![中级阅读-阅读5_第1页](http://file3.renrendoc.com/fileroot_temp3/2021-12/17/48aedf06-9575-48c2-80b1-f2ad30e80308/48aedf06-9575-48c2-80b1-f2ad30e803081.gif)
![中级阅读-阅读5_第2页](http://file3.renrendoc.com/fileroot_temp3/2021-12/17/48aedf06-9575-48c2-80b1-f2ad30e80308/48aedf06-9575-48c2-80b1-f2ad30e803082.gif)
![中级阅读-阅读5_第3页](http://file3.renrendoc.com/fileroot_temp3/2021-12/17/48aedf06-9575-48c2-80b1-f2ad30e80308/48aedf06-9575-48c2-80b1-f2ad30e803083.gif)
版权说明:本文档由用户提供并上传,收益归属内容提供方,若内容存在侵权,请进行举报或认领
文档简介
1、涓骇闃呰-闃呰 5(鎬诲垎锛?6.00锛屽仛棰樻椂闂达細 90鍒嗛挓)涓?銆?strong>Test 1路 Read the passage about workplace training below.路 In most of the lines there is one extra word. It is either grammaticallyin correct or does not fit in with the meaning of the text. Some lin es, however, are correct.路 If a line is correct, wri
2、teCORRECon your Answer Sheet.路 If there is an extra word in the line, writeCORRECT CAPITAL LETTERS onyour An swer Sheet.(鎬婚鏁帮細1锛屽珞鏁帮細12.00)Workplace TrainingResearch tells us that classroom training is only appropriate for 15% of developmentneeds. Not only does this cause of concern about the effect
3、iveness of training events, it34 also raises up the tantalizing question of what is appropriate if training is not? Thebroad35 answer is workplace rather than classroom development. Research shows us that regular36 interaction, rather than one-off events, which leads to enhanced skills and increased
4、37 performance. A survey indicates that with a "clean sheet of paper" (i.e. nopreconceptions38 or bad habits, as with new starters or new roles), people easily accept about, in atraining39 environment, the acquisition of new skills and approaches and the need to master40 them. However, wit
5、h individuals that already have a perception of what is being right41 and wrong and, in some cases, extremely entrenched opinions, whether a differentapproach42 needs to be used. Not only do we need to explain reason why new skills are needed, wealso43 need to sensitively have reassure of people tha
6、t they and their old skills are notredundant,44 but need to be adapted and updated. Researchers concluded that to change with45 behavior, a manager needs when to interact with an individual, on average, 2锝? times aweek.锛堝珞鏁帮細12.00锛?/div>濉匚椤?: 锛塚纭瓟妗堬細UP锛?/div>瑙f瀽锛氭棰樿?冩煡raise鐨勭敤娉嚅?俽aise鈥滄彁鍑衡?濓紝r
7、aise up 鈥滀妇璧封?濄?傛棰樹腑raise鐨勫璇负question锛屾晠搴斿幓鎺塽 p銆?/div>濉匚椤?: 锛塚 纭 瓟妗堬細US锛?/div>瑙f瀽锛氭棰樿?冩煡 show鐨勭敤娉嚅?俿how鈥滄寚鏄庯紝琛丨于鈥濂紱research shows. 鎰忎负鈥滅爺绌惰鏄庘?一?一?濂紝鏁匲S瀆氫綑銆?/div>濉匚椤?: 锛塚 纭 瓟妗堬細 WHICH锛?/div>鍙卡富璇负鈥渞egular interaction浣滅妍璇紝鈥渓ead to鈥濅负璋撹 鈥濅负瀹捐 锛屾晠which瀆氫綑銆?/div>濉L椤?:锛塚纭瓟妗堬細CORREC锛?/div>
8、瑙f瀽锛?/div>濉L椤?:锛塚纭瓟妗堬細ABOU锛?/div>瑙f瀽锛氭棰樿?冩煡浠嬭瘝鐨勭敤娉嚅?俛ccept涓哄強鐗+姩璇嶏紝鍏跺悗鐩存帴璺憎璇紝涓嶆帴 about 銆?/div>濉l椤?:锛塚纭瓟妗堬細CORREC锛?/div>瑙f瀽锛?/div>濉l椤?:锛塚纭瓟妗堬細BEING 锛?/div>瑙f瀽锛氭棰樿?冩煡绯诲姩璇嶇敤娉嚅?傗?渂e+being+褰 璇嶁?濊绀哄舰瀹硅瘝鎵?鎸囩兢鐘舵?佷粎鏄洰鍓嶇兢鐘舵?侊紝鏆楁寚閫氬父涓嶆槸杩欐牱鐨勶紱姝彝骞朵笉錫湁鏆楁寚鐨勫惈涔夛紝鏁卋eing瀆氫綑銆?/div>濉l椤?:锛塚纭瓟妗堬細WHET
9、HE锛?/div>錫庨潰涓簍搴斾负姝彝鐨勪富璇紝瑙f瀽锛氭 棰樿?冩煡瀵瑰彝瀛愮粨鏋勭兢鎺屾彙銆傛 紝鈥渞ather than one-off events 鈥濅负浠嬪 鐭 渆 nhanced skills and increased performance鈥濂 锛屸?瑙f瀽锛氭棰樿?冩煡瀵瑰彝瀛愮粨鏋勭兢鐞嗚B銆傛鍙卡腑锛寃ith individualshat寮曞鐨勫畾璇粠鍙卡慨楗癷 ndividuals 锛宎different app roach鏁厀hether瀆氫綑銆?/div>濉匚椤?:_瑙f瀽锛?/div>濉 匚椤?: 锛塚纭瑙f瀽锛氭瀆勮?冩煡鍔瘝鐢儿硶銆傚彝涓哄
10、疄涔夂姩璇嶏紝涓嶅彲杩炵敤銆傝?屾锛屼粬浠強鍏舵妧鑳藉苟涓嶅濉匚椤?:瑙f瀽锛氭棰樹负浠嬭瘝浣跨敤閿欒帴 with 銆?/div>濉匚椤?: 锛塚瑙f瀽锛氭鍙日?冩煡瀵瑰彝鎰忕兢鐞嗚涓?浣嶅憳宸卡簰鍔尢袱鍒颁笁娆早?濂紝鏃犻渶浜屻?stro ng>Test 2锛塚纭瓟妗堬細CORREC锛?/div>瓟妗堬細HAVE锛?/div>I 兢have鍙妑eassure鈥滀娇鈥?畨蹇冣?濆潎涓鍙m兢涓婁笅鏂囨剰鎬濅负鈥滄垜浠繕瑕佽 浜轰滑瀹夂績浣欌?濂紝鏁呭簲鍘绘帀have銆?/div>纭瓟妗堬細WITH锛?/div>銆俢hange涓哄強鐗+姩璇嶏紝鍏跺悗鐩存帴璺憎锛
11、塚璇紝涓嶆纭 瓟妗堬細 WHE锛?/div>B銆傛鍙二剰涓衡?滅鐞嗚?呴渶瑕佹瘡鍛厶钩鍧囦笌when 銆?/div>路 Read the passage about managing along the cutting edge below.路 In most of the lines there is one extra word. It is either grammaticallyin correct or does not fit in with the meaning of the text. Some lin es, however,are correct.路 If a
12、 line is correct, writeCORRECT! your An swer Sheet.路 If there is an extra word in the line, writethe extra word in CAPITALLETTERS on your An swer Sheet.(鎬婚鏁帮細1锛屽珞鏁帮細12.00)Managing Along the Cutting EdgeSome CEOs try to sound hopeful by talking up the great opportunities they're seeing as a resul
13、t of the downturn鈥攖 o steal a market share, make acquisitions or take34 advantage of weakened competitors. There is, in fact, a long history of younger35 companies that took into root and sprouted during hard times, consultants of ScottAnthony36 point to firms like Home Depot, Best Buy and Google th
14、at had made big gains during37 the last three recessions. CEOs can also set the stage for the growth by protecting38 key to R&D investments even as they cut budgets. Companies that cut back on39 research and new product of development do so at their peril, says Intel Chairman40 Craig Barrett. Bu
15、t the extent to which companies can use the downturn to be their41 advantage it varies tremendously by industry. There are some firms that will clearly42 emerge from the crisis with a strengthened hand because of a rival's wrong missteps.43 for example, Best Buy and Bed Bath & Beyond can'
16、;t help but pick up sales that44 would have once gone to Circuit City and Linens'n Things, both going on through45 liquidation. But in sectors like the auto industry, where every player is struggling, theremay be few winners.锛堝垎鏁帮細12.00锛?/div> 濉匚椤?:瑙f瀽锛?/div>濉 匚椤?:瑙f瀽锛氭 棰樿?冩煡锲哄畾鎼銆?/div>
17、濉匚椤?:锛塚纭瓟妗堬細CORREC锛?/div>锛塚 纭 瓟妗堬細INTO锛?/div>麻銆倀ake root鎰忎负鈥滅敓鏍癸紝鎵庢牴鈥濂紝搴斿幓鎺塱nto锛塚瑙f瀽锛氭棰樿?冩煡鏃舵?併?備緷鎹畲鎴愭椂锛屾晠鍘绘帀had銆?/div>濉匚椤?:瓟妗堬細HAD锛?/div>笂涓嬫枃锛屾鍙二簲涓鸿繃鍘绘椂锛岃?屼笉鏄繃鍘诲锛塚瑙f瀽锛氭棰樿?冩煡瀹氬啝璇嶇兢鐢儿硶銆傛瓟妗堬細THE锛?/div>瀆刼rowth涓轰笉鍙暟錫嶈瘝锛屼笖涓烘硾鎸困紝涓嶅簲鐢he銆俿et the stage for growth鈥滀负澧為暱鎵撳錯虹 鈥濄?/div>濉匚椤?: 锛塚纭
18、瓟妗堬細TO锛?/div>瑙f瀽锛氭 棰樿?冩煡瀵瑰彝鎰忕兢鐞嗚B銆俠y protecting key R&D investments鈥滈?氳繃淇濇姢鍏抽敭鐮斿彂鎶疊祫鈥濂紝 the key to 鈥溾?&兢绛旀(閽二寵銆佸叧閿?鈥濂紝鏁呭簲鍘绘帀to 銆?/div>濉匚椤?: 锛塚 纭 瓟妗堬細 OF锛?/div>瑙f瀽锛氭棰樿?冩煡瀵瑰彝鎰忕兢鐞嗚B銆俽esearch and new product development鈥滅爺绌跺強鏂颁骇鍝佸紑鍙戔?濂紝鏁卭f瀆氫綑銆?/div>濉匚椤?: 锛塚 纭 瓟妗堬細BE锛?/div>瑙f瀽锛氭棰樿?
19、冩煡锲哄畾鎼麻銆倀o one's advantage 鈥滃 鏌慣汉鏈夂埄鈥濄?傛鍙二剰涓衡?滃叕鍙歌兘浣夸綆杩蜂负鍏舵墍鐢丨兢绋嬪害锲犺涓氤?屾湁鏋佸元宸埆鈥濂紝鏁卋e瀆氫綑銆?/div>濉匚椤?:瑙f瀽锛氭棰樿?冩煡鍙二瓙鍐呴儴鍏崇郴銆傛varies tremendously by industry濉匚椤?:瑙f瀽锛氭棰樿?冩煡瀵圭珛鎬绘帀 wrong 銆?/div>濉匚椤?:瑙f瀽锛?/div>濉匚椤?:锛塚 纭瓟妗堬細IT锛?/div>鍙卡富璇槸the extent锛宼o which鈥八负瀹氤浠庡彝锛屾晠锛塚纭口瘝璇瓟妗堬細 WRON锛?/div>?
20、俶 isstep鈥滃疗瓒斥?濅笉鍙it锛岃皳璇儴鍒嗕负瀆氫綑銆?/div>笌wrong杩炵敤锛屾晠鍘锛塚瓟妗堬細CORREC锛?/div>瓟妗堬細ON锛?/div>麻銆俫o through鈥滅粡鍘嗏?濂紱鍙奓inens'n Things 涓鍏徃閮藉湪杩涜锛塚瑙f瀽锛氭棰樿?冩煡鍔瘝浠嬭瘝鎼?濄?傚彝鎰忎负Circuit Cityliquidation鈥滄竻绠樞娓呯畻锛屾晠on瀆氫綑銆?/div>濉l椤?: 锛塚纭瓟妗堬細CORREC锛?/div>瑙f瀽锛?/div>涓夈?stro ng>Test 3路 Read the passage abou
21、t branding through differentiation below.路 In most of the lines there is one extra word. It is either grammaticallyin correct or does not fit in with the meaning of the text. Some lin es, however, are correct.路 If a line is correct, writeCORRECtJn your Answer Sheet.路 If there is an extra word in the
22、 line, writethe extra word in CAPITALLETTERS on your An swer Sheet.(鎬婚鏁帮細1锛屽珞鏁帮細12.00)Branding through DifferentiationIt's not enough for your company to merely offer a great product or service. To get ahead of the field, today's competitive marketplace demands that the business owners34 est
23、ablish and develop a distinct brand. It's important that your brand help them create35 and further a clear identity, if one that every employee, from the CEO down to the36 sales team, can understand and get behind with. The brand must be your mantra, and it37 needs to be the one that can be stat
24、ed succinctly. The real key to increased38 market share is differentiation. How you approach the differentiation depends on your39 particular product or business. The critical starting point is for understanding whether40 your business or your product is the brand. For instance, although Procter &am
25、p; Gamble41 sells countless other products, but consumers far more readily recognize P&G's42 individual product lines. Mr. Clean, Tide, Crest, Folgers, and Charmin, for example.43 That's intentional branding that favors the product, not only the company. However, for44 most of small busi
26、nesses, the business itself will be the brand. How you proceed depends45 on whether your company or product varies greatly from your competitors or whether you're one of several companies offering similar goods or services.锛堝珞鏁帮細12.00锛?/div>濉匚椤?: 锛塚 纭 瓟妗堬細THEM锛?/div>瑙f瀽锛氭 瀆勮?冩煡浜虹 O涓?鑷淬?傛鍙卡
27、腑your brand help them 锛寉our鍙妕hem浜虹O涓嶄竴鑷达紝涓斺?畜綘鐨勫搧鐗屽府鍔+粬浠?一?-?濅篃涓疼笂涓嬫枃鍙二剰涓嶇锛屾晠搴斿幓鎺塼hem銆?/div>濉 匚椤?: 锛塚瑙f瀽锛氭棰樿?冩煡鍙二唴缁墩瀯銆俛疼负瀹氤浠庡彝淇one锛屾晠if濉 匚椤?: 锛塚瑙f瀽锛氭棰樿?冩煡浠嬭瘝鐨勭敤娉嚅厛琛岃瘝aclear identity/one锛屾晠濉 匚椤?: 锛塚瑙f瀽锛?/div>濉 匚椤?: 锛塚纭 瓟妗堬細IF锛?/div>clear identity 涓巔ne搴斾负錫屼綅璇叧绯伙紝that錫瀆氫綑銆?/div>纭瓟妗堬細WITH锛?/div>?俫et behind鈥滄敮鎸侊紝杩介殢鈥濂紝鍏跺璇簲涓哄with瀆氫綑銆?/div>纭瓟妗堬細CORREC锛?/div>纭 瓟妗堬細THE锛?/div>瑙f瀽锛氭棰樿?冩煡瀹氬啝璇峵he鐨勭敤娉嚅?傗?翁浣曞 鐞嗗尯鍒嶷鍙栧喅浜疼綘鐨勭壒瀹氱兢浜y搧鎴栦笊鍔早?濓紝姝鐨刣ifferentiation闈炵壒
温馨提示
- 1. 本站所有资源如无特殊说明,都需要本地电脑安装OFFICE2007和PDF阅读器。图纸软件为CAD,CAXA,PROE,UG,SolidWorks等.压缩文件请下载最新的WinRAR软件解压。
- 2. 本站的文档不包含任何第三方提供的附件图纸等,如果需要附件,请联系上传者。文件的所有权益归上传用户所有。
- 3. 本站RAR压缩包中若带图纸,网页内容里面会有图纸预览,若没有图纸预览就没有图纸。
- 4. 未经权益所有人同意不得将文件中的内容挪作商业或盈利用途。
- 5. 人人文库网仅提供信息存储空间,仅对用户上传内容的表现方式做保护处理,对用户上传分享的文档内容本身不做任何修改或编辑,并不能对任何下载内容负责。
- 6. 下载文件中如有侵权或不适当内容,请与我们联系,我们立即纠正。
- 7. 本站不保证下载资源的准确性、安全性和完整性, 同时也不承担用户因使用这些下载资源对自己和他人造成任何形式的伤害或损失。
评论
0/150
提交评论