剑桥商务英语高级真题集听力原文
目 录
BEC高级真题集听力原文(2010版) ........................................................................................... 1
TEST 1 ................................................................................................................................... 1 第二辑 Track02.mp3 Track03.mp3 Track04.mp3
TEST 2 ................................................................................................................................... 5 第二辑 Track05.mp3 Track06.mp3 Track07.mp3
TEST 3 ................................................................................................................................. 11 第二辑 Track08.mp3 Track09.mp3 Track10.mp3
TEST 4 ................................................................................................................................. 15 第二辑 Track11.mp3 Track12.mp3 Track13.mp3
TEST 5 ................................................................................................................................. 21 第三辑 Track02.mp3 Track03.mp3 Track04.mp3
TEST 6 ................................................................................................................................. 26 第三辑 Track05.mp3 Track06.mp3 Track07.mp3
TEST 7 ................................................................................................................................. 31 第三辑 Track08.mp3 Track09.mp3 Track10.mp3
TEST 8 ................................................................................................................................. 36 第三辑 Track11.mp3 Track12.mp3 Track13.mp3
1
BEC高级真题集听力原文(2010版)
TEST 1
第二辑 Track02.mp3 Track03.mp3 Track04.mp3
This is the Business English Certificate Higher 2, Listening Test 1. Part One. Questions 1 to 12.
You will hear the introduction to a seminar, called the Business Master Class, about the use of Information Technology in the workplace.
As you listen, for questions 1 to 12, complete the notes, using up to three words or a number. After you have listened once, replay the recording.
You now have forty-five seconds to read through the notes. [pause]
Now listen, and complete the notes. [pause]
Woman: Good morning everyone and welcome. Thanks for coming. My name is Jane Watson
and I look forward to meeting you all personally. Some of you are here just for today, others, I know, will be attending for all three days. I’m just going to say a few words on behalf of my company who have organised this event, Global Conferences plc. As you know, today’s seminar is The Business Master Class, to be conducted by our distinguished guest who I will introduce in a moment. But first a few quick points of organisation which perhaps you’d like to note. All the sessions will take place in this hotel except for the last session on Tomorrow’s Software, which will be at the New City Hotel. We will meet there at 2pm and this will give us a chance to see in action some of the things we have been discussing. A map with directions to the New City Hotel is available from me if you wish to make your own way. Alternatively there will be a bus going there at 1.30pm. There is limited car parking at the New City Hotel so if you wish to drive there you will need a permit. You can get one from the conference office.
Now to the reason we are all here. We are very fortunate to have a seminar today led
by Dr Martin Sangalli, one of the most prominent and well-respected commentators in the world business community. He’s been asked to advise many large corporations. He is a specialist in the strategic use of Information Technology in banking, pharmaceuticals and retail. He has his own company called Logic Solutions, which consults with some of the biggest names in the world of business. He is also an adviser to Intertel and a non-executive director of Global Conferences. Thousands of business and technology managers have benefited from reading his best-selling book, Intelligent Change. Always inspiring and thought provoking, his ideas have helped hundreds of organisations to gain a glimpse of the future. He is Europe’s most famous
1
Man:
IT analyst. Dr Sangalli - welcome.
Thank you Jane, for that flattering introduction. I hope I can live up to it. So to begin. There are two main difficulties facing all corporations today. Firstly, how to make themselves more customer-driven. Secondly, and as a result of that, is the question of how to go about the major task of developing and implementing new organisational structures. This is a senior management session and is designed to provide you with two things. I hope that by the end of the session you will be equipped to design your own framework for action. To help you do this you will also be able to take away documentation of real- life case studies that I’ve been involved in. So, if you would like to look at the screen...
[pause]
Now listen to the recording again. [pause]
That is the end of Part One. You now have twenty seconds to check your answers. [pause]
Part Two. Questions 13 to 22.
You will hear five different business people talking about trips they have recently been on.
For each extract there are two tasks. Look at Task One. For each question 13-17, choose the purpose of each trip, from the list A-H. Now look at Task Two. For each question 18-22, choose the problem described, from the list A-H.
After you have listened once, replay the recording You now have thirty seconds to read the two lists. [pause]
Now listen, and do the two tasks. [pause] Man: Of course, I was looking forward to it. I mean, it meant seeing the results of quite a
lengthy process to find the right person, which I myself had invested quite a lot of time in. It’s a demanding post, with a lot of responsibility. I think the potential we thought we’d spotted is being realised, and that she’s going to deliver the sort of new initiatives we hoped for. She’s already got the team adapting to her approach. But I did feel a bit stupid in the meeting, sitting there without the right figures. I just can’t believe I didn’t pick up the chart. I could still see it, sitting on my desk.
Woman: Well, the whole thing was a serious challenge, and if I’m honest I didn’t really feel up
to it in the first place. It wasn’t a good time to be going away from the office, and I certainly didn’t feel happy, being asked to present pretty different ideas at this stage of the game. I completely understand that the last thing they wanted was to have someone dropping in from above, as it were, and saying, oh, well, we’ve decided to change the rules, etcetera. They’d been applying the system as it was in good faith.
2
And then I was just so tired. What with the wedding celebration going on in the hotel, I definitely didn’t get enough rest, and that left me disorientated, so I underperformed.
Man: I wasn’t happy to be going out there when there was so much that had to be dealt with,
just left there on my desk. My secretary’s extremely good, but she can’t do the impossible, obviously. But it was clearly crucial to get some kind of idea of what it looked like, whether we were on to the right kind of thing. Getting the right location and space is vital. I’m more or less convinced that this is right for what we want. It will attract customers. The trouble is, I had out-of-date architect’s plans with me, so I kept getting confused about the dimensions. But the hotel staff were really helpful when we were trying to get the up-to-date stuff faxed through.
Woman: It’s the first time I’ve been over there since we decided to go ahead with the
expansion and I must say I was impressed with the number of really good candidates there were. It really is a good region, in terms of being able to attract and recruit the right people and I’m confident we chose the right people. I wish the same thing was true for the other branches. What I just can’t believe is that I managed to set such a bad example by arriving a whole hour after we should have started. I felt like a real fool, going on about heavy traffic, when I’d never accept that kind of excuse myself!
Man: They said it was all different, and they certainly weren’t wrong! I could hardly believe
some of it! It’s definitely eye-opening to see what policy can mean in reality. But the way they’re applying it, I mean the actual techniques, really is impressive. I didn’t say anything, of course, just took my notes, and I will be drawing up my report as soon as I can. FI1 definitely be recommending that some of their ways of going about things get applied in the other branches. It was confusing at the same time, I have to admit. They were showing me all these graphs, different models of analysis, and I couldn’t really follow that way of presenting the data. And then that guy’s accent! Great hotel, though.
[pause]
Now listen to the recording again. [pause]
That is the end of Part Two. [pause]
Part Three. Questions 23 to 30.
You will hear part of a conversation between a management consultant and the Human Resources manager of Jenkins, a company which manufactures children’s clothing. For each question 23-30, mark one letter, A, B or C, for the correct answer. After you have listened once, replay the recording.
You have forty-five seconds to read through the questions. [pause]
3