商務(wù)英語期末試卷

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商務(wù)英語期末試卷

Part I Term Translation (20%)

商務(wù)英語期末試卷

Section A: Translate the following terms into Chinese.

1. career ladder

2. high staff turnover

3. Matrix Organization

4. Fortune 500 list of the world’s largest corporations

5. market share

Section B: Translate the following terms into English.

6.凈利潤 7.前沿 8.性價(jià)比 9.庫存控制 10.商譽(yù)賠償金

Part II Reading Comprehension (40%) Questions 11-17

Read these sentences and the three company 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 world.

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 the 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 move 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 moving 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 (百服寧)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 each paragraph (2-4) mark one letter (A-D) on your Answer Sheet. Do not mark any letter twice.

The New Look

When 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 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 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 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 shareholders 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 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 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 reorganization that was announced only eight months ago.

18. Paragraph 1_____________ 19. Paragraph 2______________ 20. Paragraph 3______________

A. Anxieties about choosing the right candidates B. 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 jobs

Questions 21-25

The 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 straightforward 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 will 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 benchmarking 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 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 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 other computer companies, Arita turned to a publisher of popular handbooks such as cookery books, railway timetables and car repair manuals. As Arita’s Technical Director Claudio Benclii says, “All of these handbooks are communicating complex information in a simple way - exactly what we are aiming to do. 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 but 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 outside 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. According to the writer, benchmarking must always involve_____________. A. changing your activities on the basis of new information B. copying exactly what your competitors do C. identifying the best company in your market

D. collaborating with other companies in the same field

22. Some managers may resist benchmarking because____________. A. it takes their activities for granted B. it makes them examine the way they work C. it makes others question their efficiency D. it gives them a lot of extra work

23. Anita found that a publishing company could__________. A. make more money than a computer firm B. produce technical manuals for them C. show them how to improve their own manuals D. help them move into new markets

24. Benchmarking specialists agree that in order to succeed there must be___________. A. a team of no more than three people B. total support from top managers C. a fixed timetable for the process D. an outside consultant it the team

25. What is the writer’s purpose in writing this article? A. to recommend the process of benchmarking

B. to criticize firms that do not carry out benchmarking C. to give tactual information about benchmarking

D. to explain why benchmarking does not suit every firm

Questions 2630

The Negotiating Table

You can negotiate 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 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 (對抗的). Whether he succeeds or not, it is important to him to make a good impression so that 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 problem 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 interested.

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, 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 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 alienate 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 the longer the negotiations go on, the better chance they have because people do not want to think their investment and energies have gone towaste. 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 common 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 negotiation. 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-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 rivals

27. Dr. Cohen says that when you are trying to negotiate you should_____________. A. adapt your style to the people you are talking to B. make the other side feel superior to you

C. dress in a way to make you feel comfortable. D. try to make the other side like you

28. According to Dr. Cohen, understanding the other person will help you to___________. A. gain their friendship B. speed up the negotiations C. plan your next move. D. convince them of your point of view

29. Deals sometimes fail because____________________. A. negotiations have gone on too long B. the companies operate in different ways C. one party risks more than the other. D. the lawyers work too slowly

30. Dr. Cohen mentions children’s negotiation techniques to show that you should________. A. be prepared to try every route B. try not to make people feel guilty C. be careful not to exhaust yourself D. control the decision-making process.

Part III. Cloze Questions 31 -45

Employment Opportunities for Graduates with the Provincial Bank

The 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) ____________ of profitability, which has been achieved by introducing innovations at the same time as maintaining leadership of the (34) ____________.

The bank’s comprehensive training program concentrates on (35) ____________ the most important skills that graduates need in order to (36) ____________ early management responsibility. Trainees take 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 bank’s (38) ___________. The bank supports (39) ____________ of staff who wish to take professional 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 bank’s performance. It welcomes good graduates in any subject area, (42)____________ they can demonstrate the ability to influence events, 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 entered C turned D become 32. A hold B do C keep D own 33. A career B catalogue C record D experience 34. A area B trade C record D market 35. A making B reaching C developing D heightening 36. A present B treat C deal D handle 37. A observing B attending C involving D staying 38. A services B goods C creations D abilities 39. A colleague B members C people D persons 40. A qualified B combined C fastened D linked 41 A main B vital C necessary D superior 42. A therefore B thus C provided D only 43. A succeed B realize C gain D overcome 44. A choice B chance C likelihood D probability 45. A forecast B believe C suppose D expect

Part IV. Writing (10%)

You are the Sales Manager of a foreign trade company. Recently you received a fax from an American customer complaining of the late delivery of his Order No. 566 for 2000 color TV sets. Then you looked into the matter and found it was the fault of your dispatch department. Write a short memo to your assistant, Alan Chen:

Asking him to visit the dispatch department and urging them to dispatch the order; Specifying the goods, quantity and the deadline for dispatch; Adding any relevant information you can think of; Write 60-80 words.

Part V. Case Study (15%) McDonald’s

The famous fast food company, McDonald’s launched Campaign 55 to help it compete against rivals like Burger King and Wendy’s. They had a six-week promotion costing $320 million. McDonald’s offered a Big Mac (a type of hamburger) for 55 cents instead of $1.90. When customers were at the cash register, they found that they had to buy French fries and a drink at the full price to get the cheap burger.

Why do you think this promotion was unpopular with McDonald’s customers? How do you think McDonald’s dealt with the situation?

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