SHARE

四十年來,美國教育測驗機構ETS配合科技的發展,將托福ITP紙筆測驗改制為托福CBT電腦化測驗,又為了能測出考生「聽說讀寫」的真正英語能力,進一步改成目前實施的托福iBT網路化測驗。這在補教界和教育界都引起了不小的震撼──不可否認的是,托福測驗更加周延、客觀和精準了!

同時,ETS也進行多益測驗的更新,New TOEIC首先於2006年5月在韓、日兩國開始實施聽力、閱讀的新題型測驗,口說和寫作測驗則在同年12月開始舉辦。台灣地區將在2008年第一季,實施New TOEIC聽力和閱讀的新題型測驗,而口說和寫作測驗開始實施的時間,則有待ETS公佈。但是,這次多益測驗的變革,倒沒有引起太大的「驚嚇」,或許人們已經認為這是時勢所趨,加上ETS這番New TOEIC的改變題型,又有口說和寫作測驗的創舉,完全符合工商企業界的需求──藉著New TOEIC能夠覓得真正有英語實力的員工!

限於篇幅,本文只談New TOEIC的Reading Comprehension部份,至於Listening Comprehension部份,容後再敘。New TOEIC的閱讀部份新題型改變如下:

一、Part 5填空:共40題(第101題~140題),承襲原來的考法,毫無變動,連題數都一樣。

二、Part 6短文克漏字:共12題(第141題~152題),三篇短文章,每篇文章有4個空格(4題),必須從每題下面 (A)(B)(C)(D) 4個答案,擇一正確答案。

三、Part 7閱讀:分成單篇閱讀和雙篇閱讀兩種。單篇閱讀有8~10篇文章,每1篇考2~4題測驗題(第153題~180題);雙篇閱讀有4組(8篇)文章,每2篇一起閱讀,接著有5道測驗題,共4組8篇20題(第181題~200題)。

 

筆者不惴孤陋、能力淺薄,今針對New TOEIC的Part 6短文克漏字及Part 7雙篇文章閱讀,各試作一組試題範例於下:

 

Part 6短文克漏字 範例

Every store of OmniMart has a service desk right at the front of the store-where customers can return anything they have purchased no questions asked. Some stores have even             customers for anything purchased elsewhere

141.(A) refreshed

(B) refunded

(C) refused

(D) regarded

in order to create a satisfied customer who will come back to OmniMart in the future. This sends customers a strong message that they can buy anything at OmniMart            they don’t like it or don’t want it, the item can be returned

142.(A) and yet

(B) so that

(C) even as

(D) and if

for a complete refund.

OmniMart’s perfect goal was to have everything the customer could ever want to purchase                 inside his stores so there was no reason for customers

143.(A) comfortable

(B) available

(C) suitable

(D) flexible

to ever need to go anywhere else. OmniMart realized, however that its competitors were also going to be trying to achieve the same aim, so OmniMart decided early on that the best way to distinguish OmniMart would be by combining every-day low prices with the best service offered by any               .

144.(A) comsumer

(B) supplier

(C) retailer

(D) customer

 

  • 中譯

Omni超商的所有門市前面都設有一個服務台──顧客可以不問原因,退還任何他們購買的東西。有些門市甚至連顧客在其他門市購買的東西,都可以退貨退款,目的是讓滿意的顧客,未來再光顧Omni超商。這給顧客一個強烈的訊息:在Omni超商購買的任何不喜歡或不想要的東西,都可以退回,且完全退款。

Omni超商的理想目標是,讓顧客可以在它的門市,方便買到所有他要買的東西。如此一來,顧客就沒必要到其他地方購物了。不過Omni超商發現,它的競爭對手也打算試著達到這個目標。所以Omni超商很早就認定,結合每日低價商品和零售商優良服務,是讓Omni超商與眾不同的最佳途徑。

 

  • 解答 141.(B) 142.(D)  143.(B)  144.(C)

 

Part 7雙篇閱讀 範例

The biggest challenge facing businesses today is not taxes, government regulation or access to capital, but a labor shortage. About half of small businesses are looking to hire someone, and more than 50 percent encounter hiring difficulty. About half of the companies looking to hire someone end up choosing an employee less qualified than they originally thought. Meanwhile, not having had profit-sharing system, these companies face another grim trouble-experienced employees’ job-hopping problem. It makes labor shortage more serious.

 

—————————————————————————————————

 

Rock Brand believed that by sharing profits with all staff he is treating them the way he would treat a partner. Employees who are treated as partners begin to act like partners in their interactions with customers, suppliers and their own management. Partners are empowered people, and thus staff begin to feel empowered and do their duties more seriously and ardently.

The idea of profit sharing was actually quite common when Rock Brand started doing it in 1999. In later years, however, Mr. Brand would identify this practice as being the single best thing the company had ever done.

At first, Rock Brand thought he would provide profit sharing opportunities to his managers only. His young brother managed to persuade him it would be better to offer profit-sharing to all employees, even part-time employees. He suggested this would encourage everyone to think and act like an integral part of the business rather than being only employees. Rock Brand saw the wisdom in this idea and started placing a fixed percentage of Supertech’s profits into a pool that was then distributed to all company employees.

According to the Supertech profit-sharing plan, the company contributes about 7 percent of each employee’s wages into a personal profit-sharing plan account. When the employee leaves the company, he or she is entitled to take whatever is in their account either in Supertech stock or in cash. In addition, employees can also earn an incentive or bonus as an extra percentage of their wage based on performance. Employees may also receive a holiday bonus is based on their length of service with Supertech.

  • 中譯

今天企業所要面對的最大挑戰,不是課稅、政府法規或資金的取得,而是勞工短缺的問題。大約一半的小企業,在聘僱人員時,超過百分之五十個公司會碰到徵才的困難。約莫半數的公司,最後只得選擇比他們原先預期的資格還差的員工。同時因為沒有分紅制度,這些公司面臨了另一個嚴酷的困境,就是有經驗的員工跳槽的問題,這使得勞工短缺更加嚴重。

 

————————————————————————————————————-

 

Rock Brand認為:和所有員工分享獲利,就像是把他們當成股東一樣。被看作合夥人的員工,就會開始以合夥人的作為,和顧客、供應商以及他們自己的管理階層互動。合夥人是得到公司授權的人,所以員工也開始覺得被賦予權力,會更認真、熱心地盡他們的責任。

Rock Brand在1999年開始實施分紅制度時,「分紅」的觀念其實已經十分普遍。不過,到後來幾年,Brand認為這項作法,是公司所做過的唯一最好的措施。

起初,Rock Brand只想提供分紅的機會給他的經理們。他的弟弟總算說服他:最好提供分紅給所有員工,甚至包括兼職的員工。他指出:這樣可以鼓勵每個人,把自己當成企業中不可或缺的份子去思考和工作,而不僅只是受雇的員工。Rock Brand看出了這個構想的智慧,便開始提撥固定比例的Supertech紅利到員工的共有分紅裡,然後發放給公司的所有員工。

根據Supertech的分紅計畫,公司提撥每位員工薪資的百分之七,到個人的分紅計畫帳戶中。當員工離開公司時,有權選擇以Supertech的股票或現金,提領他們帳戶中所有的紅利。此外,依據個人表現,員工還可獲得薪水之外的獎勵金或紅利。根據年資,員工也可能得到節日獎金。

 

  • 解答 153.(B) 154.(D)  155.(A)  156.(B) 157.(C)

 

以上是New TOEIC新題型Part 6短文克漏字和Part 7雙篇閱讀的介紹,筆者所撰寫的範例,深淺難易度大致和全真試題相符。謹此提供讀者們參考,希望讓讀者們對New TOEIC多所了解、早作準備。同時,筆者編著的「21天多益閱讀突破」,將於四月底出版,首版特價NT$150元。該書新舊題型並列,提供讀者們一窺2008年的新題型,包括填空、短文克漏字、以及單、雙篇閱讀,更詳列了多益常考字彙、片語和基本用字,方便讀者們理解記憶。敬請讀者諸君拭目以待!

SHARE