剑桥商务英语高级(BEC3)听力试题(1)
BEC高级真题第3辑听力
BEC高级真题第3辑听力Man: So Jane, the changes are certainly quite wide-ranging,aren't they?Woman: Yes, Oliver, the skills audit, targets, suggestion scheme, training arrangements… the list seems endless…Man:I suppose different people will react differently – they won't all see the benefits of the changes….Woman: Sure – and for some people, they'll feel their areas of responsibility are being taken over, become resentful, and the company must tread very carefully here… because it's the tide of high turn over that they company is trying to stem with these measure. These days, it's often service that's the key to maintaining an edge… so what the company needs to avoid happening in the future in sales decreasing if clients stop feeling they're getting that treatment from happy,motivated staff here…Man:Mm… I guess it was Human Resources that pushed for the changes, then?Woman: Well, they were consulted. Actually, they're the kinds of ideas that you might have expected the team system might havegenerated – because they're quite wide-ranging, not just focused on one aspect.Woman: So, I guess it's quite surprising, in a way, that it was the leadership group which authored them… what's good, I think, is the way they've spent quite an amount of time consulting with management at all levels, so they have a kind of hands-on feel.Man:So what will affect us first?Woman: Well, the skills audit, though its real effects won't be apparent for some time. I don't know, I think that was a wasted opportunity, re ally… It was so thorough, too thorough in fact… I mean, they asked absolutely everyone about absolutely everything because they were so obsessed with wanting to be accurate, but the result is they're just swamped with information… they didn't need to be th at in-depth…Man:Uh-huh… So is it really these divisional targets that will have the first impact?Woman: Er, yeah, I suppose… but then again, there's some poor design involved there… Oh sure, they've carefully calculated how sales move throughout the year, but the point is that it's not only shifting actual products that counts – the targets should really be looking at data on customer satisfaction too, which is certainly a major concern in my section, where we're always looking for ways to keep that high enough to retain customers.Man:So, are you unconvinced about the suggestions scheme too?Woman: Er… I just think they should have gone further with it.Woman: After all the publicity it's been given, you'd thinkthey'd want to involve everyone… what you don't want is just the same ideas from the same people all the time… we've got all these short-term workers, they're in and out of organisations all the time… we should be trying to capture their insights and observations, especially since they won't personally stand to benefit from making suggestions.Man:And do you think the performance reviews are similarlyflawed in their approach?Woman: Oh, I don't want to seem too negative! The only unfortunate thing there is not incorporating what competitors are doing. We don't want to be say one of our reps is underperforming at the moment, only to find out that so is everyone in the business at the moment. That could be very unfair, especially on the reps abroad, who are at the mercy of the supply situation too.Man:And do you think that people have been missed out of the training programmes as well?Woman: No, there I'm quite positive! They're going to be a real winner, I'm sure. A long time's been spent on trying to get our training right, and I think the final results are great. We've been far too focused on IT training, and it's much better now that it's broadeningout to include more aspects for staff to select from, according to their needs.Man:So would you see all the changes having a lasting impact?Woman: Well, they must have some kind of future… after all, they're the kind of thing our competitors have been doing for some time. But, well, by the end of the year, I'm fairly sure they'll get scrutinized, thoroughly checked and probably revised before they become fixed as company policy in the long term.Man:So it's a case of wait and see?Woman: Definitely. Now…。
剑桥英语3听力
剑桥英语3听力真题英语听力，有关剑桥的。
下面是店铺给大家整理的剑桥英语3听力，供大家参阅!剑桥英语3听力1Of course modifications to house will be necessary at a site like this and they come at a significant cost to the developer and home buyer.The modifications I am about to outline will add about $25,000 to the price of a newty-built house.That will still mean a cheaper house than in a less noisy and more desirable area.A bit of background would not go astray.I understand that you are all familiar with the proposed development site at Manchester Park.It's particularly difficult one in terms of noise with the highway along the eastern perimeter and the Blacktown airport not 3 kilometres away to the north.Of course,those nearest the highway will be the worst hit,with heavy traffic noise as well as the noise from the light planes overhead.As you all know,the normal noise threshold for private housing is 55 decibels.At this site the levels have been recorded s high as 67 decibels.剑桥英语3听力2The construction of the houses has to be somewhat modified from houses in most areas.In the houses on the highway and in the noisiest areas of this site there will be a need for specialised double glazing and special acoustic seals will have to be fitted to the doors.All exterior doors in this especially noisy pocket will have to be solid core wood doors with hinges.Every house built on this site,not just those adjacent to the highway or nearest tothe airport,will require high density insulation materials in the roof.Not only will all the roofs need insulating,the exterior walls will be required to be double brick.All ceilings will require double thickness plaster board to be used in the construction.In the noisiest areas mechanical ventilation will have to be installed in the exterior walls.In those areas with sealed windows it will be necessary to fit fans with absorbers to cut out the noise in those particular houses.Air conditioning units could also be fitted in the ceilings of such houses but this is substantially more expensive than fans,and may not be needed on this site.剑桥英语3听力3Coming back now to the double glazing I mentioned before.Specialised double glazing requiresa larger air gap between the inner and outer glass than normal double glazing.The gap must beat least 7 centimetres.The thickness of the glass is also a factor,8 millimetres on the outsideand 6 on the inside pane.It is essential that the glass be thicker on the outside that on theinside and that the gap between the panes of glass be a minimum of 7 centimetres.Obviously,the noise factor will have to be taken into consideration with the layout of thehouses.Living areas will have to be designed at the back of the houses away from thehighway.Bedrooms and living rooms will have to be built towards the back,and for those housesclosest to the highway two layers of plasterboard will be needed for the interior bedroomwalls.Those rooms constructed at the front of the houses should begarages,laundries,kitchens,bathrooms and dining rooms.I have come to the conclusion that this development should go ahead,but with variousacoustic modifications according tothe position of the block in relation to the highway andintersection.剑桥英语3听力4Good afternoon.I'm Paula Bundell and I am giving you the lectures on Environmental Noise this term.Today we are going to look into the effects of noise on a planned housing estate in a particularly difficult part of the new Manchester Park area.This site is not as bad as some I have researched in the past.The Blacktown airport is closed from 6pm to 7am and this is a great advantage to the site.The only noise after dark is from the highway and the traffic is somewhat reduced between 7.30pm and 5.30am.So,the people most affected by the noise will be.I expect,housewives.By the time most of the students and workers have arrived back home in the evening during the week the noise will have abated to a fairly large extent.The weekends are still a problem of course,but the traffic is certainly reduced on Saturdays to a large extent and even more so on Sundays.。
BEC商务英语(高级)听力模拟试卷100(题后含答案及解析)
BEC商务英语（高级）听力模拟试卷100(题后含答案及解析)题型有：1. PART ONE 2. PART TWO 3. PART THREEPART ONE听力原文：You will hear a chairman delivering a report at an annual conference which will be allowed to read online.As you listen, for questions 1 to 12, complete the notes using up to three words or a number.After you have listened once, replay the recording.You now have 45 seconds to read through the questions.[pause]Now listen, and complete the notes.[pause]Woman:Hello Members! The first Board meeting of the current Board took place in late December and I am happy to report that Executives were returned to their previous roles. For the benefit of all members, I will list the current Board of Directors as well as our Senior Management Team. That will be posted on the company’s website. One thing, is worth your attention, well, we have a new HR Manager Hannah Eddy. I believe that she will enhance our administration in the following hard days. The coming year presents both ongoing and new challenges to the Management team on a number of fronts. These challenges include the continued implementation by the government of legislation directly affecting the day-to-day operations of the club. Obviously the introduction of plastic glasses appears not far from the horizon and yet again community clubs are being lumped into the same basket as night clubs operating until the early morning hours. The implementation of a new driver’s license(Smart Card)and the issues that this will raise in relation to their use as a form of identification will need addressing. The final recommendations of the Productivity Commission from its inquiry into gambling and what impact these have if they are adopted. As I have raised previously the results of the Productivity Commission are the most eagerly awaited as they have the potential to change the way the Club operates as well as our continued support of the community in general. Our courtesy bus service began operating in early December and has proven to be very popular with members. The implementation of this service has not been without complaint. The major complaint has related to the area the service covers. All complaints have been recorded and a review of the operation of this service is being undertaken to determine where and how to operate this service in the most efficient way, although any solution that is implemented will not be able to meet the needs of every member. Our General Manager Tony and his assistant Steve have purchased 37 additional Gaming Machine licenses from another club and in the coming weeks will see the addition of new and updated product to the gaming floor. Whilst we have received approval for an additional 60 machines, these will not all be installed immediately. It is hoped the additional machines will meet the need during our busier periods. “The happiest people don’t necessarily have the best of everything. They just make the best of everything.” Have a fantastic Easter everyone and we look forward to seeing you in the club.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check youranswers.[pause]You will hear a chairman delivering a report at an annual conference which will be allowed to read online. As you listen, for questions 1-12, complete the notes using up to three words or a number. After you have listened once, replay the recording.New administration staff【L1】The current Board of Directors and______will be listed on this report.【L2】They will be happy to have Hannah Eddy as their______Ongoing and new challenges【L3】The government would continually______legislation directly affecting the day-to-day operations of the club.【L4】Community clubs are being______into the same basket as night clubs’operation.【L5】The use of driver’s license(Smart Card)and the issues could be regard as a sign of______Daily operation need【L6】Productivity Commission recommend from its______into gambling.【L7】Productivity Commission are the most eagerly awaited as they have the______to change the way the club operates.【L8】The courtesy bus service has received______【L9】A review of the operation of this service is being done to make the service operated______The future【L10】Our General Manager and his assistant have purchased 37 additional______licenses.【L11】Although we have received approval for an additional______machines, these will not all be installed immediately.【L12】The additional machines are expected to meet the need during our______periods.1．【L1】正确答案：SENIOR MANAGEMENT TEAM解析：根据提供的信息以及其中“Board of Directors and…”这几个词，可判断这里是“高级管理团队”，结合上述关键句，此处应填写这个词。
【BEC中级真题听力】第三辑Test1
【BEC中级真题听力】第三辑Test1bec的真题对我们的备考特殊有参考价值，为了方便大家，下面我给大家带来【BEC中级真题听力】第三辑Test 1，望宠爱！【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 1 Hints:Sarah WilliamsMarkProductionHolly9:30英式拼写对话人之间以换行区分Sarah Williams speaking. Hello. Its Mark here, from Production. Holly should be taking some visitors around today, but shes off sick, so I was wondering. If Id do it? Exactly. No problem. Who are the visitors, sales directors again? Not this time. Its the plant managers. Theres about ten, from France, Germany, all around Europe really. And the programme? I thought you could meet them at 9:30 by the packing area. I would suggest meeting at reception, but itll be busy then. Do you want me to show them around the warehouse first? I think theyve been there before. Perhaps you could take them around the shop floor instead? Good idea. What about after coffee? The delivery yard maybe? Theres a lot going on there and visitors usually find it interesting. Im not sure theyd like a presentation, especially not before lunch. I agree. Thanks again.【BEC中级真题听力】第三辑Test 1 - Part 1 Conversation 2Hints:ARZ RecruitmentFraser-HillQuality Control Design Sectionoh等语气词不写英式拼写对话人之间以换行区分Hello. ARZ Recruitment. Hello. Im calling from Fraser-Hill. I spoke to you earlier about a vacancy we want to fill. Yes, for the mechanical engineer? Electrical actually. Yes, sorry. I was looking at the wrong file and you were going to check some of the details. Thats right. I think I told you the post was in Quality Control, but apparently its in the Design Section. Someones just handed in their notice there. OK, and is the salary still the same, between 21,300 and 24,800? Thats right, depending on previous experience. Yes, OK, Ive got that, and are there any particular requirements? When we talked earlier I think you mentioned language ability. Thats right. Were export-oriented and all our major clients are overseas, so that would be an asset. And we must have someone with a diploma, not just a certificate. Thats the main thing. OK, that shouldnt be a problem, but Ill get back to you if it is.【BEC中级真题听力】第三辑Test 1 - Part 2 Section 1Hints:em英式拼写写数字编号,编号之后空格写说话内容13 No matter what kind of business situation Im in, its always important to know exactly who the individual is Im communicating with. The worst mistake you can make is to fail to find out what drives them, money, status or whatever. Once youve worked that out, youll be able to ensure you communicate whats in it for them personally. This should essentially govern the way you respond to people, enabling you to stay in control of the situation and achieve the desired outcome. 14 Ive learnt some valuable management lessons over the years, not least in how to avoid the failure of a project. No matter what your position is, you always have to be prepared for opposition. And its important to anticipate this by getting as many colleagues as possible on your side, so that if, in discussions, someone objects to your plans, you, and a number of others, are able to give an immediate response in order to silence your opponent. 15 When I first started running my own business I made some dreadful mistakes in the way Ihandled staff. The worst thing you can do is stick to one strategy and apply it to every situation. Sometimes you just need to show em whos boss. Other times some gentle persuasion is more effective, in my opinion, anyway. Im sure I was often criticised for my management style, not that I let it bother me, though. 16 Ive found if you want to stay in charge of a situation, the worst mistake you can make is not keeping people up to speed with what youre doing at every single stage of the process. Of course, that doesnt mean you need to be seeking universal agreement or approval for your actions and opinions. Some people will always be critical. But at least adopting this approach will encourage an atmosphere in which everyone feels included. 17 There are always going to be things in a company people dont like, and if youve created an atmosphere in which theyre encouraged to contribute ideas freely, you have to learn to deal with complaints. Revealing that you are, for example, upset by their comments is a crucial error. You will have shown a weakness in your character that others may try to exploit, and may lead to a general lack of support for you.教师辅导：如何攻克BEC〔商务英语〕听力难关据ESOL发布的BEC成果〔报告〕显示：中国考生的通过率明显低于其他非英语国家考生通过率。
BEC剑桥商务英语高级真题集听力原文
BEC剑桥商务英语高级真题集听力原文剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 3, Listening Test 1.Part One. Questions 1 to 12.You will hear the founder of a company called Manshee talking to business students about its development.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen. I’m honoured to have this opportunity to talk to you.Eight years ago, I bought my first computer, but I soon discovered that where I lived, it was difficult to find accessories for that particular make. That made me realise that other people must have the same problem.Then I found that foreign magazines contained plenty of advertisements of mail order companies, so I started buying spare parts and things that way and selling them on to my friends at a small profit. That was how my company, Manshee, was born.Four years later, Manshee was making a profit and had reached a turnover of si某 million pounds. We had four directors - myself and three of my friends - plus a staff of seventeen. The culture was young and the working environment didn’t have any structure. Thecompany just grew and grew with its own momentum, and everything we did seemed to strike lucky. If we needed to buy some equipment or redecorate the sales office, we decided yes or no in isolation, only taking the short term - usually the cash flow for that month - into account.However, the market became increasingly cut throat, and that led to falling margins. We realised, rather unwillingly, that the time had come to structure our future, but we didn’t really have much idea how to set about it. So we went to a firm of consultants who specialise in helping small businesses, and it proved a turning point. They insisted that we four directors sit down and rank our investments in order of importance for the coming years. It seems obvious now, but we’d never realised the value of doing it before. Initially, we set out strategic and financial targets for the ne 某t three years, and now we’re pleased with just how many of those objectives we’ve met.The value of bringing in outside e某pertise was that it gave us objectivity. It’s so easy to tak e things for granted, and to go on in the same mindset. Using consultants meant we received invaluable advice on our business priorities.剑桥商务英语高级真题集听力原文2Part One. Questions 1 to 12.You will bear the opening of the Factories of the Year awards ceremony.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you bare listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning, ladies and gentlemen, and "welcome to the Factories of the Year award. My name is Jonathan Hargreaves, and I’m Chief E某ecutive of the Institute of Production Research, which organised these awards, in association with Barrington Business School. I’m delighted to introduce to you the school’s professor of manufacturing science, Jacqueline Allen, who again chaired the panel of judges. Jacqueline.Woman: Thank you, Jonathan, and good morning, everyone. This year’s search for the Factories of the Year has produced a bumper crop of outstanding winners, which is very welcome proof that the old economy isn’t dead, but is emerging revitalised from its recent problems.As ever, we initiated our search for the best by sending each participating factory a questionnaire. This consisted of fourteen pages and probably more questions than the recipients would have liked. From their answers, each factory was assessed on a basket of performance criteria. Some of these were immediately measurable, like handover times, which of course can have a big impact on productivity and which are showing a healthy tendency towards being shortened. Another was delivery reliability, a high score in which is essential for any customer-led organisation.Other criteria which we considered were less tangible, but no less important for that. We took staff morale very seriously, because if it’s poor it can have measurable results such as high staff turnover and a high accident rate. And if a business can’t easilyhandle change, it may well create more problems than it solves, and its future is unlikely to be secure.The ne某t step was for the panel of judges to assess the results and devise a shortlist. We then visited these factories. I must say, I found it fascinating to see so many factories in action. As aresult of these visits, we came up with the three winners in each category.The factories that emerged from this process shared some familiar characteristics. Impressive people-management practices, for a start.A determination among the factory’s management team not to be second best, for another. And acting on the realisation that clever initiatives don’t count if they don’t further a factory’s missi on. No successful factory can, for a moment, forget its customers, whether they’re internal to the company or e某ternal.As ever, new trends emerged: an outstanding level of competencein supply-chain management, as well as in manufacturing, is increasingly important. The links between a factory, its suppliers and its customers can make or break an operation.This year’s winners also demonstrate the importance of optimising the movement of goods and people around the factory. Confused, muddled-looking factories underperform, while successful ones use signs to help staff and visitors find the best route totheir destination. And allowing goods or materials to get lost in some dusty corner of the warehouse is unacceptable: the problem of tracking components as they move through production has led to a number of developments, of which electronic tagging is one of the most e某citing剑桥商务英语高级真题集听力原文3.Part One. Questions 1 to 12.You will hear part of a talk to a group of business students about the role of free gifts in product promotion.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Hello. My name’s Sue Barnard. I’ve come to talk to you this afternoon about that old marketing perennial, the free gift. I work as a marketing consultant, on a freelance basis, and I thought that I would begin with an anecdote. One of the companies I work with is a major manufacturer of consumer durables, and so I need to keep in touch with the latest campaigns being launched by rival groups, as well as seein g how our own efforts are looking. So I’m a keen reader of weekly magazines.Although I’m actually based in Manchester, last week I happened to be with some clients at their sales conference, which was being held in Wales. On the way there, waiting at the station, I poppedinto a newsagents for a browse, to pass the time. The March issue of Prime magazine immediately caught my eye because the cover said‘Free Gift this Issue: Free Diary’. And it puzzled me because I had seen the same issue on sale in Manchester without any gift. Clearly, people in Wales were getting the same magazine, but all packaged up in a special plastic jacket with this gift inside. Why, I wondered,were people in my area losing out?Well, of course, the answer lies in the marketing policy of the magazine itself. No use giving everyone a freebie because then there’d be no way of gauging how successful it’d been in drumming up e某tra sales. In other words, it’s a controlled e某periment. In this case, flat sales of Prime in Manchester, coupled with strong sales in Wales, would indicate that the gift had done the trick, and this type of strategy is vital for magazines as more and more, titles crowd the racks.Just looking round the newsagents this week, you’ll find one magazine giving away a book worth si某 ninety-nine, when the magazine itself only costs two ninety-nine. And it doesn’t stop there. One rival is offering a CD, another a calculator. And so it goes on. You know, it really is a ‘readers’ market at the moment. But, I can see you’re asking yourselves, if the gifts are actually far more e某pensive than the magazines... ? Well, clearly, the magazines are facing greater competition and it’s all about offering your reader the best possible value. If your competitor’s got something out, then you don’t want to be seen to be lagging behind. And once you’ve started, in a sense, you’ve got to keep on - you do get locked into a ‘circulation war’ where the only way to stay on top seems to be through the free gifts. And remember, it doesn’t matter if the gift costs more than the magazine because the real profits come not from the cover price, but from the advertising revenues. To keep those flowing in, you need good figures, andthat’s where the free gifts come in.And, of co urse, it can’t be any old gift. An inappropriate choice would do more harm than good. The gift must reinforce the truebrand values of the magazine. The specialist titles are particularly good at this. And it’s also a good opportunity for people to sample your magazine; it may bring in new readers. With the right gift, you could even be looking at as much as fifteen per cent uplift on your sales, particularly in the teen market, where pop fashions come and go and it’s very important to encourage reader loya lty.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have 20 seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about workshops they have recently attended.For each e某tract there are two tasks. Look at Task One. For each question 13-17, choose the aim of the workshop, from the list A-H. Now look at Task Two. For each question 18 to 22, choose the outcome of the workshop, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文44.Part One. Questions 1 to 12.You will hear a college lecturer talking to a class of business students about a supermarket chain. As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Good morning. In today’s class we’ll be comparing two supermarket chains whose futures are looking very different at the moment. First of all, the Williams chain.Sharon Tucker joined Williams two years ago as Sales Director, taking over as Chief E某ecutive three months later. The company was struggling. Sales growth was fading away, and profits were falling. Its strategy of focusing on redesigning stores was doing nothing to boost sales. In short, Williams had lost its way.After just one year under Tucker’s leadership, it’s regainedits confidence, and with good reason. Sales have been rising for fifteen months, starting almost as soon as she walked in the door. They’re up by five per cent in the last si某 months, e某cluding new space, with profits over the same period rising by ten per cent. And the company claims to have attracted a million new customers.Tucker came from the American chain Hurst’s, and her e某perience there persuaded her that everyday low pricing, the strategy pursued by that giant and by most of the British supermarket groups, wouldn’t work for a small player like Williams. Its larger rivals could too easily undercut it.Instead, she decided to use a high-low strategy, which is generally known as loss-leading. The technique’s familiar: cut the price of twenty or so selected items each week. The radical part came in the implementation. Instead of making it a national campaign, which would allow Williams’s rivals to instantly follow its pricecuts, the company’s ‘best deals’, as they’re called, vary from town to town, and change every week. The company employs five thousand distributors in order that, every week, a third of all the people living in the catchment area of a Williams store receiveflyers through their doors, detailing these special offers. The price cuts are dramatic, like forty per cent off breakfast cereals, the same off bars of soap, fifty per cent off soft drinks, and so on. Indeed, many items are sold at below the cost to Williams.Shoppers seem to love it, as is evident from Williams’s sales. But it’s high risk: sales have to increase by enough to limit the impact on profits, and they have to be able to deliver the goods. That’s harder than it sounds. Some of the products on offer fly out of the door, selling as much in a week as they normally would in a year. Organising adequate stock levels for that, on different products around the country, is a nightmare of logistics. What makes all this feasible, apart from very good planning, is that Williams’s distribution system isn’t centralized, unlike some of the other supermarket chains.。
BEC高级考试听力试题及答案
XX年BEC高级考试听力试题及答案复习的时候需要同学们明确考试重点，将考试根底知识与重点知识从头到尾梳理一遍，另外还需要做一些题。
以下是为大家搜索的xx年BEC高级考试听力试题及答案，希望能给大家带来帮助!更多精彩内容请及时关注我们!Look at the sentences below and at the five managers’ ments on leadership on the opposite pageWhich new item (A, B, C ,D or E) dose each statement 1 – 8 refer to ?For each statement ! – 8 , make one letter(A, B, C ,D or E) on your Answer Sheet .You will need to use some of these letters more than once .1、Suessful leadership involves making sure that employees aept new ideas.2、A good leader can bring suess to a pany in difficulties3、Leaders should be assessed on the basis of their achievements4、The personalities of good leaders are generally different from those of other managers5、Patience is a valuable quality in a suessful leader6、Leaders consider potential changes in what their pany does for others7、Good leaders will encourage their staff if their organization is in difficulties8、Leaders need to adapt their behaviour to suit different circumstancesLong-term, visionary business leaders must be prepared to invest to get what they want for their pany. They know when and how to apply pressure and to take risks, when they need to display a more hands-off approach. I have a pretty clear view of my ideal business leader, and of coursethat’s where I ‘m trying to head: he or she should start up and grow a cash-rich, multi-interest international organization of tremendous strenngth and depth.The pace of technological change, and the rate at which businesses are changing , requires leaders to have a particular aptitude for technology and an understanding of the inter. A lot of people are aware of the opportunities here ,but awareness alone isn’t enough: in a true leader this needs to be coupled with clever marketing, product design and technological innovation, and keeping abreast of everything going on in the pany. In fact the acid test , I think , is being able to use all of these skills to turn around a failing pany.Effective leaders sta nd out from the herd. They’re often idiosyncratic, even eentric.They have the confidenceto be themselves, and not to adopt the language and attributes of the run-of-the-mill professional managers and aountants. What’s crucial is having the charisma or whatever it is that gives their staff confidence in them, so they can keep everyone on board when they want to make innovations. So often these don’t get off the ground because of lack of leadership, because after all, our response to change is significantly affected by how it’s introduced.Leadership is about making things happen and being judged by results. Good ideas that go nowhere are a waste of time. Anticipate needs-those of customers for instance-and initiate action to meet those needs before the people concerned have even recognized they’ve got them. Th at way you’ll always be ahead of the game, whatever line you’re in. For instance, top stockbrokers will learn all about you and your business and keep themselves pletely up to date with your field in order to advise you. If they’re really good they ‘ll recognize trends even before you do .Outstanding leaders understand both tactics and strategy, and are prepared to play a very long game to achieve their objectives. They understand that innegot iations they need the “ win-win” concept, because losers risk losing their dignity, which is no good for yourlong-term business relationship with them. Leaders must stay optimistic, whatever the odds, and keep up morale of their pany, even when the going’s tough. It’s important to be very much hands-on, too. A good leader will champion ideas that keep the pany in the forefront.。
剑桥商务英语高级真题集听力原文
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剑桥商务英语高级真题集听力原文1This is the Business English Certificate Higher 2, Listening Test 1.Part One. Questions 1 to 12.You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.Now to the reason we are all here. We are very fortunate to have a seminar today led by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and anon-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous IT ana lyst. Dr Sangalli - welcome.Man: Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your ownframework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...剑桥商务英语高级真题集听力原文2this is the Business English Certificate Higher 2, Listening Test 2.Part One. Questions 1 to 12.You will hear a consultant giving a talk to a group of UK business people about exporting to the United Arab Emirates (UAE).As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Man: Welcome ladies and gentlemen to the fourth in our series of brief country profiles for companies who are thinking ofextending their trading activities into new areas. Our chosen country this afternoon is the United Arab Emirates or UAE. Now, in geographical terms it is relatively small but what makes it very significant in commercial terms is its high purchasing power. The two most important cities, from a commercial point of view at least, are Dubai City and Abu Dhabi City, particularly the former. It is important to remember that the UAE has always been a distribution centre through which goods pass to neighbouring countries. Another point is that in recent years the UAE government has made the legal framework much more user-friendly by simplifying commercial law.What are they like as people to trade with? What are they looking for from you, the potential exporter? Firstly, UAE customers are very knowledgeable about the latest trends. They’re not interested in last year’s fashions or products. They are only interested in the most up-to-date, high-quality products at a keen price.Like everyone else they don’t like unreliability, whether in terms of getting the goods there when you promised them or the performance of the product itself. Above all, however, they insist on your meeting their high expectations regarding after-salesservice. And being a small market, geographically speaking, businessmen tend to know each other, so once you do a good job for one customer, then the news travels fast round the UAE and you’ll soon be getting orders from other agencies or whatever, because they’ve heard about you. But be warned - it also works the other way!Another point to bear in mind that’s true of nearly all markets, but, believe me, it is particularly true of the UAE: don’t imagine mailshots or emails are going to produce good results. Local businesspeople don’t just prefer a personal visit, they insist on it; it’s the only approach possible.Now, how to get started: so what are the various ways of selling goods and services in the UAE? What I would recommend, to make your first contacts, is attending a trade fair - one of the many held in Dubai. Having made your contacts, there are various options open to you. The most popular way to start is with direct sales to local contractors. This method is fine for one-off deals or where you just want to try things out. On the other hand, if you’re thinking of supplying goods or services to a government body then you’ve got to have a local agent. Lastly, there’s the branch office option or the possibility of going into a joint venture with a local partner. It isalways an expensive option, and the UAE is no exception in this. In general, I would advise exporters to gain at least five years’ experience in the case of the UAE before opening a branch office there, although of course there could be exceptions to this.Now as far as import documentation is concerned...[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]Part Two. Questions 13 to 22.You will hear five different people talking about the relocation of their business premises.For each extract there are two tasks. Look at Task One. For each question 13-17, choose the reason given for deciding to relocate the company premises, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described that arose after the relocation, from the list A-H.After you have listened once, replay the recording.You now have thirty seconds to read the two lists.剑桥商务英语高级真题集听力原文31 to 12.You will hear a spokesperson telling a group of business people about the Business Support Agency- an organisation which distributes business and research grants.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: Thank you everybody, thank you. The Business Support Agency or BSA are very proud of the part we play in the development of business success. Today I’ll give you a bit ofbackground on the Agency, and then outline the steps involved in applying for support. OK?What we do, basically, is distribute financial support from our funds, which come from the central government Department of Education on the one hand, and then that sum is matched - the amount fluctuates on a yearly basis – by contributions from a number of multinational companies. We then follow the procedures I’ll be outlining in a moment. Some examples of this work, if you’re interested, can be seen in our annual report - I’ll leave copies out for you to look at. Since we b egan, we’ve given out over three hundred grants. We made twenty awards last year alone, and expect that figure to rise to twenty-five next year. But we’re not simply giving this money away - our criteria are strict.So, how do you apply? Well, there are four steps to making an application. In the first place, you should get in touch with our Project Coordinating Office. You can call them on 0188 45 45 45 and express your interest. They’ll then send you an application form. It’s quite a lengthy document, I must warn you, and you’ll need to fill in information about the history of your company, outline your requirements, and include the predicted benefits. That gives us the beginning of a picture and enables us to make an initial decisionabout whether to proceed any further. The third step would be having a meeting with one of our regional consultants. This involves talking through your ideas for development if you get the grant and should help you to focus clearly on your exact needs. And the fourth step is producing a full plan, which needs to include all costs and dates. By this time, both sides will have a very clear picture. Now, all this obviously takes up quite some time, and you need to think carefully about which personnel within your organisation are going to be available to put in the necessary work. OK, well that’s then your role finished for the time being.Meanwhile, we continue to go through your plans in detail. Ultimately, whether or not you get a grant will be decided by our central committee. This consists of representatives from our funding bodies and a panel of experts. For logistical reasons, they only meet every three months, so it can take a while for you to hear from us. Now, assuming you are successful - and around eighty per cent of applications are - the BSA will be looking to fund seventy per cent of your overall requirement. That proportion is up from a maximum of sixty per cent last year. The payment will be made in quarterly instalments. This has proved to be the most generally useful method all round. The last job for you will be coming up witha progress review, which you need to do at the end of the first year. Right, well, are there any questions?剑桥商务英语高级真题集听力原文42.You will hear a representative of a company which organises trade fairs for academic recruitment. She is talking to a group of prospective clients.As you listen, for questions 1 to 12, complete the notes, using up to three words or a number.After you have listened once, replay the recording.You now have forty-five seconds to read through the notes.[pause]Now listen, and complete the notes.[pause]Woman: OK... well thank you very much everyone. First of all I’d like to introduce myself and my company. I’m Paula Shandling from Praxis Academi c Recruitment Fairs and I’m here today to tell you a little about our operations in various parts of the world andthe specialist services we offer to make our exhibitions well known for being cost and time effective - reaching your target audience with the minimum of effort on your part.Now firstly I should explain that the main geographical area we serve is Central America. But, and, I understand this is the area of interest for most of the audience here today, we are currently expanding into South-East Asia.Right, regarding our exhibition package, we believe we offer a very comprehensive deal to the prospective exhibitor. We have found over the years that clients prefer to have a self- contained package rather than spending time negotiating add-ons. And because of this we have been able to keep the cost to a minimum. And what that includes is, as you can see, the exhibition stand. Of course, you can’t get very far in an exhibition without one of those –and also full materials delivery. We’ll get eve rything to the venue for you safely. And a very popular recent addition to the package has been the local trade guide. This has proved very successful because it includes lots of specific information about local conditions - hours of work, past patterns of enrolment in situ, etcetera, etcetera.Now, as well as the full package on site, as it were, we are well aware that one of the most wasteful and demotivating aspects of fairs from your point of view is the time spent dealing with casual enquirers. For this reason we have been developing over the past two years what we call a ‘filtering system’. By this we mean our set of strategies developed to virtually guarantee that enquirers at your stand are genuine potential customers i.e. mature individuals with the appropriate means, and all this means that you maximise quality contact with potential customers. Now, how our filtering system works is through our targeted advertising and what this essentially means in the case of academic recruitment is to run adverts in academic journals, which of course we research thoroughly to keep up to date, and secondly through our own website. A recent development has been the service we offer to put your business information onto our website a month in advance of the fair and retain on the site for six months.Right now, there are other features of our fairs which we adapt to local conditions –what we call ‘context-sensitive’ features. They are, as you can see, suitable opening times that means you have access when needed and that can make a lot of difference to the number of people attending, plus our interpreter service,particularly useful for undergraduate enquirers wishing to take advantage of language support services in your institutions.A few practical details now - you can get more information from the publicity leaflet which I distributed at the beginning of the talk. This will tell you about venues and about special services and finally about costs.[pause]Now listen to the recording again.[pause]That is the end of Part One. You now have twenty seconds to check your answers.[pause]。
剑桥商务英语考试听力.doc
剑桥商务英语考试听力剑桥商务英语考试听力篇1Woman: OK. Now, if you think about the Chief Executive s problems for a moment...what doyou think he needs to tackle first?Man: There are so many problems! Something needs to be done about the workforce, becausesome departments employ staff without the necessary training. In the long term, of course,they need to develop the photocopiers themselves. But the priority must be to reverse the fallin revenue, even if it means cutting prices, in order to increase the sales volume. Unless they dothat, they ll go out of business very soon.Woman: And what about their advertising?Man: Well, they re using modern media, like the Internet, and targeting their advertising morethan they used to, for instance, by moving from magazine ads to direct mailshots tocompanies. But these have an old-fashioned feel to them; the layout and graphics don t seemto have changed for twenty years.Woman: Right. Now, let s go on to...剑桥商务英语考试听力篇2Man: They seem to miss a lot of opportunities. When they visit a customer to install or repair aphotocopier, it s their chance to look at all the equipment there and suggest how Trident couldsupply the company s needs better. Then there s their problem with spares, the Parts ServicesDepartment keeps stocks low, for financial reasons, but that means the engineers often can tget the parts they need for call-outs, and the customer has to wait.Woman: Now, what about communications within the company? I m sure you ll agree they renot as good as they could be. Why do you think that is?Man: Well, I was a bit surprised, because, in fact, middlemanagers hold regular meetings withtheir departments. But that s because they re given information by the top management aboutpolicy issues and plans, for instance, which they have to pass on. But I have to say that someof them don t seem to think their staff can have anything to say that s worth hearing. And, ofcourse, this creates ill feeling.剑桥商务英语考试听力篇3Man: Well, weak line managers are often a reason, but I can t find any evidence for that here.And even the recent changes, like the cut in bonuses, have been accepted fairly calmly. I think itreflects people s uncertainty about their long-term prospects with the company.Woman: What would you say about the sales staff? There s a lot about them in the casestudy.Man: They re doing the best they can in the circumstances. There s a system for helping themto develop their selling skills, and that s working. The way customers are allocated to eachsalesperson could be improved maybe, to reduce unnecessary travel. But they re gettingcontradictory signals about what they re supposed to be doing: just responding to enquiries,or going out looking for new business.Woman: Uh-huh. And what about service engineers: what s the main weakness in thatdepartment?剑桥商务英语考试听力篇4Woman: Ah, Gareth, do sit down.Man: Thank you.Woman: Now, presumably you ve considered this case study about Trident Appliances?Man: Yes.Woman: Good. Well, let s start with the present situation. Trident manufactures photocopiers,which they sell in bulk to retailers and large organisations. Now, why do you think theyrehaving trouble selling them?Man: It s strange, because there s a big demand for photocopiers, and Trident s arecompetitively priced. But the specifications just don t compare with what s expected these days.It s a shame, because they ve got plenty of technical expertise in their engineering supportteam.Woman: OK. Now, the company is owned by a large multinational. How do they see Trident?Man: Well, the group is largely in the mining sector, and Trident doesn t fit in with that, soyou d expect the parent company to want to sell it. Or alternatively to be active, say by helpingit to expand its markets. But really it seems quite content to take a hands-off approach, aslong as Trident is generating some income.Woman: Hmm... There s clearly poor morale among the employees. Why do you think that is?剑桥商务英语考试听力篇5Right, let s see where we ve gotten to. We ve agreed to recognise when staff have worked hardand achieved their goals. Sales need to have done reasonably well in their area ideally betterthan the forecasts while keeping within budget. And, if we feel a person is worth substantialinvestment, we can go with a five-per-cent pay rise, as well as offering a bonus in exceptionalcircumstances.The figures show quite clearly that we didn t reach the target we set last year. If anything, Ithink we ought to cut back on spending, at least for the next few months. If sales pick up inthe new year and we manage to add new clients to our base, maybe we can think about buyingmore estate and equipment then. If I may say so, we have to be realistic.。