商务英语高级BEC完形填空精彩解析
商务英语高级BEC完形填空精彩解析商务英语高级BEC完形填空精彩解析
Inthelastfewyears,managersthroughoutindustryhaveseenmore changesthanmanyofthemcouldhaveexpectedtoseeintheirentirewor kingliveshavingtocommunicateinformationwhichoftenleadstofee lingsofinsecurityhasbecomeakeyactivity.Frombeingregardedasr elativelyunimportantinmanycompanies,managementemployeecommu nicationhasbecomeacentralcorporateneed.
ConcordiaInternationalprovidesagoodexampleofacompanythat hasadjustedwelltothechangingneedsforcommunication.since1995 ,Concordiahasbeenturnedinside-outandupside-
down,toensurethatitisamarketing–led,customer-responsivebusiness,onethatlooksoutwardsatcustomersandcompet itors,ratherthaninwardsatitsownprocessesandthewaythingswere doneinthepast.Inthelasteightyears,Concordiahasreduceditswor kforcebymorethan80.000people-or35%-
onavoluntarybasis,withfurtherdownsizinganticipated.
Frombeinganengineeringcompany,Concordiaisnowremakingitse lfasaservicecompany.Theroleofemployeecommunicationinsuchaco ntextistobuildpeople’sself-
confidence,topersuadethemthat,althoughitisinevitablethatthe changeswillgoahead,theyalsobringwiththemnewopportunitiesfor employees.However,thisisnotaneasytask.Peopletendtobeskeptic aloftheseclaimsandtofeelthattheyarelosingtouchwiththecompan ytheyhaveworkedforovermanyyears.Thisisunderstandable,sincem anyoftheoldcertaintiesarebeingsweptaway,includingthecoreact ivitiesofthecompanytheyworkfor.Aboveall,theyhavehadtofaceup tothefactthattheynolongerhaveajobforlife.
Researchindicatesthatpeoplerespondtothispredicamentinava rietyofways.Thebulkofemployeesfallintotwomaincategoriesinte rmsoftheirresponsetothenewsituation:ontheonehandtherearethe “pragmatists”andontheother“thehighlyanxious”theformerse etheirjobasameanstoanendandhavearelativelyshort-termperspective,withstrongloyaltytotheirlocalterm,rathertha nthecompanyasawhole.Thesecondcategory,usuallythemajority,ma yrespondtothreatenedchangeswithafeelingofhavingbeenletdown, andevenfeelangeratthecompanyforwhattheyseeaschangingtheterm softheiremployment.
`Theemployeecommunicationprocessneedstobecapableofaccura telydirectingitsmessagesatavarietyofemployeegroupsanddepart mentswithintheworkforce.thisiswhymiddlemanagersandlinemanag ersaresokeytocommunication.Theyarethepeoplewhoknowaboutthef ullrageofconcernsamongtheworkforce.Theprobleminthepastwasth atthiscrucialareawasoftentheresponsibilityofaseparate,relat ivelyisolatedunit.Concordiaputsresponsibilityforcommunicati onfirmlyonlinemanagers.Alltheirresearchpointstothesameconcl usion:peopleprefertogettheirinformationface-to-facefromtheirlinemanagers.Thatisthekeyrelationshipandwherea rgumentsandheartsandminds–arelost.
Thegeneralruleincompanycommunicationistotellemployeesasm uchasyoucanassoonasyoucan.Ifyoucan’tprovidedetails,thenatl eastputthenewsincontextandcommityourselftoprovidinggreaterd etailwhenitbecomesavailableanotherruleofcompanycommunicatio nisthattheremustbeafitbetweenwhatthecompanyistellingitsempl oyeesandwhatitistellingitsshareholders.15Inthelasteightyear s,Concordiahas
15Amadeover80.000employeesreduncdant
Bcompletedaperiodofdownsizing
Creduceditsworkforceof80.000by35%
Dgiven35%ofdepartingemployeesvoluntaryredundancy
16FromConcordia’sp ointofview,theroleofcommunicationisto
Awinemployeesupportbeforegoingaheadwiththechanges
Bchangethecompany’scoreactivities.
Cemphasisethepositiveaspectsofthechanges
Dexplaintheneedforthechanges
17whatdoesresearchshowaboutmostemployees’responsetochan ge?
Atheyexpectittohaveabadeffectonthecompany
Btheyfeelcompletelypowerless
Ctheybecomelessloyal
Dtheyfelltheyhavebeentreatedunfairly
18Concordia’scommunicationprocessmainlyrelieson
Aprintedcommunication
Bdepartmentalheads
Cpersonalcommunication
Daseparate,specializedunit
19Accordingtothewriter,whatistheguidingprincipleaboutgiv inginformationwithinanorganization?
ANevermakepromisesaboutfuturedevelopments
BGivepeopleanoverallviewattheearliestpossiblestage
Calwaysincludeplentyofhardinformation
DHoldbackuntilallthedetailscanbeprovided
20whichofthefollowingwouldbethemostsuitabletitleforthear ticle?
Aemployeeattitudestocompanycommunication
Bmakingcompanycommunicationmoreeffective
CResearchingcompanycommmucation
DMakingemployeesfeellesspowerless
文章取材自一本管理手册，说的是一个组织里的有效沟通问题。这套题目有些特别，不像之前的阅读的第三部分，六道题目分别依次对应文章的六个段落，这题的答案稍微分散了些。
15题，答案很明显，但是选项很有迷惑性。答案是第二段的最后一句：
Inthelasteightyears,Concordiahasreduceditsworkforcebymoreth an80.000people-or35%-
onavoluntarybasis,withfurtherdownsizinganticipated.减少了80000员工(或者说减少了35%的员工)，预期还会减少更多。A选项是对的，maderedundant是前面某套题目阅读的第五部分考过的词组;B不对，没有完成(completed)，因为预期还会裁减更多(withfurtherdownsizinganticipated);C也不对，迷惑性最大，reduceditsworkforceof80.000，用了介词of，所以这句的意思是一共就80000员工，而实际情况是减少了80000员工;D不对，35%的员工被裁减，都是在自愿的基础上的，而不是离开的人中有35%是自愿的。
16题，问根据此人的观点，沟通的角色是什么。也就是问沟通的目的或者作用是什么。答案在第三段。沟通是为了帮助人树立自信，说服他们虽然要面临一些变化，但是同样也会拥有一些新的机会。说白了，就是鼓励这些被裁的人。答案选C，强调变化的积极方面。这里的positiveaspects是对前面说的bringwiththemnewopportunities的一个概括。(想起了电影《在云端》，upintheair，里面那个老男人的工作就是职业裁员专家，专门对被裁的人说些这样的`话。)
17题，问调查显示大多数人对change的反应是什么。这题在答
案中也很明显，但是选项很纠结。都有点似是而非。Thesecondcategory,usuallythemajority,mayrespondtothreatened changeswithafeelingofhavingbeenletdown.,andevenfeelangeratt hecompanyforwhattheyseeaschangingthetermsoftheiremployment.
大多数员工的反应就是很失望，甚至会很愤怒。个人觉得这题出的
不够严谨，没有哪个选项能严格从原文中提炼出来。对比下D要好点，因为对公司失望和愤怒，就是觉得受到了不公正的待遇。此题
有待高手补充更完美的理由。
18题，问沟通过程主要依赖于什么。答案是第五段的这句：peopleprefertogettheirinformationface-to-facefromtheirlinemanagers。喜欢面对面的从直属经理那里获取信息。所以选C，个人的交流。
19题，问组织内部提供信息的指导准则是什么。最后一段的第
一句就是：Thegeneralruleincompanycommunicationistotellemployeesasmuch asyoucanassoonasyoucan。尽可能的快，尽可能的多。不能提供细
节的，至少给个大致的背景消息(putthenewsincontext)。时机成熟了，再告知更多。选B：在可能的最早的阶段让人有个总体的印象。
20题，给文章选标题。这种题在BEC的阅读里还真不多见。选
标题，就是要挑选文章的最主要意思，从整体上把握文章的mainideas。这篇文章通篇说的就是communication，前面介绍了沟
通的背景：裁员;接着说了员工对裁员的反应;然后最后两段，一段
说员工喜欢什么样的沟通方式，一段说沟通的原则是什么。综合起来，就是关于怎样进行有效沟通的问题。选B。A不对，片面了，只
是文中某部分的内容，并且这部分内容是为后面做背景介绍，不是
主要的;C不对，不是简单的research，research仅仅是介绍状况，文章还有关于实现措施的。