12月考 求BEC剑桥商务英语真题集中级真题集的听力录音MP3，要人邮版的。谢谢～

来源：蜘蛛抓取(WebSpider) 时间：2017-09-24 09:33 标签： 剑桥商务英语中级
人邮版bec中级真题第二辑
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订阅每日学英语：《剑桥BEC真题集-第4辑-(中级)-(附听力CD及答案)》(人民邮电出版社)【摘要_书评_试读】- 蔚蓝网
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剑桥BEC真题集：初级（听力CD） 剑桥BEC真题集：第2辑（中级）剑桥BEC真题集第2辑（中级）听力CD剑桥BEC真题集（高级）（第2辑） 剑桥BEC真题集：高级（听力CD）剑桥BEC真题集:第3辑(初级)剑桥BEC真题集第3辑（初级）听力CD剑桥BEC真题集:第3辑(中级) 剑桥BEC真题集第3辑（中级）听力CD剑桥BEC真题集:第3辑(高级)剑桥BEC真题集第3辑（高级）听力CD剑桥BEC真题集第4辑（初级）（附听力CD及答案）剑桥BEC真题集第4辑（高级）（附听力CD及答案）剑桥BEC真题集第4辑（初级）剑桥BEC真题集第4辑（中级） 剑桥BEC真题集第4辑（高级）《四级英语试卷》
本书适用于准备参加剑桥大学ESOL考试中心（CambridgeESOL）商务英语证书中级考试的考生，共包括四套完整的商务英语中级证书考试真题。　　商务英语证书（BEC）考试是在被认可的BEC考试中心举行，每年能在6个固定日期举行，在中国每年举行两次。考试的主要对象是那些希望获得相关的英语语言证书的学习者，考试标准为商务英语课程提供了理想的重点。　　BEC考试测试的是以工作场合为背景的英语语言，而不是商务知识。BEC共有三个级别——初级、中级和高级。为了跟上商务实践、语言教学和测试上的变化，2002年考试在过去的商务英语二级证书的基础上，做了修订和更名。
导言Test 1　Reading　Writing　Listening　Speaking　Test 2　Reading　Writing　Listening　Speaking　Test 3　Reading　Writing　Listening　Speaking　Test 4　Reading　Writing　Listening　Speaking　Key (including tapescripts and sample answers)Test 1　Test 2　Test 3　Test 4　Speaking test interlocutor frames　Sample Answer Sheets　Thanks and acknowledgements
摘要与插图
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 the return on thatinvestment. Katrina Murray agrees with thisview. Businesses are expert at the measuredapproach, which involves analysis and riskavoidance. But there is another approach, whichinvolves intuition and not always looking at thebottom line. What is hard is establishing aworking environment in which both theseapproaches can function simultaneously.Nevertheless,therearesomepleasingindicators of progress in this area. Many of thesenior managers interviewed in the survey saytheir organisations have adopted a number ofstrategies to encourage individuals to channeltheir creativity. Among these are giving open andhonestfeedback,allowingemployeesthefreedom to measure their performance againstmore flexible goals, and higher toleration levelsof failure. Senior managers also recognise thatthe way an organisation is led and managed iscritical to building a creative environment andthat they themselves have an important role toplay.
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