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商務(wù)英語(yǔ)初級(jí)考試摸底練習(xí)題
在學(xué)習(xí)、工作生活中，我們需要用到練習(xí)題的情況非常的多，學(xué)習(xí)需要做題，是因?yàn)檫@樣一方面可以了解你對(duì)知識(shí)點(diǎn)的掌握，熟練掌握知識(shí)點(diǎn)！同時(shí)做題還可以鞏固你對(duì)知識(shí)點(diǎn)的運(yùn)用！一份什么樣的習(xí)題才能稱之為好習(xí)題呢？下面是小編精心整理的商務(wù)英語(yǔ)初級(jí)考試摸底練習(xí)題，希望對(duì)大家有所幫助。
商務(wù)英語(yǔ)初級(jí)考試摸底練習(xí)題 1
PART FOUR
Questions 21 -30
Read the article from the Chairman’s statement in a pharmaceutical company’s annual report
Choose the correct word to fill each gap from (A, B, C or D) on the opposite page .
For each question 21-30,mark one letter (A, B, C or D) on your Answer Sheet .
There is an example at the beginning , (0)
Charman’s Statement
Two year ago we undertook to increase our sales and to at least (10) our earnings. We published this (21) in order to demonstrate our resolve to lead the business successfully through the demanding period following the expiry of patents which had given us the exclusive right to develop two of our major products.
I am very please to (22) that we achieved what we set (23) to do. We have achieved increased of 4% and 6% in sales and earnings (24) this comes despite considerable losses (25) the expiry of the patents. It is testimony to the depth and vitality of our portfolio of medicines that we have been able to survive the largest single patent expiry our industry has known.
Looking further ahead, I firmly believe that this company can continue to deliver strong , sustainable growth, enabling us to stay at the (28) of the research-based pharmaceutical industry.
The power and pace of technological and scientific development, combined with economic and social pressures, are (29) huge changes in our industry, the successful companies of the future will be those that anticipate and (30) to this change, integrate new technologies effectively, and are closest to their customers. I have full confidence in our ability to remain a major player in our industry.
21 A warranty B obligation C commitment D contract
22 A inform B specify C notify D report
23 A in B out c aside D up
24A respectively B serially C consecutively D sequentially
25 A pursuing B resulting C following D depending
26 A contribution B donation C investment D subsidy
27 A numbers B figures C sums D points
28 A foreground B forefront C lead D advance
29 A forcing B impelling C urging D thrusting
30 A meet B suit C correspond D respond
PART FIVE
Questions 31-40
Read the article below about getting a pay rise.
For each question 31-40, write one word in CAPITAL LETTERS on your Answer Sheet .
There is an example at the beginning, (0) .
There is a commonly held view that the only way to get (0) decent pay increase is to move on: to go out into the job market and find someone (31) is prepared to pay you a figure more in line (32) the talents you can offer. Whilst changing employers from time (33) time is something we probably all need to do to advance our careers in the directions we want them to take, it is nevertheless an activity that carries quite definite risks. Irrespective of (34) well we research prospective employers, a new jib is still largely a step into the unknown . It may turn (35) to be a good move or it could prove to be a complete disaster : most of us (36) had experience of both. The point here, though, is that changing employers is not something we want to be doing all the time and certainly not (37) time we feel the urge for better pay . We’d (38) taking more risks than we needed to just to achieve a pay rise. Getting a pay rise should always be viewed (39) a serious business. There are no quick fixes or gold methods with “ guaranteed “ results. Quick fixes only serve to trivialize the issues and could (40) some circumstances get you into very serous trouble indeed.
PART 4
21-25 C D B A C 26-30 A B B A D
商務(wù)英語(yǔ)初級(jí)考試摸底練習(xí)題 2
Look at the statements below and the article about the development of future business leaders on the opposite page. Which section of the article (A, B, C or D) does each statement (1-7) refer to?
For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
You will need to use some of these letters more than once.
1 Managers need to take action to convince high-flyers of their value to the firm.
2 Organisations need to look beyond the high-flyers they are currently developing.
3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.
4 Managers need expert assistance from within their own firms in developing high-flyers.
5 Firms currently identify high-flyers without the support of a guidance strategy.
6 Managers are frequently too busy to deal with the development of high-flyers.
7 Firms who work hard on their reputation as an employer will interest high-flyers.
The Stars of the Future
A 、Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.
B、 TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.
C 、TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.
D、 TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the
high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.
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