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1、书山有路勤为径，学海无涯苦作舟。祝愿天下莘莘学子：学业有成，金榜题名！语言类考试复习资料大全剑桥商务英语高级模拟19剑桥商务英语高级模拟19READINGPART ONELook at the statements below and the profiles of five executives on the opposite page.Which executive (A, B, C, D or E ) does each statement 1-8 refer to?For each statement 1-8, mark one letter (A, B, C, D or E ) on
2、 your Answer Sheet.You will need to use some of these letters more than once.ASteve CakebreadWhen Salesforce. com, the online customer-relations management company went shopping for a CFO last year, it was ramping up to take on the big boys. It found an experienced hand. Steve Cakebread spent 18 yea
3、rs at HP, running divisions around the world; moved to Silicon Graphics as VP for finance, worldwide sales and distribution; and then joined Autodesk as CFO. He says a long resume has real value: Its all too easy for a new company not to bring in enough experience.BMark AngelinoDrawing on his 22 yea
4、rs of sales experience at IBM, Mark Angelino picked a few sectors he wanted to own - transportation, financial services, manufacturing, and health care and found sales managers with deep expertise in those industries. Angelino changed the compensation system to reward employees who developed longer-
5、term and more profitable customer relationships. In less than two years, he added 1.1 billion in new revenues and almost 2 million new customers, and built Nextels sales force into the most successful in the telecom industry.CAdam BosworthBosworths wisdom accounted for his extraordinary success at M
6、icrosoft, where he helped lead the development of Internet Explorer and pioneered XML, the standard language at the heart of Web services and the potential universal translator of data between incompatible systems. I would like to say that Web services was a great engineering achievement, but it was
7、 always about keeping it simple, stupid, he says. The big challenge was getting people aligned with it. At BEA, he has stoutly defended the technological lead of the companys franchise product, the WebLogic application server, against a concerted assault by IBMs WebSpere.DJeff KayWhen he was only 34
8、, Jeff Kay was tapped to run the National Institute of Standards and Technology, the governments biggest civilian R答案: D2. He joined the company when it was in a slump.答案: E3. He adopted the policy of more pay for more work resulting in improving the companys financial position dramatically.答案: B4.
9、He has got legendary skills in this field and is influential in its development.答案: C5. His talented management skill places him in a leading position in a big national research project when he was very young.答案: D6. He is a professionally experienced in handling financial matters.答案: A7. He has wor
10、ked in a variety of different industries.答案: B8. He won his reputation by streamlining the companys supply chain crucial for sales.答案: EPART TWORead the article below about manufacturing in the USA.Choose the best sentence from the opposite page to fill each of the gaps.For each gap 9-14, mark one l
11、etter (A-H) on your Answer Sheet.Do not use any letter more than once.Making It in the USA When it comes to US manufacturing, conventional wisdom says the prognosis is bad. Just read the headlines: During the past three years, the nation has lost 2.7 million factory jobs - many of them permanently.
12、Manufacturing now employs just 11 percent of the US workforce, compared with 30 percent in the 1950s. But LeRoy Nosbaum, chief executive at Itron Corp., a 285 million builder of utility meter readers in Spokane, Wash., sees things differently. If you cant manufacture in the US efficiently and econom
13、ically, you dont know how to manufacture, he says. Yes, making stuff in the United States requires merciless, day-by-day cost cutting. 1 Jumping on the low-cost bandwagon is a quick fix, says Bill Hanson, co-director of MITs Leaders for Manufacturing program. But it can hurt you in the long run. Job
14、-loss statistics may overstate the fall in US manufacturing competitiveness 2 Sure, there are fewer factory workers, but thanks to increased automation and a shift to higher-value work, the value of US manufactured goods has grown by 50 percent since 1990. Jim Womack of the Lean Enterprise Institute
15、, a nonprofit training center, adds that cheaper labor doesnt necessarily give offshore manufacturers an insurmountable advantage. 3 Whatever cost advantages do exist can vanish quickly if competitors follow suit and set up shop nearby. But the most compelling reason to build here isnt easily measur
16、ed in dollars. 4 The US is good at innovation, he says, and the only way to become an innovation machine is to closely couple manufacturing with engineering and design. Nosbaums Itron is an example: a homegrown success that enjoys a 50 percent market in the face of stiff import competition. 5 With i
17、nput from line workers, Itron has cut labor expenses in half since 1999 to just 8 percent of overall product cost- a rate so low that the wage gap with countries like China has become irrelevant. The Itron case aside, it does make sense for labor-intensive industries like apparels or furniture makin
18、g to build in low-wage countries. 6 In those fields, the potential of factory-level innovation far outweighs the benefits of lower wages. In the end, that is where American workers will find lasting opportunity. A That is not the case in R答案: E2.答案: B3.答案: C4.答案: H5.答案: D6.答案: APART THREERead the fo
19、llowing article about merge 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. A school of behavioral economists has long argued that when it comes to money, people are incapable of acting in their own best
20、interest - that decisions result from impulse and overconfidence as much as from reason. Smart folks, in other words, are just as likely to soon part with their money as all those fools. The truly bad news is that smart companies are just as prone to make terrible decisions for the same reason. Take
21、 one of the biggest business decisions of all merger. Research consistently shows that most mergers fail in every sense of the word, from falling stock prices to lower profitability after the merger. Yet, even with suffering capital markets, a recent Hewitt Associates study found that more than half
22、 of the 70 senior executives and board members surveyed planned to step up merger activity during the next three years.Why? Call it executive hubris. CEOs are not different from the rest of us in that they fall prey to the self-enhancement bias: we all like to think we are intelligent and efficaciou
23、s. So we overestimate our abilities. Thats why studies show that significantly more than half of all people believe they are above average - in negotiating ability, even in income, This overly optimistic view is, of course, worse for CEOs- afar all, they generally are way above average. Btu the resu
24、lt is the same: bad decisions. One study, by business school professors Matthew Hayward and Donald Hambrick, showed that the greater the hubris of the chief executive, the more a company tends to overpay for acquisitions.The aphorism Pride goeth before a fall seems to hold true in business too. When
25、 executives are confronted with the appalling statistics, their first response goes something like this: That may happen to other companies, but not ours. This acquisition will be more successful. We have learned.The next CEO challenge is persuading a possibly recalcitrant board of directors to let
26、you pursue your urge to merge. Hubris, again, returns to center stage. You paint a picture of doom and gloom that will result if you dont merge. Take a look at one of the rationales given for the merger of Hewlett-Packard and Compaq, two companies with poor operating track records. The argument was
27、that PCs were becoming a commodity industry, consolidation was inevitable, and if HP didnt do the consolidating, it would soon be one of the consolidated. Heres another variant of the same rationale: If you dont buy the target company, your competitor will - and youll lose out. This gambit uses the
28、influence strategy of scarcity - we want what we cant have, and we find particularly desirable anything that we may lose to someone else.Heres how to avoid hubris-fueled merger mania. First, follow the adage from medicine: Forgive and remember. Go back and evaluate past merger decisions, admit when
29、you were wrong, figure out why, and learn from it.Second, beware of too much agreement in the board room. When Alfred Sloan ran General Motors, if he couldnt find opposition to a decision, hed postpone it. He interpreted a lack of dissent as a lack of analysis. Find, even encourage, people to disagr
30、ee with you, so that all sides of the decision are examined. Mostly, we like those who agree with us. But as one of my colleagues likes to point out, if two people agree all the time, one of them is redundant.The urge to merge is still like an addiction in many companies: Doing deals is much more fu
31、n and interesting than fixing fundamental problems. So, as in dealing with any other addiction or temptation, maybe it is best to just say no.1. What is the argument in the first paragraph about earning money?A.People are likely to make decisions reasonably.B.Behavioral economists are likely to act
32、with overconfidence.C.Clever people are capable to earn a great fortune.D.Intelligent people tend to behave the same with the foolish one.答案:D2. The writer says that as far as merger is concerned,A.most ended in failure resulting from overconfidence.B.most CEOs preferred to give up mergers.C.compani
33、es are likely to earn their profit in acquisition.D.capital markets became vulnerable because of merger.答案:A3. What is said about CEOs in the third paragraph?A.They are above the average people in intelligence.B.They look down upon the ordinary people.C.They are overly confident about their abilitie
34、s as the others are.D.They can do more mergers with their greater hubris.答案:C4. The mason for Hewlett-Packard to merge Compaq isA.competition is fierce in PCs industry.B.CEOs of HP wanted to extend its product range.C.Compaq needed to be consolidated.D.people are eager to own something that may be o
35、btained by others.答案:D5. What are we told is the best way to avoid hubris-fueled merger madness?A.Draw lessons from past merger decisions.B.Trust those who share opinions with you.C.Stay far away from merger activities.D.Try to accept opposing views.答案:D6. The writers idea about merger is thatA.its
36、not easy to stop the urge to merger.B.merger leads to increased margins.C.CEOs have a cold response toward merger.D.the cost of merger will outweigh any profits.答案:APART FOURRead the article below about how to deal with employees with trade secrets.Choose the best word to fill each gap from A, B, C
37、or D on the opposite page.For each question 21-30, mark one letter (A, B, C or D ) on your Answer Sheet. What if Youre on the Receiving End?For most employers, the principal concern is the employee who takes trade secrets to a new job - but what about the employer who unwittingly hires someone who h
38、as stolen trade secrets?An employer is going to be liable if he knew or he should have known that this employee was 1 with trade secrets. Thus, its important to do an entrance interview 2 on trade secrets, ask him outright if he signed a nondisclosure agreement. If so, review it. Show the employee t
39、he 3 provisions of the Economic Espionage Act and have him sign a statement 4 that he understand what the potential liability is and hes not bringing any trade secrets with him.Theres a very fine line between hiring an employee for general knowledge, skills and experience and hiring an employee to g
40、ain 5 to a competitors trade secrets. But, if the 6 employer has not specified to the worker what information is secret and what information is not, you will be well insulated if you have the worker sign a one-page form in which he or she agrees not to 7 company policy against disclosing or using th
41、e trade secret of former employer.But once an employer is on 8 that an employee is using someone elses trade secrets, the employer must 9 action: even then, the employer may not be able to avoid liability entirely.Firing an offending employee as soon as the misappropriation is discovered may not 10
42、the employer of liability, but it goes a long way toward showing a judge or jury that the company limited the damage to the extent that they could.1.A.presentedB.dealingC.entrustedD.coming答案:D2.A.pinpointedB.confinedC.focusedD.revolved答案:C3.A.applicableB.specificC.lawfulD.complete答案:A4.A.announcingB
43、.sayingC.proposingD.stipulating答案:B5.A.entryB.closeC.passageD.access答案:D6.A.originalB.antecedentC.previousD.prior答案:C7.A.despiseB.violateC.neglectD.infringe答案:B8.A.attentionB.discoveryC.noticeD.alert答案:C9.A.takeB.bringC.adoptD.make答案:A10.A.relieveB.lessenC.removeD.prevent答案:APART FIVERead the articl
44、e below about interviewing.For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet.Keep the Process FairInterviewers who allow first impressions to guide their questions can fall into a pattern that shifts the balance of the conversation only in ways that confirm the first im
45、pression, regardless 1 whether it is correct.For example, an interviewer who is immediately impressed 2 a candidate starts chatting amiably, asks easy questions and allows the candidate to pontificate on what they would or should or could 3 in some future world when hired. The hiring manager or inte
46、rview committee spends more time talking 4 listening; most of that talking is done in an effort to sell the candidate on the job, 5 screen his or her qualifications. The hiring manager or interviewing panel is left with a warm, fuzzy feeling about the candidate and high hopes 6 the future but with n
47、o real understanding of the skills and knowledge that the candidate would bring to the job, and no impressions to confirm 7 deny in the all-important reference-checking stage.Worse yet, an interviewer who has a negative impression of a candidate often does 8 opposite, spending most of the interview disengaged or tearing the candidate apart through overly tough questions or a combative attitude.To keep the interview fai