【正文】 文化沖突，就是兩個公司。 　　19題，談判失敗的原因，答案是第五段的這么一句：More mon is a corporate culture clash between panies, which can put paid to any deal。 　　18題，答案在第四段的第一句話：Dr Cohen suggests that the best way to sell your proposal is by getting into the world of the other side.。C不對，不是make you feel fortable，而是make others feel fortable。s problem, situation etc　　所以這個句子意思是穿的不那么正式，這樣可以讓另一方接近你。選D，之所以會拒絕，因?yàn)閺木S護(hù)公司利益的角度，這樣是一個safer option。但是如果他們真的不感興趣的話，他們就不會在那里（談判）了。答案是第二段的最后一句：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.。因?yàn)閹讉€選項(xiàng)和原文的對應(yīng)都不是太明顯。幫助他抽離他的談話中的感情成分。 傳統(tǒng)的閱讀題型，相對比較容易。A不對，片面了，只是文中某部分的內(nèi)容，并且這部分內(nèi)容是為后面做背景介紹，不是主要的；C不對，不是簡單的research，research僅僅是介紹狀況，文章還有關(guān)于實(shí)現(xiàn)措施的。綜合起來，就是關(guān)于怎樣進(jìn)行有效溝通的問題。選標(biāo)題，就是要挑選文章的最主要意思，從整體上把握文章的main ideas?！　?0題，給文章選標(biāo)題。時機(jī)成熟了，再告知更多。盡可能的快，盡可能的多?！　?9題，問組織內(nèi)部提供信息的指導(dǎo)準(zhǔn)則是什么。喜歡面對面的從直屬經(jīng)理那里獲取信息?！　?8題，問溝通過程主要依賴于什么。對比下D要好點(diǎn)，因?yàn)閷臼蛻嵟?，就是覺得受到了不公正的待遇。The second category, usually the majority, may respond to threatened changes with a feeling of having been let down.,and even feel anger at the pany for what they see as changing the terms of their ，甚至?xí)軕嵟?。這題在答案中也很明顯，但是選項(xiàng)很糾結(jié)。（想起了電影《在云端》，up in the air，里面那個老男人的工作就是職業(yè)裁員專家，專門對被裁的人說些這樣的話。答案選C，強(qiáng)調(diào)變化的積極方面。溝通是為了幫助人樹立自信，說服他們雖然要面臨一些變化，但是同樣也會擁有一些新的機(jī)會。也就是問溝通的目的或者作用是什么。A選項(xiàng)是對的，made redundant是前面某套題目閱讀的第五部分考過的詞組；B不對，沒有完成（pleted），因?yàn)轭A(yù)期還會裁減更多（with further downsizing anticipated）；C也不對，迷惑性最大，reduced its workforce of ，用了介詞of，所以這句的意思是一共就80000員工，而實(shí)際情況是減少了80000員工；D不對，35%的員工被裁減，都是在自愿的基礎(chǔ)上的，而不是離開的人中有35%是自愿的?！　?5題，答案很明顯，但是選項(xiàng)很有迷惑性。BEC商務(wù)英語高級考試歷年真題（5）　　In the last few years, managers throughout industry have seen more changes than many of them could have expected to see in their entire working lives having to municate information which often leads to feelings of insecurity has bee a key activity. From being regarded as relatively unimportant in many panies , management employee munication has bee a central corporate need.　　Concordia International provides a good example of a pany that has adjusted well to the changing needs for munication . since 1995 , Concordia has been turned insideout and upsidedown, to ensure that it is a marketing –led, customerresponsive business, one that looks outwards at customers and petitors, rather than inwards at its own processes and the way things were done in the past. In the last eight years, Concordia has reduced its workforce by more than people or 35% on a voluntary basis, with further downsizing anticipated.　　From being an engineering pany, Concordia is now remaking itself as a service pany. The role of employee munication in such a context is to build people’s selfconfidence, to persuade them that, although it is inevitable that the changes will go ahead, they also bring with them new opportunities for employees. However, this is not an easy task. People tend to be skeptical of these claims and to feel that they are losing touch with the pany they have worked for over many years. This is understandable, since many of the old certainties are being swept away , including the core activities of the pany they work for. Above all , they have had to face up to the fact that they no longer have a job for life.　　Research indicates that people respond to this predicament in a variety of ways. The bulk of employees fall into two main categories in terms of their response to the new situation: on the one hand there are the “ pragmatists” and on the other “ the highly anxious” the former see their job as a means to an end and have a relatively shortterm perspective, with strong loyalty to their local term , rather than the pany as a whole . The second category, usually the majority, may respond to threatened changes with a feeling of having been let down, and even feel anger at the pany for what they see as changing the terms of their employment.　　` The employee munication process needs to be capable of accurately directing its messages at a variety of employee groups and departments within the workforce . this is why middle managers and line managers are so key to munication. They are the people who know about the full rage of concerns among the workforce. The problem in the past was that this crucial area was often the responsibility of a separate, relatively isolated unit. Concordia puts responsibility for munication firmly on line managers. All their research points to the same conclusion: people prefer to get their information facetoface from their line managers. That is the key relationship and where arguments and hearts and minds –are lost.　　The general rule in pany munication is to tell employees as much as you can as soon as you can. If you can’t provide details, then at least put the news in context and mit yourself to providing greater detail when it bees available another rule of pany munication is that there must be a fit between what the pany is telling its employees and what it is telling its In the last eight years, Concordia has　　A made over employees reduncdant　　B pleted a period of downsizing　　C reduced its workforce of by 35%　　D given 35% of departing employees voluntary redundancy　　16 From Concordia’s point of view, the role of munication is to 　　A win employee support before going ahead with the changes　　B change the pany’s core activities.　　C emphasise the positive aspects of the changes　　D explain the need for the changes　　17 what does research show about most employees’ response to change?　　A they expect it to have a bad effect on the pany　　B they feel pletely powerless　　C they bee less loyal　　D they fell they have been treated unfairly　　18 Concordia’s munication process mainly relies on 　　A printed munication　　B departmental heads　　C personal munication　　D a separate, specialized unit　　19 According to the writer, what is the guiding principle about giving information within an organization?　　A Never make promises about future developments　　B Give people an overall view at the earliest pos