bec商务英语BEC阅读及解析
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BEC阅读精选及解析1
Questions 1-7
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (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.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
BEC阅读精选及解析1
Questions 1-7
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (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.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer will interest high-flyers.
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 Tomorrows 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 todays 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 l
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer will interest high-flyers.
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 Tomorrows 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 todays 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 l
ogic 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 companys 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 ne
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 companys 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 ne
eded to replace them. The next challenge will be to find a new generation of high-flyers.
首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告知了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司将来接班人——也就是潜力股——的培育问题。A段讲了TLRG这个贯穿全文的商量组织诞生的缘由：现行的商量满足不了需要，于是大多数公司只能自己探究发掘接班人的模式;(即第五题的答案)B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;D段是针对前面列出的问题，提出的解决建议，什么专家关心等等。整篇文章分为四个部分，层层递进，有很强的规律性。拿这样的文章来做阅读材料应当是相对简洁把握的。
BEC阅读精选及解析(2)
Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.
1、the need to teach skills to employees working on the outsourced process
2、remembering the initial reason for setting up the outsourced project
首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告知了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司将来接班人——也就是潜力股——的培育问题。A段讲了TLRG这个贯穿全文的商量组织诞生的缘由：现行的商量满足不了需要，于是大多数公司只能自己探究发掘接班人的模式;(即第五题的答案)B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;D段是针对前面列出的问题，提出的解决建议，什么专家关心等等。整篇文章分为四个部分，层层递进，有很强的规律性。拿这样的文章来做阅读材料应当是相对简洁把握的。
BEC阅读精选及解析(2)
Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.
1、the need to teach skills to employees working on the outsourced process
2、remembering the initial reason for setting up the outsourced project
3、the need to draw up agreements that set out how integration is to be achieved
4、addressing the issue of staff who work on the outsourced process being at a distant site
5、the importance of making someone responsible for the integration process
6、staff on the outsourced project familiarising themselves with various details of the business
7、problems being associated with an alternative to outsourcing
When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.
A.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home companys previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service
4、addressing the issue of staff who work on the outsourced process being at a distant site
5、the importance of making someone responsible for the integration process
6、staff on the outsourced project familiarising themselves with various details of the business
7、problems being associated with an alternative to outsourcing
When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.
A.Gianluca Tramcere, Silica Systems
An outsourced IT service is never a fully independent entity. It is tied to the home companys previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service
delivery.
B.Kevin Rayner, Domola
Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.Clayton Locke, Digital Solutions
Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate effic
B.Kevin Rayner, Domola
Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.
C.Clayton Locke, Digital Solutions
Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate effic
iently, outsourcing personnel have to talk to the home companys executives and users to understand their experiences.
D.Kim Noon, J G Tech
One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
这篇文章讲的是外购(outsourcing),分别有四位专家就这个问题给出了自己的看法。A段的专家强调建立合同的重要性，B段专家认为要派专人负责，C段专家讲外派人员和本公司之间要有一个互动，D段专家讲假如与外包商(outsourcer)组成联合企业的话可能带来的一系列问题。假如对文章有个或许、基本的了解，很多题目不用细看就可以得出结论。
第一题的答案略微有些隐晦，在B段的最终一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training el
D.Kim Noon, J G Tech
One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.
这篇文章讲的是外购(outsourcing),分别有四位专家就这个问题给出了自己的看法。A段的专家强调建立合同的重要性，B段专家认为要派专人负责，C段专家讲外派人员和本公司之间要有一个互动，D段专家讲假如与外包商(outsourcer)组成联合企业的话可能带来的一系列问题。假如对文章有个或许、基本的了解，很多题目不用细看就可以得出结论。
第一题的答案略微有些隐晦，在B段的最终一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training el
ement.”因为新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。这里的training对应第一题的“teach skills to employees”。第二题的答案在D段中间: companies should be careful not to lose sight of the original rationale for outsourcing.这里的rationale是基本原理、根本缘由的意思。第三题的答案在A段，特殊明显的“establish contracts”。第四段的答案是C段的最终一句话，outsourcing personnel have to talk to the home companys executives and users to understand their experiences.这里的talk to对应address，向....谈话。第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最终一句说的外购人员向公司汇报他们的经受。第五段的答案在B段，相当明显：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派专人负责integration。第六题说“外派人员要熟识自身工作的不同详情”，对应C段的“create a team where there is a clear understanding of objectives and incentives.”打造一个对目标和动机都有清晰理解的团队。第七题略微绕一点。题目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一个联合企业。D段里的专家始终在强调联合企业的麻烦和冗杂性(joint ventures bring potential troubles)，所以是正确答案。
BEC阅读精选及解析(3)
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (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.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer willinterest high-flyers.
Look at the statements below and the article about the development of future business leaders on the opposite page.
Which section of the article (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.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer willinterest high-flyers.
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 Tomorrows 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 todays 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.
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 Tomorrows 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 todays 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 companys 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.
首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告知了。
D TLRG has concluded that a companys 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.
首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告知了。
一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司将来接班人——也就是潜力股——的培育问题。
A段讲了TLRG这个贯穿全文的商量组织诞生的缘由：现行的商量满足不了需要，于是大多数公司只能自己探究发掘接班人的模式;(即第五题的答案)
B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;
C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;
D段是针对前面列出的问题，提出的解决建议，什么专家关心等等。
整篇文章分为四个部分，层层递进，有很强的规律性。拿这样的文章来做阅读材料应当是相对简洁把握的。
题目解析：
图中蓝的线为答案潜伏的地方。7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里 到与之匹配的，比方第四题题干里的expert对应D段的specialists,第六题的too busy to对应于B段里的heavy workloads，第七题的interest对应于C段的appeal。
A段讲了TLRG这个贯穿全文的商量组织诞生的缘由：现行的商量满足不了需要，于是大多数公司只能自己探究发掘接班人的模式;(即第五题的答案)
B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;
C段讲的是接班人问题对公司的重要性，并且应当让院线经理们明白这种重要性;
D段是针对前面列出的问题，提出的解决建议，什么专家关心等等。
整篇文章分为四个部分，层层递进，有很强的规律性。拿这样的文章来做阅读材料应当是相对简洁把握的。
题目解析：
图中蓝的线为答案潜伏的地方。7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里 到与之匹配的，比方第四题题干里的expert对应D段的specialists,第六题的too busy to对应于B段里的heavy workloads，第七题的interest对应于C段的appeal。
第一题说“经理们必需实行措施使潜力股们信任他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating “attraction centres”和loyalty。
第二题说“组织必需把目光投向正在培育中的潜力股以外的地方”，即D段最终两句话所说的查新一代的潜力股。
第三题和B段的最终一句话完全是一个意思：怕培育潜力股的投入收不回本钱。
第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话：公司的人力资源专家需要实行行动。HR specialists就是expert。
第五题说公司如今没有在指导策略的支持下区分潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的商量满足不了需要，所以公司只能形成自己的一套体系。
第六题，经理们太忙了，无暇顾及潜力股的进展。答案是B段的：Unfortunately, with todays flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是too busy。
第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：if their co
第二题说“组织必需把目光投向正在培育中的潜力股以外的地方”，即D段最终两句话所说的查新一代的潜力股。
第三题和B段的最终一句话完全是一个意思：怕培育潜力股的投入收不回本钱。
第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话：公司的人力资源专家需要实行行动。HR specialists就是expert。
第五题说公司如今没有在指导策略的支持下区分潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的商量满足不了需要，所以公司只能形成自己的一套体系。
第六题，经理们太忙了，无暇顾及潜力股的进展。答案是B段的：Unfortunately, with todays flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是too busy。
第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：if their co
mpanies are known as ones that develop their people, they will have a greater appeal to high-flyers。假如公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。以开发员工而著称(known as ones that develop their people)，名声很好，也就是看重自己作为雇主的名声。
疑似生词：
1、line managers 直属经理，业务经理
2、flat organization 扁平化的组织，即企业中的单层管理组织对应的单词hierarchy 等级制的公司
3、poach vt. (侵入他人地界)偷猎(或捕鱼), 水煮，剽窃，挖角
eg: A rival firm poached our best computer programmers.
我公司的竞争对手把我们最好的计算机程序编制员挖走了。
4、runs deep 纯粹是想说一下那句出名的谚语：Still water runs deep静水流深。
5、fall victim to 成为。。。。的受害者
B段中的原话：People development all too often falls victim to heavy workloads.人员进展成为高负荷工作的受害者，也就是说经理们因为太忙而无暇顾及潜力股的培育，即第六
疑似生词：
1、line managers 直属经理，业务经理
2、flat organization 扁平化的组织，即企业中的单层管理组织对应的单词hierarchy 等级制的公司
3、poach vt. (侵入他人地界)偷猎(或捕鱼), 水煮，剽窃，挖角
eg: A rival firm poached our best computer programmers.
我公司的竞争对手把我们最好的计算机程序编制员挖走了。
4、runs deep 纯粹是想说一下那句出名的谚语：Still water runs deep静水流深。
5、fall victim to 成为。。。。的受害者
B段中的原话：People development all too often falls victim to heavy workloads.人员进展成为高负荷工作的受害者，也就是说经理们因为太忙而无暇顾及潜力股的培育，即第六
题的答案。
6、retention 保存，在文中指留住员工。是风险管理中常见的专业名词。
6、retention 保存，在文中指留住员工。是风险管理中常见的专业名词。
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