E. Concerning the latter, it may be tempting to be seduced by efforts that yield quick results and satisfy investor pressure for immediate returns.
F. These should be precise and based on empirical data.
G. Good strategies are not necessarily linked to production or sales figures.
H. Today we are all accountable and have to be able to demonstrate the value of our contribution to our businesses.
第四部分 逻辑匹配题－Part III
一、解题核心
1. 本质上讲，Part III等价于Part I 2. 同义匹配是解题关键
二、真题举例（第2辑－中级 Test 3） Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
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. Indeed, too much of the latter may suggest that the person concerned is not a ‘team player’ – one of the more serious failings in the book of management.
The importance of being a team player is a side effect of the increasing interaction across departments and functional divides. Instead of pushing reports, paperwork and decisions around the organization, ‘teams provide a dynamic meeting place where ideas can be shared and expertise more carefully targeted at important business issues,’ says Steve Gardner, in his book Key Management Concepts. He adds, ‘Globalization 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 eight different teams’ says Dr Cathy Bandy, a psychologist who recently ran a conference on the subject. ‘They take up so much time that managers can’t get on with core tasks.’ Forming teams and having meetings has, she says, become and end in itself, almost regardless of purpose. There is also 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 psychological support.’
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 or failure, as winning a match.
‘In business, everyone needs to be clear about what the challenge is and whether a team is the right way of approaching it’, says Steve Gardner. ‘Unfortunately, people focus instead on who the members of the team should be and what roles they are to play.’ Dr Bandy agrees. ‘There is
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always a danger that teams can turn into committees,’ she says. ‘In a lot of situations, one or two individuals would be much more effective.’
So what makes a successful team? There are some general qualities that have been identified. Steve Gardner recommends that in every team there should be someone who is good at researching ideas and another who is good at shooting down impractical ones. There should be those who can resolve the tensions that naturally occur in a team and others who are focused on getting the job done. Also, providing a clear and achievable target at the outset is the best way of ensuring 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 C D
It has changed the recruitment procedure in companies.
Well-run teams still allow individuals to demonstrate their talents. 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 D
a reduction in administrative tasks. 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 D
some teams are created unnecessarily. few teams are well organized.
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 C D
are more competitive by nature. have more individual talent. can be driven by national pride.
17 Steve Gardner and Dr Bandy agree that when a business team is created people do not pay enough attention to A B C D
18 What is Steve Gardner’s advice on operating a successful team? A Maintain a flexible approach to member ship. B Allow personalities to develop within the team.
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the structure of the team. alternative to the team. selecting the team members. directing the team’s activities.
C Select people who fit naturally into certain roles. D Make every effort to avoid conflict between members. 三、真题举例（第2辑－高级 Test 4）
In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives. Having to communicate information which often leads to feelings of insecurity has become a key activity. From being regarded as relatively unimportant in many companies, management-employee communication has become a central corporate need.
Concordia International provides a good example of a company that has adjusted well to the changing needs for communication. Since 1995, Concordia has been turned inside-out and upside-down, to ensure that it is a marketing-led, customer-responsive business, one that looks outwards at customers and competitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than 80,000 people - or 35% - on a voluntary basis, with further downsizing anticipated.
From being an engineering company, Concordia is now remaking itself as a service company. The role of employee communication in such a context is to build people’s self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the company they have worked for over many years. This is understandable, since many of the old certainties are being swept away, including the core activities of the company they work for. Above all, they have had to face up to the fact that they no longer have a job for life.
Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the ‘pragmatists’ and on the other ‘the highly anxious’. The former see their job as a means to an end and have a relatively short-term perspective, with strong loyalty to their local term, rather than the company as a whole. The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the company for what they see as changing the terms of their employment.
The employee communication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce. This is why middle managers and line managers are so key to communication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for communication firmly on line managers. All their research points to the same conclusion: people prefer to get their information face-to-face from their line managers. That is the key relationship and where arguments - and hearts and minds - are lost.
The general rule in company communication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and commit yourself to
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providing greater detail when it becomes available. Another rule of company communication is that there must be a fit between what the company is telling its employees and what it is telling its shareholders.
15 In the last eight years, Concordia has A B C D
16 From Concordia’s point of view, the role of communication is to A win employee support before going ahead with the changes. B C D
change the company’s core activities.
emphasize the positive aspects of the changes. explain the need for the changes. made over 80,000 employees redundant. completed a period of downsizing.
reduced its workforce of 80,000 by 35%.
given 35% of departing employees voluntary redundancy.
17 What does research show about most employees’ response to change? A They expect it to have a bad effect on the company. B They feel completely powerless. C D
They become less loyal.
They fell they have been treated unfairly.
18 Concordia’s communication process mainly relies on A printed communication. B departmental heads. C D
personal communication. a separate, specialized unit.
19 According to the writer, what is the guiding principle about giving information within an organization? A B C D
Never make promises about future developments.
Give people an overall view at the earliest possible stage. Always include plenty of hard information. Hold back until all the details can be provided.
20 Which of the following would be the most suitable title for the article? A B C D
Employee attitudes to company communication Making company communication more effective Researching company communication Making employees feel less powerless
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第五部分 文法题－Part IV
一、常考内容
1. 固定搭配，尤其是动词固定搭配 2. 动词加副词性小品词搭配 3. 词的辨析 4. 常考词
二、真题举例（第3辑－初级 Test 4） The bank with ideas
With several hundred years of history behind it, the APL Bank has few problems __(0)__ businesses that it is reputable and secure __(19)__ of a range of banking services. Now, it is demonstrating to business customers that it is flexible and responsive enough to __(20)__ their changing needs 21 century.
Based in London, APL offers banking services to businesses throughout the UK via its branch __(21)__. Most customer service provision is __(22)__ out by personal account managers based in local branches. Together with __(23)__ staff at company headquarters.
An important __(24)__ for APL has been to make it easy for customers to __(25)__ business with the bank. They can contact their account manager by direct line or email; if the manager is on holiday, a carefully chosen colleague becomes the ‘account contact’ and __(26)__ with the customer during the manager’s __(27)__. In addition, for those who want __(28)__ to their bank at any time of day or night there is now a 24-hour phone-based service.
In order to remain competitive and build customer loyalty, the bank guarantees to turn around urgent loan __(29)__ within 24 hours. This focus on the customer has also been a driving __(30)__ in APL’s recruitment and development policy. For example, newly inducted staff __(31)__ a ‘customer service review’ to find out what it is like to be on the other side of the desk, asking to borrow money.
Together, these __(32)__ in banking have achieved excellent results. The customer __(33)__ is growing fast, and last year the bank gained 36,000 new business accounts. 0
A. urging
B. convincing B. supplier B. reach B. web
B. brought B. support B. purpose B. run
C. encouraging C. provider C. meet C. grid
C. carried C. guidance C. direction C. make
D. confirming D. giver D. assist D. network D. put D. backing D. scheme D. have
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st
19 A. producer 20 A. achieve 21 A. system 22 A. taken 23. A. aid
24. A. objective 25. A. do