新剑桥商务英语(高级)习题答案

1、English for Business Studies Key to Unit 01: The three sectors of the economyThis unit covers a lot of basic vocabulary concerning developed economies much of it in an extract from a well-known British novel. It also discusses the evolution of the economy of most of the older industrialized countrie

2、s, with the decline of manufacturing industry and its replacement by services. There is an extract from a magazine interview with an economist and an interview with a British Member of Parliament on this issue. 1a Vocabulary p09Identify the most prominent features in this photograph, which illustrat

3、es various important elements of the infrastructure of a modern industrialized country.The photo clearly shows a large factory (the Unilever factory in Warrington, England) in the center, with more factories, industrial units, or warehouses in the top right-hand corner. The large factory seems to in

4、clude some office buildings. Also visible are agricultural land (in the background; the land in the foreground doesnt appear to be cultivated), a river, a railway and several roads, and housing, perhaps with a school in the center of the housing estate top left.1b Reading p10What is the key point th

5、at this extract is making about economies?The text suggests that most people take for granted the amazing complexity of the economic infrastructure.1c Comprehension p111.In lines 4-7, Robyn sees examples of all three. What are they?Tiny fields (the primary sector), factories (the secondary sector),

6、and railways, motorways, shops, offices, and schools (the tertiary sector).2.The long sentence from lines 12-28 lists a large number of operations belonging to the different sectors of the economy. Classify the 18 activities from the passagePrimary sector: digging iron ore, mining coal.Secondary sec

7、tor: assembling, building, cutting metal, laying cables, milling metal, smelting iron, welding metal.Tertiary sector: advertising products, calculating prices, distributing added value, maintenance, marketing products, packaging products, pumping oil, transportation.3.Can you think of three importan

8、t activities to add to each list (not necessarily in relation to the kettle)?Primary sector: farming (agriculture), fishing and forestrySecondary sector: manufacturing, transforming and processingTertiary sector: financing, designing, retailing2a Reading p121.Why do people worry about the decline of

9、 manufacturing?Because they think it will lead to unemployment.2.Which activities are as important as the production of goods?Designing goods, persuading people to buy them; arts and entertainment.3.Should people worry about this state of affairs?No, because it is a natural, progressive and inevitab

10、le development.2b Listening p13Listen to a short interview with Denis MacShane, a British Member of Parliament for the Labor Party. Does he hold the same view as J. K. Galbraith?Denis MacShane quite clearly disagrees with Galbraith.1.Why does MacShane think that manufacturing has a future?Because th

11、ere are many new products that have to be invented to serve new needs.2.Why does MacShane think that manufacturing has a future in the advanced countries?Because these countries have production technology that requires very little labor input.3.Why, however, is this manufacturing unlikely to solve t

12、he problem of unemployment?Precisely because it requires very little labor input.4.What does MacShane mean by in theory there should be no more manufacturing in Switzerland? (It is this theory that makes many people argue that manufacturing must move to less-developed countries.)The conventional the

13、ory is that the most important cost in manufacturing is labor, and wages and salaries in Switzerland are the highest in the world. (As is the cost of living!)5.Why does he say it is surprising for a British company to be buying Swiss goods?Because the pound sterling has, over the years, lost a great

14、 deal of value against foreign currencies, especially the Swiss franc.6.What is the reason he gives for the United States still being the richest nation in the world?It has a successful manufacturing economy, including its computer and car (automobile) industries.7.Match up the following expressions

15、 and definitions:1.to convert itself. B/ to change from one thing to another2.to serve needs D/ to satisfy peoples desires or requirements3.Labor input A/ manual work4.to stumble on E/ to discover something by accident5.to be dubious C/ to be uncertain, disbelieving2c Writing p13Summarize both Gallb

16、raiths and MacShanes arguments in a short paragraph of fewer then 50 words.A POSSIBLE SUMMARY Galbraith says that manufacturing industry will inevitably decline in the advanced industrial countries, and be replaced by design, advertising, entertainment, and so on. MaShane says that manufacturing wil

17、l change, and make new products with new technology.New words in this unit 01agriculture, business, company, consumer, economic, economy, employment, goods, industry, infrastructure, labour, manufacturing, primary sector, product, raw materials, secondary sector, tertiary sector, unemploymentUnit 2

18、ManagementManagement is important. The success or failure of business organizations, government institutions and public sector services, voluntary and non-profit organizations, sports teams, and so on, often depends on the quality of their management. This unit includes a discussion of the qualities

19、 required by managers, a definition of management, consideration of the role of the meetings in management, a critical view of the management of one large American multinational company, and an interview with the manager of a British department store, who discusses his job.Before the discussion on t

20、he qualities required by managers and the definition of management, maybe we can discuss the cartoon. Whats the joke? We can assume that Mr. Farvis runs this company (his name is on the door). What can we say about his managerial skills, or his apparent lack of them? Discuss in pairs for two minutes

21、 what exactly managers do, concerning organizing, setting objectives, allocating tasks and resources, communicating, motivating, and so on.1a DiscussionWhat is management? Is it an art or a science? An instinct or a set of skills and techniques that can be taught?Management is a mixture of innate qu

22、alities and learnable skills and techniques.What do you think makes a good manager? Which four of the following qualities do you think are the most important?Being decisive: able to make quick decisionsBeing efficient: doing things quickly, not leaving tasks unfinished, having a tidy desk, and so on

23、Being friendly and sociableBeing able to communicate with people -Being logical, rational and analyticalBeing able to motivate and inspire and lead people -Being authoritative: able to give ordersBeing competent: knowing ones job perfectly, as well as the work of ones subordinates -Being persuasive:

24、 able to convince people to do thingsHaving good ideas -Are there any qualities that you think should be added to this list?Which of these qualities can be acquired? Which must you be born with?There are clearly no definitive answers as to which of these skills can be acquired.1b ReadingPeter Drucke

25、r, the (Austrian-born) American management professor and consultant, is the author of many books about business. This text summarizes some of Peter Druckers views on management. It paraphrases the extended definition of management he gives in one of his management textbooks. As you read about his de

26、scription of the work of a manager, decide whether the five different functions he mentions require the four qualities you selected in your discussion, or others you did not choose. What is management?Druckers first point (setting objectives and developing strategies) presumably requires qualities J

27、, H, E and A (not necessarily in that order). The second point (organizing) presumably also requires H, E and J. The third point (motivation and communication) embraces F, D, I and probably C. The fourth point (measuring performance) probably requires H and E. The fifth point (developing people) mig

28、ht require H, F, D and J. But all this is clearly open to discussion.1c VocabularyComplete the following sentences with these words.Achieved; board of directors; communicate; innovations; manageable; performance; resources; setting; supervise1. managers have to decide how best to allocate the human,

29、 physical and capital resources available to them.2. Managers - logically have to make sure that the jobs and tasks given to their subordinates are manageable.3. There is no point in setting objectives if you dont communicate them to your staff.4. Managers have to supervise their subordinates, and t

30、o measure, and try to improve, their performance.5. Managers have to check whether objectives and targets are being achieved.6. A top manager whose performance is unsatisfactory can be dismissed by the companys board of directors.7. Top managers are responsible for the innovations that will allow a

31、company to adapt to a changing world.1d VocabularyThe text contains a number of common verb-noun partnerships (e.g. achieve objectives, deal with crises, and so on). Match up these verbs and nouns to make common collocations.Allocate resources (or people)Communicate information (or decisions)Develop

32、 strategies (or people or subordinates)Make decisions Measure performanceMotivate peoplePerform jobsSet objectives Supervise subordinates2 MeetingsOne can either work or meet. One cannot do both at the same time. (Peter Drucker: An Introductory View of Management)What do you think Peter Drucker mean

33、s by this comment?Drucker obviously believes that work is largely something that is done individually, and that meetings are not work, but merely preparation for it, or consolidation after it.2a Reading p18Read the computer journalist Robert X. Cringelys description of the management style at IBM. I

34、s he positive or negative about IBMs working culture?Robert Cringelys history of the personal computer industry is very informative, in places very critical, and also very funny. In this extract, he is extremely negative about IBM, saying that they put much too much effort into management and worryi

35、ng about the possibility of making bad decisions, and not enough into producing good, competitively-priced products.2b ComprehensionExplain in your own words exactly what Robert Cringely means in the following sentences.1. Every IBM employees ambition is apparently to become a manager.It seems as if

36、 the people who work for IBM are more interested in being regarded as a manager than as a computer designer or technician2. IBM makes management the companys single biggest business.IBMs corporate culture seems to place more emphasis on management than on developing and selling the companys products

37、.3. IBM executives manage the design and writing of software.IBMs managers dont actually do the work of designing and writing software themselves, but organize and supervise the people who do it.4. IBM products arent often very competitive.IBM products are rarely as good or as dheap as similar produ

38、cts made by their competitors5. The safety net at IBM is so big it is hard to make a bad decision.There is an extensive hierarchy and a system of checks and controls which ensures that bad decisions are generally avoided (but good decisions also take a very long time to make).6. This will be the sou

39、rce of the companys ultimate downfall.The slowness of IBMs decision-making process (and the consequent lack of competitiveness of their products) will eventually destroy the company.2c Vocabulary p18Find word in the text that mean the same as the words or expressions below.1. seemingly apparently2.

40、computer programs software3. work, time and energy effort4. computers (and other machines) hardware5. young workers still learning their jobs trainees6. knowledge and skill expertise7. levels or strata layers8. to make certain that something is true verify9. corrected or slightly changed amended10.

41、collapse or failure downfall3 The retail sectorYou will hear part of an interview with Steve Moody, the manager of the Marks & Spencer store in Cambridge, England. What do you know about Marks & Spencer?M&S, as many people call them in Britain sell clothes, household goods and food. They have branch

42、es all over Britain, and are expanding into continental Europe.3a Listeninglisten to part One, in which Steve Moody describes the role and responsibilities of a store manager. Tapesript Part OneSTEVE MOODY so, as the store manager in Cambridge, which is probably the fortieth largest of the 280 store

43、s we have got, I am responsible for the day-to-day running of the store. All the product is delivered to me in predescribed quantities, and obviously Im responsible for displaying that merchandise to its best advantage, obviously Im responsible for employing the staff to actually sell that merchandi

44、se, and organizing the day-to-day logistics of the operation. Much more running stores is about the day-to-day operation. And ensuring that thats safe, and obviously because of the two hundred people that we would normally have working here its ensuring that they are well trained, that they are well

45、 motivated, and that the environment they work in is a pleasant one, that they are treated with respect, and that they are committed to the companys principles.Which of the following tasks is he responsible for?1. designing the store and its layout 2. displaying the merchandise 3. employing the sale

46、s staff 4. ensuring the safety of staff and customers5. establishing the companys principles6. getting commitment from the staff7. increasing profits8. maintaining a pleasant working environment9. motivating staff10. organizing the day-to-day logistics11. pricing the merchandise12. running 40 out of

47、 280 stores13. selecting the merchandise14. supervising the day-to-day running of the store15. training staff3b ListeningListen to Part Two, and answer these questions.Tapescript Part TwoINTERVIEWER How much freedom do those people have within their jobs to make decisions themselves? How much delega

48、tion is there of responsibility down the chain?STEVE MOODY We would , as a business, like to encourage as much accountability and delegation as possible. Of course that does depend on the abilities of the individuals, the environment in which youre working, and the time of year. With 282 stores we h

49、ave a corporate appearance in the United Kingdoms high streets. It is quite important that when customers come into Marks & Spencers Cambridge they get the same appearance and type of looking store and the same level of service that they would expect if they went into Marks & Spencers Edinburgh in S

50、cotland, for example, and its very important that we have a corporate statement that customers understand. So, there are obviously parameters and disciplines that, you know, not only the staff but supervision and management would follow. Within that, in terms of development and training, training is

51、 obviously an investment for all staff. If staff are trained to do their job well and they understand it, they will feel confident in what theyre doing, that in turn will give a better service to the customers, obviously from Marks & Spencers point of view it could well lead to increased sales.1. Wh

52、y are Marks & Spencers store managers limited in giving accountability to their staff and delegating responsibilities?Although marks & Spencer would like to encourage as much accountability and delegation as possible, they have a corporate appearance for all their stores, in all of which customers s

53、hould get the same level of service. This limits the freedom of individual mangers to change the stores: there are parameters and disciplines that not only the staff but supervision and management would follow.2. What do they concentrate on instead?Instead, they concentrate on staff development and

54、training.3c listeninglisten to Part Three, and answer the following questions.Tapescript Part ThreeINTERVIEWER Do you have meetings for members of staff where they can express views about whats going on in the store?STEVE MOODY We have a series of meetings, management and supervisory every week we h

55、ave something which Marks & Spencers call a focus group, which is members of staff who get together regularly from all areas of the store, so from the food section and perhaps the menswear section, from the office who do the stock and accounting, and indeed the warehouse where people receive goods.

56、They have meetings, they discuss issues, they discuss problems that they feel are going on in the store. They also discuss suggestions of how they can improve that we run the store, and they discuss that amongst themselves first. They will then have a meeting with members of management and obviously

57、 myself, and we will discuss those issues and work together to try and provide solutions. However, Marks & Spencers philosophy, I suppose, is that meetings should not be substitute for day-to-day communication and therefore if problems do arise in terms of the operation, or an individual has got a p

58、roblem in their working environment, or indde their immediate line manager, or indeed if they have a problem outside, which might be domestic, or with their family, we would like to discuss that as it arises and would like to encourage a policy that they will come and talk to their supervisor or their manager, to see what we can do to solve the problem.Steve Moody mentions two ki