BEC高级 阅读讲义

1BEC备考伴侣阅读讲义欢迎使用新东方在线电子教材第一部分导论一、BEC阅读理解题的考察目1.英语类考试中阅读理解考题的根本目的在于考察逻辑而不仅是词汇本身2.核心解题思想是意思的反复重复与同义匹配二、BEC阅读理解题的题型介绍1.句子－段落的搭配题中级：4个段落－7项陈述高级：5个段落－8项陈述2.句子－文章的搭配题中级：完整文章中去掉5句话高级：完整文章中去掉6句话3.精读题中级：6题多项选择高级：6题多项选择4.标准化完形填空题中级：15题，侧重文法高级：10题，侧重词汇5.主观性完形填空题2中级：无此题型高级：10题填空，注意词性的选择6.校正题（改错题）中级：12题高级：12题注意与传统改错题的区别：只需要挑出错误，不需要修改三、做题顺序和时间分配1.6→5→4→3→1→22.逻辑匹配题：PartI→12分钟，PartII→15分钟，PartIII→12分钟3.文法词汇题：中级：PartIV→8分钟，PartV→5分钟，PartVI→8分钟高级：PartIV→13分钟，PartV→8分钟3第二部分逻辑匹配题－PartI一、不同的匹配类型1.陈述对应段落中的1句话，简单匹配，常见题2.陈述对应段落中的相邻2～3句话，简单推论，较少3.陈述对应几乎整个段落的内容，复杂结论，罕见二、做题方法1.陈述中选出关键词2.阅读段落3.将陈述中的关键词对应到段落的某一句话，某两三句话，或者全段三、练习题举例陈述：0.【C】Thiscompanyisgoingtoreducestaffnumbers.1.【D】Astrongcurrencyhashadanegativeeffectonthecompany.2.【C】Theworkforcehasmadeitdifficultforthiscompanytobecomemoreefficient.3.【B】Theuseofspecialistsledtoveryhighcost.4.【D】Increasedcompetitionhascontributedtothiscompany’sdifficulties.5.【A】Thiscompanyhasreachedanagreementonanewproject.6.【B】Partofthiscompanywasupforsale.7.【A】Thiscompanyhasexpandeditsmanufacturingbase.段落AWalger,thebusmaker,hasenteredintoajointventurewithIMCOBusCorporationtoparticipateincoachbuildingoperationsinMexico.Thetwocompanieshavejustannouncedthe$70millionacquisitionofMexicoCoachworks,thelargestbusandcoachbuilderinMexico,with2,400employeesandthreefactories.Walgerretainsa60%interestinthecoachbuildingventure.Analystshaveexpressedsurprise,giventhecurrentexchangerate.BJetlineAirportshassaidthatitspent£2.1milliononitsfailedattempttodisposeofitsduty-freeretaildivision.Thechiefexecutivesaidthecompany’ssix-monthsearchforabuyerranupheavyconsultancyexpenseswhichlefthalf-yearpre-taxprofitsat£4.5million.ItalsoemergedthattheDirectorofFinancereceiveda£500,000settlementwhenheleftthecompany.CGRD,themanufacturinggiant,planstocut1,500jobsatitsPortlandfactoryoverthenextfiveyearsafterunionrefusaltoincreaseproductivity.Acompanyrepresentativesaidthatalthoughtheyhaveinvestedmorethan$42millioninthenewplantandimprovedtechnology,thetrade4unionsarestillunwillingtoincreaseoutput.Asaresult,GRDhavebeenforcedtodownsizethePortlandplant.DMaybrooke,theScottishdepartmentstore,reportedafallintradingprofitsinthefirsthalfoftheyearfrom£545,000to£462,000,onsaleswhichweredowntwopercent.Theyblamethedisappointingfirsthalfonthestrengthofthepound,whichhitthecompany’stouristbusiness,aswellasanincreaseintrafficandparkingproblemsinthecitycentre,andthegrowthofout-of-townshoppingcentres.四、真题举例（第3辑－高级Test2）陈述0.【A】Oneofthebiggestdifficultiesthatmanagersfaceismotivatingstaff.1.【D】Peoplemayperceivethesametypeofworkdifferently.2.【C】Itisimportantthatstaffgainrecognitionforwhattheyhavedone.3.【E】Thebehaviourofstaffmaybeinfluencedbydisappointmentwithwhattheirorganizationprovides.4.【B】Traditionalwaysofmotivatingstaffcannotbeputintopracticethesedays.5.【A】Agoodsalaryaloneisnolongerenoughtomotivatepeople.6.【E】Itisdesirableforstaffandtheiremployerstohavesimilarobjectives.7.【C】Staffshouldbeabletoimprovetheirabilitiesthroughtheirwork.8.【D】Notallcompaniesseeaneedtofindoutwhatmotivatestheirstaff.段落AEnsuringemployeesarriveatworkgearedupandreadytogivetheirallisamajorchallengefacingmanagerstoday.Itusedtobesoeasy.Afatpaychequeandthepromiseofpromotionwasallthatwasneededtokeeppeoplecommitted,loyalandhappy.Buttheworldofworkhaschanged,andnowadays,organizationscannotrelyonthecorporatechequebooktogivethemtheedge.Numerousemployeesurveyshaveshownthatalthoughpaystillmakespeopletick,awholeraftofotherissueshaveenteredthemotivationequation.BOneoftheproblemsisthatmanagersoftendon’tappreciatetheyareplayinginacompletelynewballgame,andarelianceonold-stylemotivationaltechniquesjustwon’tworkintoday’stechnology-driven,fast-pacedbusinessenvironment.Forexample,anemployeecouldbeworkinginSouthAfrica,withabosssittinginLondonandthemainclienttheyaredealingwithbasedinAsia.Soforsomeonewhoisverymotivatedbyface-to-facecontactandacollegiateenvironment,thatcouldbeahugeproblem.CWhatmostemployeesexpectisthechancetoworkflexibly,oninterestingandstimulatingtasksthatgivethemtheopportunitytodeveloptheirskillsandtalents.Managersonthegroundmaynotalwaysbeabletoinfluencepayandworkingpractices－but,iftheyaretoextracttopperformance5fromtheirteams,theyneedtoknowhowtopresstherightbuttonsandcreateaculturethatwillinspiretheirworkforce,acultureinwhichachievementisacknowledgedandpeoplefeelvalued.DOrganizationsshouldfocusonaskingpeoplewhattheywant－arelativelysimpletaskthatistoooftenconsideredunnecessary.However,questionsaboutmotivationhavetobeaskedskillfully,oryouwon’tgettothebottomofwhatreallymakespeoplegothatextramile.Twopeoplemaybothsaytheywantaninterestingandstimulatingjob,buthavewidelydivergentideasofwhatwouldconstitutesuchaposition:acitytraderwouldprobablyfindbusinessconsultancyboring,andaconsultantmightbescaredbythecitytrader’sjob,butbothmaybeverysatisfiedwiththeirownjob.ETherearehugegapsbetweenwhatemployeesexpectfromemployersandwhattheyactuallyget.Forinstance,employers’emphasisonemployability(equippingworkerswith‘marketable’skills)maybesomewhatmisguided.Onestudyshowedthatwhatpeoplereallywantedwasnotemployabi