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　　分類: 图书,考试,语言类考试,剑桥商务英语考试,
　　品牌: 剑桥大学考试委员会外语考试部

基本信息·出版社：人民邮电出版社

·页码：126 页

·出版日期：2009年09月

·ISBN：9787115212726

·条形码：9787115212726

·包装版本：第1版

·装帧：平装

·开本：16

·正文语种：英语

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内容简介《剑桥BEC真题集(第4辑·中级)》内容简介：CAMBRIDGE UNIVERSITY PRESS IS THE ONLY OFFICIAL PUBLISHER OF EXAMINATION PAPERS FROMCAMBRIDGE ESOL - AN ESSENTIAL PART OF ANY STUDENT'S EXAM PREPARATION.This 4th collection of examination papers for the BEC Preliminary provides all the exam practice you need. It contains: four official examination papers that provide authentic exam practice a helpful overview of the BEC Preliminary exam to familiarise you with its format photocopiable answer sheets so you can practise transferring your answers answer keys and recording scripts making it ideal for self-study.

An audio CD containing the recorded material for the Listening paper is also available.The Cambridge BEC Preliminary examination correspondsto Council of Europe Level B2 （ALTE Level 3）.

编辑推荐《剑桥BEC真题集(第4辑·中级)》：剑桥大学考试委员会外语考试部推荐BEC高级考试用书

The Cambridge Learner Corpus （CLC）is a unique collection of over 95,000exam papers from Cambridge ESOL.It shows real mistakes students makeand highlights the parts of English which causeproblems for learners. The CLC has been developedby Cambridge University Press with University ofCambridge ESOL Examinations to help in writingmaterials for learners of English.www, cambridge,orglcorpus

目录

导言

Test 1 Reading

Writing

Listening

Speaking

Test2 Reading

Writing

Listening

Speaking

Test3 Reading

Writing

Listening

Speaking

Test4 Reading

Writing

Listening

Speaking

Key lincluding tapescripts and sample answersl

Test 1

Test 2

Test 3

Test 4

Speaking test interlocutor frames

Sample Answer Sheets

Thanks and acknowledgements

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文摘插图：

CREATIVITY IN THE WORKPLACENowadays, many UK companies are striving to bemore creative. But according to a recent surveyof senior managers, the lack of a can-do mentalityamongst employees and an aversion to risk ishindering British business. Many think there istoo much focus on delivering results quickly,which leaves insufficient time to think creatively.Some complain that a lack of coherent vision oncreativity prevents their organisation from beingmore innovative.Yet while senior managers may regret the lackof creativity, they must take much of the blameforcreatingthesituation.Untilrecently,successive generations of management ignoredinnovative ideas from employees. Indeed, newways of thinking were often regarded as anunwanted distraction, and original thinkersreceived little support. Despite the fact thatmany organisations are now taking steps to re-orient the business culture to promote creativity,it is not surprising, given this background, that acreative environment is hard to establish.Another related issue is raised by KatrinaMurray, a partner in a management consultancy:'While many senior managers still complainabout the lack of support for creativity in theirorganisations, they also fail to appreciate thecontribution that they themselves can make. Insome companies, there is a perception that onlymanagers at board level can influence thecompany culture.' Murray feels that suchorganisations are unlikely to change. For her,'creativeorganisationsaremadeupofindividuals who believe they can dictate theirown future. Companies need to be able to spotthese individuals and gently encourage them tolead the way.'It is also necessary for senior managers to re-examine their role. According to Alex Sadowski,an American professor of management science,'promoting creativity means re-evaluating mostof what we know about management. It meansorganisations must be prepared to invest in ideaswithout being sure of th

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