2024年3月17日发(作者：打印机网络共享怎么设置方法)

剑桥商务英语中级真题1

READING

PART ONE

●Look at the statements below and the information on the opposite page about feedback on staff performance.

●Which section (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 Sheet.

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

Changes in Performance Feedback

A. In the past, feedback about your performance used to mean a quiet chat with the boss. But now 360-degree

feedback-the system where employees are also given feedback from peers and from the people they manage-is

taking root in corporate culture. The system is characterised by greater participation and has grown out of the

desire of companies to create more open working environments where people work better together and ideas and

opinions are exchanged between teams and across levels of seniority.

B. PCs linked to the company IT network are set to become the feedback machines. Many firms introducing

360-degree feedback are using Personal Development Planner software. Feedback on an individual, which is

based on a questionnaire relating to attributes needed for that person's role in the company, is collected using this

electronic system. All the information gathered is analysed and the end result is a suggested development plan.

The advantage is that individuals make requests for the feedback themselves and receive the results directly.

C. Sarah Rains, from the pharmaceutical company Optec, said, 'Now feedback is available on our network, we

encourage managers to choose how they use it. It is a flexible tool and we tell them that waiting for the annual

event of a formal appraisal needn't apply.' At the engineering company NT, 250 technical managers have been

through the feedback process. Jack Palmer, a senior manager there said, 'We needed to develop the interpersonal

skills of these technically-minded people. In particular, we wanted to build on their team-working and coaching

skills.'

D. So, how is the new feedback culture likely to affect you? It could form the basis of your personal

development programme, providing pointers to your strengths and also to those areas you need to develop more.

Or feedback could be used for 'succession planning', where companies use the information to speculate on who

has the right skills to move into more senior positions. As yet, few organisations have stretched the role of

feedback so far as to link it to salaries. But one thing is clear: the future will bring even wider participation by all

members of staff.

1. staff being reminded that it is not essential to restrict feedback to once a year

C

2. the way in which feedback could identify people suitable for promotion

D

3. the aim of improving staff communication throughout an organisation

A

4. the feedback obtained on an employee being linked to requirements for a particular job

B

5. aspects of a group of employees' work that were identified as requiring improvement

C

6. feedback indicating both positive and negative aspects of an individual's work

D

7. the participation of less senior personnel in a member of staff's feedback

A

PART TWO

●Read the article below about working in international teams.

●Choose the best sentence from the opposite page to fill each of the gaps.

●For each gap (8-12), mark one letter (A-G) on your Answer Sheet.

●Do not use any letter more than once.

●There is an example at the beginning (0).

INTERNATIONAL TEAMS

An international team can be defined as a group of people who come from different nationalities and work

together towards a common goal. （0） (G) The fact that they are spread out presents a range of opportunities

and challenges that teams working in the same place do not experience.

One trend, in particular, which is creating the need for more international teams, is that we are in the middle of

a dramatic information revolution. 1 Thus, these teams can now spend as much time working apart as together.

They can access and share information as never before. Business will increasingly be done in an

'information space', with information becoming a product in its own right. 2 Doing this through the internet

and e-mail is inexpensive and relatively easy, in both technologically developed and developing countries.

A question commonly asked by managers is whether these teams actually work. Can they deliver improved

performance? After a decade of work experience and research with international teams, I believe the answer is

positive. 2 What's more, many of those companies which have actually introduced international teams have

focused only on the performance of the teams, without taking into account the context in which they are

introduced. Context plays a key role in the likelihood of their success.

Creating the right context for international teams needs more than a quick fix, though. It requires a long-term

commitment. 4 On the contrary, companies need to focus on the way they operate, and possibly initiate a

complete review of their practices, before introducing an international team.

Given these challenges, what should organisations do to make sure that their international teams are

successful? Much has been written about effective team processes in general, and the first thing to say is that

most of these guidelines apply equally to international teams. Experience has shown that international teams are

simply more complex versions of national teams. 5 While these elements may have a variety of interpretations

in different cultures, they are as important to international teams as they are to national teams.

A. If an organisation is just beginning to work globally and has only recently created international teams, it

often underestimates the level of support needed by teams.

B. It is now well established that any team will have a greater chance of success if it has clear goals, a strong

sense of commitment, appropriate leadership and good interpersonal relationships.

C. The recognition of this has created many more knowledge workers, that is, people who create, exchange

and broadcast information as knowledge.

D. Organisations must understand that operating globally affects every aspect of business and they cannot

simply set up international teams and assume that everything else can remain unchanged.

E. The first major impact of this is that satellite technology is increasingly allowing team members to

participate in discussions wherever they are, at any time they choose.

F. Unfortunately, however, few organisations until now have been prepared to make the necessary investment

to gain the potential benefits that international teams offer.

G. Unlike most national teams, international teams often work apart and across cultures and time zones, for

extended periods of time.

1.

E

2.

C

3.

F

4.

D

5.

B

PART THREE

●Read the article below about leadership in business and the questions on the opposite page.

●For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

THE EFFECTIVE LEADER

From workplace surveys, I have found that most people want to be-and feel they could be-more effective

leaders. Certainly they want their leaders to be more effective. But what do we mean by effective leadership in

business? It would appear a simple question. Unfortunately, effectiveness is more easily recognisable when it is

absent. Leaders who attempt to use business jargon and try out the latest ideas are too often perceived as figures

of fun. Whilst people frequently agree on what ineffective leadership is, clearly knowing what not to do is hardly

helpful in practice.

Huge amounts of research have been done on this very wide subject. When you look at leadership in different

ways, you see different things. While descriptions of leadership are all different, they are all true-and this is

where disagreement arises. However, leadership is specific to a given context. The effectiveness of your actions

is assessed in relation to the context and to the conditions under which you took them.

For a magazine article I wrote recently, I interviewed one publishing executive, author of several well-known

publications, about what effective leadership is. It was significant that, at first, he did not mention his own

company. He talked at length about what was happening in the industry-the mergers, take-overs and global

nature of the business. Before he was able to describe his own objectives for the new publishing organisation he

was setting up, he had to see a clear fit between these proposals and the larger situation outside. Obvious? Of

course. But I have lost count of the number of leaders I have coached who believed that their ideas were valid,

whatever the situation.

At this point, I should also mention another example, that of a finance director whose plan of action was not

well received. The company he had joined had grown steadily for twenty years, serving clients who were in the

main distrustful of any product that was too revolutionary. The finance director saw potential challenges from

competitors and wanted his organisation to move with the times. Unfortunately, most staff below him were

unwilling to change. I concluded that although there were certainly some personal skills he could improve upon,

what he most needed to do was to communicate effectively with his subordinates, so that they all felt at ease with

his different approach.

Some effective leaders believe they can control uncertainty because they know what the organisation should

be doing and how to do it. Within the organisation itself, expertise is usually greatly valued, and executives are

expected, as they rise within the system, to know more than those beneath them and, therefore, to manage the

operation. A good example of this would be a firm of accountants I visited. Their business was built on selling

reliable expertise to the client, who naturally wants uncertainty to be something only other companies have to

face. Within this firm, giving the right answer was greatly valued, and mistakes were clearly to be avoided.

I am particularly interested in what aims leaders have and what their role should be in helping the organisation

achieve its strategic aims. Some leaders are highly ineffective when the aim doesn't fit with the need, such as the

manufacturing manager who was encouraged by her bosses to make revolutionary changes. She did, and was

very successful. However, when she moved to a different part of the business, she carried on her programme of

change. Unfortunately, this part of the business had already suffered badly from two mismanaged attempts at

change. My point is that what her people needed at that moment was a steady hand, not further changes-she

should have recognised that. The outcome was that within six months staff were calling for her resignation.

1. In the first paragraph, the writer says that poor leaders

not want to listen to criticism.

not deserve to be taken seriously.

easier to identify than good ones.

more widespread than people think.

C

2. Why does the writer believe there is disagreement about what effective leadership is?

tions of successful leadership vary according to the situation.

are few examples of outstanding leaders available to study.

s are unable to give clear descriptions of their qualities.

results of research on the subject have concluded little.

A

3. The publishing executive's priorities for leadership focused on

icant and long-term aims.

al organisational aspects.

sional skills and abilities.

l business contexts.

D

4. According to the writer, the finance director was unsuccessful because

were uncomfortable with his style.

ng clients were suspicious of change.

itors had a more dynamic approach.

gues gave little support to his ideas.

A

5. Staff at the accountancy firm who were promoted were required to

t mistakes.

a high level of knowledge.

in discipline within the organisation.

clients on responding to uncertainty.

B

6. The example of the manager at the manufacturing company is given to emphasise that

rs need support from their employers. s

should not be afraid of being unpopular. ive leaders

must be sensitive to staff needs. rs do not always

understand the attitudes of staff.

C

PART FOUR

●Read the extract below from the annual report of a company with manufacturing interests around the world.

●Choose the best word to fill each gap from A, B, C or D on the opposite page.

●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.

Manufacturing Strategy

During the last year, we announced the significant expansion of our plastic sheeting plant in Malaysia, which,

together with the acquisition of the Javanese factory, will approximately double the Group's manufacturing 1

. The cost of this development is within 2 and will be approximately $5.6m, of which $2.7m was incurred

during the previous year. It is on schedule to 3 increasing volumes from October 2009.

Following the 4 of plastic tubing manufacture from Germany to Thailand, we have effectively doubled the

capacity of this facility at an 5 cost of $12m. The project is set to cost less than the original 6 and is on

target for increased production by June 2010.

In February, we announced our 7 to sell our factory in Ireland. This decision is in line with the Group's

strategy of 8 on our core categories of branded products.

In June, we announced investment in a new state-of-the-art UK manufacturing facility for specialist plastic

components. This facility will be 9 by mid 2009 and will increase the Group's capacity to manufacture products

efficiently in-house. At the same time it will 10 about 200 new jobs in an area of high unemployment. The

factory is to cost approximately $24m, towards which government 11 of up to $4m are already available. Sadly,

as part of this move, we announced the 12 of our Blackburn facility, which is due to take place in the early part

of 2010.

As part of our commitment to effective external communications with all our stakeholders, in October we

13 the corporate website, which is now providing up-to-date information on the Group and we look forward to

receiving 14 from users of the site. Existing product websites are now in the 15 of being redesigned as part of

the global rebranding strategy.

1.

A

2.

t

A

3.

d

er

e

r

D

4.

ement

nging

tion

ribution

C

5.

ed

ed

ed

D

6.

ent

te

tion

C

7.

ion

e

C

8.

trating

ng

ing

ing

A

9.

g

enting

ing

zing

A

10.

t

D

11.

rships

tions

B

12.

e

sion

B

13.

ched

ed

ed

ed

C

14.

de

ch

k

ck

D

15.

ce

ss

s

ure

C

PART FIVE

●Read the article below about market research.

●In most of the lines (34-45), there is one extra word. It is either grammatically incorrect or does not fit in with

the meaning of the text. Some lines, however, are correct.

●If a line is correct, write CORRECT on your Answer Sheet.

●If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

●The exercise begins with two examples (0 and 00).

Market Research

0 Market research involves in collecting and sorting facts and opinions from specific groups

00 of people. The purpose of research can vary from discovering the popularity of a political

1 party to assessing whether is a product needs changing or replacing. Most work in

2 consumer research involves interviewers employed by market research agencies, but

3 certain industrial and social research is carried out by any specialist agencies. Interviews

4 may be with individuals or groups and can last anything as from minutes to an hour or

5 more. In some interviews, people may be asked to examine or try out products before

6 giving up their opinion. Successful interviewers tend to like meeting people and should not

7 only be shy of addressing strangers. Interviewers are usually expected to work

8 unsupervised, organising their own workload. Self-discipline is absolutely essential-and

9 as are good health and energy. There are no specific age limits for such a work though

10 many agencies prefer to employ older applicants with experience of meeting people.

11 Market research agencies which frequently organise training, where trainees learn how to

12 recognise socio-economic groups and practise approaching to the public. For information on market

research training and qualifications, contact the Market Research Association.

1.

IS

2.

CORRECT

3.

ANY

4.

AS

5.

CORRECT

6.

UP

7.

ONLY

8.

AND

9.

A

10.

CORRECT

11.

WHICH

12.

TO

WRITING

PART ONE

1. ●You are a manager in an international company. You want to reduce the company's spending on courier

services.

●Write an email to the staff in your department:

●explaining that spending on courier services has risen

●suggesting how savings could be made

●saying how the money saved will be used.

●Write 40-50 words.

Sample A

Sample B

As I know that spending on courier services has risen recently, as all the staff regarded the time when given for

a useless things, and some people in our company enjoyed the services endless, for instance buying everything

useless on holidays. To save money, we have to take some measure in controll much which is spend on courier

services. Every one who wants to enjoy services must come to the manager and accountant for permission.

[解析] Sample A

Scales Mark Commentary

Content 4

Content is relevant to the task and the target reader would be informed but content

element 2 is not entirely clear.

The email is written in an appropriate register, holds the reader's attention and

generally communicates straightforward ideas (A detailed plan should be made.).

The text is coherent, with content addressed in a logical order,

Uses some complex grammatical forms with control (money would be used to

buy new office equipment) but other sentences are less successful (Certain people

should be pointed to check) and (The money that spend on our company's courier

) , Errors do not impede communication.

Communicative

3

Achievement

Organisation 3

Language

Sample B

Scales

3

Mark Commentary

A number of irrelevances are present (regarded the time when given for a useless

Content 1

things) , and content element 3 is not adequately addressed. The target reader

would be minimally informed.

Communicative

Uses email conventions to communicate ideas in a generally appropriate way,

1

Achievement although lacks concision.

Organisation 2

The email is connected despite a very long first sentence and uses some cohesive

devices (as; and; for instance) .

Uses everyday vocabulary and simple grammatical forms (we have to; Every

one who ) . Errors are noticeable and at times impede

communication (buying everything useless on holidays) although generally meaning

can still be determined.

Language 1

PART TWO

1. ●You are a manager in the customer services department of a large store. Your line manager has asked you to

write a report on the results of a recent customer survey.

●Look at the information below, on which you have already made some handwritten notes.

●Then, using all your handwritten notes, write your report.

●Write 120-140 words.

Results of Customer Survey

new

training

Responses:

Good

30%

62%

87%

Poor

70%

38%

13%

staff friendliness

fo;·

etaffshould

product range

cpening hours

......

help!

..

reason for

tl;ie;

to

,at,

tract more

cue;tomen>

Additional customer comments:

• difficult to find things ------ new

• not enough parking

"wro

layou•

e;ay why

/ Mxtmonth

this

if

no loneer

a problem

SampleC

The purpose

of

this report is

to

show the results

of

our recent customer survey.

Firstly

70"1.

of

our customer found our

staff

unfriendly. This should be

no

longer the

case.

because

new

training

for

the

staff

will

start

next month.

Concerning

our

product range,

we

have

to

improve

our

diversification, because

381.

of our customer found it should add

some

new products like Hi-Fi and

electronics.

Regarding the opening hours,customer found it very

good.

lhe reason is that we are

now

open till 9pm every day.

Concerning

the parking

we are

progressing quite rapidely with the construction

of

the

new

parking area,

so

this

wou ld

be no longer a problem, and in the

same

time

the new

store

layout should be ready next month.

In conclusion,

we are

on trar.k with all our project.

SampleD

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