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为了帮助广大考生系统的复习2012年公共英语考试，全面的了解公共英语考试教材的相关重点，小编特编辑汇总了2012年公共英语考试辅导资料和相关试题，希望对您参加本次考试有所帮助！

A

A market can be seen as a set of economic forces called supply and demand. Supply forces tend to bring goods and services into production. Demand forces tend to result in consumption of those goods and services. Supply and demand forces interact to form a price. Since markets play a large role in our economy, we say we have a market economy. A market economy is an economic system in which prices determine how resources will be used and how products will be distributed.

Price is the quantity of money (or other products) paid in exchange for something else. The current price of something, then, influences how much of it is produced and how much of it is consumed. A producer of several different things is likely to produce more of those that bring relatively higher prices. So, if a consumer's buying power is limited, he or she is likely to compare prices of different things before buying.

In nearly all economies, money is used as a medium of exchange. That is, the prices of all things are expressed in terms of a common money unit, such as the US dollar. This makes exchanges and product choices easier.

In a market economy, it is prices that mainly determine what goods and services to produce, how much of each to produce, how to produce them, and who will get them. A market economy, therefore, can also be called a price system.

16. What is the percentage of the turnover increase? [A] 16%. [B] 20%. [C] 14%. [D] 40%.

17. In which market, the result is very disappointing?

[A] The American market. [B] The domestic market.

[C] The European market. [D] The market of the universities.

18. How many staff are there in the company now? [A] 72. [B] 20. [C] 27. [D] 52.

B

The monologue is an end-of-year presentation by a company chairman.

I’d like to spend a few minutes of your time looking back over the year. I' m going to divide my review into three areas: firstly, financial, secondly, personnel, and finally, technology.

On the financial front, the results have been very pleasing. Turnover has increased by 14%, costs have dropped by 3 % and profits are up by 16%. So the company as a whole has performed well. Some business areas have even done better than others. Export sales have also done very well, especially in America, our largest export market. The domestic consumer market has been very competitive and will continue to be so. Relatively our results in this market are not so pleasing-let me say, just 1% up compared with last year.

Right, let’s move on to personnel. Our policy of personnel development through training and promotion opportunities has continued to be a great success. We have actually recruited 72 new staff, while 20 have retired-so there's a net balance of 52. The training department has expanded considerably and moved into new areas such as quality assurances and sales training.

Finally, technology, I thought you would be interested to have an update since this is vital for our future growth. We have invested heavily in a European technology programme which links industry with the universities. Result so far have looked promising.

Right, those are the three main areas -- finance, personnel and technology. Are there any questions, before I go on?

19. What was Ms. Osteen’s company always interested in?

[A] Saving time. [B] Good service. [C] Quick delivery. [D] Saving money.

20. What did the man emphasize in his talk?

[A] Quick delivery. [B] Low price.

[C] Good service. [D] High price.

C

Mr. Green, the sales man and Ms. Osteen, the director have talked on the phone. Now Mr. Green is knocking at the door.

W: Come in and take a seat please. I am afraid I only have a few minutes.

M: I always come straight to the point. You've already placed several orders with us. Last week you purchased feeder paper for your word processors from us. Were you satisfied with the products and service?

W: Yes, we are.

M: Good. We pride ourselves on prompt delivery. I’d like to acquaint you with some of the other products we carry, some that I' m sure you use in considerable quantity. I'll leave this catalogue with you if it's Okay. Perhaps you could look it over at your leisure. I' m sure you can save money and time on anything you buy from us.

W: Naturally we're always interested in saving money.

M: We sell all kinds of stationary supplies: typing paper, stapler, pencil sharpeners, desk sets, file folders -- you name it. Our prices are lower than any of our competitors by five to ten percent compare the prices in our catalogue with the prices you are now paying and you' 11 see that. I' m all right. Also, I'd like to point out that our large warehouse enables us to stock many items that other companies would have to order for you. We have them right there on hand for immediate delivery.

W: If what you say is true, I’m sure that we'll do a lot of business, Mr. Green. I'll look your catalogue over and let you know.

M: I'd like to leave my card, as well. If you need anything, please don’t hesitate to call. Thank you for seeing me.

W: It was a pleasure to meet you.

Supplementary Reading

Business Strategy of Corporation and Learning

Corporate Universities (CU) can be described as institutional mechanisms that tie together the strategic development of the organisation with the development of his human resources.

They should be regarded as a strategic· unity for all employees and the entire value chain, including suppliers and customers.

Large and small companies have been developing their own “corporate universities”. While some of these -- such as Motorola University -- have been operational for years, many of these efforts are new and consume vast amounts of resources related to the size of the companies undertaking them.

A true CU is not just a repackaging of the old training department of the company or the agglomeration of a bunch of disparate, unrelated courses into some framework that is packaged together.

This fools nobody and results in cynicism about developmental efforts, no matter how well intentioned. A real corporate university is where business strategy, organizational culture and human resource development meet, blend and synthesise - and performance takes off.

It usually involves a series of courses or programmes, usually custom-designed and delivered for a company but sometimes involving “outside” courses or those developed for consortia of companies or trade associations.

One qualifies for the corporate university through some combination of performance and developmental potential and graduation from it usually results in some form of accreditation, increases challenges and levels of responsibility.

These corporate universities are used to develop three organisational attributes that are central to the development of competitive advantage shared values, a common sense of mission along with Individual and tea

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