期末商务英语试卷A卷

1、上海应用技术学院20092010学年第1学期大学英语3A-商务英语期（末）（A）试卷课程代码: B11101D3 学分: 2 考试时间: 100 分钟课程序号: 5551558056105639 班级： 学号： 姓名: 我已阅读了有关的考试规定和纪律要求，愿意在考试中遵守考场规则，如有违反将愿接受相应的处理。题 号一二三四五六七八九十总 分应得分2040151015100实得分 试卷共8页，请先查看试卷有无缺页，然后答题。Part I Term Translation (20%)Section A: Translate the following terms into Chinese.1. c

2、areer ladder2. high staff turnover3. Matrix Organization4. Fortune 500 list of the worlds largest corporations5. market shareSection B: Translate the following terms into English.6.净利润7.前沿8.性价比9.库存控制10.商誉赔偿金Part II Reading Comprehension (40%)Questions 11-17Read these sentences and the three company

3、plans below. Which company does each sentence describe? For each sentence mark one letter (A, B or C) on your Answer Sheet. Example To combine its operations in different parts of the world will save a lot of money for the company. Answer: B 11. The company has businesses in four continents of the w

4、orld. 12. The company has appointed a new manager in charge of medicines. 13. New automobiles will be developed in its program centers. 14. A reform is being carried out in its organizations. 15. Goods for hair protection makes a lot of money for the company. 16. It tries to be more ready to meet th

5、e needs of the customers. 17. The company is made up of fourteen sub-companies all over the world. A. FORD To save up to $3 billion a year, Ford is merging its manufacturing, sales, and product development operations in North America and Europe and eventually in Latino America and Asia. And in a mov

6、e toward a more horizontal organization the company is setting up five program centers with worldwide responsibility in developing new cars and trucks. B. IBM Big Blue is reorganizing its marketing and sales operations into 14 worldwide industry groups, such as banking, retail, and insurance. In mov

7、ing away from an organization based on geography, IBM hopes to eliminate turf wars and make it more responsive to customers. C. BMS Bristol-Meyers Squibb is revamping (改造) its consumer business by appointing a new chief responsible for its worldwide consumer medicines business such as Bufferin (百服宁)

8、and Excedrin. The 11, 400 million U. S. dollars Drug Company also has formed a new unit with worldwide responsibility for its Clairol and other hair-care products. Questions 18-20 Read this text about the problem of Barclays Bank. Choose the correct title for each paragraph from the box below. For e

9、ach paragraph (2-4) mark one letter (A-D) on your Answer Sheet. Do not mark any letter twice.The New LookWhen Sir John Quinton, then chairman of Barclays Bank, was given his marching orders last April, Britain's biggest bank thought it had found the scapegoat (替罪羊) for its sudden fall from grace

10、 and profits. Andrew Buxton, the bank's managing director and an offspring of its founding families, was a pointed chairman and chief executive, with effect from January 1st of next year. It seemed a glorious victory for good business management. Is the problem solve do certainly not. No sooner

11、had Mr. Buxton been appointed chairman and chief executive than big shareholders and quite a few board members began quietly to question his ability to do both jobs at once. Now, weeks before he is due to move up, the questions are louder. Many wish the bank had seized the opportunity last April to

12、separate the two top posts. And privately, some wonder whether Mr. Buxton is the right man for either one. What started as a thoroughly British Whispering Campaign has assumed much bigger dimensions. 1. Mr. Buxton has suffered it all, but in truth he has no way out. After weeks of talking to shareho

13、lders and discussing with his non-executive directors, he has accepted that Barclays will separate the top jobs sometimes in the future. How? He says that there has been no formal discussion of it in the boardroom. 2. Formally or informally, it has been agreed that Mr. Buxton will not be moved from

14、his chairmanship, and that Barclays must find a strong chief executive. Opinions differ as to whether this person should be chosen from inside or outside the bank. Several board members believe that there is no ideal candidate inside Barclays. 3. Neither shareholders nor non-executive directors want

15、 to wait long. If the right candidate can be found, the bank could combine the announcement of a new appointment with its annual results at the end of March. Mr. Buxton stressed the importance of getting this next step right, particularly since any appointment will mean overturning a management reor

16、ganization that was announced only eight months ago. 18. Paragraph 1_19. Paragraph 2_20. Paragraph 3_A. Anxieties about choosing the right candidatesB. Proposals for candidates of the chief executive C. Lack of ideal candidate inside Barclays D. Buxton's agreement to give up one of his two top j

17、obs Questions 21-25The expression benchmarking has become one of the fashionable words in current management discussion. The term first appeared in the United States in the 1970s but has now gained world wide recognition. But what exactly does it mean and should your company be practicing it?One str

18、aightforward definition of benchmarking comes from Chris Tether managing director of a New Zealand-based consultancy firm specializing in this area. “Benchmarking involves learning about your own practices, learning about the best practices of others, and then making changes for improvement that wil

19、l enable you to meet or beat the best in the world.” The essential element is not simply imitating what other companies do but being able to adapt the best of other firms practices to your own situation.Instead of aiming to improve only against previous performance and scores, companies can use benc

20、hmarking to inject an element of imagination and common sense into their search for progress. It is a process which forces companies to look closely at those activities which they may have been taking for granted and comparing them with the actives of other world-beating companies. Self-criticism is

21、 at the heart of the process although in some cases this may upset managers who are reluctant to question long established practices.The process of identifying best practice in other companies does not just mean looking closely at your competitors. It might also include studying companies which use

22、similar processes to your own, even though they are producing different goods. The point is to look at the process rather than the product. For example, Italian computer company Arita wanted to improve the quality of its technical manuals and handbooks. Instead of looking at manuals produced by othe

23、r computer companies, Arita turned to a publisher of popular handbooks such as cookery books, railway timetables and car repair manuals. As Aritas Technical Director Claudio Benclii says, “All of these handbooks are communicating complex information in a simple way - exactly what we are aiming to do

24、. And in many cases they succeed far better than any computer company.”There is some disagreement between benchmarking specialists as to the best methods to follow when starting a benchmarking exercise in your firm. Everyone agrees that the process must have the full approval of senior management bu

25、t that it is best carried out by a comparatively small team. Some consultants feel this should be as small as three people but most favor a team of between five and eight at least one of whom should have some prior knowledge of the benchmarking process. In practice this often means bringing in an ou

26、tside consultant at least at the beginning. Once the team is assembled there can be anything from three to five formal stages in the process different approaches but whatever the exact technique benchmarking can only work if everyone in the company from top to bottom is committed to change.21. Accor

27、ding to the writer, benchmarking must always involve_.A. changing your activities on the basis of new informationB. copying exactly what your competitors doC. identifying the best company in your marketD. collaborating with other companies in the same field22. Some managers may resist benchmarking b

28、ecause_.A. it takes their activities for grantedB. it makes them examine the way they workC. it makes others question their efficiencyD. it gives them a lot of extra work23. Anita found that a publishing company could_.A. make more money than a computer firmB. produce technical manuals for themC. sh

29、ow them how to improve their own manualsD. help them move into new markets24. Benchmarking specialists agree that in order to succeed there must be_.A. a team of no more than three peopleB. total support from top managersC. a fixed timetable for the processD. an outside consultant it the team25. Wha

30、t is the writers purpose in writing this article?A. to recommend the process of benchmarkingB. to criticize firms that do not carry out benchmarkingC. to give tactual information about benchmarkingD. to explain why benchmarking does not suit every firmQuestions 2630The Negotiating TableYou can negot

31、iate virtually anything. Projects, resources, expectations and deadlines are all outcomes of negotiation. Some people negotiate deals for a living. Dr. Herb Cohen is one of these professional talkers, called in by companies to negotiate on their behalf. He approaches the art of negotiation as a game

32、 because, as he is usually negotiating for somebody else, he says this helps him drain the emotional content from his conversation. He is working in a competitive field and needs to avoid being too adversarial (对抗的). Whether he succeeds or not, it is important to him to make a good impression so tha

33、t people will recommend him.The starting point for any deal, he believes, is to identify exactly what you want from each other. More often than not, one party will be trying to persuade the other round to their point of view. Negotiation requires two people at the end saying “yes”. This can be a pro

34、blem because one of them usually begins by saying “no”. However, although this can make talks more difficult, this is often just a starting point in the negotiation game. Top management may well reject the idea initially because it is the safer option but they would not be there if they were not int

35、erested.It is a misconception that skilled negotiators are smooth operators in smart suits. Dr. Cohen says that one of his strategies is to dress down so that the other side can relate to you. Pitch your look to suit your customer. You do not need to make them feel better than you but, for example,

36、dressing in a style that is not overtly expensive or successful will make you more approachable. People will generally feel more comfortable with somebody who appears to be like them rather than superior to them. They may not like you but they will feel they can trust you.Dr. Cohen suggests that the

37、 best way to sell your proposal is by getting into the world of the other side. Ask questions rather than give answers and take an interest in what the other person is saying, even if you think what they are saying is silly. You do not need to become their best friends but being too clever will alie

38、nate them. A lot of deals are made on impressions. Do not rush what you are saying-put a few hesitations in; do not try to blind them with your verbal dexterity. Also, you should repeat back to them what they have said to show you take them seriously.Inevitably some deals will not succeed. Generally

39、 the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone to waste. However, joint venture can mean joint risk and sometimes, if this becomes too great, neither party may be prepared to see the deal through. More commo

40、n is a corporate culture clash between companies, which can put paid to any deal. Even having agreed a deal, things may not be tied up quickly because when the lawyers get involved, everything gets slowed down as they argue about small details.Dr. Cohen thinks that children are the masters of negoti

41、ation. Their goals are totally selfish. They understand the decision-making process within families perfectly. If Mum refuses their request, they will troop along to Dad and pressure him. If all else fails, they will try the grandparents, using some emotional blackmail. They can also be very single-

42、minded and have an inexhaustible supply of energy for the cause they are pursuing. So there are lessons to be learned from watching and listening to children.26. Dr. Cohen treats negotiation as a game in order to _.A. put people at ease B. remain detached（超然的）C. be competitive D. impress rivals27. D

43、r. Cohen says that when you are trying to negotiate you should_.A. adapt your style to the people you are talking toB. make the other side feel superior to youC. dress in a way to make you feel comfortable.D. try to make the other side like you28. According to Dr. Cohen, understanding the other pers

44、on will help you to_.A. gain their friendshipB. speed up the negotiationsC. plan your next move.D. convince them of your point of view29. Deals sometimes fail because_.A. negotiations have gone on too longB. the companies operate in different waysC. one party risks more than the other.D. the lawyers

45、 work too slowly30. Dr. Cohen mentions childrens negotiation techniques to show that you should_.A. be prepared to try every routeB. try not to make people feel guiltyC. be careful not to exhaust yourselfD. control the decision-making process.Part III. ClozeQuestions 31 -45 Employment Opportunities

46、for Graduates with the Provincial BankThe Provincial Bank is one of the biggest financial institutions in the U.K. With its 1,900 branches and 58,000 employees, it has (31) _ a household name. Almost 4,000 of these employees (32) _ managerial or executive positions. The bank has an outstanding (33)

47、_ of profitability, which has been achieved by introducing innovations at the same time as maintaining leadership of the (34) _.The banks comprehensive training program concentrates on (35) _ the most important skills that graduates need in order to (36) _ early management responsibility. Trainees t

48、ake responsibility for their own continuous self-development through visiting other branches and departments, and by (37) _ courses in management skills. They also receive training in order to increase their knowledge of the banks (38) _. The bank supports (39) _ of staff who wish to take profession

49、al examinations, and its Graduate Training Scheme is (40)_ to the nationally recognized Diploma in Management.Obviously the quality of its mangers is of (41)_ importance to the banks performance. It welcomes good graduates in any subject area, (42)_ they can demonstrate the ability to influence even

50、ts, and have the potential to (43)_ both as leaders and as part of a team. Most graduate trainees join the Retail Banking division initially. Those starting on this program will soon have the (44)_ to work in other parts of the bank and can (45)_ a varied and flexible working life.31. A opened B ent

51、ered C turned D become32. A hold B do C keep D own33. A career B catalogue C record D experience34. A area B trade C record D market35. A making B reaching C developing D heightening36. A present B treat C deal D handle37. A observing B attending C involving D staying38. A services B goods C creations D abilities39. A colleague B members C people D persons40. A qualified B combined C fastened D linked41 A main B vital C necessary D superior42. A therefore B thus C provided