BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享
大家在備考bec的時(shí)候不能光看理論知識(shí)，一定要經(jīng)常找一些題目來(lái)練習(xí)，為了方便大家的備考，下面小編給大家?guī)?lái)BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享。
BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享1
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as members of a successful team are in asstrong a position as those who can point to significant individualachievement. Indeed, too much of the latter may suggest thatthe person concerned is not a 'team player' - one of the moreserious failings in the book of management.
The importance of being a team player is a side effect of the increasing interaction acrossdepartments and functional divides. Instead of pushing reports, paperwork and decisions aroundthe organisation, 'teams provide a dynamic meeting place where ideas can be shared and expertisemore carefully targeted at important business issues,' says Steve Gardner, in his book KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to teamwork.Multinational teams now study policy decisions in the light of their impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a conference on thesubject. 'They take up so much time that managers can't get on with core tasks.' Forming teamsand having meetings has, she says, become an end in itself, almost regardless of purpose. There isalso the danger of an unhealthy desire to keep the team going after the work has been done. 'People feel the need to belong, and team membership can provide a kind of psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is brought together, a'force' develops which is greater than the sum of their individual talents. This is often true in sport,where good players can reach unexpected heights as members of an international team.However,few business situations have as clear a set of objectives, or as clear criteria of success orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and whether a team isthe right way of approaching it', says Steve Gardner. 'Unfortunately, people focus instead on whothe members of the team should be and what roles they are to play' Dr Bandy agrees. 'There isalways a danger that teams can turn into committees,' she says. 'In a lot of situations, one or twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have been identified.Steve Gardnerrecommends that in every team there should be someone who is good atresearching ideas and another who is good at shooting down impractical ones. There should bethose who can resolve the tensions that naturally occur in a team and others who are focused ongetting the job done. Also, providing a clear and achievable target at the outset is the best way ofensuring that the team will move on to greater things.
13 What point does the writer make about teamworking at the beginning of the article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 According to the article, teamwork developed within companies as a response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 According to the writer, teamwork is more effective in the field of sport because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 Steve Gardner and Dr Bandy agree that when a business team is created people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
參考答案及解析
《Trouble with Teamwork》，團(tuán)隊(duì)合作的麻煩。文章講了團(tuán)隊(duì)的重要性和很多團(tuán)隊(duì)存在的問(wèn)題，以及怎么樣才能打造一個(gè)成功有效的團(tuán)隊(duì)。
第十三題，問(wèn)文章開(kāi)頭作者針對(duì)團(tuán)隊(duì)合作做了什么論點(diǎn)。第一段是強(qiáng)調(diào)團(tuán)隊(duì)合作的重要性，太多的個(gè)人成果會(huì)顯得這個(gè)人不是個(gè)合格的團(tuán)隊(duì)成員。選答案要理解第一句話的含義：Recruiters say that candidates who can give examples of work they have done as members of a successful team are in as strong a position as those who can point to significant individual achievement.招聘者說(shuō)能夠給出自己作為一個(gè)成功團(tuán)隊(duì)成員的例子的候選人同那些指出重要的個(gè)人成果的人具有同樣重要的地位。言下之意，擁有團(tuán)隊(duì)成員的經(jīng)歷也很重要。所以選D，作為一個(gè)團(tuán)隊(duì)成員如今被視為必要的管理技巧。A、B、C都沒(méi)有提到。
第十四題，問(wèn)公司內(nèi)部的團(tuán)隊(duì)合作是作為對(duì)什么的回應(yīng)。也就是問(wèn)團(tuán)隊(duì)合作的目的是什么，答案是第二段的這么一句：'teams provide a dynamic meeting place where ideas can be shared and expertise more carefully targeted at important business issues 團(tuán)隊(duì)提供了一個(gè)動(dòng)態(tài)的會(huì)議場(chǎng)所，使得思想可以分享，技能可以更加仔細(xì)的對(duì)準(zhǔn)重要的商業(yè)問(wèn)題。這句里的dynamic meeting place可以對(duì)應(yīng)于B段的changing work practice。
第十五題，問(wèn)在第三段Dr Bandy暗示什么。答案是她的一句原話：Forming teams and having meetings has, she says, become an end in itself, almost regardless of purpose.形成團(tuán)隊(duì)然后開(kāi)會(huì)成了它本身的終點(diǎn)，幾乎不管目的是什么。也就是說(shuō)很多團(tuán)隊(duì)的建立是沒(méi)有意義的，多余的。選C，一些團(tuán)隊(duì)被不必要的創(chuàng)建了。
第十六題，問(wèn)作者認(rèn)為團(tuán)隊(duì)合作在體育領(lǐng)域里更有效的原因是什么。第四段講當(dāng)一群正確的人被組合到一起時(shí)會(huì)產(chǎn)生一種高于這些人個(gè)人能力的力量，在體育比賽里就是如此。這一題的答案是第四段的最后一句：few business situations have as clear a set of objectives, or as clear criteria of success or failure, as winning a match.。很少有企業(yè)能像贏得一場(chǎng)比賽一樣有一系列清晰的目標(biāo)，或者是對(duì)成功或失敗有清晰的評(píng)判準(zhǔn)則。也就是A選項(xiàng)所說(shuō)的：知道他們想要實(shí)現(xiàn)什么。what they want to achieve可以對(duì)應(yīng)于a set of objectives。
第十七題，問(wèn)這兩個(gè)人同意當(dāng)一個(gè)商業(yè)團(tuán)隊(duì)被創(chuàng)立時(shí)人們沒(méi)有把注意力放在什么上面。這一題要理解第五段的意思。第一句說(shuō)In business, everyone needs to be clear about what the challenge is and whether a team is the right way of approaching it。在企業(yè)，每個(gè)人都必須很清楚挑戰(zhàn)是什么以及團(tuán)隊(duì)是否是實(shí)現(xiàn)它的最好的辦法?？紤]團(tuán)隊(duì)是不是最好的辦法，也就是說(shuō)要考慮其他可能的途徑，即B選項(xiàng)所說(shuō)的團(tuán)隊(duì)的替代品(alternatives to the team)，后面有句focus instead….人們卻把注意力放在了其他的地方。從這些可以看出答案是B。
第十八題，問(wèn)關(guān)于運(yùn)作一個(gè)成功團(tuán)隊(duì)Steve Gardner的建議是什么。這題的答案是對(duì)最后一段的概括。答案是最后一段第三句recommend后面的一長(zhǎng)串there…who，要有不同的人勝任不同的角色。歸納起來(lái)，就是各司其職選C：選擇能夠自然融洽的勝任某個(gè)角色的人。其他幾個(gè)選項(xiàng)都沒(méi)提到。
第二段有個(gè)地方值得解釋下。Globalisation has added a further dimension to teamwork。
這里的dimension用法比較特別，表示方面，特征，并且是很地道常見(jiàn)的說(shuō)法
牛津詞典的解釋：an aspect or feature of a situation, problem, or thing。
麥克米蘭的解釋：a part of a situation, especially when it influences the way you think about the situation。
e.g: Doing volunteer work has added a whole new dimension to my life.
常見(jiàn)搭配：an extra/added/additional/further dimension
BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享2
Human Resources Policy
CBA Bank was the largest financial institution to sign theemployers' 'People Come First' code of practice in the early1990s. In doing so, it committed itself to the highest (0) inhuman resources practices such as the communication ofcompany(19)....... to employees, the setting of individualtraining and personal (20).......plans, and the holding of regularperformance (21)....... for all staff.
Like other organisations, CBA is replacing the traditional hierarchy with a flatter organisationalstructure which gives employees more broadly defined (22) .......within the company. The changeis offering employees greater opportunities for work in cross-disciplinary project teams. As a result,interpersonal (23) ....... are extremely important.
The policy seems to be working. There is a great deal of goodwill among employees, who(24).......the fact that customer satisfaction is the organisation's chief aim. CBA claims to pursuethis aim for its own (25)....... , rather than as a means of earning profits for shareholders.
An ability to relate to all kinds of people is the most important attribute CBA looks for in(26).......recruits. Graduates are (27)....... for a two-year period and exposed to all (28)....... ofretail financial services. By the end of this training period, they will have taken their Institute ofBanking examination and, if they have (29)....... their performance targets, they will have (30).......a job at the bank.
'On the whole, we are not looking for people straight out of college,' says human resourcesmanager Maiy Kemp. 'We would prefer that they had (31).......some experience of life and hadtaken a year out between school and college to travel or do some kind of work.'
The company has recently introduced a new policy on pay, and it is now (32).......toperformance through bonus schemes, with the objective being to (33) ....... employees for theirachievements and effort.
19 A designs B purposes C ends D objectives
20 A continuation B extension C development D advancement
21 A reviews B trials C revisions D judgements
22 A capacities B parts C roles D elements
23 A abilities B talents C assets D skills
24 A recommend B honour C respect D obey
25A sake B reason C behalf D cause
26 A expected B intended C potential D eventual
27 A taken on B written in C put on D drawn in
28 A fields B areas C regions D parts
29 A arrived B done C passed D met
30 A secured B reached C confirmed D fixed
31 A gained B won C earned D realised
32 A attached B linked C combined D joined
33 A return B reward C recompense D refund
參考答案及解析
《Human Resource Policy》，人力資源政策。主要是講的CBA銀行的人力資源政策，。先簡(jiǎn)單介紹了這個(gè)銀行的管理結(jié)構(gòu)，是扁平化的組織結(jié)構(gòu)(flatter organizational structure)，而不是等級(jí)制公司(hierarchy)?？傮w原則是不招應(yīng)屆的剛出校門的畢業(yè)生，而要有一定的生活經(jīng)驗(yàn)或者是工作經(jīng)驗(yàn)。
第19、20、21題，這幾空都是舉例說(shuō)明前面提到的human resources practices。19空是說(shuō)的將公司的發(fā)展目標(biāo)傳達(dá)給員工。公司目標(biāo)，用objective。purpose是指具體做某件事情的意圖。這里有必要區(qū)分一下objective和purpose，看英文解釋。
purpose: the reason you do something, and the thing you want to achieve when you do it
objective: something that you are working hard to achieve, especially in business or politics
第20題，個(gè)人培訓(xùn)和發(fā)展計(jì)劃的制定。個(gè)人發(fā)展計(jì)劃，personal development plans，選C。
第21題，定期的表現(xiàn)回顧。用review。hold在這個(gè)句子里是舉行的意思。the holding of regular performance review，定期舉行員工的表現(xiàn)回顧。
第22題，說(shuō)扁平化的組織結(jié)構(gòu)可以給員工更加定義廣泛的角色。broadly defined roles,選C。
第23題，人際交往技巧是很重要的。interpersonal skills,是地道的說(shuō)法。參見(jiàn)一個(gè)例句：you will need good interpersonal skills.
第24題，這一句的意思很好理解，是說(shuō)員工們?cè)絹?lái)越看重或者說(shuō)是承認(rèn)一個(gè)事實(shí)：顧客的滿意是組織的主要目標(biāo)。recommend是推薦、建議，后面不接 the fact(事實(shí))，honour是敬重，obey是遵守，這里應(yīng)該選擇respect。respect這里是重視或者接受的意思，看英英詞典上的解釋：to accept that something which is established or formally agreed is right or important and not to attempt to change it or harm it。所以這一空應(yīng)該選擇respect the fact，表示接受這個(gè)事實(shí)。
第25題，CBA銀行追求這個(gè)目的是為著自己的利益，而不是為股東掙利潤(rùn)的工具。for the sake of something 或 for something's sake：for the purpose of; in the interest of; in order to achieve or preserve 為了…目的;為了…的利益;為了。。。固定用法，選A。
第26題，尋找潛在的新成員。地道的詞是potential，比如potential recruits, potential staff, potential candidates.
第27題，考察的是短語(yǔ)take on的一個(gè)用法，雇傭：If you take someone on, you employ them to do a job.;write in：to write a letter to a newspaper, television company or other organization, to state an opinion or ask something以群眾來(lái)信的形式表達(dá)的意見(jiàn)。
第28題，把畢業(yè)生分配在各個(gè)連鎖金融服務(wù)領(lǐng)域。用area。field做領(lǐng)域、范圍講的時(shí)候是指的研究、活動(dòng)，region是指的具體的地區(qū)，parts是部分，應(yīng)該用area。
第29題，完成目標(biāo)，met the targets。
第30題，完成了目標(biāo)就可以得到工作。secure：to get possession of; acquire:
第31題，招的人已經(jīng)具有了一定的生活經(jīng)驗(yàn)。gain：to obtain something that is useful, that gives you an advantage, or that is in some way positive, especially over a period of time
eg: After you've gained some experience teaching abroad you can come home and get a job.
第32題，薪酬現(xiàn)在和業(yè)績(jī)掛鉤。link to，聯(lián)系。
第33題，reward sb.獎(jiǎng)勵(lì)某人。reward employees for their achievements and effort，因?yàn)楣诙?jiǎng)勵(lì)員工。
BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享3
Evaluating the performance of the board
Few employees escape the annual or twice-yearlyperformance review. (0) .....G......The answer is not a greatnumber. And the smaller the company, the fewer checks thereare on how well the directors are doing. Some of the largestcompanies formally assess the performance of their board, butvery few new or growing companies have managed to getround to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review theperformance of the board. (8) .............Another reason is that the board itself needs information onhow well it is doing, just as much as other employees do. For the chief executive, appraisal of somesort is absolutely essential for his or her own sake and for the good of the company. Indeed, manyof those who have reached this level remark on how lonely the job of chief executive is and howfew opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put a board appraisal process inplace, they find this process relatively easy to operate. (9) .............Their counterparts in largerorganisations, however, are often afraid that appraisals could be a challenge to their status.
So, how should companies assess their board? (10) .............At a very basic level,this couldsimply mean getting all the directors to write down what they have achieved and how they canimprove on it. At the other end of the scale is the full '360-degree' appraisal. Here, each director isappraised in a systematic manner by a combination of the chairman and fellow directors.
In the largest companies there are many methods for assessing the board. A number of suchcompanies have self-assessment schemes. The chairman may meet each board memberindividually to ask how things are going, in a fairly informal way. The whole board might also meetto talk about its progress in open session. (11).............These might ask for people's opinions onthe board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of boardmembers is conducted. (12) .............The chairman will have been involved directly or indirectly inthe appraisal of all members of the board. Whose job is it, then, to appraise the chairman?
A It is often the case that the directors of such companies are even happy to receive criticism,as this can prevent them from making basic mistakes.
B The rest of the workforce sees it as unfair if the directors are the only members of thecompany to escape appraisal.
C These are encouraging as they put a limit on the power of the chairman to assess fellowdirectors.
D Alternatively, questionnaires might be distributed to directors, forming the basis for futurediscussion.
E One issue remains, however, when all the others have been dealt with.
F It is generally agreed that it is the chairman's responsibility to ensure the regular appraisal ofeach member of the board.
G However, one wonders how many companies have in place a formal appraisal process fortheir board of directors.
參考答案及解析
《Evaluating the performance of the board》，評(píng)估董事局的表現(xiàn)。眾所周知一個(gè)公司里面是經(jīng)常對(duì)員工的表現(xiàn)進(jìn)行評(píng)估的，那么誰(shuí)又來(lái)評(píng)估董事局的表現(xiàn)呢?這篇文章講了對(duì)董事局表現(xiàn)進(jìn)行評(píng)估的重要性和一些方法。
第八題，前面說(shuō)對(duì)董事局的表現(xiàn)進(jìn)行評(píng)估是很重要的?？崭窈竺娴木渥又杏衋nother reason，可見(jiàn)這個(gè)第八空應(yīng)該填入對(duì)董事局表現(xiàn)進(jìn)行評(píng)估原因的句子。B符合這一特點(diǎn)，為什么要進(jìn)行評(píng)估，因?yàn)椤叭绻麤Q策層是公司唯一逃避評(píng)估的成員的話，其他的員工會(huì)視之為不公平?！?/p>
第九題，前面說(shuō)小公司會(huì)發(fā)現(xiàn)這種評(píng)估過(guò)程更容易操作?？崭窈竺嬉粋€(gè)however，說(shuō)大公司的決策層會(huì)認(rèn)為評(píng)估是對(duì)他們地位的一種挑戰(zhàn)?？梢?jiàn)這個(gè)空格應(yīng)該填入表示小公司愿意接受評(píng)估的句子。A符合這一特點(diǎn)：通常這些公司的決策層會(huì)很樂(lè)意接受批評(píng)，因?yàn)檫@可以防止他們犯錯(cuò)誤。這里的such companies是個(gè)暗示，可以和前面的smaller companies對(duì)應(yīng)上。
第十題，前面問(wèn)怎樣對(duì)公司的董事局進(jìn)行評(píng)估。那么很明顯，后面跟的句子應(yīng)該和評(píng)估的方式方法有關(guān)。符合這一標(biāo)準(zhǔn)的只有F：一般認(rèn)為確保對(duì)董事局里每個(gè)成員的定期評(píng)估是主席的責(zé)任。也就是說(shuō)是依賴于主席進(jìn)行評(píng)估。responsibility是個(gè)關(guān)鍵詞。
第十一題。第五段依然是講評(píng)估的方法，具體的過(guò)程?？崭竦那懊嬲f(shuō)主席可以單獨(dú)會(huì)見(jiàn)董事局的每一個(gè)成員，或者是集體在一起談話?？崭窈竺嬲f(shuō)這些可以詢問(wèn)人們關(guān)于董事局主要任務(wù)以及委員會(huì)的工作進(jìn)展情況的意見(jiàn)。ask for people’s opinion是個(gè)關(guān)鍵點(diǎn)，什么可以詢問(wèn)人們的觀點(diǎn)?調(diào)查。選D，questionnaires是個(gè)關(guān)鍵的暗示：或者，也許可以給經(jīng)理們分發(fā)調(diào)查問(wèn)卷，形成未來(lái)討論的基礎(chǔ)。
第十二題，這一空前面說(shuō)有調(diào)查顯示對(duì)董事局成員進(jìn)行評(píng)估的方法有所改善?？崭窈竺鎭?lái)了一個(gè)疑問(wèn)，提出沒(méi)有人評(píng)估主席?？梢?jiàn)第十二題有轉(zhuǎn)折的意思，選E，有關(guān)鍵的連詞however,而且E的one issue remains，正好對(duì)應(yīng)最后一段最后一句話的一個(gè)問(wèn)題。內(nèi)容上也吻合。
BEC商務(wù)英語(yǔ)初級(jí)閱讀試題及答案分享4
Achieving a successful merger
However attractive the figures may look on paper, in thelong run the success or failure of a merger depends on thehuman factor. When the agreement has been signed and theaccountants have departed, the real problems may only just bebeginning. If there is a culture clash between the two companiesin the way their people work, then all the efforts of the financiersand lawyers to strike a deal may have been in vain.
According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up totheir promise of shareholder value, riot through any failure in economic terms but because theintegration of people is unsuccessful. Corporates, he explains, concentrate their efforts before amerger on legal, technical and financial matters. They employ a range of experts to obtain themost favourable contract possible. But even at these early stages, people issues must be takeninto consideration. The strengths and weaknesses of both organisations should be assessed and, ifit is a merger of equals, then careful thought should be given to which personnel, from which side,should take on the key roles.
This was the issue in 2001 when the proposed merger between two pharmaceuticalcompanies promised to create one of the largest players in the industry. For both companies themerger was intended to reverse falling market share and shareholder value. However, although thecompanies' skill bases were compatible, the chief executives of the two companies could not agreewhich of them was to head up the new organisation. This illustrates the need to compromise if amerger is to take place.
But even in mergers that do go ahead, there can be culture clashes. One way to avoid this isto work with focus groups to see how employees view the existing culture of their organisation. Inone example, where two global organisations in the food sector were planning to merge, focusgroups discovered that the companies displayed very different profiles. One was sales-focused,knew exactly what it wanted to achieve and pushed initiatives through. The other got involved inlengthy discussions, trying out options methodically and making contingency plans. The firstresponded quickly to changes in the marketplace; the second took longer, but the option iteventually chose was usually the correct one. Neither company's approach would have worked forthe other.
The answer is not to adopt one company's approach, or even to try to incorporate everyaspect of both organisations, but to create a totally new culture. This means taking the best fromboth sides and making a new organisation that everyone can accept. Or almost everyone.Inevitably there will be those who cannot adapt to a different culture. Research into the impact ofmergers has found that companies with differing management styles are the ones that need towork hardest at creating a new culture.
Another tool that can help to get the right cultural mix is intercultural analysis. This involvescarrying out research that looks at the culture of a company and the business culture of thecountry in which it is based. It identifies how people, money and time are managed in a company,and investigates the business customs of the country and how its politics, economics and historyimpact on the way business is done.
13 According to the text, mergers can encounter problems when
A contracts are signed too quickly.
B experts cannot predict accurate figures.
C conflicting attitudes cannot be resolved.
D staff are opposed to the terms of the deal.
14 According to Chris Bolton, what do many organisations do in preparation for a merger?
A ensure their interests are represented
B give reassurances to shareholders
C consider the effect of a merger on employees
D analyse the varying strengths of their staff
15 The proposed merger of two pharmaceutical groups failed because
A major shareholders were opposed.
B there was a fall in the demand for their products.
C there were problems combining their areas of expertise.
D an issue of personal rivalry could not be resolved.
16 According to the text, focus groups can help companies to
A develop new initiatives.
B adopt contingency plans.
C be decisive and react rapidly.
D evaluate how well matched they are.
17 Creating a new culture in a newly merged organisation means that
A management styles become more flexible.
B there is more chance of the merger working.中華考試網(wǎng)
C staff will find it more difficult to adapt to the changes.
D successful elements of the original organisations are lost.
18 According to the text, intercultural analysis will show
A what kind of benefits a merger can lead to.
B how the national context affects the way a company is run.
C how long it will take for a company culture to develop.
D what changes companies should make before a merger takes place.
參考答案接解析
《Achieving a successful merger》，實(shí)現(xiàn)一個(gè)成功的并購(gòu)。文章沒(méi)有從技術(shù)和經(jīng)濟(jì)效益的角度來(lái)分析并購(gòu)成功的因素，而是強(qiáng)調(diào)了一個(gè)在并購(gòu)中容易被忽視的重要因素：文化沖突。不同的企業(yè)文化走到了一起，能否兼容是并購(gòu)能否成功的關(guān)鍵因素。一個(gè)比較著名的例子是當(dāng)年惠普與康柏的并購(gòu)。
第十三題，問(wèn)什么情況下并購(gòu)會(huì)遇到麻煩。答案是A段的最后一句，關(guān)鍵詞是culture clash：如果兩個(gè)公司的員工在工作方式上存在文化沖突，那么金融專家和律師們?yōu)榱诉_(dá)成交易所做的一切努力都是徒勞的。所以選C：沖突性的態(tài)度無(wú)法得到解決。Conflicting attitude對(duì)應(yīng)于culture clash。attitude具體指公司員工做事情的方式和態(tài)度。
第十四題，問(wèn)很多機(jī)構(gòu)為并購(gòu)所做的準(zhǔn)備是什么。答案是第二段的這么一句話：Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters。公司都把精力集中在法律、技術(shù)和金融事務(wù)上了。也就是更多的看重經(jīng)濟(jì)等方面的利益，而忽視了人的因素。選A：確保他們的利益得到很好的反映，也就是自己的利益有保障。represent在這里的意思是be present or found in something, especially to a particular degree。
第十五題，問(wèn)這倆醫(yī)藥公司并購(gòu)失敗的原因是什么。答案是第三段的倒數(shù)第二句：the chief executives of the two companies could not agree which of them was to head up the new organisation.在誰(shuí)來(lái)領(lǐng)導(dǎo)新的機(jī)構(gòu)的問(wèn)題上無(wú)法達(dá)成一致。所以選D：人員競(jìng)爭(zhēng)問(wèn)題無(wú)法得到解決。Personal rivalry就是指兩個(gè)領(lǐng)導(dǎo)誰(shuí)也不服誰(shuí)。
第十六題，問(wèn)focus group可以幫助公司干什么。先弄明白focus group的意思，看劍橋高階的解釋：a group of people who have been brought together to discuss a particular subject in order to solve a problem or suggest ideas。處理問(wèn)題的團(tuán)體。答案在第四段。這一段是舉例說(shuō)明兩個(gè)合并公司的文化兼容性問(wèn)題。經(jīng)過(guò)focus group的調(diào)查，這兩個(gè)公司的做事方式有很大差別，不能兼容。所以這一題的答案是選D：評(píng)估他們能否匹配。
第十七題，問(wèn)在一個(gè)新合并的公司里創(chuàng)造新的文化意味著什么。答案是第五段的這么一句：This means taking the best from both sides and making a new organisation that everyone can accept。吸取雙方的優(yōu)點(diǎn)，創(chuàng)造一個(gè)所有人都能接受的新組織。每個(gè)人都能接受，那么合并成功的可能性會(huì)大大增加。選B：合并起作用的幾率增加了。
第十八題，跨文化分析能夠表明什么。答案是最后一段的最后一句：how its politics, economics and history impact on the way business is done.看看這個(gè)國(guó)家的政治、經(jīng)濟(jì)和歷史是怎么影響商業(yè)行為的。也就是考察宏觀的國(guó)家背景對(duì)微觀的經(jīng)濟(jì)個(gè)體的影響。選B：國(guó)家背景怎樣影響公司的運(yùn)行方式。
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