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2020年BEC剑桥商务英语中级阅读理解练习题为了让大家更好的准备商务英语BEC中级考试，给大家带来BEC中级阅读理解,下面就和大家分享，来欣赏一下吧。2020年BEC剑桥商务英语中级阅读理解练习题WhenDavidHaydenrealisedhiscompanywasheadingfortrouble,hetookdrasticmeasurestogetitbackontrackDavidHaydenfoundedhiscompany,CriticalPath,anemailprovider,in1997totakeadvantageoftheboominemailtraffic.CriticalPathbecameapubliccompanytwoyearslater,andHaydentooktheopportunitytostepdownfromhisexecutivepositioninordertoworkonpersonalprojects.Atthesametime,heagreedtostaywiththecompanyasChairman,butthebusinesswasputinthehandsofnewmanagersbyitsinvestors.Withsector-leadingproductsandanexpandingmarket,thecompanyseemedtobeontheupandup.However,byearly2001,itwasintrouble.Sharesthathadbeenworth$26in1999,whentheywerefirstsold,weredowntoamere24cents.Calledinbyapanickingboard,HaydenfoundhimselfbackinchargeasExecutiveChairman,tryingdesperatelytorescuewhathecould.The1,100staffhadlostconfidenceinthecompanyanddidnotknowwhatwasgoingtohappentothem.And,asHaydendiscovered,themanagementteamwasincompetent.Thoseguysdidntunderstandtheproductorthesector,saysHayden.Theheadsofdepartmentdidntcommunicateandtheydidntlead.Butwhatwasworse,CriticalPathhadlostthegoodwillofitsinvestors.Haydenknewthatbringingthefiguresundercontrolwouldbeavitalstepinthecompanysturnaround.Youvegottosortoutthefinances.Forme,thatmeantgettingbackthegoodwilloftheinvestors.Thatwastough,afterwhathadhappened.Butalthoughtheywereangrywiththecompany,theydidnthavebadfeelingsaboutme.ItoldthemthatIknewIcouldgetthecompanyonitsfeetagain.Hewasauthorisedtomakewhateverchangeswererequired,andhisfirstactwastofindpeoplewithinthecompanyhecouldtrustandputthemincharge.ThenextthingHaydenhadtotacklewasmorale.Everyonelefttheofficeatfiveonthedot-theycouldntgetawayquicklyenough.Togetthebuzzbackandwinthestaffover,Ihadtoprovemyowncommitmentandputintheextrahourswiththem.Inreturn,itwasassumedthatnobodywouldaskforovertimepayuntilthecompanywasonitsfeetagain.Contrarytonormalpractice,Haydenwasreluctanttolaypeopleoff,andapartfromnotreplacingpeopleastheyreachedretirementage,helefttheworkforcelargelyunchanged,althoughhedididentifykeypeoplethroughoutthecompanywhoweregivenmoreresponsibility.But,asHaydeninsists,beforeacompanyreachessuchacrisis,therearewarningsignsthatanyfinancialdirectororaccountantshouldtakenoteof.Abusinessthathasanunrealisticpricingpolicyorhastonegotiateextendedcreditwithitssuppliersisintrouble,ishismessage.Orifyouoftenhavetoapplyforyouroverdraftlimittoberaisedorhavetroublepayingtaxontime,somethingneedstobedone.By2003,thecompanywashealthyagain,withreasonablystablefinancesandamodestbutsteadysharepriceof$1.60.Onethingthathelpedsaveuswasthatourtechnologyworked,saysHayden.With20millionemailaccounts,weneverlostasinglemajorclientbecausetheproductkeptonworking.Withideasforafreshventuredemandinghisattentionelsewhere,Haydenhasmovedon.Itwastimetogo,hesays.Imnotaturnaroundspecialist.Ipreferstart-ups.13WhateventcoincidedwithCriticalPathbecomingapubliccompany?AHaydenbecametheExecutiveDirectorofCriticalPath.BInvestorshiredareplacementteamtorunCriticalPath.CCriticalPathlaunchedasuccessfulnewproductonthemarket.DCriticalPathwasfloatedontheStockExchangeat24centspershare.14WhichofthefollowingsituationsdidHaydenfaceatCriticalPathin2001?ATheemployeeswereworriedaboutjobsecurity.BTheinvestorswerecallingforchangestothecompanystructure.CThemanagementwasmisleadingthestaffaboutthecompanysposition.DTheboardofdirectorsdidnotrealisethescaleofthecompanysproblems.15OnereasonHaydenwasabletoturnCriticalPatharoundwasthatAhemanagedtofindnewinvestors.Bthefinancialsituationwasnotasbadashehadthought.Chehadbuiltupagoodrelationshipwiththemanagementteam.Dhewasgiventhesupportthatheneeded.16WhatwasHaydenspolicyregardingthestaffofCriticalPath?AHepaidovertimetoeverybodywhoworkedoutsideofficehours.BHereducedtheworkforcebyoperatinganearlyretirementscheme.CHegavekeystafftheopportunitytohelphimsetgoalsforthecompany.DHerestoredmotivationbyshowingwillingnesstoworkalongsidestaff.17AccordingtoHayden,whatcouldindicatethatabusinessisintrouble?AproblemskeepingaccountsuptodateBsuppliersrefusingtooffernewcredittermsCafrequentneedtoincreasetheamountborrowedDdifficultiesingettingpaymentfromcustomersontime18HaydenleftCriticalPathafterhehadrescuedthecompanybecauseAhewantedtodevelopthetechnologyforanewinternetservice.Bhewantedtoconcentrateonfoundinganewenterprise.Chehadbeenofferedajobwithamajorinternetcompany.Dhedecidedtogointopartnershipwithamajorclient.答案解析：这篇*名为《CriticalPath》，字面上理解是关键路径，但在此文中是指一个公司的名字。整篇*都是围绕这个公司遭遇的困境，以及这个公司的执行主席是如何力挽狂澜、扭转乾坤的。BEC考试阅读*的一大特点是逻辑性强，层次分明，读完不会有找不着北的感觉。13题，题目问当CriticalPath成为上市公司时还发生了什么事。A不对，原文说的很明白：Haydentooktheopportunitytostepdownfromhisexecutiveposition。抓住机会从总裁的位置上退下来。B项正确。原文说thebusinesswasputinthehandsofnewmanagersbyitsinvestors。业务被投资者交给了新的经理。和B选项的“投资者雇佣了一个替代团队来运营CriticalPath”说的是一个意思。C不对，原文说的是sector-leadingproducts，行业领先的产品，的确是C选项所说的successful，但是new不对。D不对，首先时间上不吻合，不是CriticalPath成为上市公司时的事，其次这一句的描述也不对，只是说股价跌倒了24美分，不是float。Publiccompany：acompanywhosesharescanbeboughtandsoldonthestockmarket,etc.上市公司。14题，题目问在2001年的CriticalPath,这个Ha