商務英語中級閱讀輔導

時間：2024-05-16 09:10:27 商務英語

商務英語中級閱讀輔導

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商務英語中級閱讀輔導

　　閱讀材料一

　　Look at the statements below and the advice to businesses on the opposite page about using other companies to run their IT services.

　　1、the need to teach skills to employees working on the outsourced process

　　2、remembering the initial reason for setting up the outsourced project

　　3、the need to draw up agreements that set out how integration is to be achieved

　　4、addressing the issue of staff who work on the outsourced process being at a distant site

　　5、the importance of making someone responsible for the integration process

　　6、staff on the outsourced project familiarising themselves with various details of the business

　　7、problems being associated with an alternative to outsourcing

　　When a business decides to outsource its IT services, it needs to consider the question of integration. Four experts give their views.

　　A.Gianluca Tramcere, Silica Systems

　　An outsourced IT service is never a fully independent entity. It is tied to the home company’s previous and continuing systems of working. But despite the added responsibility of managing new ways of working, many businesses ignore the integration process. They fail to establish contracts that define the ways in which the two companies will work alongside one another, and focus solely on the technological aspects of service delivery.

　　B.Kevin Rayner, Domola

　　Businesses need to build integration competency centres dedicated to managing the integration effort. It is critical to have an individual in charge to check that the external and internal business operations work together. Although companies often think of outsourcing as a way of getting rid of people and assets, they need to remember that, at the same time, outsourcing involves gaining people. Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.

　　C.Clayton Locke, Digital Solutions

　　Communication is the key to success, and outsourcing to other regions or countries can lead to a range of problems. For any such initiative, it is necessary to create a team where there is good, open communication and a clear understanding of objectives and incentives. Bringing people to the home location from the outsourced centre is necessary, since it can aid understanding of the complexities of the existing system. To integrate efficiently, outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.

　　D.Kim Noon, J G Tech

　　One way to avoid the difficulties of integration is to create a joint-venture company with the outsourcer. Thus, a company can swap its assets for a share of the profits. Yet joint ventures bring potential troubles, and companies should be careful not to lose sight of the original rationale for outsourcing: to gain cost efficiencies and quality of service in an area that for some reason could not be carried out entirely in-house. The complexities and costs of a joint-venture initiative should not be underestimated.

　　答案解析：

　　這篇文章講的是外購(outsourcing),分別有四位專家就這個問題給出了自己的看法。A段的專家強調建立合同的重要性，B段專家認為要派專人負責，C段專家講外派人員和本公司之間要有一個互動，D段專家講如果與外包商(outsourcer)組成聯合企業的話可能帶來的一系列問題。如果對文章有個大概、基本的了解，很多題目不用細看就可以得出結論。

　　第一題的答案稍微有些隱晦，在B段的最后一句。“Because there is a new operation being carried out in a different way outside of the home business, this creates a training element.”因為新的操作是在本公司以外的地方以一種新的方式被執行，所以產生了培訓成分。這里的training對應第一題的“teach skills to employees”。第二題的答案在D段中間: companies should be careful not to lose sight of the original rationale for outsourcing.這里的rationale是基本原理、根本原因的意思。第三題的答案在A段，非常明顯的“establish contracts”。第四段的答案是C段的最后一句話，outsourcing personnel have to talk to the home company’s executives and users to understand their experiences.這里的talk to對應address，向....談話。第四題的意思是“說明在遠址工作的外購人員的事情”，也就是C段最后一句說的外購人員向公司匯報他們的經歷。第五段的答案在B段，相當明顯：It is critical to have an individual in charge to check that the external and internal business operations work together。需要派專人負責integration。第六題說“外派人員要熟悉自身工作的不同細節”，對應C段的“create a team where there is a clear understanding of objectives and incentives.”打造一個對目標和動機都有清晰理解的團隊。第七題稍微繞一點。題目里的“an alternative to outsourcing”指的是D段里的“create a joint-venture company with the outsourcer”，建立一個聯合企業。D段里的專家一直在強調聯合企業的麻煩和復雜性(joint ventures bring potential troubles)，所以是正確答案。

　　閱讀材料二

　　Look at the statements below and the article about the development of future business leaders on the opposite page. Which section of the article (A, B, C or D) does each statement (1-7) refer to?

　　For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.

　　You will need to use some of these letters more than once.

　　1 Managers need to take action to convince high-flyers of their value to the firm.

　　2 Organisations need to look beyond the high-flyers they are currently developing.

　　3 There is a concern that firms investing in training for high-flyers may not gain the benefits themselves.

　　4 Managers need expert assistance from within their own firms in developing high-flyers.

　　5 Firms currently identify high-flyers without the support of a guidance strategy.

　　6 Managers are frequently too busy to deal with the development of high-flyers.

　　7 Firms who work hard on their reputation as an employer will interest high-flyers.

　　The Stars of the Future

　　A Existing management research does not tell us much about how to find and develop high-flyers, those people who have the potential to reach the top of an organisation. As a result, organisations are left to formulate their own systems. A more effective overall policy for developing future leaders is needed, which is why the London Business School has launched the Tomorrow’s Leaders Research Group (TLRG). The group contains representatives from 20 firms, and meets regularly to discuss the leadership development of the organisations’ high-flyers.

　　B TLRG recognises just how significant line managers are in the process of leadership development. Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads. One manager in the research group was unconvinced by the logic of sending his best people away on development courses, ’only to see them poached by another department or, worse still, another firm’. This fear of losing high-flyers runs deep in the organisations that make up the research group.

　　C TLRG argues that the task of management is not necessarily about employee retention, but about creating ’attraction centres’. ’We must help line managers to realise that if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers,’ said one advisor. Furthermore, selecting people for, say, a leadership development programme is a sign of commitment from management to an individual. Loyalty can then be more easily demanded in return.

　　D TLRG has concluded that a company’s HR specialists need to take action and engage with line managers individually about their role in the development of high-flyers. Indeed, in order to benefit fully from training high-flyers as the senior managers of the future, firms must actually address the development of all managers who will be supporting the high-flyers. Without this, managers will not be in a position to give appropriate advice. And when eventually the

　　high-flyers do move on, new ones will be needed to replace them. The next challenge will be to find a new generation of high-flyers.

　　首先得搞明白的是這篇文章到底講的什么。不用看具體內容，有兩個地方直接告訴了。一個是題目說明的第一句話，另一個是正文的標題。從這兩個地方就可以看出全文探討的是公司未來接班人——也就是潛力股——的培養問題。A段講了TLRG這個貫穿全文的研究組織誕生的原因：現行的研究滿足不了需要，于是大多數公司只能自己探索發掘接班人的模式;(即第五題的答案)B段講了直屬經理(line managers)對于發掘接班人的重要性(真是干什么都要從基層抓起)，以及經理們的一些疑慮;C段講的是接班人問題對公司的重要性，并且應該讓院線經理們明白這種重要性;D段是針對前面列出的問題，提出的解決建議，什么專家協助等等。整篇文章分為四個部分，層層遞進，有很強的邏輯性。拿這樣的文章來做閱讀材料應該是相對容易把握的。

　　答案解析：

　　7個題干基本是將原文中的句子用另外的詞語和句型表述出來，所以題干中的關鍵詞都能在正文里找到與之匹配的，比如第四題題干里的expert對應D段的specialists,第六題的too busy to對應于B段里的heavy workloads，第七題的interest對應于C段的appeal。第一題說“經理們必須采取措施使潛力股們相信他們對公司的價值”，也就是要讓潛力股們對公司忠誠，即C段說的creating “attraction centres”和loyalty。第二題說“組織必須把目光投向正在培養中的潛力股以外的地方”，即D段最后兩句話所說的尋找新一代的潛力股。第三題和B段的最后一句話完全是一個意思：怕培養潛力股的投入收不回成本。第四題說開發潛力股，經理們需要在公司內部得到專家支持。答案是D段的第一句話：公司的人力資源專家需要采取行動。HR specialists就是expert。第五題說公司現在沒有在指導策略的支持下辨別潛力股。也就是說公司是依靠自己來發掘人才的。答案是A段的第一句：現行的研究滿足不了需要，所以公司只能形成自己的一套體系。第六題，經理們太忙了，無暇顧及潛力股的發展。答案是B段的：Unfortunately, with today’s flat organisations, where managers have functional as well as managerial responsibilities, people development all too often falls victim to heavy workloads.。不幸落在了高工作負荷的人的肩上。高工作負荷，也就是too busy。第七題，看重作為雇主名聲的公司可以吸引潛力股。答案是C段的這么一句：if their companies are known as ones that develop their people, they will have a greater appeal to high-flyers。如果公司是以開發員工而著稱的話，將會對潛力股產生更大的吸引。以開發員工而著稱(known as ones that develop their people)，名聲很好，也就是看重自己作為雇主的名聲。

　　閱讀材料三