剑桥BEC真题集 第二辑 中级 Test 1

Test 1

READING 1 hour

PART ONE

Questions 1-7

●Look at the statements below and the text on the opposite page about the use of

coaching in staff development.

●Which section (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.

1the contact between coach and employee not solving all difficulties at work.

2the discussion of how certain situations could be better handled if they occur again

3 a coach encouraging an employee to apply what has been taught to routine work

situations

4coaching providing new interest to individuals who are unhappy in their current positions 5coaching providing a supportive environment to discuss performance

6employees being asked to analyse themselves and practise greater self-awareness

7 coaching enabling a company to respond rapidly to a lack of expertise in a certain area

Coaching

A

Coaching involves two or more people sitting down together to talk through issues that have come up recently at work, and analysing how they were managed and how they might be dealt with more effectively on subsequent occasions. Coaching thus transfers skills and information from one person to another in an on-the-job situation so that the work experience of the coach is used to advise and guide the individual being coached. lt also allows successes and failures to be

evaluated in a non- threatening atmosphere.

B

Coaching means influencing the lear ner’s personal development, for example his or her confidence and ambition. lt can take place any time during an individual's career. Coaching is intended to assist individuals to function more effectively, and it is a powerful learning model. It begins where skills-based training ends, and helps individuals to use formally learnt knowledge in day-to-day work and management situations. Individuals being coached are in a demanding situation with their coach, which requires them to consider their own behaviour and question their reasons for doing things.

C

The coach professionally assists the career development of another individual, outside the normal manager/subordinate relationship. In theory, the coaching relationship should provide answers to every problem, but in practice it falls short of this. However, it can provide a space for discussion and feedback on topics such as people management and skills, behaviour patterns, confidence-building and time management. Through coaching, an organisation can meet skills shortages, discuss targets and indicate how employees should deal with challenging situations, all at short notice.

D

Effective coaches are usually those who get satisfaction from the success of others and who give time to the coaching role. Giving people coaching responsibilities can support their development, either by encouraging management potential through small-scale one-to-one assignments, or by providing added job satisfaction to managers who feel they are stuck in their present jobs. A coach is also a confidential adviser, accustomed to developing positive and effective approaches to complex management, orqanisational and change problems.

PART TWO

Questions 8-12

●Read the article below about a catering 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).

EVALUATING THE PERFORMANCE OF THE BOARD

Lucy Robertson started working at a take- away food business to supplement her Income during her student days at Edinburgh University. Several years later she had bought the business and now, 17 years on, she owns Grapevine Caterers, probably Scotla nd’s leading independent caterers,

with a turnover of almost ￡6m.

She had never planned to own a business, and had certainly never considered a career in catering. (0) . . . G . . . However, her unplanned career began in l985, when she returned to Edinburgh and discovered that the takeaway she had worked in was up for sale. On impulse, she bought it, but admits that at the time she knew nothing about catering. (8) ........ . It was a difficult time, but essential in terms of gaining the experience she needed. The late 1980s boom was good for business, with large numbers of office workers wanting takeaway food for their lunches.

(9) ....... .‘At one point there were 26 food outlets within a 5-kilometre radius,' Robertson recalls. As the economy changed and the once packed office blocks started to become vacant, it became clear that Robertson would need to diversify. (10) ....... . It changed the direction of the company for good.

As Robertson began to win catering contracts, she decided that the company would have to move to larger premises. In 1994, the move was made when she bought another catering business that already had a number of profitable contracts for boardroom lunches.

Meanwhile, Robertson's main competitor, the oldest catering company in Edinburgh, was causing her some anxiety. `Customer loyalty is not to be underestimated,’ she warns. But Robertson is not someone who is easily put off. (11) ....... . Partly as o result of this, turnover doubled, and having outgrown another site, Robertson bought a city-centre location for the group's headquarters.

By now, Grapevine's main competitor was ¤ new catering company called Towngates. Although Robertson tried to raise enough money to buy Towngates, she did not succeed. Then luck intervened and Towngotes went bankrupt. (12) ....... . Many accepted a nd the company’s turnover went from ￡700,000 to ￡1.5 million almost overnight.

However, the company’s growth was not as smooth as it sounds in retrospect. Robertson admits, `We were close to the edge during the growth period. Like many under-capitaIised companies trying to grow, it might easily have collapsed.’ But that, she feels, is the challenge of developing your own business.

Example:

A But there are plenty of similar contracts to be won in the east of Scotland before Robertson turns her attention elsewhere. .

B Her way round this particular problem was to recruit the catering manager of the rival company.

C But this demand was short-lived, and before long, increasing competition made it harder to make a profit.

D 'lt was a dramatic learning curve and very small amounts of money were earned at first,’ says Robertson.

E She decided that the solution, since many companies required working lunches for meetings with clients, was to prepare and deliver meals to business premises.

F On hearing this, Robertson immediately contacted all of their clients and offered the services of Grapevine Caterers.

G Instead, she studied accountancy after leaving university, and a steady if unspectacular professional path seemed set.

PART THREE

Questions 13-18

●Read the article below about an image consultant who advises people on how to present

themselves in the world of work, and the questions on the opposite page.

●For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet.

HOW TO MARKET YOURSELF

We manage our own careers now. So knowing how to brand and position yourself in the market as ‘Me plc’ at different stages of your working life is becoming an increasingly vital skill. At least that is what image expert Mary Spillane believes. ‘Employment as we know it is decreasing. Jobs don’t exist, work exists. In the next decade most of us will be suppliers, not staff. We will have clients not bosses. If you are under 30, you probably know that there is only one firm to join for life: Me plc. It promotes you and your potential to others.’

‘We're working in multi-national, multi-cultural, multi-corporate teams and it’s impor tant to understand the implications of this. We need to create a personal brand that is unique, but complements the brand of the corporation we are working for. You have to find a way to do it so that you are not just a typical employee,’ advises Spillane. ‘Y ou have to decide what central values you want to project, and also what may need to alter from situation to situa tion.’ Many people only remember Mary Spillane for the years she spent running a cosmetics company, but she actually has masters degrees in information science and politics. She used to hide that hard-hitting side, but is now eager to show it and for get about cosmetics. ‘Now that I’m working in the boardrooms of major plcs and global companies, I’m pl aying up my degrees and management background so that the image side is seen only as an additio n to the value side,’ says Spillane.

Some contracts take longer than others. ‘The City law firms I’m currently working for are really difficult because they d on’t have any idea of what their brand should be, and are still very traditional even when talking about becoming modern. I’m showing them how to do every thing from changing their reception areas — which tend to be very off-putting with their high-fronted reception desks —to how to make small talk that is less formal and rigid. Companies rebrand

themselves all the time, spending millions on new office interiors and so on. But without an underlying change of atti tudes, it can prove an empty exercise.’

She argues that for individuals too, there must be more than a surface change, as rebranding goes deeper than a mere change of wardrobe. Beyond advice on appearance, she tells clients, ‘Remind yourself of what you are selling: the personal values that compri se your brand. Learn to present yourself in a way that will project what you want to deliver. Lifelong learning is essential, together with the sort of discovery and adventure that promote personal growth. Always have an up-to-the-minute CV ready to print out, refreshing it every few months with your most recent achievements, just to remind others of your brand value.’

She believes it is essential that you understand both your public self and your private self, as well as your blind spots and your potenti al, in order to create an effective brand. ‘The public self is the image you project to the world, the private self is what you know about yourself but others don’t, and blind spots are those things that others see about you but you can’t see for yourself. By deciding what image you want other people to see, emphasising more of your private self and sorting out a few blind spots, you will increase not only your potential to influence others, but also your self-esteem and self-confidence.’

13 In the first paragraph, Mary Spillane says people should learn how to market themselves because

A it encourages companies to give them a job for life.

B in the future it will be a company requirement.

C in many careers it is becoming difficult to succeed.

D it will help them adapt to developments in the job market.

14 Spillane says that, when creating a personal brand, it is important to

A change things depending on the circumstances.

B decide what image people would like you to present.

C make sure that colleagues feel at ease with your image.

D follow the example of someone in the company you work for.

15 What do we learn about Spillane in the third paragraph?

A She is embarrassed about her career with a cosmetics company.

B She doesn’t like talking about her aca demic background.

C She has qualifications many people are unaware of.

D She worries about how other people see her.

16Which problem does Spillane refer to when talking about the companies she is presently working with?

A They find it difficult to accept her ideas.

B They are unaware of how to rebrand themselves.

C They don’t want to spend large amounts of money.

D They are unwilling to modernise their work environment.

17 When advising people on rebranding themselves, Spillane tells them to

A attend courses to gain specialist skills.

B update regularly their written proof of what they can do.

C try out different ways of presenting themselves to others.

D remember that what they look like is the most important point.

18Spillane says that, in order to rebrand yourself successfully, it is important to

A ask for other people’s opinions about your image.

B feel confident about what you are trying to achieve.

C learn how to make use of all aspects of your character.

D model yourself on people with a certain amount of influence.

PART FOUR

Questions 19-33

●Read the article below about planning.

●Choose the best word to fill each gap from A, B, C or D on the opposite page.

●For each question (19-33), mark one letter (A, B, C or D) on your Answer Sheet.

●There is an example at the beginning, (0).

In any planning system, from the simplest budgeting to the most complex corpo- rate planning, there is an annual (0) .... C. . This is partly due to the fact that firms (19) ....... their accounting on a yearly (20) ....... , but also because similar (21) ....... often occur in the market.

Usually, the larger the firm, the longer the planning takes. But typically, planning for next year may start nine months or more in advance, with various stages of

19 A make up B carry out C bring about D put down

20 A basis B grounds C foundation D structure

21 A distributions B guides C designs D patterns

22 A approval

B permission

C consent

D decision A

23 A value B inspect C review D survey

24 A command B prompt C influence D persuade

25 A guess B speculate C reckon D predict

26 A operations B techniques C measures D exercises

27 A answer B respond C counter D reply

28 A move B lead C develop D benefit

29 A expressions B descriptions C words D terms

30 A reputation B position C situation D influence

31 A desired B selected C preferred D supposed

32 A acts B steps C means D points

33 A handed over B drawn up C made out D written off

PART FIVE

Questions 34-45

● Read the job advertisement below.

● In most of the lines (34-45) there is one extra word. It is either grammatically incorrect or

does not fit in with the meaning of the text. Some lines however are correct.

● lf 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).

WRITING 45 minutes

PART ONE

●You are a manager in a large company. You have been informed that a member of your staff

often arrives late for work.

●Write him a memo about the problem:

?saying how often the member of staff arrives late

?describing the effect on other staff

?suggesting what the member of staff should do about the situation..

●Write 40-50 words.

MEMO

To: P. Jones

From:

Date: 21 November 2002

Subject: Lateness

PART TWO

●You work in the Customer Services Department of a mail-order company. You have been asked

to prepare a short report for your line manager about complaints.

●Look at the information below, on which you have already made some handwritten notes.

●Then, using all your handwritten notes, write your report.

●Write 120-140 words.

LISTENING 40 minutes (including

10 minutes’ transfer time)

PART ONE

Questions 1-12

●You will hear three telephone conversations or messages.

●Write one or two words or a number in the numbered spaces on the notes or forms below.

●After you have listened once, replay each recording.

Conversation One

(Questions 1-4)

●Look at the form below.

●You will hear a man asking a colleague for information about a former employee.

Conversation Two

(Questions 5-8)

●Look at the note below.

●You will hear a man describing a problem with an order.

Conversation Three

(Questions 9-12)

●Look at the notes below.

●You will hear a woman making the arrangements for a delegation who are going to visit her

PART TWO

Questions 13-22

Section One

(Questions 13-17)

● You will hear five short recordings.

● For each recording, decide which type of document the speaker is talking about. ● Write one letter (A-H ) next to the number of the recording.

● Do not use any letter more than once.

● After you have listened once, replay the recordings.

13 .............................. 14 .............................. 15 .............................. 16 .............................. 17 ............. L ................

Section Two

(Questions 18-22)

● You will hear another five recordings.

● For ea ch recording, decide what the speaker’s purpose is.

● Write one letter (A-H ) next to the number of the recording.

● Do not use any letter more than once.

● After you have listened once, replay the recordings.

18 ..............................

19 ..............................

20 ..............................

21 ..............................

22 ..............................

PART THREE

Questions 23-30

●You will hear the chairman of a business institute making a speech about new business

awards that his institute has sponsored.

●For each question (23-30), mark one letter (A, B or C) for the correct answer.

●After you have listened once, replay the recording.

23 The aim of the 'Business Today' competition was to reward

A good product design.

B skilful project management.

C rapid financial success.

24How many companies were chosen to compete in the final of the competition?

A four

B fourteen

C forty

25 The types of products which the finalists were developing

A caused considerable problems for the judges.

B were all connected with the food industry.

C involved a common set of development aspects.

26 According to the speaker, what are small firms good at?

A fitting new products in with current production

B recording methods used in developing new products

C developing new management structures for new products

27The speaker believes big companies document innovation well because of

A the number of staff available.

B the involvement of senior management.

C the insistence on regular procedures.

28The panel was impressed by Natura because they had

A invested considerable time inventing a new product.

B researched new ways of manufacturing their product.

C investigated new overseas markets for their product.

29 The judges praised the links between development teams in smaller companies and

A senior management.

B suppliers.

C the market.

30 The companies sometimes had problems because the suppliers

A could not understand the specifications.

B could not meet the deadlines.

C could not rely on their subcontractors.

You now have 10 minutes to transfer your answers to your Answer Sheet.

SPEAKING 14 minutes

SAMPLE SPEAKING TASKS

PART ONE

The interview—about 3 minutes

ln this part, the interlocutor asks questions to each of the candidates in turn. You have to give information about yourself and express personal opinions.

PART TWO

In this part of the test, you are asked to give a short talk on a business topic. You

have to choose one of the topics from the three below and then talk for about one minute. You have one minute to prepare your ideas.

A: What is important when . . . ?

Entertaining clients

●Types of activities

●Cost

●

PART THREE

ln this part of the test, you are given a discussion topic. You have 30 seconds to look at the prompt card, an example of which is below, and then about three minutes to discuss the topic with your partner. After that, the examiner will ask you more questions related to the topic.

For two candidates

For three candidates Follow-on questions Work Experience Programme

The manufacturing company you work for has decided to offer a two-week work experience programme for a small group of students from a local business college.

You have been asked to help with the preparations for this programme. Discuss the situation together, and decide:

●what kinds of work experience the company might offer

●how the participants should be selected.

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