新编剑桥商务英语学生用书答案
新编商务英语答案
新编商务英语答案一、阅读理解（每小题 2 分，共 20 分）Passage 1For years people have been saying that the railways are dead. We all keep hearing that trains are slow, that they lose money, that they’re dying. But this is far from the true. In these days of expensive oil, the railways have become highly competitive with motorcars and planes. If you want to carry people or goods from place to place, they’re cheaper than planes. And they have much in common with planes. A plane goes in a straight line and so does a railway. What is more, a railway takes you from the heart of a city center. It doesn’t hold you up as a car does, in endless traffic jams. And a single train can carry goods which no plane or motorcar could ever do.Far from being dead, the railways are very much alive. Modern railway lines give you a smooth, untroubled journey. Where else can you eat well, sleep in comfort, feel safe and enjoy the scene while you are traveling at speed at the same time? And we are only at the beginning. For we have just entered the age of super-fast trains, trains traveling at 150 miles an hour and more. Soon we will be wondering why we spent so much on motorways we can’t use because we have not enough money to buy the oil and planes we can’t fly in for the same reason.1. Some people think the railways are dead for many reasons EXCEPT that ____. [单选题] *A. planes and motorcars have taken the place of trainsB. oil is expensive today(正确答案)C. trains are slowD. railways lose money1. Some people think the railways are dead for many reasons EXCEPT that ____. [单选题] *A. planes and motorcars have taken the place of trainsB. oil is expensive today(正确答案)C. trains are slowD. railways lose money2. The writers idea seems to be that ______. [单选题] *A. we can do without railwaysB. trains have much in common with motorcars and planesC. motorcars and planes are not as good as trainsD. trains are as good as motorcars and planes(正确答案)3. According to the writer, which of the following is NOT the advantage [单选题] *of railways?A. It is cheaper to travel by train than by plane.B. Super-fast trains travel even faster than planes.(正确答案)C. The railway station is usually at the center of a city.D. A train carries more goods than a motorcar or plane does.4. The writer thinks that the railways, far from being dead, are very much alive because ___________. [单选题] *A. we can have a smooth and untroubled journeyB. we’ll not have enough money to fly everywhereC. we can now travel in super-fast trainsD. all of the above(正确答案)5. The best title for this passage may be ________. [单选题] *A. The Best Choice: Train, Motorcar or PlaneB. The Dying RailwaysC. Super-fast Trains in the FutureD. Not the End, But the Beginning(正确答案)Passage 2The world’s population continues to grow. There now are about 4 billion of us on earth. That could reach 6 billion by the end of the century and 11 billion in a further 75 years. Experts have long been concerned about such a growth. Where will we find the food, water, jobs, houses, school and health care for all these people?A major new study shows that the situation may be changing. A large and rapid drop in the world’s birth rate has taken place during the past 10 years. Families generally are smaller now than they were a few years ago. It is happening in both developing and industrial nations.Researchers said they found a number of reasons for this. More men and women are waiting longer to get married and are using birth control devices and methods to prevent or delay pregnancy. More women are going to school or working at jobs away from home instead of having children. And more governments, especially in developing nations, now support family planning programs to reduce population grow.China is one of the nations that have made great progress in reducing its population growth. China has already cut its rate of population growth by about half since 1970. Each Chinese family is now urged to have no more than one child. And the hope is to reach a zero population growth with the total number of births equaling the total number of deaths by the year 2000.Several nations in Europe already have fewer births than deaths. Experts said that these nations could face a serious shortage of workers in the future. And the persons who areworking could face much higher taxes to help support the growing number of retired people.6. The world’s population could reach ____________. [单选题] *A. 6 billion in 75 yearsB. 11 billion in 2075(正确答案)C. 11 billion by the end of this centuryD. 600 million in 15 years7. Which of the following is true? [单选题] *A. The world’s birth rate is higher than ten years ago.(正确答案)B. There has been a slower population growth in the past ten years.C. Families are as large as before.D. Birth control has been well practiced in all nations.8. By the year 2000, the number of births and the number of deaths in China will_______. [单选题] *A. be greatly differentB. drop a great dealC. be equal(正确答案)D. become much larger9. According to the essay, China’s population control ________. [单选题] *A. is not quite successfulB. should be considered a big success(正确答案)C. is far from being successfulD. is a complete failure10. It may happen in the future that the people who are working in Europe will have to pay much higher taxes because___________. [单选题] *A. more and more children will be bornB. the number of retired people will become ever largerC. fewer and fewer children will be born(正确答案)D. they will be making a lot of money二、词汇与结构（每小题 2 分，共 30 分）11. We all believe that computer ______ smaller and smaller in the coming years. [单选题] *A. can be becomeB. will be gotC. will be changedD. can turn(正确答案)12. He ___________________ not to leave waste paper in public places any more. [单选题] *A. WarnsB. warnedC. is warned(正确答案)D. was warned13. That factory _________ nearly 50 years ago. [单选题] *A. has been builtB. had builtC. was built(正确答案)D. has built14. Don’t worry. Everything will _____________ in time. [单选题] *A. be finished(正确答案)B. finishC. finishedD. be finishing15. Her application for the position _______________ by the boss. [单选题] *A. was refused(正确答案)B. was refusingC. refusedD. is refusing16. He__________ the Communist Party_____________2002. [单选题] *A. has joined, inB. has joined, sinceC. joined, onD. joined, in(正确答案)17. Jack_________ in the street when I_________ on him. [单选题] *A. walked…calledB. was walking … was callingC. walked … was callingD. was walking … called(正确答案)18. “Where is Mary?” [单选题] *“She__________ to school.”(正确答案)will gohas beenhas goneWent19. This time last year I___________ my holiday in the countryside. [单选题] *A. haveB. was having(正确答案)C. am havingD. have had20. I’m sorry that I__________ you had been there already. [单选题] *A. won’t knowB. didn’t knowC. don’t knowD. haven’t known(正确答案)21. By the end of 2020 China _____________ much stronger and richer. [单选题] *A. will becomeB. would becomeC. is becomingD. will have become(正确答案)22. It _______________ years since I last saw you. [单选题] *A. WasB. isC. will beD. has been(正确答案)23. I __________ my homework now. [单选题] *A. finishB. finishedC. have finished(正确答案)D. had finished24. The room _____________ often cleaned by the worker. [单选题] *A. HasB. will beC. wasD. Is(正确答案)25. The railway ______________ in three years. [单选题] *A. is completeB. will completedC. has completedD. will be completed(正确答案)三、选择题（每小题 2 分，共 20 分）26. I often ______ the cooking for my family, but recently I have been too busy to do it. [单选题] *A. will doB. do(正确答案)C. am doingD. had done27. Planning so far ahead _____ no sense -- so many things will have changed by next year. [单选题] *A. madeB. is makingC. makes(正确答案)D. has made28. It was strange _______ she left without saying a word. [单选题] *A. That(正确答案)B. whatC. whyD. How29. I have two hobbies. One is fishing, ____ is cooking. [单选题] *A.another(正确答案)B. the otherC. elseD. other30. The man told me that by the end of the week he _______ away from his hometown for 20 years. [单选题] *A. has beenB. will have been(正确答案)C. is to beD. would have been31. No sooner _______ than they began to work. [单选题] *A. they had arrivedB. they would arriveC. had they arrived(正确答案)D. would they arrive32. The American Red Cross is one of the volunteer organizations _______ purpose is to help the sick and the needy. [单选题] *A. itsB. thatC. whoD. Whose(正确答案)33. It is the general manager who makes the _______decisions in business. [单选题] *A. beginningB. finishingC. firstD. Final(正确答案)34. The manager showed the new employee _______ to find the supplies. [单选题] *A. whatB. where(正确答案)C. thatD. Which35. Nothing can prevent him _____ learning Chinese painting. [单选题] *A. From(正确答案)B. byC. outD. In四、英翻汉（每小题 3 分，共 15 分）36.Drinking habits vary widely among Americans. [填空题] *_________________________________答案解析：正确答案:美国人的饮酒习惯差别很大37.Some families never serve any drinks, others have them before dinner, or perhaps after dinner. [填空题] *_________________________________答案解析：正确答案:有些家庭从不提供任何饮料,有些家庭在晚餐前或晚餐后提供饮料38.You are more likely to be offered a cocktail before dinner than wine with the meal. [填空题] *_________________________________答案解析：正确答案：在晚餐前，您更有可能获得鸡尾酒而不是用餐39. If you do not get used to American cocktails, you can ask for something else. [填空题] *_________________________________答案解析：正确答案：如果你不习惯美国鸡尾酒，你可以要求其他东西。
剑桥商务英语第三版答案
剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。
新剑桥商务英语习题答案
English for Business StudiesKey to Unit 01: The three sectors of the economyThis unit covers a lot of basic vocabulary concerning developed economies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decline of manufacturing industry and its replacement by services. There is an extract from a magazine interview with an economist and an interview with a British Member of Parliament on this issue.1a V ocabulary p09Identify the most prominent features in this photograph, which illustrates various important elements of the infrastructure of a modern industrialized country.The photo clearly shows a large factory (the Unilever factory in Warrington, England) in the center, with more factories, industrial units, or warehouses in the top right-hand corner. The large factory seems to include some office buildings. Also visible are agricultural land (in the background; the land in the foreground doesn’t appear to be cultivated), a river, a railway and several roads, and housing, perhaps with a school in the center of the housing estate top left.1b Reading p10What is the key point that this extract is making about economies?The text suggests that most people take for granted the amazing complexity of the economic infrastructure.1c Comprehension p111.In lines 4-7, Robyn sees examples of all three. What are they?Tiny fields (the primary sector), factories (the secondary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).2.The long sentence from lines 12-28 lists a large number of operations belonging to the different sectors of the economy. Classify the 18 activities from the passage Primary sector: digging iron ore, mining coal.Secondary sector: assembling, building, cutting metal, laying cables, milling metal, smelting iron, welding metal.Tertiary sector: advertising products, calculating prices, distributing added value, maintenance, marketing products, packaging products, pumping oil, transportation.3.Can you think of three important activities to add to each list (not necessarily in relation to the kettle)?Primary sector: farming (agriculture), fishing and forestrySecondary sector: manufacturing, transforming and processingTertiary sector: financing, designing, retailing2a Reading p121.Why do people worry about the decline of manufacturing?Because they think it will lead to unemployment.2.Which activities are as important as the production of goods?Designing goods, persuading people to buy them; arts and entertainment.3.Should people worry about this state of affairs?No, because it is a natural, progressive and inevitable development.2b Listening p13Listen to a short interview with Denis MacShane, a British Member of Parliament for the Labor Party.Does he hold the same view as J. K. Galbraith?Denis MacShane quite clearly disagrees with Galbraith.1.Why does MacShane think that manufacturing has a future?Because there are many new products that have to be invented to serve new needs.2.Why does MacShane think that manufacturing has a future in the advanced countries?Because these countries have production technology that requires very little labor input.3.Why, however, is this manufacturing unlikely to solve the problem of unemployment?Precisely because it requires very little labor input.4.What does MacShane mean by ‗in theory there should be no more manufacturing‘ in Switzerland? (It is this theory that makes many people argue that m anufacturing must move to ‗less-developed‘ countries.)The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerland are the highest in the world. (As is the cost of living!)5.Why does he say it is surprising for a British company to be buying Swiss goods?Because the pound sterling has, over the years, lost a great deal of value against foreign currencies, especially the Swiss franc.6.What is the reason he gives for the United States still being the richest nation in the world?It has a successful manufacturing economy, including its computer and car (automobile) industries.7.Match up the following expressions and definitions:1.to convert itself. B/ to change from one thing to another2.to serve needs D/ to satisfy people’s desires or requirementsbor input A/ manual work4.to stumble on E/ to discover something by accident5.to be dubious C/ to be uncertain, disbelieving2c Writing p13Summarize both Gallbraith‘s and MacShane‘s arguments in a short paragraph of fewer then 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will inevitably decline in the advanced industrial countries, and be replaced by design, advertising, entertainment, and so on. MaShane says that manufacturing will change, and make new products with new technology.New words in this unit 01agriculture, business, company, consumer, economic, economy, employment, goods, industry, infrastructure, labour, manufacturing, primary sector, product, raw materials, secondary sector, tertiary sector, unemploymentUnit 2 ManagementManagement is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities required by managers, a definition of management, consideration of the role of the meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.Before the discussion on the qualities required by managers and the definition of management, maybe we can discuss the cartoo n. What‘s the joke? We can assume that Mr. Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them?Discuss in pairs for two minutes what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.1a DiscussionWhat is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?Management is a mixture of innate qualities and learnable skills and techniques.What do you think makes a good manager? Which four of the following qualities do you think are the most important?Being decisive: able to make quick decisionsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so onBeing friendly and sociableBeing able to communicate with people -----Being logical, rational and analyticalBeing able to motivate and inspire and lead people -----Being authoritative: able to give ordersBe ing competent: knowing one’s job perfectly, as well as the work of one’s subordinates -----Being persuasive: able to convince people to do thingsHaving good ideas -----Are there any qualities that you think should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b ReadingPeter Drucker, the (Austrian-born) American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Drucker‘s views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose.What is management?Drucker’s first point (setting objectives and developing strategies) presumably requires qualities J, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing people) might require H, F, D and J. But all this is clearly open to discussion.1c V ocabularyComplete the following sentences with these words.Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; supervise1.managers have to decide how best to allocate the human, physical and capitalresources available to them.2.Managers -- logically – have to make sure that the jobs and tasks given to theirsubordinates are manageable.3.There is no point in setting objectives if you don‘t communicate them to yourstaff.4.Managers have to supervise their subordinates, and to measure, and try toimprove, their performance.5.Managers have to check whether objectives and targets are being achieved.6.A top manager whose performance is unsatisfactory can be dismissed by thecompany‘s board of directors.7.Top managers are responsible for the innovations that will allow a company toadapt to a changing world.1d V ocabularyThe text contains a number of common verb-noun partnerships (e.g. achieve objectives, deal with crises, and so on).Match up these verbs and nouns to make common collocations.Allocate resources (or people)Communicate information (or decisions)Develop strategies (or people or subordinates)Make decisionsMeasure performanceMotivate peoplePerform jobsSet objectivesSupervise subordinates2 Meetings‘One can either work or meet. One cannot do both at the same time.’(Peter Drucker: An Introductory View of Management)What do you think Peter Drucker means by this comment?Drucker obviously believes that work is largely something that is done individually, and that meetings are not ‘work’, but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringely‘s description of the management style at IBM.Is he positive or negative about IBM‘s working culture?Robert Cringely’s history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much too much effort into management and worrying about the possibility of making bad decisions, and not enough into producing good, competitively-priced products.2b ComprehensionExplain in your own words exactly what Robert Cringely means in the following sentences.1.Every IBM employee‘s ambition is apparently to become a manager.It seems as if the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician2.IBM makes management the company‘s single biggest business.IBM’s corporate culture seems to place more emphasis on management than on developing and selling the company’s products.3.IBM executives manage the design and writing of software.IBM’s managers don’t actually do the work of designing and writing software themselves, but organize and supervise the people who do it.4.IBM products aren‘t often very competitive.IBM products are rarely as good or as dheap as similar products made by their competitors5.The safety net at IBM is so big it is hard to make a bad decision.There is an extensive hierarchy and a system of checks and controls whichensures that bad decisions are generally avoided (but good decisions also take a very long time to make).6.This will be the source of the company‘s ultimate downfall.The slowness of IBM’s decision-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company.2c V ocabulary p18Find word in the text that mean the same as the words or expressions below.1.seemingly apparentlyputer programs software3.work, time and energy effortputers (and other machines) hardware5.young workers still learning their jobs trainees6.knowledge and skill expertise7.levels or strata layers8.to make certain that something is true verify9.corrected or slightly changed amended10.collapse or failure downfall3 The retail sectorYou will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England.What do you know about Marks & Spencer?M&S, as many people call them in Britain sell clothes, household goods and food. They have branches all over Britain, and are expanding into continental Europe. 3a Listeninglisten to part One, in which Steve Moody describes the role and responsibilities of a store manager.Tapesript Part OneSTEVE MOODY so, as the store manager in Cambridge, which is probably the fortieth largest of the 280 stores we have got, I am responsible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously I’m responsible for displaying that merchandise to its best advantage, obviously I’m responsible for employing the staff to actually sel l that merchandise, and organizing the day-to-day logistics of the operation. Much more running stores is about the day-to-day operation. And ensuring that that’s safe, and obviously because of the two hundred people that we would normally have working her e it’s ensuring that they are well trained, that they are well motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the company’s principles. Which of the following tasks is he responsible for?1.designing the store and its layout2.displaying the merchandise3.employing the sales staff4.ensuring the safety of staff and customers5.establishing the company‘s principles6.getting commitment from the staff7.increasing profits8.maintaining a pleasant working environment9.motivating staffanizing the day-to-day logistics11.pricing the merchandise12.running 40 out of 280 stores13.selecting the merchandise14.supervising the day-to-day running of the store15.training staff3b ListeningListen to Part Two, and answer these questions.Tapescript Part TwoINTERVIEWER How much freedom do those people have within their jobs to make decisions themselves? How much delegation is there of responsibility down the chain?STEVE MOODY We would , as a business, like to encourage as much accountability and delegation as possible. Of course that does depend on the abilities of the individuals, the environment in which you’re working, and the time of year. With 282 stores we have a corporate appearance in the United Ki ngdom’s high streets. It is quite important that when customers come into Marks & Spencer’s Cambridge they get the same appearance and type of looking store and the same level of service that they would expect if they went into Marks & Spencer’s Edinburgh in Scotland, for example, and it’s very important that we have a corporate statement that customers understand. So, there are obviously parameters and disciplines that, you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is obviously an investment for all staff. If staff are trained to do their job well and they understand it, they will feel confident in what they’re doing, that in turn will give a better service to the customers, obviously from Marks & Spencer’s point of view it could well lead to increased sales.1.Why are Marks & Spencer‘s store managers limited in giving accountability totheir staff and delegating responsibilities?Although marks & Spencer ‘would like to en courage as much accountability and delegation as possible’, they have a corporate appearance for all their stores, in all of which customers should get the same level of service. This limits the freedom of individual mangers to change the stores: there are ‘parameters and disciplines that not only the staff but supervision and management would follow’.2.What do they concentrate on instead?Instead, they concentrate on staff development and training.3c listeninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meetings for members of staff where they can express views about what’s going on in the store?STEVE MOODY We have a series of meetings, management and supervisoryevery week we have something whi ch Marks & Spencer’s call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods. They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer’s philosophy, I suppose, is that meetings should not be substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a problem in their working environment, or indde their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their manager, to see what we can do to solve the problem.Steve Moody mentions two kinds of regular meetings. The first is weekly meetings for management and supervisory staff.1.What is the second kind of meeting called?A focus group.2.Who attends them?Members of staff from all areas of the store (e.g. the food section, the menswear section, the stock and accounting office, the warehouse, and so).3.What are they designed to achieve?Staff can discuss problems in the store, and make suggestions for improvements. After this, they will meet with members of management to discuss those issues and try to provide solutions.4.What kind of problems cannot be dealt with by meetings?Individuals’ problems with their work or their line manager, or even family problems5.How are such problems dealt with?Individuals are encouraged to discuss such problems with their supervisor or manager.3d DiscussionAfter reading and hearing about management, do you think you have the right skills to be a manager? Would you be able, for example, to set objectives, motivate and coordinate the staff, and manage a department store, or a computer manufacturer?Some learners may decide that they have the necessary abilities to become a manager or even a top manager; others may envisage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not involve managing and coordinating a large number of people and operations.New words in this unit 02Allocate, banker, board of directors, chairman, competitive, customer, director, distributor, function, hardware, innovation, investor, logistics, manageable, management, manager, measure, meeting, merchandise, motivate, objective, organization, pay, performance, promotion, resources, software, staff, strategy, subordinate, supervise, supplier, tactics, team, top manager, trainee.Unit 3 Company structureOne of the most important tasks for the management of any organization employing more than a few people is to determine its organizational structure, and to change this when and where necessary. This unit contains a text which outlines the most common organizational systems and exercise which focuses on the potential conflicts among the different departments of a manufacturing organization, an example of an organization chart, and a critical look at the flexible organizational structure of an American computer company.1a DiscussionThis discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular department.1b V ocabulary1. Autonomous: C independent, able to take decisions without consulting a higher authority2. Decentralization: E dividing an organization into decision-making units that are not centrally controlled.3. Function: B a specific activity in a company, e.g. production, marketing, finance4. Hierarchy: A system of authority with different levels, one above the other.5. Line authority: F the power to give instructions to people at the level below in the chain of command6. Report to: G to be responsible to someone and to take instructions from him or her7. Subordinates: D people working under someone else in a hierarchy1c ReadingThe text summarizes the most common ways in which companies and other organizations are structured, and mentions the people usually credited with inventing functional organization and decentralization. It mentions the more recent development of matrix management, and a well-known objection to it. How arte most organizations structured?Most companies are too large to be organized as a single hierarchy. The hierarchy is usually divided up. In what way?What are the obvious disadvantages of functional structure?(Discuss briefly in pairs) give some examples of standard conflicts in companies between departments with different objectivesAre there any other ways of organizing companies that might solve theseproblems?A.Functional structureB.Matrix structureC.Line structureD.Staff structureBritish: personnel department = American: staff department or human resources department1d ComprehensionThe only adequate summary is the second. The first stresses the disadvantages of hierarchies much more strongly than the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix management and teams are designed to facilitate communication among functional departments rather than among autonomous divisions.Second summaryMost business organizations have a hierarchy consisting of several levels and a clear line of command. There may also be staff positions that are not integrated into the hierarchy. The organization might also be divided into functional departments, such as production, finance, marketing, sales and personnel. Larger organizations are often further divided into autonomous divisions, each with its own functional sections. More recent organizational systems include matrix management and teams, both of which combine people from different functions and keep decision-making at lower levels.1e discussionThe text mentions the often incompatible goals of the finance, marketing and production (or operations) department. Classify the following strategies according to which departments would probably favor them.Production managers: 1.a factory working at full capacity 4.a standard product without optional features 11.machines that give the possibility of making various different products. (1, 4 and 11 would logically satisfy production managers, although 11 should also satisfy other departments.)Marketing managers: 2.a large advertising budget 3.a large sales force earning high commission 6.a strong market share for new products 7.generous credit facilities for customers rge inventories to make sure that products are available (2, 3, 6, 7, 9, would logically be the demands of marketing managers) Finance managers: 5.a strong cash balance 8.high profit margins 10.low research and development spending 12.self-financing (using retained earnings rather than borrowing) (5, 8, 10, and 12 would logically keep finance managers happy.)1f Describing company structureNow write a description of either the organization chart above, or a company you know, in about 100-150 words.Here is a short description of the organization chart illustrated.The Chief Executive Officer reports to the President and the Board of Directors. The company is divided into five majordepartments: Production, Marketing, Finance, Research & Development, and Personnel. The Marketing Department is subdivided into Market Research, Sales, and Advertising & Promotions. The Finance Department contains both Financial Management and Accounting. Sales consists of two sections, the Northern and Southern Regions, whose heads report to the Sales Manager, who is accountable to the Marketing Manager.2a V ocabularyMatch up the words on the left with the definitions on the right.1.industrial belt: C an area with lots of industrial companies, around the edge of acity2.wealth: F the products of economic activity3.productivity: E the amount of output produced (in a certain period, using acertain number of inputs)4.corporate ethos: A a company‘s ways of working and thinking5.collaboration: G working together and sharing ideas6.insulated or isolated: B alone, placed in a position away from others7.fragmentation: D breaking something up into pieces2b ListeningListen to Jared Diamond, and then answer question 1. Listen a second time to check your answers, and then do question 2.1 Which of these do the part-sentences 1-8 refer to?A Route 128 (the industrial belt around Boston, Massachusetts)B Silicon Valley (the high-tech companies in the area between San Francisco and San Jose, California)C IBMD Microsoft1 has lots of companies that are secretive, and don‘t communicate or collaborate with each other. (A)2 has lots of companies that compete with each other but communicate ideas and information. (B)3 has always had lots of semi-independent units competing within the same company, while communicating with each other. (D)4 is organized in an unusual but very effective way (D)5 is currently the center of innovation (B)6 used to have insulated groups that did not communicate with each other (C)7 used to lead the industrial world in scientific creativity and imagination (A)8 was very successful, then less successful and is now innovative again because it changed the way it was organized (C)2 Working in pairs, rearrange the following part-sentences to make up a short paragraph summarizing Diamond‘s ideas about the best form of business organization.A and regularly engage staff who have worked for your competitors.B are at a disadvantage,C because most groups of people getD but also communicate with each other quite freely.E creativity, innovation, and wealth,F into a number of groups which competeG Isolated companies or groupsH most of their ideas and innovations from the outside.I So order to maximize productivity,J You should also exchange ideas and information with other companies,K you should break up your businessIsolated companies or groups are at a disadvantage, because most groups of people get most of their ideas and innovations from the outside. So order to maximize productivity, creativity, innovation, and wealth, you should break up your business into a number of groups which compete but also communicate with each other quite freely. You should also exchange ideas and information with other companies, and regularly engage staff who have worked for your competitors.3a DiscussionRead the following statements, and decide whether they are about the advantages of working in a big or small company.Advantages of working in a small company: 2, 3, 4, 7, 9, 11, 13.Advantages of working in a big company: 1, 5, 6, 7, 8, 10, 12, 14.Some of these answers are open to discussion. For example, number 8: some people might argue that you have a better possibility of realizing your potential in a small company in which you are required to take on a number of different tasks. New words in this unit 03Autonomous, boss, chain of command, Chief Executive Officer (CEO), collaboration, competitor, corporate ethos, decentralization, department, division, downsizing, downturn, finance, fragmentation, functional organization, hierarchy, input, insulated, isolated, level, line authority, Managing Director, marketing, output, personnel, position, President, production, productivity, reorganization, report to, responsibility, salary, sales, subsidiary, wealth.Unit 04 Work and motivationAs well as setting and communicating objectives, developing strategies, and。
剑桥商务英语初级学生用书第三版答案
剑桥商务英语初级学生用书第三版答案1、Li Lei often takes a walk early ______ the morning.（）[单选题] *A. atB. onC. in(正确答案)D. for2、She often _______ at 21: [单选题] *A. go to bedB. gets upC. goes to bed(正确答案)D. gets to3、I repeated my question several times. [单选题] *A. 到达B. 惊奇C. 重复(正确答案)D. 返回4、—Is there ______ else I can do for you? —No, thanks. I can manage it myself.（）[单选题] *A. everythingB. anything(正确答案)C. nothingD. some things5、Seldom _____ in such a rude way. [单选题] *A.we have been treatedB. we have treatedC. have we been treated(正确答案)D. have treated6、They took _____ measures to prevent poisonous gases from escaping. [单选题] *A.efficientB.beneficialC.validD.effective(正确答案)7、50．—The sweater is not the right ________ for me.—Well, shall I get you a bigger one or a smaller one? [单选题] *A．priceB．colorC．size(正确答案)D．material(材料)8、Everyone knows that the sun _______ in the east. [单选题] *A. fallsB. rises(正确答案)C. staysD. lives9、John Smith is _______ of the three young men. [单选题] *A. strongB. strongerC. the strongerD. the strongest(正确答案)10、He has grown rich lately. [单选题] *A. 后来B. 以后C. 终于D. 最近(正确答案)11、I hope Tom will arrive _______ to attend the meeting. [单选题] *A. in timesB. on time(正确答案)C. at timesD. from time to time12、--Don’t _______ too late, or you will feel tired in class.--I won’t, Mum. [单选题] *A. call upB. wake upC. stay up(正确答案)D. get up13、The house is well decorated _____ the disarrangement of a few photos. [单选题] *A. exceptB. besidesC. except for(正确答案)D. in addition to14、59．—Can I talk to the manager?—Please wait ________ minute. [单选题] *A．anB．a(正确答案)C．theD．/15、Tony is a quiet student, _______ he is active in class. [单选题] *A. soB. andC. but(正确答案)D. or16、The office building will be _______ a library. [单选题] *A. turned onB. turned upC. turned into(正确答案)D. turned off17、When you’ve finished with that book, don’t forget to put it back one the shelf, ____? [单选题] *A. do youB. don’t youC. will you(正确答案)D. won’t you18、—______?—He can do kung fu.（）[单选题] *A. What does Eric likeB. Can Eric do kung fuC. What can Eric do(正确答案)D. Does Eric like kung fu19、Everyone here is _______ to me. [单选题] *A. happyB. wellC. kind(正确答案)D. glad20、--Is that the correct spelling?--I don’t know. You can _______ in a dictionary [单选题] *A. look up itB. look it forC. look it up(正确答案)D. look for it21、We had ____ wonderful lunch last Saturday. [单选题] *A. /B. theC. oneD. a(正确答案)22、My sister gave me a _______ at my birthday party. [单选题] *A. parentB. peaceC. patientD. present(正确答案)23、With all the work on hand, he _____ to the cinema last night. [单选题] *A.should goB.must have goneC.might goD..shouldn’t have gone(正确答案)24、I like dancing, ______ I can join the Dancing Club.（）[单选题] *A. becauseB. so(正确答案)C. andD. but25、（)late for the meeting again, Jack! 一Sorry, I won t. [单选题] *A.Don’tB. Be notC.Don't be(正确答案)D.Not be26、Could you tell me _____ to fly from Chicago to New York? [单选题] *A.it costs how muchB. how much does it costC. how much costs itD.how much it costs(正确答案)27、As for the quality of this model of color TV sets, the ones made in Chine are by no means _____ those imported. [单选题] *A inferior thanB less inferior toC less inferior thanD. inferior to(正确答案)28、Every morning John takes a（）to his office. [单选题] *A. 20-minutes' walkB. 20 minute ' walkC. 20-minutes walkD. 20-minute walk(正确答案)29、--Can I _______ your dictionary?--Sorry, I’m using it. [单选题] *A. borrow(正确答案)B. lendC. keepD. return30、Will you see to（）that the flowers are well protected during the rainy season? [单选题] *A. it(正确答案)B. meC. oneD. yourself。
新编的剑桥商务英语
新编的剑桥商务英语新编的剑桥商务英语新编剑桥商务英语篇一：新编剑桥商务英语(BEC中级第三版)Module5Module5第五单元5.1TheworkplaceVocabularytosourceart（为商务用途）选择艺术装饰品tocommissionart定制艺术品regenerationn.重建，再生referral推荐人expertisen.专家意见，专门技术或知识referencedatabasen.参考数据库premise楼宇，单位，处所directspeech直接引语reportedspeechn.间接引语anecdotalthings轶事socialnorm社会规范interactionn.交际officedecoration办公室装饰tradefair商品交易会exhibitorn.参展商accommodation住宿sponsor主办方，主办单位eveningbuffet自助晚餐InternationalArtConsultants国际艺术顾问公司Seattle西雅图5.2ParticipatinginameetingVocabularychairperson主席thepersonwhoisinchargeofthemeetingminutes会议纪要，会议记录awrittenreportofameetingtaketheminutes作会议记录settheagenda制定议程agendathelistofpointor‘items’tobediscussedmoveo n(toth enextpoint)进入（下一点）seesomebody’spoint明白某人的观点goalong(withsomebody)onthepoint(正式用语)同意某人的某个观点headofacoin硬币的正面tailofacoin硬币的反面counter筹码holdabriefmeeting开个短会runthemeeting主持会议seeyourpoint明白你的观点attendthemeeting参加会议settheagenda安排议程takeminutes作会议纪要moveontothenextitemontheagenda进入会议的下一议程getalongwithsb.onthepointreachanagreement达成协议giveashortpresentation做个简短发言sitaround无所事事，闲坐着MinutesofameetingPossibleanswer:同意某人的某个观点新编剑桥商务英语篇二：新编剑桥商务英语(初级)学生用书_答案_Module_1.1-5.3Module1.1WorldofworkTrainingandworkshopsP6Whatdoesyourjobinvolve?P7ThepresentsimpleP8Module1.2PersonalandprofessionaldetailsMeetingpeople P10JobandworkP12Module1.3BECPreliminaryExamP14P15ReadingTest新编剑桥商务英语篇三：新编剑桥商务英语(中级)课文翻译新编剑桥商务英语（中级）课文翻译BEC课文翻译1、Wewannaholdyourhand我们愿与你携手创业带着浓厚的经营意识，加上一些进取精神，再来瞧瞧，哈!你拥有了一家连锁店!如果想自己开店、大展身手却又苦于缺乏经验，同时又不想在这个充满风险的昙花一现的独立法人世界中立足，那么开家连锁店不失为一个明智之举。
剑桥商务英语第三版答案
剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。
新编剑桥商务英语初级第三版答案
新编剑桥商务英语初级第三版答案【篇一：新编剑桥商务英语(初级)学生用书_答案_module_1.1-5.3】ing and workshopsp6what does your job involve? p7the present simplep8module 1.2personal and professional details meetingpeoplep10job and work p12module 1.3bec preliminary exam p14p15 reading test【篇二：新编剑桥商务英语(初级)(第三版) 词汇整理浓缩版】txt>（第三版）1.1 world of work 工作领域business n. 工商企业；商行；商业 technique n. 技巧，技能cross-cultural adj. 跨文化的 presentation n. 口头报告，陈述，叙述public speaking 演说，演讲 consultant n. 顾问 consultancy n. 咨询公司 run vt. 开办（课程/ 讲习班） one-to -one 一对一的accredited adj. 公认的motivational adj. 激发积极性的， client n. 客户entertaining adj. 有趣的，使人愉快的，professional adj. 专业的，职业的 involve vt. 包含、需要、使成为必要部分responsibility n. 责任，所负责的事情 be responsible for sb./ sth. 对某人/某事负责title n. 头衔，职称 sample n. 样品试用产品 account n. 账目，账户correspondence n.（来往的）信件 badge n.徽章identify vt. 发现，确定 workshop n. 研讨会，讲习班 catering service 餐饮服务md managing director 的缩写，总经理，执行董事gadget n. 小巧的器械，小玩意儿 interior adj. 车内产品，内部装饰memo n. 备忘录，便条，便笺 electrical appliances 电器，（家用）电器ship vt. 运送power point 电子版幻灯片 bonus n. 奖金 catalogue n. 产品目录positive adj. 积极乐观的 presence n. 仪态，风度，风采 diary n.记事簿athens n. 雅典（希腊首都） do you like your job? do you oftentravel abroad ? how are you? …not too bad, thanks. i work fora company that… i work as…what does your job involve ? my job involves doing… what do you do ? i deal withwho is your md? i am based i n …．1.2 personal and professional details个人和职业详细情况 division n. 分理处，部门 profile n. 传略；人物简介；概况 questionnaire n. 问卷，调查表 interview n. 采访；面试 musical instrument 乐器 destination n. 目的地follow-up questions 后续问题，补充问题 swap vt. 交换electronics n. 电子学；电子器件 varied adj. 多变化的，各不相同的 confectionary adj. 糖果的，有关甜食制造的allocate vt. 分配，分派 candidate n. 候选人criterion n. 标准，准则 pl.（复数）criteriainc. adj. incorporated 的缩写，股份有限的supervise vt. 主管，监管，管理 coordinate vt. 使协调 scuba diving 水肺潜水 marathon n. 马拉松赛跑 finance assistant 财务助理 audit vt. 审计master’s degree 硕士学位 judo n.柔道chronic fatigue syndrome 慢性疲劳综合症ambitious adj. 雄心勃勃的 journalism n. 新闻学，新闻业1 / 4breed vt. 饲养 terrier n. 小猎狗 chewing gum 口香糖 gallery n.画廊，美术馆 format n. 形式，格式sars--severe acute respiratory syndrome 严重急性呼吸道综合征,俗称非典型肺炎,简称非典 efficiency n. 效率 profit n. 利润 mentor n. 良师益友make contribution to 为……做贡献 personal problem 个人（私人）问题 set an example to 树立榜样 be based in 在……总部raise money 募捐master’s degree in business administration: mba工商硕士chronic fatigue syndrome 慢性疲劳综合症be in charge of 负责 best-selling 畅销think of a new idea 想出新点子2.1 work in progress 工程进展be in progress 在进行中，在运行中project n. 项目，工程 garden vi. vt.种植或修整花园，从事园艺工作update vt.更新 construction n. 建筑，建筑物 apart from 除了……之外 minor adj.较小的，次要的 proceed vi. 进行，继续下去 panorama n. 全景，全景画 management team 管理团队 take shape 成形ahead of schedule 提前于预订计划 financial report 财务报告temp n. 临时雇员help out 帮助（某人）解决困难 give a presentation of 对……做陈述 launch vt. 开始，开办，推出；发射 photocopy vt. n. 影印，复印 branch n. 分部，分店，分公司 projector manager 项目经理subcontractor n. 转包商 period of transition 过渡期 permanentjob 永久性工作 temporary employment agency 临时就业中介机构 try out 测试，试用 take maternity leave 休产假 option n. 选择，可选择的办法 career field 职业领域 existing skills 现有的技能supervisor n. 主管，监督人 temorary job 临时工作 ask for a payrise 要求涨工资meet one’s target 完成指标，完成定额sack vt. 解雇administration work 行政管理工作 brazil 巴西lisbon 里斯本（葡萄牙首都）belem 贝伦（巴西东北部港口城市）fortaleza 福塔雷萨（巴西东北部港口城市）valencia 巴伦西亚（西班牙港口城市）montpellier 蒙彼利埃（法国南部城市）2.2 making arrangements 日程安排make arrangements 做安排，做准备 plant n. 工厂，车间 vt. 种植take time off 抽出时间，休假，休息 finance director 财务经理confirm vt. 确认，确定 reception n. 接待，接待处 trade fair 交易会，展销会 present vt. 介绍，引见；出席 potential client 潜在客户 quality inspector 质检人员 job applicant 求职者 festival n. 节日self-employed adj. 个体的，自己经营的accept an invitation 接受邀请 special reception 特别招待会anniversary n. 周年纪念日 venue n. 会场，会议地点 attendancen. 出席，出席人数prague 布拉格（捷克斯洛伐克首都） morpeth 莫派斯（位于英国诺森伯兰郡）helsinki 赫尔辛基（芬兰首都） buenos aires 布宜诺斯艾利斯（阿根廷首都）toronto 多伦多（加拿大主要城市） sydney 悉尼（澳大利亚东南部港口城市，新南威尔士州首府）3.1 company biography 公司简介biography n. 形成、成长和衰亡的记载；传记fast food restaurant 快餐店 transform vt. 转换、改变、改造global business 跨国企业original adj. 最初的，原始的，起源的franchise n. vt. 特许经销权，给……以特许feature n. vt. 是……的特色，以……为特色 french fries 炸薯条softdrink n. 软饮料；汽水 milkshake n. 奶昔 purchase vt. 买，购买multimixer n. 多用混合器（机） exclusive distributor 独家批发商（代理商）open vi. vt. 开设，开办，开张 expand vi. vt. 扩大，扩张corporation n. 公司 cosmetic n. 化妆品inspire vt. 激发，启示，使生灵感 philosophy n. 哲学revolutionary adj. 革命的 raw material 原材料 supplier n. 供应者，厂商 ethical adj. 伦理的；道德的 travel agency 旅行社contract n. vt. 订合同，合同、契约 take delivery of 收货，提取货物 merge vi. vt. 合并 fleet 舰队budget airline 低价航空公司 go public 上市，公开发售股票business partner 生意伙伴，商业伙伴2 / 4entrepreneurial adj. 企业家的 freelancer n. 自由职业者；自由撰稿人kuwait city 科威特城（科威特首都） san bernardino 圣贝纳迪诺（美国加利福尼亚州东南部的一个县） illinois 伊利诺斯州（美国中北部州）3.2 company performance 公司业绩performance n. 业绩，成绩；性能 distribute vt. 配送，分发，分送 record profit 历史最高利润 vegetarian n. 素食者，素食的organic adj. 使用有机肥料的 ingredient n. 配料，成分 nutritious adj. 有营养的improve one’s image 改善形象 banquet n. 宴会manufacturer n. 制造业者，厂商 guarantee vt. n. 保证，担保，担保人symbol n. 象征，符号，记号 innovative adj. 创新的，革新的sport utility vehicle 运动型多用途车 component n. 成分 optical instrument 光学仪器 validation n. （可靠性）检测 certify vt. 证明，保证 application n. 应用，运用assurance n. 保证，担保，确信，断言founder n. 创始人，奠基人 turnover n. 营业额 dramatically adv. 戏剧地 advertise vt. 做广告，登广告 annual report 年终报告，年终终结 share price 股票价格proactive adj. 积极的，主动的 dedicated adj. 专注的，献身的unique adj. 唯一的，独特的 access n. 接近（进入）的机会，接近（进入）的权利；入口 consolidate vt. 巩固 brochure n. 小册子in this respect 在这个方面，在这个细节maximum n. 最大量，最大限度，极大4.1 international business 国际商务import n. vi. vt. 进口 export n. vi. vt. 出口 competitor n. 竞争对手 wholesaler n. 批发商 warehouse n. 仓库 audio product 音响产品 ban n. vt. 禁令fashion industry crisis 服装行业危机 commissioner n. 委员spokeswoman n. 女发言人 huge losses 巨大损失 resign n. vi. vt. 辞职 garment n. 服装（成衣） clothing blockade 服装封锁 in favour of 支持、赞成disastrous adj. 损失惨重的，灾难的import control 进口控制import quotas 进口配额compromise n. 妥协，折中，让步 stock exchange 证券交易所appeal to sb. 对……有吸引力 available adj. 有空的，能得到的dossier n. 档案，卷宗 flat adj. 没电的，平面的 embarrassing adj. 令人尴尬的 in-house magazine 内部杂志 participant n. 参加者stressful adj. 有压力的，紧迫的 moderator n. 会议主持人 press the mute button 按下静音键 reflect on 有损声誉，招来非议teleconference n. 远程电话会议 producer n. 生产商 wholesaler n. 批发商customer n. 顾客 retailer n. 零售商warehouse n. 仓库 consumer n. 消费者competitor n. 竞争对手 customs n. 海关port n. 港口clothing n. 服装4.2 business communications 商务沟通printer cartridges 打印墨盒 description n. 种类；性质；描述pass the message on to 把留言给…… complaint n. 投诉 cancel vt. 取消plasma screen tv 等离子电视 freight forwarder 货运商distributor n. 发行人，销售商 container n. 集装箱production manager 生产经理，厂长 madrid 马德里（西班牙首都）5.1 career choices 职业选择stock broker 股票经纪人london stock exchange 伦敦证券交易所bank account 银行帐户 bankrupt adj. 破产的 a modest life 简朴的生活 accommodation n. 住处，膳宿 get started 开始source of income 收入来源 olive n. 橄榄 farm products 农产品 business contact 生意场的熟人/关系 deal in 经营 make enquiries 询问 record shop 音像店 human resource 人力资源 hr manager 人力资源经理 photography exhibition 摄影展accountancy job 会计工作 passion n. 热情，激情 competitive adj 竞争的 give up sth. all together 完全放弃……professional photographer 职业摄影师portrait n. 肖像，人像studio n. 照相馆，画室，摄影室，演播室3 / 4birmingham 伯明翰（英格兰中部城市）luxembourg 卢森堡（西欧国家） resign from the job 辞职farmhouse n. 农舍bed and breakfast accommodation 只提供床铺与早餐的住宿reorganise vt. 重新组织，重新安排 source of income 收入来源as though 仿佛，好像 the best of luck 好运5.2 achievements and plans 业绩和计划design office 设计室 book cover 书的封面printer n. 印刷商，印刷工；打印机 quotation n. 报价 in full colour 用彩色 in black and white 用黑白 a full progress report详细的进展报告refer to 参考，查阅，查看 book fair 书展，书市 a series of 一系列italian 意大利人，意大利语；意大利的coincidence n. 巧合，巧事 move n. 行动，步骤；措施；方法; vi. 移动consolidate one’s strong position 巩固某人的强势地位 removal company 搬运公司 stationery n. 文具，信纸 keep sb. up-to-date使某人信息灵通 utility n. 公用事业，公用事业设备 bank loan 银行贷款 paperwork 日常文书工作 loan application 贷款申请 additive n. 添加剂4 / 4take on 雇佣meet demand 满足需求 health club 健身俱乐部6.2 travel arrangements 旅行安排ticket, crew, security/ safety inspectionbe in business 做生意 poland 波兰（中欧国家） hungary 匈牙利（中欧国家） spain 西班牙（欧洲南部国家） portugal 葡萄牙（欧洲西南部国家） slovakia 斯洛伐克（中欧国家） bratislava 布拉迪斯拉发（捷克斯洛伐克中南部城市）5.3 reading test: parts one to threeposter n. 海报，招贴 office equipment 办公设备prefabricated hut 预制营房，活动房 pharmaceutical company制药公司 previous adj. 以前的，在先的 disastrous fall 损失惨重的一跌 reach the highest level 达到最高水平 rise/ increase/improve /ascend/ go up/ move up/ mount up 上升 soar 飙升fall/ drop/ decrease/ decline/ descend/ go down下降stay stable/ steady/ the same 保持平稳level off 持平 recover 反弹peak up 达到顶峰，最高点 dramatically 喜剧地，引人注目地considerably 相当大地 obviously 明显地 gradually 渐渐地sharply 急剧地，明显地 slightly 轻微地 a little bit 一点儿6.1 business travel 商务旅行 aircraft, check-in, delay, journey,land, luggage, passenger, passport, pilot, take off, travel, trip,air traffic controller, baggage handler,check-in baggage, carry-on bag, boarding pass, board, business/ economy/ first class,flight attendant/ stewardship/air-hostess/ stewardess, identitycard, return/ singlemanchester 曼彻斯特（英格兰西北部港口城市）glasgow 格拉斯哥（英国城市） bristol 布里斯托尔（英国西部的港口）london heathrow airport 伦敦希思罗机场paris charles de gaulle airport 巴黎戴高乐机场lyon 里昂（法国城市）【篇三：新编剑桥商务英语(中级)学生用书答案】ading (5)1,open your mind 2 plan for disaster 3 get organized 4 setyour limits 5 put pen to paper 6 don’t feel guilty 7 two become onep9 grammar (5)1 need2 communicate3 have escaped4 have been working 5have been 6 am working 7 answer p9 (speaking)writing 第六题work in pairs.中有可能选择其中一个话题进行作文。
新编剑桥商务英语学生用书_答案
第一单元P7 READING (5)1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become oneP9 GRAMMAR (5)1 need2 communicate3 have escaped4 have been working5 have been6 am working7 answerP9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。
P10 READING (4) AACCBABCAC第二单元P16 READING (4) → BACBCP18 GAMMAR (4) 1 began been been working been partP19 GAMMAR (5) been working had been considering expanded been studying agreedP23 WRITING A MEMO第三单元P27 READING (3) outP27 Writing（ in pairs.中有可能选择其中一个话题进行作文。
）P29 GRAMMAR (6) 1.’ll call ’t rise 3.’re running 4.’m going to have5.’leaves be opening have started to leave 9.’ll be receiving第六单元P57 SPEAKING 6问答题(答案没有找到，自主发挥)P58 GRAMMAR （1）1. ’s employed have been asked hoped 4 are being made 5to be looked at6 were taken on7 ’ll be firedGRAMMAR(3) be given being reviewed been offered set up be given be look hoped been delayedP59 GRAMMAR （5） assess unfairly dismissed followed been found failed reported dismissed recommended be carried helpP61 READING (2) →BFDAECP62 1 翻译（可能从着5篇短文中出）第七单元P66 READING (3) BCBDP69 GRAMMAR (6) enjoyableP70 READING (2)→BADCD BCABA BDBCCMemo例文To: All StaffFrom: (name of student)Date:4,julySubject: Parental LeaveFurther to our previous meeting ,I am pleased to comfirm that parental leave for fathershas been extended to three weeks .The new system will come into operation as from 4th SEPTEMBER.May I remind you that your managers will require one month’s notice。
新编剑桥商务英语中级第三版课后练习题含答案
新编剑桥商务英语中级第三版课后练习题含答案简介商务英语是一种专门用于商务交流的英语语言体系。
其中，剑桥商务英语中级第三版是一本广为使用的商务英语教材。
本文将提供该教材课后练习题及其答案。
第一单元练习题1.What are your company’s payment terms?2.How long have you been in the industry?3.What’s your company’s mn product line?4.Could you give me some information on your suppliers?5.What’s your company’s policy on returns?6.What’s the most efficient way to get in touch with yourcompany?7.Have you got any references I can contact?8.What kind of volume discounts do you offer?9.What’s the delivery time for you r products?10.Could you provide me with a detled price list?答案1.Our payment terms are net 30 days.2.We’ve been in the industry for over 10 years.3.Our company’s mn product line is office furniture.4.Our suppliers are located mnly in Asia.1。
剑桥商务英语第三版答案
剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。
剑桥商务英语第三版答案
剑桥商务英语第三版答案剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间freelance n.自由职业teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制job-sharing n.分担工作job-sharer n.与人分担工作的人shift work 轮班工作，倒班制temping n 当临时工，任临时雇员consultancy n.咨询公司specialist advice 专业咨询hotdesking (hot-desking) n.办公桌轮用（指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑）office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功劳managing director 总裁，总经理（美英chiefexecutive/president） brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用（或获得的）可能性，可以利用的人（物），人员、物资保证parental leave育儿假，照顾新生儿女假distractions n.让人注意力分散的事物contact n. 人脉，有影响力的熟人，有用的社会关系 case-load n.工作量daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力disruptive a.造成混乱的1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office 在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel gui lty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive 两词复合而成“弹性经营管理”。
剑桥商务英语第三版答案
剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。
新编剑桥商务英语(初级)学生用书_答案
新编剑桥商务英语(初级)学生用书_答案1. Unit 1: Getting StartedReading Task1.The United Nations International Children’s Emergency Fund.2.Its headquarters is in New York City, USA.3.To advocate for the protection of children’s rights and improve their lives.4.The rights and well-being of every child. Vocabulary Task1.satisfy2.temporarily3.repair4.shipment5.suitableListening Task1.False2.True3.True4.False5.False2. Unit 2: CommunicationReading Task1.People working in multinational companies.2.Because of differences in culture, customs, and business practices.3.Cultural sensitivity, adapting communication style, and understanding non-verbal communication.4.Polite greetings, appropriate dress code, and being punctual.Vocabulary Task1.manage2.appropriate3.gesture4.moderate5.standardListening Task1.C2.B3.A4.B5.A3. Unit 3: Business TravelReading Task1.It helps to establish and maintain business relationships.2.Making hotel reservations, booking flights, and arranging transportation.3.They need to be aware of local customs, etiquette, and have knowledge of the local language.4.Preparation, documentation, and being organized. Vocabulary Task1.navigate2.accommodation3.confirm4.transport5.locateListening Task1.B2.A3.C4.B5.C4. Unit 4: Company OrganizationReading Task1.To understand the structure, roles, and responsibilities within a company.2.It provides a clear understanding of the hierarchical structure within a company.3.It helps to ensure effective communication and coordination between different departments.4.Functions, departments, and positions. Vocabulary Task1.assign2.colleague3.document4.policy5.superviseListening Task1.C2.A3.B4.C5.A5. Unit 5: Job InterviewsReading Task1.It is an opportunity for employers to evaluate the suitability of candidates for a specific job position.2.Preparing for commonly asked questions and practicing good body language.3.Being well-groomed, dressing appropriately, and being confident.4.Asking relevant questions and expressing gratitude for the opportunity.Vocabulary Task1.evaluate2.relevant3.confident4.opportunity5.gestureListening Task1.C2.B3.A4.B5.A6. Unit 6: Telephone SkillsReading Task1.It is a commonly used tool in business communications.2.To ensure effective communication and maintain good business relationships.3.Answering professionally, speaking clearly, and paying attention to tone and pace.4.Taking messages, transferring calls, and resolving issues.Vocabulary Task1.effectively2.professional3.manner4.transfer5.issueListening Task1.B2.C3.A4.B5.C7. Unit 7: Emails and Writing SkillsReading Task1.Emails are used for quick and efficient communication.2.Formal and informal emails.3.Subject line, greeting, body, and closing.4.Being concise, using proper grammar and punctuation, and proofreading.Vocabulary Task1.efficient2.formal3.grammar4.proofread5.conciseListening Task1.C2.B3.A4.B5.A8. Unit 8: PresentationsReading Task1.To effectively communicate information, ideas, and proposals to a group of people.2.Planning, creating visual aids, and practicing the delivery.3.Confidence, eye contact, and engaging with the audience.4.Structuring the presentation, using visual aids, and answering questions.Vocabulary Task1.effectively2.visual3.audience4.engage5.structureListening Task1.B2.C3.A4.B5.C9. Unit 9: Business CorrespondenceReading Task1.It is written communication between businesses or individuals.2.To provide information, make inquiries, and establish business relationships.3.Proper salutation, clear and concise content, and professional closing.4.Business letters, memos, and emails.Vocabulary Taskmunication2.inquiries3.content4.professional5.memosListening Task1.A2.C3.B4.C5.A10. Unit 10: Socializing and EntertainmentReading Task1.It helps to build rapport and strengthen business relationships.2.Attending social events, dining out, and participating in recreational activities.3.Appropriate behavior, cultural sensitivity, and beinga good listener.4.Small talk, cultural knowledge, and expressing gratitude.Vocabulary Task1.strengthen2.appropriate3.behavior4.listener5.gratitudeListening Task1.C2.B3.A4.B5.CThis is the answer key for the New Cambridge Business English (Ele mentary) Student’s Book.。
剑桥商务英语第三版答案
剑桥商务英语第三版答案【篇一：新编剑桥商务英语(bec 第三版中级)module 1】txt>1.1 business topic ways of working 商务话题篇工作方式1) vocabulary: different ways of working (15 mins)regular hours正常工作时间flexible (working) hours/flex(i)time 弹性工作时间teleworking n.电子办公；在家中上班job-share v. / n.分担工作；工作分担制shift work 轮班工作，倒班制temping n 当临时工，任临时雇员specialist advice 专业咨询〔指将职工分成不同的班次，以便他们能共用一间办公室，一张办公桌和一台电脑〕office gossip 办公室小道消息，办公室飞短流长office news办公室新闻credit n.赞扬，功绩managing director 总裁，总经理〔美英chiefexecutive/president〕 brainpower n. 智能worst-case adj. 做最坏打算的，为最坏情况的，为最不利条件的scenario n. 事态，局面full-time adj. 全日制的delegate v. 授权，分派工作availability n. 利用〔或获得的〕可能性，可以利用的人〔物〕，人员、物资保证parental leave育儿假，照顾新生儿女假daily log 日志voice mail 语音信箱，语音邮件self-organization n. 自我组织能力1. how do you work most effectively? by working…regular hours/flexible hours? in a team/on your own?from home/ in an office? for a boss/as your own boss?参考词语和表达：routine type of person 按部就班的人have flexible management of time and work 灵活安排自己的时间和工作get support from each other相互支持co-operate with each other 相互合作share ideas 交流想法learn from other people’s strong points 学他人所长working in a team needs to have good interpersonal skills and is not necessarily efficiently.在团队工作需要有很好的人际交往技能，不一定效率就高can be more concentrated and thus more efficient in an office在办公室更容易集中精力因此也更有效率 have more flexibility 享有更多的灵活度feel more relaxed 感觉更轻松a dependent type of person and never make decisions myself 性格依赖，不喜欢自己拿主意an independent type of person and would like to make decisions myself性格独立，喜欢自己做决定don’t want to work under someone不想在别人手下工作5. reading: how to job-shareget organizedset your limits put pen to papertwo become one 安排有序规定限度签订协议合二为一open your mind plan for disaster find the perfect partner don’t feel guilty 敞开心胸/开拓视野有备无患理想搭档勿感内疚1. share credit and blame 分担成绩与过失，意译“功过与共”2. flexecutive 经营内容蕴含其中的公司名flexible与executive两词复合而成“弹性经营管理”。
新剑桥商务英语(高级)习题答案教学教材
新剑桥商务英语（高级）习题答案En glish for Bus in ess StudiesKey to Unit 01: The three sectors of the economyThis unit covers a lot of basic vocabulary concerning developed econo mies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countries, with the decli ne of manu facturi ng in dustry and its replaceme nt by services. There is an extract from a magaz ine in terview with an econo mist and an in terview with a British Member of Parliame nt on this issue.1a Vocabulary p09Ide ntify the most prominent features in this photograph, which illustrates various importa nt eleme nts of the in frastructure of a moder n in dustrialized coun try. The photo clearly shows a large factory (the Un ilever factory in Warri ngton, En gla nd) in the cen ter, with more factories, in dustrial un its, or warehouses in the top right-ha nd corner. The large factory seems to in clude some office buildi ngs. Also visible are agricultural la nd (in the backgro und; the land in the foreground doesn ' t appear to be cultivated), a river, a railway and several roads,and hous ing, perhaps with a school in the cen ter of the hous ing estate top left.1b Reading p10What is the key point that this extract is making about economies?The text suggests that most people take for gran ted the amaz ing complexity of the econo mic in frastructure.1c Comprehe nsion p111.ln lines 4-7, Robyn sees examples of all three. What are they?Ti ny fields (the primary sector), factories (the sec on dary sector), and railways, motorways, shops, offices, and schools (the tertiary sector).2. The long sentence from lines 12-28 lists a large nu mber of operati onsbel onging to the differe nt sectors of the economy. Classify the 18 activities from the passagePrimary sector: digg ing iron ore, mining coal.Secondary sector assembli ng, buildi ng, cutt ing metal, lay ing cables, milli ng metal, smelt ing iron, weldi ng metal.Tertiary sector: advertis ing products, calculati ng prices, distributi ng added value, maintenan ce, marketi ng products, packagi ng products, pump ing oil, tran sportati on.3. Ca n you thi nk of three importa nt activities to add to each list (not n ecessarily in relati on to the kettle)?Primary sector: farmi ng (agriculture), fishi ng and forestrySecon dary sector manu facturi ng, tran sform ing and process ingTertiary sector: financing, designing, retailing2a Reading p121. W hy do people worry about the decli ne of manu facturi ng?Because they think it will lead to un employme nt.2. W hich activities are as importa nt as the producti on of goods?Desig ning goods, persuadi ng people to buy them; arts and en terta inment.3.Should people worry about this state of affairs?No, because it is a n atural, progressive and in evitable developme nt.2b Liste ning p13Liste n to a short in terview with Denis MacSha ne, a British Member of Parliame nt for the Labor Party.Does he hold the same view as J. K. Galbraith?Denis MacSha ne quite clearly disagrees with Galbraith.1. W hy does MacSha ne think that manu facturi ng has a future?Because there are many new products that have to be inven ted to serve new n eeds.2. Why does MacSha ne think that manu facturi ng has a future in the adva need countries?Because these coun tries have product ion tech no logy that requires very little labor in put.3. Why, however, is this manufacturing uniikely to solve the problem of un employment?Precisely because it requires very little labor in put.4. W hat does MacSha ne mean by 'in theory there should be no moremanu facturi ng ' in Switzerla nd? (It is this theory that makesynpsople arguethat manu facturi ng must move to -dev'iopsed coun tries.)The conventional theory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerla nd are the highest in the world. (As is the cost of liv in g!) 5. Why does he say it is surprising for a British company to be buying Swiss goods? Because the pound sterl ing has, over the years, lost a great deal of value aga inst foreig n curre ncies, especially the Swiss franc.6. What is the reason he gives for the United States still being the richest nation in the world?It has a successful manufacturing economy, including its computer and car (automobile) in dustries.7. Match up the following expressions and definitions:1. to convert itself. B/ to change from one thing to another2. to serve needQ/ to satisfy people ' s desires or requirements3. Labor in put A/ manual work4. to stumble onE/ to discover someth ing by accide nt5. to be dubiousC/ to be un certa in, disbeliev ing2c Writing p13Summarize both Gallbraith 'MacSidanW s arguments in a short paragraph offewer the n 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will in evitably decli ne in the adva need in dustrial coun tries, and be replaced by desig n, advertis ing, en terta inment, and so on. MaSha ne says that manu facturi ng will cha nge, and make new products with new tech no logy.New words in this unit 01agriculture, bus in ess, compa ny, con sumer, econo mic, economy, employme nt, goods, in dustry, in frastructure, labour, manu facturi ng, primary sector, product, raw materials, sec on dary sector, tertiary sector, un employme ntUnit 2 Man ageme ntMan ageme nt is importa nt. The success or failure of bus in ess orga ni zati ons, gover nment in stitutio ns and public sector services, volun tary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities required by managers, a definition of management, consideration of the role of the meetings in man ageme nt, a critical view of the man ageme nt of one large America n mult in ati onal compa ny, and an in terview with the man ager of a British departme nt store, who discusses his job.Before the discussion on the qualities required by managers and the definition of management, maybe we an discuss the cartoon. What ' s the joke? We can assume that Mr. Farvis runs this compa ny (his n ame is on the door). What can we say about his man agerial skills, or his appare nt lack of them?Discuss in pairs for two minu tes what exactly man agers do, concerning orga nizing, sett ing objectives, allocati ng tasks and resources, com muni cat ing, motivati ng, and so on.1a Discussi onWhat is man ageme nt? Is it an art or a scie nee? An in st inct or a set of skills and tech niq ues that can be taught?Man ageme nt is a mixture of inn ate qualities and lear nable skills and tech niq ues.What do you thi nk makes a good man ager? Whichour of the follow ing qualities do you thi nk are the most importa nt?Bei ng decisive: able to make quick decisi onsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so onBei ng frie ndly and sociableBei ng able to com muni cate with people --Bei ng logical, rati onal and an alyticalBeing able to motivate and in spire and lead people ——Bei ng authoritative: able to give ordersBeing compete nt: knowing one ' s job perfectly, as well as the work of one ' s subord in ates ——Being persuasive: able to convince people to do thingsHavi ng good ideas ----Are there any qualities that you thi nk should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b Readi ngPeter Drucker, the (Austria n-bor n) America n man ageme nt professor and con sulta nt, is the author of many books about bus in ess. This text summarizes some of Peter Drucker ' s views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about his description of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussi on, or others you did not choose.What is man ageme nt?Drucker ' s first point (setting objectives and developing strategies) presulyiab requires qualities J, H, E and A (not n ecessarily in that order). The sec ond point (orga nizing) presumably also requires H, E and J. The third point (motivati on and com muni cati on) embraces F, D, I and probably C. The fourth point (measuri ng performa nee) probably requires H and E. The fifth point (develop ing people) might require H, F, D and J. But all this is clearly ope n to discussi on.1c VocabularyComplete the followi ng senten ces with these words.Achieved; board of directors; com muni cate; inno vati ons; man ageable;performa nee; resources; sett ing; supervise1. managers have to decide how best to allocate the human, physical and capital resourcesavailable to them.2. Managers -- logically -have to make sure that the jobs and tasks given to their subord in atesare manageable.3. There is no point in settingobjectives if you don communicate them to your staff.4. Man agers have to supervise their subord in ates, and to measure, and try to improve, theirperformance.5. Managers have to check whether objectives and targets are being achieved.6. A top manager whose performanee is unsatisfactory can be dismissed by the company' Boardof directors.7. Top managers are responsible for the innovations that will allow a company to adapt to a changing world.1d VocabularyThe text contains a nu mber of com mon verb-noun part nerships (e.g. achieve objectives, deal with crises, and so on).Match up these verbs and nouns to make com mon collocati ons.Allocate resources (or people)Commun icate in formatio n (or decisi ons)Develop strategies (or people or subordi nates)Make decisionsMeasure performanceMotivate peoplePerform jobsSet objectivesSupervise subordinates2 Meet ings‘ One can either work or meet. One cannot do both at the same time. '(Peter Drucker: An In troductory View of Man ageme nt)What do you thi nk Peter Drucker means by this comme nt?Drucker obviously believes that work is largely someth ing that is doneindividually, and that meetings are not ‘ work' , but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringely ' s description of theman ageme nt style at IBM.Is he positive or negative about IBM ' s working culture?Robert Crin gely ' s history of the pers onal computer in dustry is very in formative,in places very critical, and also very funny. In this extract, he is extremely n egative about IBM, say ing that they put much too much effort into man ageme nt and worry ing about the possibility of making bad decisi ons, and not eno ugh into producing good, competitively-priced products.2b Comprehe nsionExplain in your own words exactly what Robert Cringely means in the following senten ces.1. Every IBM employee ' s ambition is apparently to become a manager. It seems as if the people who work for IBM are more in terested in being regarded as a man ager tha n as a computer desig ner or tech nician2. IBM makes man ageme nt the compa ny ' s sin gle biggest bus in ess.IBM' s corporate culture seems to place more emphasis on man ageme nt tha n on developing and selling the company ' s products.3. IBM executives man age the desig n and writ ing of software.IBM' s managers don ' t actually do the work of designing and writing software themselves, but orga nize and supervise the people who do it.4. IBM products aren ' t often very competitive.IBM products are rarely as good or as dheap as similar products made by their competitors5. The safety net at IBM is so big it is hard to make a bad decision.There is an exte nsive hierarchy and a system of checks and con trols which en sures that bad decisi ons are gen erally avoided (but good decisi ons also take a very long time to make).6. This will be the source of the company ' s ultimate downfall.The slowness of IBM ' s decmiohng process (and the consequent lack ofcompetitive ness of their products) will eve ntually destroy the compa ny.2c Vocabulary p18Find word in the text that mean the same as the words or expressions below.1. seem ingly apparently2. computer programs software3. work, time and energy effort4. computers (and other machines) hardware5. young workers still learning their jobs trainees6. knowledge and skill expertise7. levels or strata layers8. to make certain that something is true verify9. corrected or slightly changed amended10. collapse or failure downfall3 The retail sectorYou will hear part of an in terview with Steve Moody, the man ager of the Marks & Spen cer store in Cambridge, En gla nd.What do you know about Marks & Spen cer?M&S, as many people call them in Brita in sell clothes, household goods and food. They have bran ches all over Brita in, and are expa nding into con ti nen tal Europe.3a Liste ninglisten to part One, in which Steve Moody describes the role and responsibilities of a store man ager. Tapesript Part OneSTEVE MOODY so, as the store man ager in Cambridge, which is probably the fortieth largest of the 280 stores we have got, I am resp on sible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously I ' m responsible for displaying that merchandise to its best advantage, obviously I ' m responsible for emplostaf t beactually sell thatmercha ndise, and orga nizing the day-to-day logistics of the operatio n. Much more running stores is about the day-today operation. And ensuring that that safe, and obviously because of the two hun dred people that we would no rmally have working here it ' s ensuring that they are well trained, that they are well motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the compa nys prin ciples. Which of the following tasks is he responsible for?1. designing the store and its layout2. displaying the merchandise3. employing the sales staff4. ensuring the safety of staff and customers5. establishing the company ' s principles6. getting commitment from the staff7. increasing profits8. maintaining a pleasant working environment9. motivating staff10. organizing the day-to-day logistics11. pricing the merchandise12. running 40 out of 280 stores13. selecting the merchandise14. supervising the day-to-day running of the store15. training staff3b Liste ningListe n to Part Two, and an swer these questi ons.Tapescript Part Two INTERVIEWER How much freedom do those people have within their jobs to make decisi ons themselves? How much delegatio n is there of resp on sibility dow n the cha in? STEVE MOODY We would , as a bus in ess, like to en courage as much acco un tability and delegati on as possible. Of course that does depe nd on the abilities of the individuals, the environment in which you ' re working, and the time of year. With 282 stores we have a corporate appeara nee in the Un itedKingdom' s high streets. It is quite important that when customers come intoMarks & Spencer ' s Cambridge they get the same appearanee and type of looking store and the same level of service that they would expect if they went into Marks & Spencer' s Edinburgh in Scotland, for example, and it ' s very important that we have a corporate stateme nt that customers un dersta nd. So, there are obviously parameters anddiscipli nes that, you know, not only the staff but supervisi on and man ageme nt would follow. With in that, in terms of developme nt and training, trai ning is obviously an inv estme nt for all staff. If staff are trained to do their job well and they un dersta nd it, they will feel con fide nt in what they ' re doing, thaturn will give a better service to the customers, obviously from Marks &Spen cer' s point of view it could well lead to in creased sales.1. Why are Marks & Spencer ' s store managers limited in giving accountabilityto their staff and delegati ng resp on sibilities?Although marks & Spencer ‘ would like to en courage as much acco un tability and delegation aspossible ' , they have a corporate appearanee for all their stores, inall of which customers should get the same level of service. This limits the freedom of in dividual man gers to cha ngdhe stores: there are ‘ parameters anddiscipli nes that not only the staff but supervisi on and man ageme nt would follow2. What do they concen trate on in stead?In stead, they concen trate on staff developme nt and trai ning.3c liste ninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meet ings for members of staff where they can express views about what ' s going on in the store?STEVE MOODY We have a series of meeti ngs, man ageme nt and supervisory every weekwe have something which Marks & Spencer ' s call a focus group,which is members of staff who get together regularly from all areas of the store, so from the foodsecti on and perhaps the men swear secti on, from the office who do the stock and acco unting, and in deed the warehouse where people receive goods. They have meeti ngs, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first.They will the n have a meeti ng with members of man ageme nt and obviously myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencer ' s philosophy, I suppose, is that meetingsshould not be substitute for day-to-day com muni cati on and therefore if problems do arise in terms of the operati on, or an in dividual has got a problem in their work ing en vir onment, or in dde their immediate line man ager, or in deed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to en courage a policy that they will come and talk to their supervisor or their man ager, to see what we can do to solve the problem.Steve Moody men ti ons two kinds of regular meeti ngs. The first is weekly meet ings for man ageme nt and supervisory staff.1. What is the second kind of meeting called?A focus group.2. Who attends them?Members of staff from all areas of the store (e.g. the food sect ion, the men swear sect ion, the stock and acco unting office, the warehouse, and so).3. What are they designed to achieve?Staff can discuss problems in the store, and make suggesti ons for improveme nts. After this, they will meet with members of man ageme nt to discuss those issues and try to provide solutio ns.4. What kind of problems cannot be dealt with by meet in gs?In dividuals ' problems with their work or their line man ager, or eve n familyproblems5. How are such problems dealt with?In dividuals are en couraged to discuss such problems with their supervisor or man ager.3d Discussi onAfter readi ng and heari ng about man ageme nt, do you think you have the right skills to be a man ager? Would you be able, for example, to set objectives, motivate and coord in ate the staff, and man age a departme nt store, or a computer manu facturer?Some lear ners may decide that they have the n ecessary abilities to become a man ager or eve n a top man ager; others may env isage more specialized careers in a particular function such as marketing, finance, computing, accounting, and so on, which will not invo Ive man agi ng and coord in at ing a large nu mber of people and operatio ns.New words in this unit 02Allocate, ban ker, board of directors, chairma n, competitive, customer, director, distributor, function, hardware, inno vati on, inv estor, logistics, man ageable, man ageme nt, man ager, measure, meeti ng, mercha ndise, motivate, objective, orga ni zati on, pay, performa nee, promoti on ‘resources, software, staff, strategy, subordinate, supervise, supplier, tactics, team, top manager, trainee.Unit 3 Compa ny structureOne of the most importa nt tasks for the man ageme nt of any orga ni zati on employing more than a few people is to determine its organizational structure, and to cha nge this whe n and where n ecessary. This unit contains a text which outl ines the most com mon orga ni zati onal systems and exercise which focuses on the pote ntial con flicts among the differe nt departme nts of a manu facturi ng organization, an example of an organization chart, and a critical look at the flexible orga ni zatio nal structure of an America n computer compa ny.1a Discussi onThis discussion activity follows on naturally from activity 3d in the previous unit, about managing companies or having more limited responsibilities in a particular departme nt.1b Vocabulary1. Aut onom ous: C in depe ndent, able to take decisi ons without con suit ing a higher authority2. Dece ntralizati on: E divid ing an orga ni zati on into decisi on-mak ing un its that are not cen trally con trolled.3. Function: B a specific activity in a compa ny, e.g. product ion, market ing, finance4. Hierarchy: A system of authority with differe nt levels, one above the other.5. Line authority: F the power to give in structio ns to people at the level below in the cha in of comma nd6. Report to: G to be resp on sible to some one and to take in structi ons from him or her7. Subordi nates: D people working under someone else in a hierarchy1c Readi ngThe text summarizes the most com mon ways in which compa nies and other orga ni zati ons are structured, and men ti ons the people usually credited with inven ti ng functional orga ni zati on and dece ntralizati on. It men ti ons the more rece nt developme nt of matrix man ageme nt, and a well-k nown object ion to it. How arte most orga ni zati ons structured?Most compa nies are too large to be orga ni zed as a sin gle hierarchy. The hierarchy is usually divided up. In what way?What are the obvious disadva ntages of functional structure?(Discuss briefly in pairs) give some examples of sta ndard con flicts in compa nies betwee n departme nts with differe nt objectivesAre there any other ways of orga nizing compa nies that might solve these problems?A. Functional structureB. Matrix structureC. Line structureD. Staff structureBritish: pers onnel departme nt = America n: staff departme nt or huma n resources departme nt1d Comprehe nsionThe only adequate summary is the second. The first stresses the disadva ntages of hierarchies much more stron gly tha n the text, and disregards the criticisms of matrix management and decentralization. The third is simply misleading: matrix man ageme nt and teams are desig ned to facilitate com muni catio n among functional departme nts rather tha n among aut onom ous divisi ons.Second summaryMost bus in ess orga ni zati ons have a hierarchy con sist ing of several levels and a clear line of comma nd. There may also be staff positi ons that are not in tegrated into the hierarchy. The orga ni zati on might also be divided in to fun cti onal departme nts, such as product ion, finan ce, marketi ng, sales and pers onn el. Larger organizations are often further divided into autonomous divisions, each with its own functional sect ions. More rece nt orga ni zati onal systems in clude matrix man ageme nt and teams, both of which comb ine people from differe nt functions and keep decisi on-mak ing at lower levels.1e discussi onThe text men ti ons the ofte n in compatible goals of the finan ce, marketi ng and producti on (or operati ons) departme nt. Classify the followi ng strategies accord ing to which departme nts would probably favor them.Producti on man agers: 1.a factory worki ng at full capacity 4.a sta ndard product without optional features ll.machines that give the possibility of making various differe nt products. (1,4 and 11 would logically satisfy producti on man agers, although 11 should also satisfy other departme nts.) Marketi ng man agers: 2.a large advertis ing budget 3.a large sales force earning high commissi on 6.a strong market share for new products 7.ge nerous credit facilities for customers rge inven tories to make sure that products are available (2, 3, 6, 7, 9, would logically be the dema nds of market ing man agers) Finance man agers: 5.a stro ng cash bala nee 8.high profit margi ns 10.low research and developme nt spe nding 12.self-fi nancing (us ing reta ined earnings rather tha n borrowi ng) (5, 8, 10, and 12 would logically keep finance managers happy.)1f Describ ing compa ny structureNow write a description of either the organization chart above, or a company you kno w, in about 100-150 words.Here is a short description of the organization chart illustrated.The Chief Executive Officer reports to the Preside nt and the Board of Directors. The compa ny is divided into five major departme nts: Producti on, Market ing,Finan ce, Research & Developme nt, and Pers onn el. The Marketi ng Departme nt is subdivided into Market Research, Sales, and Advertis ing & Promoti ons. The Finance Departme nt contains both Finan cial Man ageme nt and Acco un ti ng. Sales con sists of two secti ons, the Norther n and Souther n Regi ons, whose heads report to the Sales Man ager, who is acco un table to the Marketi ng Man ager.2a VocabularyMatch up the words on the left with the definitions on the right.1. in dustrial belt: C an area with lots of in dustrial compa ni es, around the edgeof a city2. wealth: F the products of economic activity3. productivity: E the amount of output produced (in a certain period, using acerta in nu mber of in puts)4. corporate ethos: Aa company ' s ways of working and thinking5. collaboration: G working together and sharing ideas6. insulated or isolated: B alone, placed in a position away from others7. fragmentation: D breaking something up into pieces2b Liste ningListen to Jared Diamond, and then answer question 1. Listen a second time to check your an swers, and the n do questi on 2.1 Which of these do the part-se nten ces 1-8 refer to?A Route 128 (the in dustrial belt around Bost on, Massachusetts)B Silic on Valley (the high-tech compa nies in the area betwee n San Fran cisco andSan Jose, California)C IBMD Microsoft1 has lots of compa nies that are secretive, and don ' t com muni cate or collaborate with each other. (A)2 has lots of compa nies that compete with each other but com muni cate ideas and in formati on.(B)3 has always had lots of semi-i ndepe ndent un its compet ing with in the same compa ny, while com muni cat ing with each other. (D)4 is orga ni zed in an unu sual but very effective way (D)5 is curre ntly the cen ter of inno vatio n (B)6 used to have in sulated groups that did not com muni cate with each other (C)7 used to lead the in dustrial world in scie ntific creativity and imag in ati on (A)8 was very successful, the n less successful and is now inno vative aga in because it changed the way it was organized (C)。
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第一单元
P7 READING (5)
1,open your mind 2 plan for disaster 3 get organized 4 set your limits 5 put pen to paper 6 don’t feel guilty 7 two become one
P9 GRAMMAR (5)
1 need
2 communicate
3 have escaped
4 have been working
5 have been
6 am working
7 answer
P9 (SPEAKING)Writing 第六题work in pairs.中有可能选择其中一个话题进行作文。
P10 READING (4) AACCBABCAC
第二单元
P16 READING (4) → BACBC
P18 GAMMAR (4) 1 began been been working been part
P19 GAMMAR (5) been working had been considering expanded been studying agreed
P23 WRITING A MEMO
第三单元
P27 READING (3) out
P27 Writing（ in pairs.中有可能选择其中一个话题进行作文。
）
P29 GRAMMAR (6) 1.’ll call ’t rise 3.’re running 4.’m going to have
5.’leaves be opening have started to leave 9.’ll be receiving
第六单元
P57 SPEAKING 6问答题(答案没有找到，自主发挥)
P58 GRAMMAR （1）1. ’s employed have been asked hoped 4 are being made 5to be looked at6 were taken on7 ’ll be fired
GRAMMAR(3) be given being reviewed been offered set up be given be look hoped been delayed
P59 GRAMMAR （5） assess unfairly dismissed followed been found failed reported dismissed recommended be carried help
P61 READING (2) →BFDAEC
P62 1 翻译（可能从着5篇短文中出）
第七单元
P66 READING (3) BCBD
P69 GRAMMAR (6) enjoyable
P70 READING (2)→BADCD BCABA BDBCC
Memo例文
To: All Staff
From: (name of student)
Date:4,july
Subject: Parental Leave
Further to our previous meeting ,I am pleased to comfirm that parental leave
for fathers has been extended to three weeks .The new system will come into operation as from 4th SEPTEMBER. May I remind you that your managers will require one month’s notice。