bec短文改错真题精选不含答案

BEC短文改错真题精选 不含答案

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BEC短文改错真题模拟精选

真题演练一

CHECKING IN TO A WORKING BASE Smart business travelers today are staying at the airport to do business. Rather than 00 waste of time in traffic as they try to reach city center venues , business people 34 are using conference facilities on the offer at airports . Busy executives are also 35 staying there overnight to avoid the difficulty of getting there for take an early morning 36 meeting . And it makes senses for our international meetings to be held at airports . It is 37 principally through the improvement in airport hotels that has enabled this 38 development to take place . Today these mini-conference centers provide services are 39 designed for business travelers , look like a quick check-in and round-the-clock restaurants, 40 so they can get to work as quickly as possible . They are also less expensive place 41 than their city center counterparts. Not long years ago, airports hotels were 42 uncomfortable , unattractive and inconvenient for as far as the business traveler was 43 concerned . Yet now that there is strong interest , as travelers become aware of the 44 new facilities . Demand for small meeting rooms is huge , usually for interview or one- 45 to-one meetings , where executives fly in and out of the same day. The age of the airport is upon us . 真题演练二

PERSONAL ASSISTANT OF THE YEAR 00 Anne-Marie Garrard was shocked when it was announced that she had won the 00 Personal Assistant of the Year award . “The other candidates seemed me 34 to be very strong , and I have to say I found that the selection procedure really 35 hard.” she says. “I don’t think I had any of chance of winning. When I heard my 36 name , my legs were so weak I could only hardly stand up .”she laughs. So 22

37 how is “the best” personal assistant chosen from a group of so extremely good 38 and very different from individuals The final decision was reached after 39 day-long session of tests , interviews and exercises . Garrard believes of 40 the skills she uses in her job helped her how to perform well. For instance ,although 41 most of her work is for her company’s Managing Director , she works for six bosses 42 in all , so she always tried out to be prepared for anything that might happen. 43 As for the future , her firm has close up for its summer break ; as soon as 44 they will open again , there is a pay rise waiting for her . But Garrard is 45 going to be relax . She says , “There’s always room for personal development. You must keep trying to improve. 练 习 题

练习一

CHECKOUT OPERATORS 0 Supermarket checkout operators sit at electronic tills and fill in the prices of the 00 customer’s goods . This is now done by “scanning”, pass each such item over 34 a device that reads the bar-code on it and automatically registers it down in the 35 till . They may weigh some products , such as for fruit , on scales near the 36 till . When all the goods will have been scanned ,the till provides a total and the 37 operators take payment in the cash , by cheque or by credit or debit card , and 38 give a till receipt and any more change required . They provide bags , often 39 help to pack purchase , and change paper till rolls as being necessary 40 They also make it sure they have enough change , credit card forms ,and carrier 41 bags . Operators ring a bell or buzzer to summon for a supervisor to help 42 with problems , and put notes and cheques into bags for periodic collection . 43 They enter into their personal details in the till , so that their performance can be 44 analyzed later . The system offers supermarkets an efficient way of handling with a 45 large number of customers purchasing many products and helps to keep checkout queues to a minimum . 33

练习二

FOOD TECHNOLOGISTS REQUIRED 0 For all the diversity of the people who work at WP Foods , there is one 00 single thing that unites to us all : a passion to create something special 34 and a determination to be the best in whatever we do . We’ve been 35 producing high-quality foods for over than a century , and we travel to the 36 ends of all the earth to create the next generation of foods and drinks so 37 as to give delight our millions of customers . And thanks to our dedicated 38 staff , our much-loved brands just keep getting on better . We are now 39 seeking to appoint as innovators to manage a number of new teams in 40 the organization . Applicants must have qualified a research degree in 41 Food Technology plus at least four years’ industrial experience . We 42 need people with a high level of their team spirit who show themselves 43 be capable of explaining technical concepts to non-technical people. 44 Those appointed will spend significant amount of time in other countries 45 for seeking new ingredients , but will also have a major influence on change throughout the business. 模 拟 练 习 练习一

THE COST OF NOT TRAINING 0 Training is not a cost . It’s an investment . It really doesn’t matter that what we pay 00 for an investment . What is relevant is what we get in return . One of the easiest 34 ways is to put an organization’s future at risk would be to view training primarily as 35 a cost , and therefore provide with substandard training that operates only as a 36 temporary solution . Many companies attempt to quantify as the results of training. For 37 example , a person paid $50,000 a year who wastes just one hour a day costs the 38 organization between $6,250 per year . So if the organization sends 25 people for 39 training and they all receive the same benefit , this would equal from $156,250 40 savings per year . A few of years ago , training , apart from showing employees 41 what the basics of doing the job , was an optional extra for most organizations . 42 Today this is no longer than the case . If we continue doing what we do in the same way , 44

43 most of us and our organizations will become obsolete within the five years . This is 44 because of our competitors are helping their staff to become more effective through 45 training . They understand that if the real price of not training is the company falling behind as a result . 练习二

INCREASING CUSTOMERS LOYALTY 0 Customers are not revolutionaries. They are attracted to be the certainty of knowing that 00 what they buy it will be good value for money or will perform a particular task effectively. 34 They are cautious but their loyalty , without once achieved , is the key to business success. 35 Brands can help to create customer loyalty by providing us a signpost to certainty and 36 safety . Ideally , when a customer sees off a product , it leads to a range of positive thoughts 37 so that the product is being bought . Unfortunately , only a small number of products have 38 reached to this level . While everyone in business is aware of the need to attract and 39 retain customers , that they often overlook the second , more important , half of the 40 equation . In the excitement of beating against the competition and securing orders, 41 managers often fail to ensure that the customer remains a customer . It has been 42 estimated that since the average company loses between 10 to 30% of its customers 43 every year and this only recently have organizations started to wake up to these lost 44 opportunities and to calculate the financial implications . Established customers often 45 buy more and, in the addition , they may also provide free word-of-mouth advertising. 练习三

THE ART OF DELEGATION 0 Are you one of these people who don’t trust anyone else to do what needs to be 00 done Some managers they can’t bear anyone else to help them in any way . They 55

34 don’t believe that anyone can do such a job as well as they can . It is not surprising 35 that they get overwhelmed by work and complain that they have so far too much 36 to do, but it could be argued that it is by their own fault. If they learnt to delegate, 37 they would have much more time available. Besides the saving time and freeing 38 them to concentrate on tasks that are important, delegating also benefits to the 39 company. As if managers delegate effectively, their staff will become more skilled and 40 committed. Asking staff to take those decisions improves their efficiency and 41 morale. This will contribute it not only to the success of the team, but to the success 42 of the company as a whole. More importantly, it will also show how good that a 43 person’s managerial skills are, which is useful when candidates are considered for 44 promotion. Trusting other people to do a job properly and in providing them with the 45 opportunity to do so is therefore an essential management skill in all the workplace of today. 练习四

BUSINESS MANAGEMENT 0 Many organizations are seeking to take advantage of flatter management 00 structures by moving through to self-managed teams. In our experience, these 34 teams produce us very impressive results. However, as the companies 35 we work with can tell to you, they are neither a ‘soft option ’ nor a ‘quick fix’. 36 self-managed teams operate in dramatically different ways from the other 37 teams and they can only succeed in if the organizational culture, along with a 38 number of systems and procedures, are been re-shaped. Thus, changing to 39 self-managed teams requires not only most top level support but a clear 40 understanding of the concept which at all levels. Often staff who find themselves 41 at the lower levels of a traditional structure imagine that by operating in self- 42 managed teams simply means by that they will be free to do what they want 43 without having to be obey the orders of upper management and this simply is 44 not the case. One of the most important areas we address with our clients 45 is the need to re-educate staff with a regard to the practical meaning of the 66

Word ‘team’. Such re-education is required from shop floor to board level. 77