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1、历年BEC商务英语高级考试真题(05) 为了让大家更好的准备商务英语BEC考试，带大家一下剑桥BEC商务英语考试高级真题,下面就和大家分享，来欣赏一下吧。 The Negotiating Table You can negotiate virtually anything. Projects, resources, expectations and deadlines are all outes of negotiation. Some people negotiate deals for a living. Dr Herb Cohen is one of these professional
2、 talkers, called in by panies 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 petitive field and needs to avoid being to
3、o adversarial. Whether he sueeds or not, it is important to him to make a good impression so that people will remend him.外语学习网 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
4、 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
5、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 you
6、r 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 suessful will make you more approachable. People will generally feel more fortable with somebody who appears to be like them rather than superior to
7、them. They may not like you but they will feel they can trust you. 1 Genuine feedback would release resources to be used elsewhere. 2 Managers are expected to enable their staff to work effectively. 3 Experts are unlikely to facilitate a move to genuine feedback. 4 There are benefits when methods of
8、 evaluating performance have been negotiated. 5 Appraisals tend to focus on the nature of the face-to-face relationship between employees and their line managers. 6 The idea that employees are responsible for what they do seems reasonable. 7 Despite experts assertion, management structures prevent g
9、enuine feedback 8 An increasing amount of effort is being dedicated to the appraisal process. A Performance appraisal is on the up and up. It used to represent the one time of year when getting on with the work was put on hold while enormous quantities of management hours were spent in the earnest r
10、itual of rating and ranking performance. Now the practice is even more frequent. This of course makes it all the more important how appraisal is conducted. Human resources professionals claim that managers should strive for objectivity and thus for feedback rather than judgement. But the simple fact
11、 of the matter is that the nature of hierarchy distorts the concept of feedback because performance measure are conceived hierarchically. Unfortunately, all too many workers suffer from the injustices that this generates. B The notion behind performance appraisal- that workers should be held aountab
12、le for their performance-is plausible. However, the evidence suggests that the premise is wrong. Contrary to assumptions appraisal is not an effective means of performance improvement- it is judgement imposed rather than feedback, a judgement imposed by the hierarchy. Useful feedback , on the other
13、hand, would be information that told both the manager and worker how well the work system functioned, and suggested ways to make it better. 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
14、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
15、 the changing needs for munication . since 1995 , Concordia has been turned inside-out and upside-down, to ensure that it is a marketing led, customer-responsive business, one that looks outwards at customers and petitors, rather than inwards at its own processes and the way things were done in the
16、past. In the last eight years, Concordia has reduced its workforce by more than 80.000 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 peoples self-confidence, to persuade them that, although it is inevitable that the changes will go ahead, th
