商務英語考試分兩個階段進行。第一階段為筆試，包括閱讀、寫作和聽力，第二階段為口試。下面是網小編提供給大家關於劍橋商務英語閱讀素材，供大家備考。
劍橋商務英語閱讀素材1
The book offers some information about communication style.
1. It aims to train the students to become sensitive to different styles of writing.
2. Students are expected to learn something about American society.
3. It mainly focuses on the development of your reading techniques.
4. Students are encouraged to participate in group activities.
5. Some useful information is offered on how to further your academic study.
6. One chapter deals with different aspects of culture in America.
7. The material chosen for the book is from the real life.
A.
This classic cross-culture book provides reading passages, culture notes, and discussion topics which focus on values, behavior, attitudes and communication styles. It features a chapter on cultural diversity in the US; an explanation of mainstream US values with examples which reveal some of the more hidden aspects of culture; examples of cross-cultural differences in a wide variety of cultures; and extensive readings and exercises.
B.
As a multi-stand course---organized according to functions, discussion techniques and communication concepts--- this text develops the speaking skills of business professionals or business students. It is easily adaptable to differing class sizes, student needs and interests. A special feature of the course is its carefully staged discussion activities which structure and facilitate group participation.
C.
This series is intended for students now ready to approach English literature. Each book deals with both the literary and the language aspects of their texts. Some exercises focus on a personal response, others on discussing literary qualities such as style, character, imagery and ideas. Other exercises concentrate on the development of language awareness in terms of grammar, vocabulary and different styles of writing.
D.
Authentic texts covering a wide range of topics provide a stimulating basis for a skills and strategies approach to academic reading. Techniques of skimming and scanning, identifying main ideas, understanding text organization and guessing unknown vocabulary provide the basis for each unit. These are followed by more advanced strategies, such as analyzing a writer’s use of time, evaluating a writer’s attitude and assessing the degree of certainty in arguments. Each unit ends with discussion topics which lead to a writing task based on the reading texts.
Answer: A
劍橋商務英語閱讀素材2
The one-on-one format is the most familiar and common format in job interviewing. It’s about two people sitting down to have a conversation. In this case, the conversation has a particular purpose: To determine whether there is a natural fit between the interviewer, the applicant and the job available. Both parties will leave this conversation with some kind of a judgment. The interviewer will know whether you can fulfill the responsibilities of the position, and you will know whether or not this is the right position, and company, for you to utilize and expand upon your talents.
The interview begins the second you and the interviewer initially meet -- this is the crucial nonverbal judgment. The interviewer is sizing you up: Are you dressed appropriately? Are you well-groomed and pleasant? Next, is the handshake -- do you offer a limp-fish handshake or is it firm and comfortable? A lot of close scrutiny takes place in those initial moments, and the interviewer can get a good idea as to how well the interview will or will not go based on his or her first impressions of you. After a bit of chitchat or warm-up, the questions begin.
The conversation will usually begin with the same request: "Tell me about yourself." The information you reveal as an answer to this question and tHRoughout the interview allows the interviewer to get a clear picture of you, and certain pictures or patterns will begin to emerge. Each time a new subject is mentioned, the interviewer may want to dig a little further, and the picture becomes more focused.
Behavioral questions such as, "Tell me about your experience with...," give the interviewer clues about your past experiences that can be applied to solving the problems of the job in question. You must be prepared to talk about your achievements and past behaviors and have examples of the experiences you mention. For example, if you say, "I am very detail-oriented," or "I am an analytical problem-solver," there must be examples to back the claims. Show the interviewer that you are detail-oriented by providing him with an example of when your attention to detail positively affected your work. You should create a list of your accomplishments and experiences that validate the
劍橋商務英語閱讀素材3
Existing management research does not tell usmuch about how to find and develop high-flyers,those people who have the potential to reach thetop of an organisation. As a result, organisations areleft to formulate their own systems. A moreeffective overall policy for developing future leadersis needed, which is why the London Business Schoolhas launched the Tomorrows Leaders ResearchGroup (TLRG). The group contains representativesfrom 20 firms, and meets regularly to discuss theleadership development of the organisations high-flyers.
TLRG recognises just how significant line managers are in the process of leadershipdevelopment. Unfortunately, with todays flat organisations, where managers have functionalas well as managerial responsibilities, people development all too often falls victim to heavyworkloads. One manager in the research group was unconvinced by the logic of sending hisbest people away on development courses, only to see them poached by another departmentor, worse still, another firm. This fear of losing high-flyers runs deep in the organisations thatmake up the research group.
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 theircompanies are known as ones that develop their people, they will have a greater appeal tohigh-flyers, said one advisor. Furthermore, selecting people for, say, a leadership developmentprogramme is a sign of commitment from management to an individual. Loyalty can then bemore easily demanded in return.
TLRG has concluded that a companys HR specialists need to take action and engagewith line managers individually about their role in the development of high-flyers. Indeed, inorder to benefit fully from training high-flyers as the senior managers of the future, firmsmust actually address the development of all managers who will be supporting the out this, managers will not be in a position to give appropriate advice. And wheneventually the high-flyers do move on, new ones will be needed to replace them. The nextchallenge will be to find a new generation of high-flyers.
劍橋商務英語閱讀素材4
You can’t buy happiness but it looks like you can at least inherit it, British and Australian researchers said.
A study of nearly 1000 pairs of identical and non-identical twins found genes control half the personality traits that make people happy while factors such as relationships, health and careers are responsible for the rest of our well-being.
"We found that around half the differences in happiness were genetic," said Tim Bates, a researcher at the University of Edinburgh who led the study. "It is really quite surprising."
The researchers asked the volunteers – ranging in age from 25 to 75 – a series of questions about their personality, how much they worried and how satisfied they were with their lives.
Because identical twins share the same genes and fraternal twins do not, the researchers could identify common genes that result in certain personality traits and predispose people to happiness.
People who are sociable, active, stable, hardworking and conscientious tend to be happier, the researchers reported in the journal Psychological Science.
"What this study showed was that the identical twins in a family were very similar in personality and in well-being, and by contrast, the fraternal twins were only around half as similar," Bates said. "That strongly implicates genes."
The findings are an important piece of the puzzle for researchers trying to better understand depression and what makes different people happy or unhappy, Bates said.
People with positive inherited personality traits may, in effect, also have a reserve of happiness to draw on in stressful times, he said.
"An important implication is that personality traits of being outgoing, calm and reliable provide a resource, we called it ’affective reserve,’ that drives future happiness" Bates said.
劍橋商務英語閱讀素材5
Bill Gates, the billionaire Microsoft chairman without a single earned university degree, is by his success raising new doubts about the worth of the business world’s favorite academic title: the MBA (Master of Business Administration).
The MBA, a 20th-century product, always has borne the mark of lowly commerce and greed (貪婪) on the tree-lined campuses ruled by purer disciplines such as philosophy and literature.
But even with the recession apparently cutting into the hiring of business school graduates, about 79,000 people are expected to receive MBAs in 1993. This is nearly 16 times the number of business graduates in 1960, a testimony (宣言) to the widespread assumption that the MBA is vital for young men and women who want to run companies some day.
“If you are going into the corporate world it is still a disadvantage not to have one,” said Donald Morrison, professor of marketing and management science. “But in the last five years or so, when someone says, ‘Should I attempt to get an MBA,’ the answer a lot more is: It depends.”
The success of Bill Gates and other non-MBAs, such as the late Sam Walton of Wal-Mart Stores Inc., has helped inspire self-conscious debates on business school campuses over the worth of a business degree and whether management skills can be taught.
The Harvard Business Review printed a lively, fictional exchange of letters to dramatize complaints about business degree holders.
The article called MBA hires “extremely disappointing” and said “MBAs want to move up too fast, they don’t understand politics and people, and they aren’t able to function as part of a team until their third year. But by then, they’re out looking for other jobs.”
The problem, most participants in the debate acknowledge, is that the MBA has acquired an aura (光環) of future riches and power far beyond its actual importance and usefulness.
Enrollment in business schools exploded in the 1970s and 1980s and created the assumption that no one who pursued a business career could do without one. The growth was fueled by a backlash (反衝) against the anti-business values of the 1960s and by the women’s movement.
Business people who have hired or worked with MBAs say those with the degrees often know how to analyze systems but are not so skillful at motivating people. “They don’t get a lot of grounding in the people side of the business,” said James Shaffer, vice-president and principal of the Towers Per-fin management consulting firm.
