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1、PART ONE Questions 1-7 Look at the statements below and the article about the development of future business leaders on the opposite page. Which section of the article (A, B, C or D) does each statement (1-7) refer to? For each statement (1-7), mark one letter (A, B, C or D) on your Answer S

2、heet. 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 trainin

3、g 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 develo

4、pment 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 orga

5、nisation. 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,

6、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 re

7、sponsibilities, 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

8、 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 deve

9、lop 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

10、 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

11、 who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers. 首先得搞明白的是這篇文章到底講的什么。不用

12、看具體內(nèi)容，有兩個地方直接告訴了。一個是題目說明的第一句話，另一個是正文的標(biāo)題。從這兩個地方就可以看出全文探討的是公司未來接班人——也就是潛力股——的培養(yǎng)問題。 A段講了TLRG這個貫穿全文的研究組織誕生的原因：現(xiàn)行的研究滿足不了需要，于是大多數(shù)公司只能自己探索發(fā)掘接班人的模式；（即第五題的答案） B段講了直屬經(jīng)理（line managers）對于發(fā)掘接班人的重要性（真是干什么都要從基層抓起），以及經(jīng)理們的一些疑慮； C段講的是接班人問題對公司的重要性，并且應(yīng)該讓院線經(jīng)理們明白這種重要性； D段是針對前面列出的問題，提出的解決建議，什么專家協(xié)助等等。 題目解析： 第一題

13、說“經(jīng)理們必須采取措施使?jié)摿蓚兿嘈潘麄儗镜膬r值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。 第二題說“組織必須把目光投向正在培養(yǎng)中的潛力股以外的地方”，即D段最后兩句話所說的尋找新一代的潛力股。 第三題和B段的最后一句話完全是一個意思：怕培養(yǎng)潛力股的投入收不回成本。 第四題說開發(fā)潛力股，經(jīng)理們需要在公司內(nèi)部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要采取行動。HR specialists就是expert。 第五題說公司現(xiàn)在沒有在指導(dǎo)策略的支持下辨別潛力股。也就是說公司是依靠自己來發(fā)掘

14、人才的。答案是A段的第一句：現(xiàn)行的研究滿足不了需要，所以公司只能形成自己的一套體系。 第六題，經(jīng)理們太忙了，無暇顧及潛力股的發(fā)展。答案是B段的：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.。不幸落在了高工作負(fù)荷的人的肩上。高工作負(fù)荷，也就是too busy。 第七題，

15、看重作為雇主名聲的公司可以吸引潛力股。答案是C段的這么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發(fā)員工而著稱的話，將會對潛力股產(chǎn)生更大的吸引。以開發(fā)員工而著稱（known as ones that develop their people），名聲很好，也就是看重自己作為雇主的名聲。 PART?TWO? Questions?8-12? Read?the?article?below?ab

16、out?possible?reasons?for?acquiring?a?company.? Choose?the?best?sentence?from?the?opposite?page?to?fill?each?of?the?gaps.? For?each?gap?(8-12),?mark?one?letter?(A-G)?on?your?Answer?Sheet.?Do?not?use?any?letter?more?than?once.? There?is?an?example?at?the?beginning?(0).?? Acquisition When?should?a

17、?company?consider?acquisition?as?a?way?forward? There?are?many?circumstances?in?which?a?company?may?wish?to?take?over?another?organisation?through?an? acquisition.?? The?need?to?keep?up?with?a?changing?environment?often?dominates?thinking?about?acquisitions.?One? compelling?reason?to?develop?by?

18、acquisition?is?the?speed?with?which?it?allows?the?company?to?enter?new ?product?or?market?areas.?(0)..G...This?is?particularly?true?of?e-commerce.?? The?strength?of?competitors?may?influence?a?company?to?choose?acquisition?as?a?way?forward.?In?markets ?that?are?static?and?where?market?shares?of?c

19、ompanies?are?reasonably?steady,?it?can?be?difficult?for?a? company?to?break?into?the?market,?since?its?presence?may?create?excess?capacity.?(8)............?? The?same?arguments?also?apply'?when?an?established?supplier?in?an?industry?acquires?a?competitor.?This?may?either?be?to?gain?the?competitor'

20、s?market?share?or,?in?some?cases,?to?shut?down?its?capacity?in?order?to ?restore?a?situation?where?supply?and?demand?are?more?balanced.?? There?may?be?financial?motives?for?acquisition.?If?the?share?value?of?a?company?is?high,?the?motive?may?be?to?spot?and?acquire?a?firm?with?a?low?share?value.?(9

21、)?............An?extreme?example?is?asset?stripping,?where?the?main?motive?for?the?acquisition?is?short-term?gain?by?buying?up?undervalued?assets?and?selling?them?on?bit?by?bit.?? There?may?also?be?resource?considerations.?There?may?be?a?lack?of?resources?or?skills?to?compete? successfully,?so?th

22、ey?must?be?acquired.?(10)............It?may?also?be?that?it?has?knowledge?of?a?particular?type? of?production?system,?business?process?or?market?need.?In?an?international?context,?acquisition?is?often?a? means?of?gaining?market?knowledge.?? Sometimes?there?are?reasons?of?cost?efficiency?which?mak

23、e?acquisition?look?attractive.?A?cost?efficiency? could?arise?from?the?fact?that?an?established?company?may?already?be?very?experienced?and?have?achieved? efficiencies?which?another?company?would?find?difficult?to?achieve?quickly?by?internal?means.?(11)............In?consumer?goods?industries,?cos

24、t?efficiency?is?usually?the?reason?for?an?acquisition.?? Acquisition?can?also?be?driven?by?the?expectations?of?key?shareholders.?Shareholders?usually? expect?to?see?continuing?growth,?and?acquisition?may?be?a?quick?way?to?deliver?this?growth.?But?there?are? considerable?dangers?that?an?acquisitio

25、n?can?lower?share?price?rather?than?increase?it.(12)?............?This?is? more?likely?when?the?decision?to?acquire?is?speculative?as?opposed?to?strategic.?There?are?some? shareholders?who?favour?acquisition?simply?to?bring?a?short-term?boost?to?share?value.??? A?The?necessary?development?and?o

26、rganisational?learning?would?be?too?slow.?? B?In?the?same?way,?an?organisation?can?increase?manufacturing?opportunities.?? C?Indeed,?this?is?one?of?the?major?reasons?for?the?more?speculative?acquisitions?that?take?place.?? D?It?may?be?that?the?parent?company?may?not?have?sufficient?understa

27、nding?of?the?acquired?business,?and?this?could?remove?value.?? E?For?example,?a?company?may?be?taken?over?for?its?research?and?development?expertise.?? F?If,?however,?the?company?enters?by?acquisition,?the?risk?of?reaction?from?industry?rivals?is?reduced.?? G?In?some?cases,?a?market?is?chan

28、ging?so?fast?that?acquisition?becomes?the?only?way?of?successfully?breaking?into?it.??? 從標(biāo)題和副標(biāo)題能知道這篇文章講的是收購（acquisition）。具體說來是講公司選擇收購的原因。全文一共八段，除了第一段是總的概括，后面七段一共說明了收購需要考慮的6個原因（6?considerations）：幾乎每段對應(yīng)一個，而且非常直接。?? 第二段提到的原因是“keep?up?with?a?changing?environment”，對應(yīng)選項(xiàng)G里的“a?market?is?changing?so?fast

29、.”?? 第三段的原因是“The?strength?of?competitors”。這里的competitors在選項(xiàng)F里替換成了rivals。整個第三段是講一個公司進(jìn)入一個穩(wěn)定市場的風(fēng)險和困難。所以F?選項(xiàng)話鋒一轉(zhuǎn)，說“如果收購的話，對對手的行為作出反應(yīng)的風(fēng)險就降低了?！?? 第五段的原因是“financial?motives”。最佳的收購時機(jī)當(dāng)然是在一個公司股票價值處于低位的時候。這種收購是有風(fēng)險性的，也就是選項(xiàng)C所說的“more?speculative?acquisitions”?? 第六段的原因“resource?considerations”，也就是為了獲取某種資源或技術(shù)而進(jìn)行

30、收購，對應(yīng)的選項(xiàng)E里所說的“research?and?development?expertise”?? 第七段的原因“cost?efficiency”。是說收購現(xiàn)成的公司，需要花費(fèi)的培養(yǎng)成本較少。那一段一直在強(qiáng)調(diào)一個cost?efficiency,其實(shí)就是說收購現(xiàn)成的公司，不需要花費(fèi)那么多的培養(yǎng)成本。如果不收購，靠企業(yè)內(nèi)部自己消化吸收的話，這個過程會非常的緩慢。也即是選項(xiàng)B所說的“必要的發(fā)展和組織學(xué)習(xí)會很慢”。?? 第八段的原因“expectations?of?key?shareholders”。選擇GAP?12?的句子需要聯(lián)系上下文，前后講的都是收購有風(fēng)險，可能會使股價下跌。所以GAP?

31、12應(yīng)該填入一個負(fù)面的，即選項(xiàng)D的“remove?value”。?? PART?THREE? Questions?13-18? Read?the?article?below?about?changing?attitudes?to?creativity?in?the?workplace,?and?the?questions?on?the?opposite?page. For?each?question?(13-18),?mark?one?letter?(A,?B,?C?or?D)?on?your?Answer?Sheet.?? CREATIVITY?IN?THE?WORKPLA

32、CE Nowadays,?many?UK?companies?are?striving?to?be?more?creative.?But?according?to?a?recent?survey?of?senior?managers,?the?lack?of?a?can-do?mentality?amongst?employees?and?an?aversion?to?risk?is?hindering?British?business.?Many?think?there?is?too?much?focus?on?delivering?results?quickly,?which?leave

33、s?insufficient?time?to?think?creatively.?Some?complain?that?a?lack?of?coherent?vision?on?creativity?prevents?their?organisation?from?being?more?innovative.?? Yet?while?senior?managers?may?regret?the?lack?of?creativity,?they?must?take?much?of?the?blame?for?creating?the?situation.?Until?recently,?suc

34、cessive?generations?of?management?ignored?innovative?ideas?from?employees.?Indeed,?new?ways?of?thinking?were?often?regarded?as?an?unwanted?distraction,?and?original?thinkers?received?little?support.?Despite?the?fact?that?many?organisations?are?now?taking?steps?to?reorient?the?business?culture?to?pro

35、mote?creativity,?it?is?not?surprising,?given?this?background,?that?a?creative?environment?is?hard?to?establish.?? Another?related?issue?is?raised?by?Katrina?Murray,?a?partner?in?a?management?consultancy:?'While?many?senior?managers?still?complain?about?the?lack?of?support?for?creativity?in?their?or

36、ganisations,?they?also?fail?to?appreciate?the?contribution?that?they?themselves?can?make.?In?some?companies,?there?is?a?perception?that?only?managers?at?board?level?can?influence?the?company?culture.'?Murray?feels?that?such?organisations?are?unlikely?to?change.?For?her,?'creative?organisations?are?m

37、ade?up?of?individuals?who?believe?they?can?dictate?their?own?future.?Companies?need?to?be?able?to?spot?these?individuals?and?gently?encourage?them?to?lead?the?way.'??It?is?also?necessary?for?senior?managers?to?reexamine?their?role.?According?to?Alex?Sadowski,?an?American?professor?of?management?scie

38、nce,'promoting?creativity?means?re-evaluating?most?of?what?we?know?about?management.?It?means?organisations?must?be?prepared?to?invest?in?ideas?without?being?sure?of?the?return?on?that?investment.'?Katrina?Murray?agrees?with?this?view.?'Businesses?are?expert?at?the?measured?approach,?which?involves?

39、analysis?and?risk?avoidance.?But?there?is?another?approach,?which?involves?intuition?and?not?always?looking?at?the?bottom?line.?What?is?hard?is?establishing?a?working?environment?in?which?both?these?approaches?can?function?simultaneously.??? 'Nevertheless,?there?are?some?pleasing?indicators?of?prog

40、ress?in?this?area.?Many?of?the?senior?managers?interviewed?in?the?survey?say?their?organisations?have?adopted?a?number?of?strategies?to?encourage?individuals?to?channel?their?creativity.?Among?these?are?giving?open?and?honest?feedback,?allowing?employees?the?freedom?to?measure?their?performance?agai

41、nst?more?flexible?goals,?and?higher?toleration?levels?of?failure.?Senior?managers?also?recognise?that?the?way?an?organisation?is?led?and?managed?is?critical?to?building?a?creative?environment?and?that?they?themselves?have?an?important?role?to?play.? But?there?are?some?experts?who?believe?an?even?mo

42、re?fundamental?change?is?needed.?Tom?Robertson,?a?professor?of?creative?education,?believes?that?the?lack?of?creativity?in?companies?is?a?problem?that?originated?in?schools?and?universities.?The?solution,?he?says,?lies?in?more?enlightened?educational?policies.?'There?are?already?signs?of?this,?but?c

43、reativity?is?still?concentrated?in?certain?sectors,?such?as?pharmaceuticals,?advertising?and?the?media.?These?sectors?have?always?valued?creativity,?but?the?real?challenge?will?be?to?shift?some?of?these?sectors'?practices?into?more?traditional?manufacturing?and?service?companies.'??? 13、?Many?sen

44、ior?managers?feel?that?organisations?have?difficulties?innovating?because?of?? A?a?poor?level?of?skills?among?employees.?? B?an?emphasis?on?rapid?achievement.?? C?an?increased?risk?associated?with?change.?? D?an?insistence?on?a?standard?company?philosophy.?? 14?、According?to?the?writer,?many?

45、organizations? today?are?? A?finding?it?easier?to?introduce?a?creative?approach.? B?having?problems?understanding?innovation?as?a?concept.? C?actively?developing?the?conditions?for?a?creative?approach. ?D?resisting?innovative?staff?suggestions.?? 15?、In?the?third?paragraph,?Katrina?Murray?exp

46、resses?the?view?that?? A?top?management?must?dictate?the?pace?of?change.??? B?some?employees?lack?a?commitment?to?change.?? C?most?organisations?are?incapable?of?bringing?about?effective?change.?? D?some?senior?managers?underestimate?the?role?they?can?play?in?achieving?change.?? 16、?Alex?Sado

47、wski?and?Katrina?Murray?agree?that?to?be?truly?innovative,?organisations?must?? A?invest?in?the?right?managers.? B?place?less?emphasis?on?financial?considerations.? C?have?a?double?focus?to?their?policies.? D?adopt?an?approach?with?clearly?defined?stages.?? 17According?to?the?survey,?which?of

48、?the?following?strategies?has?been?introduced?to?encourage??creativity??? A?a?greater?acceptance?of?error? B?financial?rewards?for?higher?levels?of?creativity? C?the?introduction?of?specific?performance?targets? D?the?promotion?of?creative?individuals?to?senior?posts?? 18?Tom?Robertson?believ

49、es?that,?in?the?future,?it?will?be?difficult?to?achieve?? A?an?educational?system?that?encourages?creativity.? B?a?combination?of?practices?that?promote?creativity.? C?the?spread?of?creativity?to?a?range?of?businesses.? D?a?greater?respect?for?creativity?in?pharmaceutical?companies.?? 這篇名為《工作

50、場所的創(chuàng)造力》的文章，分為六段。 13題，答案在第一段中找。原文里的“Many?think?there?is?too?much?focus?on?delivering?results?quickly”，對應(yīng)于B的“an?emphasis?on?rapid?achievement”。?? 14題的答案稍微繞一點(diǎn)。第二段前面扯得比較遠(yuǎn)，追究了半天歷史責(zé)任，而題目問的是today怎么樣。在閱讀里，轉(zhuǎn)折詞，例如although,but,however,despite等等，幾乎可以說是答案信號，后面接正確答案的概率相當(dāng)大。這里的Despite后面接的就是正確答案：Despite?the?fact?t

51、hat?many?organisations?are?now?taking?steps?to?reorient?the?business?culture?to?promote?creativity。?? 15題的答案在第三段很明顯：They?also?fail?to?appreciate?the?contribution?that?they?themselves?can?make，也就是D選項(xiàng)的underestimate?the?role?they?can?play。?? 16題答案的原文是“It?means?organisations?must?be?prepared?to?invest

52、?in?ideas?without?being?sure?of?the?return?on?that?investment”也就是投資先不要想著回報(bào)?；貓?bào)當(dāng)然是跟成本有關(guān)的，對應(yīng)于B選項(xiàng)中的“financial?considerations”。這題還可以用排除法，A和D首先可以排除，C沒有提到。?? 17題也比較直接。第五段一共列舉了幾個strategies，拿來和答案對照就行了。原文是“Among?these?are?……..,and?higher?toleration?levels?of?failure”（再次強(qiáng)調(diào)連詞的重要性，這里的Among后緊跟的就是答案），即A選項(xiàng)的“a?grea

53、ter?acceptance?of?error”。?? 18題的答案是最后一段的最后一句：BUT（?。。﹖he?real?challenge?will?be?to?shift?some?of?these?sectors’?practices?into?more?traditional?manufacturing?and?service?companies.真正的挑戰(zhàn)在于把這些行業(yè)的實(shí)踐轉(zhuǎn)移到更傳統(tǒng)的制造和服務(wù)公司去，也就是擴(kuò)展到更廣泛的地方，即選項(xiàng)C的“the?spread?of?creativity?to?a?range?of?businesses” PART FOUR Que

54、stions 19-33 Read the article below about doing business online. Choose the best word or phrase to fill out each gap from A,B,C,D on the opposite page. For each question(19-33),make one letter (A,B,C,D) on your Answer Sheet. There is an example at the beginngn(0). The?secret?of?success?in?elect

55、ronic?commerce?(0)?.…B..…in?placing?a?new?emphasis?on?a?well-established?area.?That?area?is?customer?service,?which?is?now?the?only?point?of?(19)?between?a?business?and?the?buying?public.?? There?are?a?number?of?factors?in?a?real-world?shop?that?(20)?people's?perceptions?of?a?business:?these?(21)?t

56、he?location?and?the?appearance?of?the?premises,the?quality?and?the?pricing?of?the?merchandise?or?services’?and?the?behaviour?of?the?staff.?? However,?if?a?company?is?trying?to?make?a?good?impression?with?online?customers,?most?of?these?factors?do?not??(22)??a?part.?In?the?(23)?of?these?factors,?the

57、?way?customers?are?(24)?when?they?have?a?reason?to?call?has?a?fundamental?effect?on?a?company's?ability?to?retain?them?as?customers.?Even?more?than?regular?telephone?or?in-person?customers,?web?customers?are?impatient,easily?frustrated?and?always?conscious?that?they?have?other?places?where?they?can?

58、(25)??their?business.?Preventing?them?from?doing?that?means?meeting?them?on?their?own?(26)?andproviding?them?with?what?they?want.?? This?necessity,?in?(27)means?that?companies?that?sell?over?the?net?must?get?back-end?functions?right.?Imposing?(28)requirements?on?customers?will?not?work;?a?business?

59、that?(29)?on?customers?emailing?for?assistance?instead?of?using?the?phone,?for?example,?will?lose?repeat?custom.?? If?the?phone?is?used,?it?must?be?answered?(30),?and?the?staff?should?look?for?ways?of?helping?even?the?most?awkward?customers?(31)?,?as?is?more?usual,?trying?to?find?some?(32)?to?blame

60、?the?customer?for?any?problem.?? An?important final?point?is?that?it?is?vital?that?all?addresses web?links?and?phone?numbers?work?properly ?and?efficiently.?This?ought?to?(33)without?saying.?Experience，however,?shows?that?it?does?not.?? 19、A?relationship??B??association??C.?meeting??D?contact?

61、20、A?force??B?determine??C?decide??D?fix? 21、A?enclose??B?consist??C?include??D?contain? 22、A?get??B?run??C?play??D?have? 23、A?absence??B?lack??C?need??D??scarcity? 24、A?cared??B??treated??C?dealt??D?considered? 25、A?deliver??B?bring??C?move??D?take? 26、A??policies??B?standards??C?terms??D?con

62、ditions ?27、A?turn??B?sequence??C?line??D?order? 28、A?dense??B?rigid??C?deep??D?solid? 29、A?demands??B?insists??C?expects??D?instructs ?30、A?punctually??B?precisely??C?promptly??D?presently? 31、A?apart?from??B?other?than??C?except?for??D?rather?than? 32、A?case??B?excuse??C?fault??D?purpose? 3

63、3、A?do??B?make??C?go??D?come?? 答案：DBCCABDCABBCDBAC 這篇名為《電子商務(wù)成功秘訣》的文章主要分析了從事電子商務(wù)必須考慮的幾個factor。重點(diǎn)考慮的是如何服務(wù)客戶，不是在線的，而是電話。? 19題首先考的就是一個固定的商務(wù)英語用法。Point?of?contact,接觸點(diǎn)。商業(yè)詞典的解釋：Person?or?a?department?serving?as?the?coordinator?or?focal?point?of?an?activity?or?program.英文WIKI的解釋：A?point?of?contact?(POC

64、,?also?single?point?of?contact?or?SPOC)?is?the?identification?of,?and?means?of?communication?with,?person(s)?and?organizations(s)?associated?with?the?resource(s).? 26題，on?one’s?own?terms,根據(jù)某人自己的主張。聯(lián)系此句上下文，是說電子商務(wù)的客戶不好伺候，得按照他們的意思來提供他們想要的。所以后面的28題應(yīng)該選擇rigid，僵硬的。? 27題，in?turn相應(yīng)的；in?sequence按順應(yīng)，依次；in?li

65、ne成一直線；in?order整齊，秩序井然。? 31題，后面的as?is?more?usual是插入語，在這里完全可以忽略不計(jì)，聯(lián)系整個句子的意思，應(yīng)選rather?than?而不是。Apart?from相當(dāng)于except?for，除了…外（都）,other?than相當(dāng)于except，除…以外。? 32題，理解了上下文，應(yīng)該選excuse。與fault相關(guān)的短語是find?fault?with?33題，go?without?saying固定用法，不言而喻的意思。 PART FIVE Questions 34-45 Read the advice below about m

66、eetings with clients. In most of the lines (34-45),there is one extra word. It either is grammatically incorrect or does not fit in with the meeting of the text. Some lines, however, are correct. If a line is correct, write CORRECT on your Answer Sheet. If there is an extra word in the line , write the extra word in CAPITAL LETTERS on your Answer Sheet. The exercise begins with two examples (0 and 00). 0?Regular?meetings?with?clients?are?important?to?a?healthy?collaboration.?They?