2016商务英语中级阅读题模拟试题精选（带答案详解）

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　　下文是小编整理的2016年商务英语中级阅读题模拟试题，提供给各位考生，方便大家复习时拿来练笔，每篇阅读题后都有答案以及详细的分析，大家可以先自测，然后参照答案和解析自查。

2016商务英语中级阅读题模拟试题精选（带答案详解）

　　Read the article below about the changing role of human resources departments.

　　The best person for the job

　　Employees can make a business succeed or fail, so the people who choose them have a vital role to play.

　　Employees are a company’s new ideas, its public face and its main asset. Hiring the right people is therefore a significant factor in a company’s success.(0) G If the human resources department makes mistakes with hiring, keeping and dismissing staff, a business can disappear overnight. Many companies now realise that recruiting the best recruiters is the key to success.

　　Sarah Choi, Head of HR at Enco pic, believes that thinking commercially is a key quality in HR. Every decision an HR manager makes needs to be relevant to advancing the business. (8) ...C.....That’s no longer the case. HR managers have to think more strategically these days. They continually need to think about the impact of their decisions on the bottom line. (9).....F... For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.

　　Why do people go into HR in the first place? Choi has a ready answer. I think most people in the profession are attracted by a long-term goal.(10)....D......Nothing happens in the company which isn’t affected by or doesn’t impact on its employees, so the HR department is a crucial part of any business.

　　Not all operational managers agree. An informal survey of attitudes to HR departments that was carried out last year by a leading business journal received comments such as "What do they actually contribute?"(11).....A..... As Choi points out, salaries have never been higher and, in addition, HR managers often receive substantial annual bonuses.

　　Despite the financial rewards, HR managers often feel undervalued, and this is a major reason for many leaving their jobs.(12)...E......However, a lack of training and development is a more significant factor. These days, good professional development opportunities are considered an essential part of an attractive package,Choi explains.

　　A But rising levels of remuneration demonstrate that the profession’s growing importance is widely recognised.

　　B At one time, a professional qualification was required in order to progress to the top of HR.

　　C Other departments and senior executives used to see HR managers as having a purely administrative role.

　　D Since it’s one of the few areas where you can see the whole operation, it can lead to an influential role on the board.

　　E Being seen as someone who just ticks off other people’s leave and sick days does not help build a sense of loyalty.

　　F They therefore need to be competent in many aspects of a company’s operations.

　　G On the other hand, recruiting the wrong staff can lead to disaster.

　　题目解析：

　　这篇文章的标题有些misleading，“The best people for the job”，还以为是招人的标准。其实这篇文章是关于Human resource的，所以还是要适当关注文章前的说明：the article below about the changing role of human resources departments.第八题，空格后面的“That’s no longer the case”是很重要的提示。由于空格前面一直在强调commercial和business，所以在空缺的地方应该是和另一个方面相关的内容。选项C的administrative role正好满足这个要求。前后文意思搭配在一起完全吻合。第九题，后面的for example的很关键，是对前面的补充说明。“For example,a chief executive will expect the HR department to advise on everything from the headcount to whether to proceed with an acquisition.”总裁希望人力资源经理对一切事情提出建议，从人数统计到是否进行收购。这种要求就需要人力资源经理具备很多才能。所以F的句子填在这里最合适。第十题，答案稍微不那么明显，不过D句中的an influential role可以和第十题的空格后的a crucial part相对应，算是答案信号。要从整体上把握第三段，这里认为HR manager 的影响是全局的、长期ss的，所以D句的“see the whole operation”符合情况。第十一题，理解前后文的意思，前面说过去的operational managers不那么认可HR manager的作用，后面指出HR managers挣得多，所以中间是转折的意思。A句的But是个信号，“上涨的薪酬水平意味着这个职位逐渐增加的重要性得到了广泛的认可。”意思和前后都吻合，所以是正确答案。第十二题，空格前说HR managers觉得自己的作用被低估了，所以leaving。空格后一个However，所以空格处应该还是和leaving有关的，为什么离职。E句的意思是“被视作仅仅对别人的离开和生病的日子划勾的人是没法帮助建立忠诚感的。”填入此处正好。

　　Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.

　　1、the need to teach skills to employees working on the outsourced process

　　2、remembering the initial reason for setting up the outsourced project

　　3、the need to draw up agreements that set out how integration is to be achieved

　　4、addressing the issue of staff who work on the outsourced process being at a distant site

　　5、the importance of making someone responsible for the integration process

　　6、staff on the outsourced project familiarising themselves with various details of the business

　　7、problems being associated with an alternative to outsourcing

　　When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.

　　A.Gianluca Tramcere, Silica Systems

　　An outsourced IT service is never a fully independent entity. It is tied to the home company’s previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.

　　B.Kevin Rayner, Domola

　　Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.

　　C.Clayton Locke, Digital Solutions

　　Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.

　　D.Kim Noon, J G Tech

　　One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.

　　这篇文章讲的是外购(outsourcing),分别有四位专家就这个问题给出了自己的看法。A段的专家强调建立合同的重要性，B段专家认为要派专人负责，C段专家讲外派人员和本公司之间要有一个互动，D段专家讲如果与外包商(outsourcer)组成联合企业的话可能带来的一系列问题。如果对文章有个大概、基本的了解，很多题目不用细看就可以得出结论。

　　题目解析：

　　第一题的答案稍微有些隐晦，在B段的最后一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.”因为新的操作是在本公司以外的地方以一种新的方式被执行，所以产生了培训成分。这里的training对应第一题的“teach skills to employees”。第二题的答案在D段中间: companies should be careful not to lose sight of the original rationale for outsourcing.这里的rationale是基本原理、根本原因的意思。第三题的答案在A段，非常明显的“establish contracts”。第四段的答案是C段的最后一句话，outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.这里的talk to对应address，向....谈话。第四题的意思是“说明在远址工作的外购人员的事情”，也就是C段最后一句说的外购人员向公司汇报他们的经历。第五段的答案在B段，相当明显：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派专人负责integration。第六题说“外派人员要熟悉自身工作的不同细节”，对应C段的“create a team where there is a clear understanding of objectives and incentives.”打造一个对目标和动机都有清晰理解的团队。第七题稍微绕一点。题目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一个联合企业。D段里的专家一直在强调联合企业的麻烦和复杂性(joint ventures bring potential troubles)，所以是正确答案。

　　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 training 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 development 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 organisation. 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, 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 responsibilities, 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 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 develop 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 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 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.

　　首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告诉了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司未来接班人——也就是潜力股——的培养问题。A段讲了TLRG这个贯穿全文的研究组织诞生的原因：现行的研究满足不了需要，于是大多数公司只能自己探索发掘接班人的模式;(即第五题的答案)B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;C段讲的是接班人问题对公司的重要性，并且应该让院线经理们明白这种重要性;D段是针对前面列出的问题，提出的解决建议，什么专家协助等等。整篇文章分为四个部分，层层递进，有很强的逻辑性。拿这样的文章来做阅读材料应该是相对容易把握的。

　　题目解析：

　　7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里找到与之匹配的，比如第四题题干里的expert对应D段的specialists,第六题的too busy to对应于B段里的heavy workloads，第七题的interest对应于C段的appeal。第一题说“经理们必须采取措施使潜力股们相信他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating “attraction centres”和loyalty。第二题说“组织必须把目光投向正在培养中的潜力股以外的地方”，即D段最后两句话所说的寻找新一代的潜力股。第三题和B段的最后一句话完全是一个意思：怕培养潜力股的投入收不回成本。第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话：公司的人力资源专家需要采取行动。HR specialists就是expert。第五题说公司现在没有在指导策略的支持下辨别潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的研究满足不了需要，所以公司只能形成自己的一套体系。第六题，经理们太忙了，无暇顾及潜力股的发展。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.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是too busy。第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。以开发员工而著称(known as ones that develop their people)，名声很好，也就是看重自己作为雇主的名声。

　　The secret of success in electronic commerce lies 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)the 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 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 (25) their business.Preventing them from doing that means meeting them on their own(26)and providing 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 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 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

　　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 conditions

　　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

　　33、A do B make C go D come

　　我个人认为，完形填空这种题型属于BEC阅读里相对不容易把握的。其他几个部分多参照原文就能找到答案，而完形填空的答案有的时候靠分析是得不出结果的，因为会考到一些固定用法，而且是商务英语里的固定用法。固定用法一时半会是无法积累的。要想做好BEC里的完形填空，一是要掌握一定的解题技巧(比如排除法和猜题)，二是要培养商务英语的感觉。感觉的培养也有两种途径，一个是多读原版商业英语文章，另一个就是把历年BEC真题里的完形填空原文填上空缺的单词反复朗读。

　　这篇名为《电子商务成功秘诀》的文章主要分析了从事电子商务必须考虑的几个factor。重点考虑的是如何服务客户，不是在线的，而是电话。

　　19题首先考的就是一个固定的商务英语用法。Point of contact,接触点。商业词典的解释：Person or a department serving as the coordinator or focal point of an activity or program.英文WIKI的解释：A point of contact (POC, 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题，on one's own terms,根据某人自己的主张。联系此句上下文，是说电子商务的客户不好伺候，得按照他们的意思来提供他们想要的。所以后面的28题应该选择rigid，僵硬的。意思是不能把一些僵硬的要求强加在客户的身上。

　　27题，in turn相应的;in sequence按顺序，依次;in line成一直线;in order整齐，秩序井然。

　　31题，后面的as is more usual是插入语，在这里完全可以忽略不计，联系整个句子的意思。是说员工应该想办法对付哪怕是最难对付的客户，而不是找借口去指责客户。所以应选rather than s(而不是)。apart from相当于except for，除了…外(都),other than相当于except，除…以外。

　　32题，理解了上下文，应该选excuse。与fault相关的短语是find fault with

　　33题，go without saying固定用法，不言而喻的意思。

　　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 Sheet.

　　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 training 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 development of high-flyers.

　　7 Firms who work hard on their reputation as an employer willinterest 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 organisation. 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, 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 responsibilities, 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 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 develop 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 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 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.

　　首先得搞明白的是这篇文章到底讲的什么。不用看具体内容，有两个地方直接告诉了。一个是题目说明的第一句话，另一个是正文的标题。从这两个地方就可以看出全文探讨的是公司未来接班人——也就是潜力股——的培养问题。

　　A段讲了TLRG这个贯穿全文的研究组织诞生的原因：现行的研究满足不了需要，于是大多数公司只能自己探索发掘接班人的模式;(即第五题的答案)

　　B段讲了直属经理(line managers)对于发掘接班人的重要性(真是干什么都要从基层抓起)，以及经理们的一些疑虑;

　　C段讲的是接班人问题对公司的重要性，并且应该让院线经理们明白这种重要性;

　　D段是针对前面列出的问题，提出的解决建议，什么专家协助等等。

　　整篇文章分为四个部分，层层递进，有很强的逻辑性。拿这样的文章来做阅读材料应该是相对容易把握的。

　　题目解析：

　　图中蓝色的线为答案潜伏的地方。7个题干基本是将原文中的句子用另外的词语和句型表述出来，所以题干中的关键词都能在正文里找到与之匹配的，比如第四题题干里的expert对应D段的specialists,第六题的too busy to对应于B段里的heavy workloads，第七题的interest对应于C段的appeal。

　　第一题说“经理们必须采取措施使潜力股们相信他们对公司的价值”，也就是要让潜力股们对公司忠诚，即C段说的creating “attraction centres”和loyalty。

　　第二题说“组织必须把目光投向正在培养中的潜力股以外的地方”，即D段最后两句话所说的寻找新一代的潜力股。

　　第三题和B段的最后一句话完全是一个意思：怕培养潜力股的投入收不回成本。

　　第四题说开发潜力股，经理们需要在公司内部得到专家支持。答案是D段的第一句话：公司的人力资源专家需要采取行动。HR specialists就是expert。

　　第五题说公司现在没有在指导策略的支持下辨别潜力股。也就是说公司是依靠自己来发掘人才的。答案是A段的第一句：现行的研究满足不了需要，所以公司只能形成自己的一套体系。

　　第六题，经理们太忙了，无暇顾及潜力股的发展。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.。不幸落在了高工作负荷的人的肩上。高工作负荷，也就是too busy。

　　第七题，看重作为雇主名声的公司可以吸引潜力股。答案是C段的这么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以开发员工而著称的话，将会对潜力股产生更大的吸引。以开发员工而著称(known as ones that develop their people)，名声很好，也就是看重自己作为雇主的名声。

　　疑似生词：

　　1、line managers 直属经理，业务经理

　　2、flat organization 扁平化的组织，即企业中的单层管理组织对应的单词hierarchy 等级制的公司

　　3、poach vt. (侵入他人地界)偷猎(或捕鱼), 水煮，剽窃，挖角

　　eg: A rival firm poached our best computer programmers.

　　我公司的竞争对手把我们最好的计算机程序编制员挖走了。

　　4、runs deep 纯粹是想说一下那句著名的谚语：Still water runs deep静水流深。

　　5、fall victim to 成为。。。。的受害者

　　B段中的原话：People development all too often falls victim to heavy workloads.人员发展成为高负荷工作的受害者，也就是说经理们因为太忙而无暇顾及潜力股的培养，即第六题的答案。

　　6、retention 保留，在文中指留住员工。是风险管理中常见的专业名词。

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