商務英語BEC高級閱讀題精講整合版

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商務英語BEC高級閱讀題精講(1)

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

15　A made over 80.000 employees reduncdant

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 emphasise 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 commmucation

D Making employees feel less powerless

文章取材自一本管理手冊，說的是一個組織裏的有效溝通問題。這套題目有些特別，不像之前的閱讀的第三部分，六道題目分別依次對應文章的六個段落，這題的答案稍微分散了些。

15題，答案很明顯，但是選項很有迷惑性。答案是第二段的最後一句：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.減少了80000員工(或者說減少了35%的員工)，預期還會減少更多。A選項是對的，made redundant是前面某套題目閱讀的第五部分考過的詞組;B不對，沒有完成(completed)，因爲預期還會裁減更多(with further downsizing anticipated);C也不對，迷惑性最大，reduced its workforce of 80.000，用了介詞of，所以這句的意思是一共就80000員工，而實際情況是減少了80000員工;D不對，35%的員工被裁減，都是在自願的基礎上的，而不是離開的人中有35%是自願的。

16題，問根據此人的觀點，溝通的角色是什麼。也就是問溝通的目的或者作用是什麼。答案在第三段。溝通是爲了幫助人樹立自信，說服他們雖然要面臨一些變化，但是同樣也會擁有一些新的機會。說白了，就是鼓勵這些被裁的人。答案選C，強調變化的積極方面。這裏的positive aspects是對前面說的bring with them new opportunities的一個概括。(想起了電影《在雲端》，up in the air，裏面那個老男人的工作就是職業裁員專家，專門對被裁的人說些這樣的話。)

17題，問調查顯示大多數人對change的反應是什麼。這題在答案中也很明顯，但是選項很糾結。都有點似是而非。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.大多數員工的反應就是很失望，甚至會很憤怒。個人覺得這題出的不夠嚴謹，沒有哪個選項能嚴格從原文中提煉出來。對比下D要好點，因爲對公司失望和憤怒，就是覺得受到了不公正的待遇。此題有待高手補充更完美的理由。

18題，問溝通過程主要依賴於什麼。答案是第五段的這句：people prefer to get their information face-to-face from their line managers。喜歡面對面的從直屬經理那裏獲取信息。所以選C，個人的交流。

19題，問組織內部提供信息的指導準則是什麼。最後一段的第一句就是：The general rule in company communication is to tell employees as much as you can as soon as you can。儘可能的快，儘可能的多。不能提供細節的，至少給個大致的背景消息(put the news in context)。時機成熟了，再告知更多。選B：在可能的最早的階段讓人有個總體的印象。

20題，給文章選標題。這種題在BEC的閱讀裏還真不多見。選標題，就是要挑選文章的最主要意思，從整體上把握文章的main ideas。這篇文章通篇說的就是communication，前面介紹了溝通的背景：裁員;接着說了員工對裁員的反應;然後最後兩段，一段說員工喜歡什麼樣的溝通方式，一段說溝通的原則是什麼。綜合起來，就是關於怎樣進行有效溝通的問題。選B。A不對，片面了，只是文中某部分的內容，並且這部分內容是爲後面做背景介紹，不是主要的;C不對，不是簡單的research，research僅僅是介紹狀況，文章還有關於實現措施的。

　　商務英語BEC高級閱讀題精講(2)

There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) 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) well we research prospective employers, a new job is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : most of us (36) 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) time we feel the urge for better pay . We’d (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) 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) some circumstances get you into very serous trouble indeed.

答案及解析

關於加薪的文章，教你怎麼樣實現加薪。這道題目不難，但是拋開題目，單說文章裏談的加薪的方法，各位還是要辯證的看。要想人生第一份工作就找到自己滿意的，是挺難，可是以加薪爲目的跳槽，也未必是什麼明智的好辦法。

31題，太明顯的定語從句，前面是someone，那麼當然填入表示人的關係代詞who。

32題，in line with，和什麼一致，固定搭配，在中級的選詞版完型裏常考到這個詞組。這句的意思是，找個一個願意給你提供和你才能更加一致的薪水的人。

33題，from time to time，時不時的。changing employers from time to time，時不時的換老闆。

34題，Irrespective of，同regardless of一樣，後面接讓步狀語從句，不管我們對可能的僱主研究的多麼好，新的工作都是一個未知數。用how well。

35題，turn out to be，固定用法。

36題，換工作，要麼是個好的舉措，要麼將成爲災難。而我們大多數人這兩種經歷都有。有這種經歷，是過去完成時，用have+done。

37題，理解前後文意思。換老闆不是件我們經常願意做的事情，並且也不是一想要加薪就要換老闆。用every time，表示每次要加薪就準備換老闆。

38題，這題有點難度，考驗人的語法功底。首先這個句子是虛擬語氣，We’d是we would的縮寫，而不是we had。是表示對將來的假設，我們要承擔更多的風險。所以用would be。

39題，比較明顯的，view as，將什麼視作什麼。

40題，和circumstance相關的詞組，很容易想到under/on some circumstance，在某種情況下。

　商務英語BEC高級閱讀題精講(3)

The Stars of the Future

A 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 formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.

B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim 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 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 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 company’s HR specialists need to take action and engage with line managers 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 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.

首先得搞明白的是這篇文章到底講的什麼。不用看具體內容，有兩個地方直接告訴了。一個是題目說明的第一句話，另一個是正文的標題。從這兩個地方就可以看出全文探討的是公司未來接班人——也就是潛力股——的培養問題。

A段講了TLRG這個貫穿全文的研究組織誕生的原因：現行的研究滿足不了需要，於是大多數公司只能自己探索發掘接班人的模式;(即第五題的答案)

B段講了直屬經理(line managers)對於發掘接班人的重要性(真是幹什麼都要從基層抓起)，以及經理們的一些疑慮;

C段講的是接班人問題對公司的重要性，並且應該讓院線經理們明白這種重要性;

D段是針對前面列出的問題，提出的解決建議，什麼專家協助等等。

整篇文章分爲四個部分，層層遞進，有很強的邏輯性。拿這樣的文章來做閱讀材料應該是相對容易把握的圖中藍色的線爲答案潛伏的地方。7個題幹基本是將原文中的句子用另外的詞語和句型表述出來，所以題幹中的關鍵詞都能在正文裏 找到與之匹配的，比如第四題題幹裏的expert對應D段的specialists,第六題的too busy to對應於B段裏的heavy workloads，第七題的interest對應於C段的appeal。

第一題說“經理們必須採取措施使潛力股們相信他們對公司的價值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。

第二題說“組織必須把目光投向正在培養中的潛力股以外的地方”，即D段最後兩句話所說的尋找新一代的潛力股。

第三題和B段的最後一句話完全是一個意思：怕培養潛力股的投入收不回成本。

第四題說開發潛力股，經理們需要在公司內部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要採取行動。HR specialists就是expert。

第五題說公司現在沒有在指導策略的支持下辨別潛力股。也就是說公司是依靠自己來發掘人才的。答案是A段的第一句：現行的研究滿足不了需要，所以公司只能形成自己的一套體系。

第六題，經理們太忙了，無暇顧及潛力股的發展。答案是B段的：Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作負荷的人的肩上。高工作負荷，也就是too busy。

第七題，看重作爲僱主名聲的公司可以吸引潛力股。答案是C段的這麼一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發員工而着稱的話，將會對潛力股產生更大的吸引。以開發員工而着稱(known as ones that develop their people)，名聲很好，也就是看重自己作爲僱主的名聲。

疑似生詞：

1. line managers 直屬經理，業務經理

2. flat organization 扁平化的組織，即企業中的單層管理組織對應的單詞hierarchy 等級制的公司

3. poach vt. (侵入他人地界)偷獵(或捕魚), 水煮，剽竊，挖角

eg: A rival firm poached our best computer programmers.

我公司的競爭對手把我們最好的計算機程序編制員挖走了。

4. runs deep 純粹是想說一下那句着名的諺語：Still water runs deep靜水流深。

5. fall victim to 成爲......的受害者

B段中的原話：People development all too often falls victim to heavy workloads.人員發展成爲高負荷工作的受害者，也就是說經理們因爲太忙而無暇顧及潛力股的培養，即第六題的答案。

6. retention 保留，在文中指留住員工。是風險管理中常見的專業名詞。