这是我根据文库里的一份资料单独整理出来的BEC第三辑TEST3，可能又不完整及缺漏之处，望大家能够理解。谢谢!
PART 1
1 This businessman has successfully targeted a different group of consumers.
2 With careful forward planning, this businessman is helping the company survive a difficult
dossperiod.
3 The company is now more open to change becau of this businessman's way of thinking.
跨平台
4 This businessman has made and implemented certain decisions despite opposition to them.
5 This businessman has achieved some success by misleading people about his intentions.
6 The abilities of this businessman were previously doubted by the company that employs him.
7 This businessman is admired for his ability to manage a number of business interests.
'Businessman of the Year' Award
A :James King: Chief Executive of Fentons Finance
King was nominated for the quality of his leadership, with the judges claiming that the Fentons
Finance boss is almost revered by his team. He is credited with reinventing Fentons Finance -
revitalising its culture of inflexibility, removing outdated pre-merger barriers and playing a splice
brilliant tactical game. He led everyone to believe he was oppod to large mergers and then
jumped on the Westcombe Bank opportunity at just the right moment. History will be the judge,
but for now the markets consider King to be a star.
B Keith Nash: Chief Executive of Hamley's Supermarkets
月球之谜Nash took over as CEO when Hamley's systems and distribution were out of date and the brand
badly needed freshening up. He began refocusing the brand at the higher quality end of the food
market and launched veral own-brand initiatives for the health conscious. As a result, the share
price has gone up nearly 80 per cent. This should be extremely satisfying for Nash, who had left
mie
the retailer in 1986, disappointed after failing to cure the top job.
C chimes>心灵鸡汤在线阅读Jorge Marquez: Chairman of the Kenwick Group
Marquez was a popular choice for his achievements at Kenwick. The judges say he has been
courageous in pushing through the appointment of controversial or inexperienced chief executives
to companies within the group, and then sponsoring them as they transformed their business. He
first experienceoperates as a 'virtual' chairman, without a permanent office in any one company. He phones his
CEOs regularly, and veral of them have acknowledged the vital contribution he makes to their
effectiveness. Everyone is impresd at how he also finds the time to be chairman of two other
large companies.
D Richard Jenkins: Finance Director of Centron Advertising
Labouring in the shadow of a high-profile boss can sometimes draw attention away from the
finance director, and the judges considered it was high time Jenkins got that attention. The CEO 曲轴结构
may be the public face of Centron, but Jenkins is the one who makes it run smoothly. Behind the
scenes, he is constantly demonstrating that budgets and forecasts are what is needed to make a tinkle
company successful, particularly now that the advertising market has been hit by recession. It is
largely thanks to him that Centron is in much better shape than its rivals.
Part 2(这个可能分段有错误)
Setting up an appraisal scheme
Appraisals can be a wonderful opportunity for your staff to focus on their jobs and make plans to develop their unud potential. (0) ..........So, if you have decided that an appraisal scheme should be t up in your company, you need to establish some formal procedures and make some decisions before you begin. Even if your company already has a scheme, you need to consider what you want to achieve and how you are going to do this.
First of all, you need to decide on your key objectives and the real purpo of your scheme.(8).............A scheme should never be introduced at a time of redundancies, or si
mply for profit or competitive edge, becau this will create fear and alienate staff. The next step is to decide how the scheme can most successfully be managed. It is esntial that all nior staff are committed to the process and willing to make a positive contribution.
The person given responsibility for designing the scheme and the appraisal forms needs to have knowledge of all roles within the organisation. He or she must also be aware of employees' potential needs. (9).............It should be someone who is trusted and whom staff will turn to if they are concerned about their appointed apprair or the appraisal interview. The design of the scheme should indicate who will be appraising whom. This needs great tact and nsitivity. First, remember that no manager can effectively apprai more than ven or eight people. It is equally
