those who want __(28)__ to their bank at any time of
day or night there is now a 24-hour phone-based service.
In order to remain competitive and build customer loyalty, the bank
guarantees to turn around urgent loan __(29)__ within 24 hours.
This focus on the customer has also been a driving __(30)__ in
APL’s recruitment and development policy. For example, newly
inducted staff __(31)__ a ‘customer service review’ to find out
what it is like to be on the other side of the desk, asking to
borrow money.
Together, these __(32)__ in banking have achieved excellent
results. The customer __(33)__ is growing fast, and last year the
bank gained 36,000 new business accounts.
0 A. urging
B.
convincing
C.
encouraging
D. confirming
19 A. producer
B.
supplier
C.
provider
D.
giver
20 A. achieve
B. reach
C. meet
D. assist
21 A. system
B. web
C. grid
D.
network
22 A. taken
B. brought
C. carried
D.
put
23. A. aid
B.
support
C. guidance
D.
backing
24. A. objective
B.
purpose
C. direction
D.
scheme
25. A. do
B.
run
C. make
D. have
26. A. copes
B. arranges
C.
handles
D.
deals
27. A. vacancy
B.
departure
C. absence
D.
retirement
28. A. access
B. entrance
C.
approach
D. opening
29. A. demands
B.
applications
C.
proposals
D. orders
30. A. power
B. strength
C.
force
D.
pressure
31. A. take over
B.
go through
C.
set down
D. put up
32. A. innovations
B.
adaptations
C.
revisions
D.
modernizations
33. A. source
B. base
C. centre
D.
foundations
三、真题举例（第3辑－高级 Test 3）
Leadership
Leadership is the heart of the managerial process, because it
__(0)__ initiating action. Other terms identifying the same idea
are directing, executing, supervising, ordering, and guiding.
Whatever term is used, the idea is to __(21)__ into effect the
decisions, plans, and programs that have previously been worked
__(22)__ for achieving the goals of the group.
Leadership concerns the overall __(23)__ in which a manager
influences the actions of subordinates. First, it includes the
__(24)__ of orders that are clear, comprehensive, and within the
capabilities of subordinates to accomplish. Second, it implies a
continual training activity in which subordinates are given
instructions to enable them to __(25)__ the particular assignment
in the existing situation. Third, it necessarily involves the
motivation of workers to try to __(26)__ the expectations of the
manager. Fourth, it consists of maintaining discipline and
rewarding those who __(27)__ properly. In short, leading is the
final action of a manager in getting others to act after all
preparations have been made.
The manager’s style of direction depends upon his or her own
personal traits and situation in __(28)__. In leadership, more than
any other function, the manager must determine an approach alone,
after surveying the __(29)__ that are available. In any event, each
manager will __(30)__ well to act as an individual, and not to try
to act as others act or to proceed according to the textbook.
0 A.
involves
B. engages
C. consists
D.
contains
21 A. set
B.
place
C.
get
D. put
22 A. in
B.
out
C.
over
D.
around
23. A. manner
B. method
C.
means
D.
modes
24. A. telling
B. issuing
C.
committing
D.
granting
25. A. reach
B. finalise
C. terminate
D.
complete
26. A. please
B. attain
C. gratify
D. fulfill
27. A. achieve
B.
exercise
C.
perform
D. execute
28. A. topic
B. question
C.
subject
D. argument
29. A. varieties
B.
chances
C. options
D.
selections
30. A. go
B.
be
C. do
D.
work
第六部分 文法题－Part V
一、基本考点
1. 词性，以虚词为主，实词为辅
2. 固定搭配
3. ‘done’之前填词为has/have/been
4. 注意not
5. 句中出现多动词结构，需要填连词或者疑问词
二、真题举例（第2辑－高级 Test 4）
Getting a pay rise
There is a commonly held view that the only way to get (0) a
decent pay increase is to move on: to go out into the job market
and find someone (31) who/that is prepared to pay you a
figure more in line (32) with the talents you can offer.
Whilst changing employers from time (33) to time is
something we probably all need to do to advance our careers in the
directions we want them to take, it is nevertheless an activity
that carries quite definite risks. Irrespective of (34) how
well we research prospective employers, a new job is still largely
a step into the unknown. It may turn (35) out to be a good
move or it could prove to be a complete disaster: most of us (36)
have had experience of both. The point here, though, is that
changing employers is not something we want to be doing all the
time and certainly not (37) every/each/any time we feel the
urge for better pay. We’d (38) be taking more risks than we
needed to just to achieve a pay rise. Getting a pay rise should
always be viewed (39) as a serious business. There are no
quick fixes or gold methods with ‘guaranteed’ results. Quick fixes
only serve to trivialize the issues and could (40) in/under
some circumstances get you into very serious trouble indeed.
三、真题举例（第3辑－高级 Test3）
Regain your motivation
Getting out of bed to go to work is (0) one of life’s lesser
pleasures. (31) However great the job is, most of us
struggle on Monday morning.. But when that feeling stretches
through the entire week, something deeper may (32) be wrong,
Sometimes it’s tempting to dismiss feelings of boredom or
frustration (33) as part of working life. But if you’re
constantly feeling uninterested, you need to ask yourself some
questions.
Demotivation isn’t just caused by major setbacks, like being passed
(34) over/by for promotion, or refused a salary increase,
but can be a product of far more subtle aspects. Try to define the
most important aspects of your job for you personally － and (35)
take action if you feel things aren’t right. Talk to
agencies or headhunters about your skills and find out (36)
what you’re worth on the open market.
It can be all (37) too easy to blame your job when you feel
demotivated － when it can be just as easily down to you, as Sally
Martin, a fundraising manager for a charity, discovered. ‘I had
started to resent my job, the fact that I had no perks, no chances
to travel － (38) apart from visiting other dingy offices for
meetings. But then some friends were talking about how superficial
they felt their jobs were, and I suddenly realized I couldn’t say
that about my job. In fact, I really felt (39) there was a
point to it. I remembered that’s why I’d taken it in the (39)
first place.’
So member: always give your old job a chance before starting to
search for a new one.
第七部分 文法题－Part VI
一、错误类型
1. 特指型错误
2. 并列式错误
3. 动词性错误
二、正确的行数：2～4行
三、真题举例（第2辑－中级 Test 3）
Meetings That Work
0 A vital skill for anyone running
a business it is the ability to communicate
00 effectively. This is particularly
important in a meeting where complex arguments
34 need to be put forward and where it is
too vital to get the best out of the situation
35 and those present in as little
time as possible. Before calling a meeting, ask
36 yourself if you actually need one, since
so many are unproductive results and do
37 not really need to take place. Sending
an email or by using another means of
38 communication, such as a simple
phone call, might achieve the desired results in
39 half the time. Having established the
need for a meeting, so inform those you
40 wish to attend and ask people to be
punctual. Concerning the key to a good
41 meeting is an agenda, which needs
to be sent out in advance and should state the
42 date, time, and location. It should also
contain the names of those ones who will
43 be present and set that out,
starting with the most important, the points for
44 discussion. Ask in advance for
suggestions for items to be discussed about but
45 set a deadline for submissions in
order to reduce the amount of time that has to be
spent under ‘Any Other Business’.
四、真题举例（第2辑－高级 Test 3）
COMMERCIAL DIRECTOR REQUIRED
0 We are a dynamic and
ambitious food manufacturer supplying the grocery sector
00 and are entering an extremely exciting
period of new change as we focus on our
41 strategy how to achieve market
leadership. We are at present seeking a new
42 commercial director. If you are the type
of a person who can demonstrate the
43 energy and insight to drive a business
forward looking as part of a team, this may
44 well be the perfect opening for you. We
need appoint a committed professional who
45 will assume full responsibility
for the company’s entire commercial operation. The
46 commercial director will have
report directly to the general manager and will be
47 expected to provide with both
leadership and hands-on coaching to the staff. This
48 high-profile role will involve in
the implementing and developing of commercial
49 strategies that will make
maximize the profitable growth of the company. The
50 person appointed will already have
demonstrated sure success at a senior
51 commercial level for a minimum of three
years time in a food manufacturing
52 company and will possess
exceptional leadership qualities and commercial skills.
