2020年高級BEC閱讀題目分享

爲了方便大家備考bec的高級，下面小編給大家帶來2020年高級BEC閱讀題目，預祝大家取得高分。

2020年高級BEC閱讀題目

Critical Path

When David Hayden realised his company was heading for trouble, he took drastic measures to get it back on track

David Hayden founded his company, Critical Path, an email provider, in 1997 to take advantage of the boom in email traffic. Critical Path became a public company two years later, and Hayden took the opportunity to step down from his executive position in order to work on personal projects. At the same time, he agreed to stay with the company as Chairman, but the business was put in the hands of new managers by its investors. With sector-leading products and an expanding market, the company seemed to be on the up and up. However, by early 2001, it was in trouble. Shares that had been worth $26 in 1999, when they were first sold, were down to a mere 24 cents.

Called in by a panicking board, Hayden found himself back in charge as Executive Chairman, trying desperately to rescue what he could. The 1,100 staff had lost confidence in the company and did not know what was going to happen to them. And, as Hayden discovered, the management team was incompetent. Those guys didn't understand the product or the sector,' says Hayden. The heads of department didn't communicate and they didn't lead.' But what was worse, Critical Path had lost the goodwill of its investors.

Hayden knew that bringing the figures under control would be a vital step in the company's turnaround. 'You've got to sort out the finances. For me, that meant getting back the goodwill of the investors. That was tough, after what had happened. But although they were angry with the company, they didn't have bad feelings about me. I told them that I knew I could get the company on its feet again.' He was authorised to make whatever changes were required, and his first act was to find people within the company he could trust and put them in charge.

The next thing Hayden had to tackle was morale. 'Everyone left the office at five on the dot - they couldn't get away quickly enough. To get the buzz back and win the staff over, I had to prove my own commitment and put in the extra hours with them.' In return, it was assumed that nobody would ask for overtime pay until the company was on its feet again. Contrary to normal practice, Hayden was reluctant to lay people off, and apart from not replacing people as they reached retirement age, he left the workforce largely unchanged, although he did identify key people throughout the company who were given more responsibility.

But, as Hayden insists, before a company reaches such a crisis, there are warning signs that any financial director or accountant should take note of. 'A business that has an unrealistic pricing policy or has to negotiate extended credit with its suppliers is in trouble,' is his message. 'Or if you often have to apply for your overdraft limit to be raised or have trouble paying tax on time, something needs to be done.'

By 2003, the company was healthy again, with reasonably stable finances and a modest but steady share price of $1.60. 'One thing that helped save us was that our technology worked,' says Hayden. 'With 20 million email accounts, we never lost a single major client because the product kept on working.' With ideas for a fresh venture demanding his attention elsewhere, Hayden has moved on. 'It was time to go,' he says. 'I'm not a turnaround specialist. I prefer start-ups.'

13 What event coincided with Critical Path becoming a public company?

A Hayden became the Executive Director of Critical Path.

B Investors hired a replacement team to run Critical Path.

C Critical Path launched a successful new product on the market.

D Critical Path was floated on the Stock Exchange at 24 cents per share.

14 Which of the following situations did Hayden face at Critical Path in 2001?

A The employees were worried about job security.

B The investors were calling for changes to the company structure.

C The management was misleading the staff about the company's position.

D The board of directors did not realise the scale of the company's problems.

15 One reason Hayden was able to turn Critical Path around was that

A he managed to find new investors.

B the financial situation was not as bad as he had thought.

C he had built up a good relationship with the management team.

D he was given the support that he needed.

16 What was Hayden's policy regarding the staff of Critical Path?

A He paid overtime to everybody who worked outside office hours.

B He reduced the workforce by operating an early retirement scheme.

C He gave key staff the opportunity to help him set goals for the company.

D He restored motivation by showing willingness to work alongside staff.

17 According to Hayden, what could indicate that a business is in trouble?

A problems keeping accounts up to date

B suppliers refusing to offer new credit terms

C a frequent need to increase the amount borrowed

D difficulties in getting payment from customers on time

18 Hayden left Critical Path after he had rescued the company because

A he wanted to develop the technology for a new internet service.

B he wanted to concentrate on founding a new enterprise.

C he had been offered a job with a major internet company.

D he decided to go into partnership with a major client.

　　商務英語考試(高級)高頻詞彙解析:lay off

off 使……下崗

例句：No one will be laid off without the full agreement of the trade union.

未經工會一致同意，誰也不會下崗。

nt demand 潛在需求

例句：在許多情況下，往往有相當一部分人對尚未問世的產品或服務有一種共同的需求，這被稱作潛在需求。

In many cases, a substantial number of people share a need for a product or service that does not yet exist. This is called latent demand.

of large numbers 大數定律(隨機現象中的基本規律)

erless group discussion 無領導羣體討論

-over (旅行中途的)短暫停留

例句：Long lay-overs and flight delays play havoc on your body’s sleep cycle.

長時間的中途逗留和航班延誤會使你的身體睡眠週期產生混亂。

er of application 申請函、求職申請書

例句：We have received over 2000 letters of application for the job.

我們已經收到2000多封申請該職位的來信。

er of rejection 回絕函

例句：About one month after he sent the application, he got a letter of rejection.

寄出申請的一個月後，他收到一封回絕函。

er opening machine 拆信器

例句：A letter opening machine cuts open envelopes of letters received.

用拆信器來拆開收到的信件。

er of intent 意向書(表明誠意要做某事的正式文件，但不屬於承諾或合同)

er quality printer 優質字符打印機(能打印出清晰字體，適合商務通信)

例句：Make sure you use the letter quality printer to print out those letters.

請務必使用優質字符打印機打印這些信件。

　　BEC閱讀的規律有哪些

對於閱讀不可忽視，平時要把課本里的練習都認真的做，熟悉考試的題型，抓住題目的特點，總結題目的規律。

第一題一般是幾則商業廣告，讓你判斷題支說明的是那一則。一般來說，先看題支，再看短文比較好。看短文時要將文章裏重點的詞句畫出來，看第二遍的時候也就好找一些。簡單的一般一遍變可以找出來。這道題應該是最簡單的一道題，所以儘快做完。

第二題是匹配題，難度不定。關鍵要注意填空後前後句子的銜接是否自然。注意空前後的單詞及連詞，即看填空前後代詞所指是否與主語一致，連接詞所表示的轉折，因果，並列等關係是否符合

第三題是閱讀短文選擇，一般不難。而且通常講，有幾個選項就有就幾段，每題對應一段，時間不足時可以快速閱讀，直接去讀選項對應的段找答案，一般答案都不是原句，但意思是相同的。

第四題是完型填空，要立足整體，先讀懂文章大意再填比較好。

第五題是沒有選項的完型填空，看似較難，但其實填入的詞都不外乎冠詞，介詞，連詞，代詞等小詞，實詞大多很少出現，也不太難。

改錯

最後是改錯，高級的改錯都是四個正確，做時先通讀原文，弄清題意改錯的準確率纔會較高。

考試時時間可能不夠用，我在考試時做到第二題變覺得難了，於是先做五六題主觀題，完型填空，再回去做二三題。這樣即使最後作不完蒙起來也方便，不外乎ABCD，正確率還有25%呢，可是要是蒙主觀題可就難了!