2020下半年山西bec商务英语报名时间及报名条件.doc

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1、2020下半年山西bec商务英语报名时间及报名条件 山西2020下半年bec商务英语什么时候报名，这是考生很关心问题，今天给大家带来了2020下半年山西bec商务英语报名时间及报名条件，希望能够帮助到大家，下面就和大家分享，来欣赏一下吧。2020下半年山西bec商务英语报名时间及报名条件报名条件参加商务英语考试不需要任何特殊资格，报名不受年龄、性别、职业、地区、学历等限制，适用人群为具有初、中、高级英语水平者，且以从事商务工作为学习目的。任何人(包括学生、待业人员等)均可持本人身份证到当地考点报名。在华工作的外籍人员和现役军人亦可持本人有效身份证件及两张照片报名参加考试，也可持工作证和单位介绍

2、信报名。2020下半年山西bec商务英语报名时间暂未公布通知，因上半年考试时间延期，预计今年上半年BEC商务英语考试时间取消，合并至下半年2020年11月举行。这样一来，很多考生关心bec下半年报名时间。2020年下半年BEC商务英语报名时间暂未公布，根据历年报名时间预计7月-9月进行，广大考生可参考2019年下半年报名时间：年份 上半年时间报名时间 上半年考试时间 下半年报名时间 下半年考试时间 2020 1月15日9时3月6日 5月16、23、30日延期 暂未公布 11月21日、28日、12月5日2019 1月15日9时3月20日 5月18日、5月25日、6月1日 7月15日9时9月20日

3、23时 11月16日、23日、30日 现在已已进入6月下旬，那么下半年报名是否会在7月份如期进行，让我们一起期待。报名方式剑桥商务英语证书考试的报名方式是由教育部考试中心所属教育部考试中心海外考试报名信息网提供的全国统一网上报名。网址为: 。网上报名1、网上报名相关准备电脑系统：剑桥商务英语证书考试网上报名要求您使用联接互联网的电脑并装有浏览器(推荐使用Microsoft IE 9、10、11和火狐最新版本)。推荐显示分辨率设为 1366.68。电脑须安装简体中文输入法以输入考生中文姓名和地址。在汉字输入状态下，须采取半角方式输入数字。网上支付考费：剑桥商务英语证书考试费的支付方式仅限于网上支

4、付。考生可任选报名网站所连接的网上银行支付系统交纳考费。身份证件规定：剑桥商务英语证书考试报名和考试入场对身份证件的要求规定如下：中国大陆考生参加考试必须携带的唯一身份证件是有效的“中华人民共和国居民身份证”原件。根据中华人民共和国身份证法，任何中国公民无论是何年龄，均可向户籍所在派出所申领身份证。特别提醒未申领身份证的青少年考生提前办理，以免影响考试。香港、澳门地区考生必须使用有效香港、澳门身份证原件;台湾地区考生必须使用有效台湾居民往来大陆通行证原件。外国籍考生必须使用有效护照。考生报名时须如实、准确提交身份证信息，包括：证件类型、证件号码、中文姓名、拼音姓名、性别和出生日期，确认提交后，

5、不得更改，并将打印在准考证上;考生在考试日须携带与准考证信息一致的有效身份证件原件。出现下列情况之一的考生，将被拒绝入场，并不退还考费或改期安排考试：抵达考点与网上报名所选考点不一致;未携带准考证或规定的有效身份证件;所携身份证件的有效性未通过核验;身份证件类型和号码与所持准考证显示信息不符;身份证件相片与本人明显不符;未按准考证规定时间到达考场;不服从监考人员的管理，扰乱考场秩序。2、网上报名过程中重要时限网上支付时限：考生须在选择考点、考试级别、考试时间填写个人报名信息及背景问卷(下称：预订考位)后24小时之内完成网上付费，如考生只预订了考位，未完成考试费支付，并不意味着考生已报名成功，在

6、24小时之后系统将自动取消尚未支付考试费考生已预定的座位;考生在未支付考试费的情况下，在24小时之内也可随时自行取消已预定的座位。准考证打印时限：考生须在笔试考试日前5天之内，登录报名网站的个人账户下载和打印准考证。商务英语听力指导：正式商业交流-研讨会Lesson OneFormal Verbal Communication in Business I正式商业交流 (1) 研讨会Part I ObjectivesProcedures of Seminars Leading and Commonly Used Sentence Structures研讨会各个程序及常用句型Questioning

7、 Techniques提问技巧A Leader and A Good Listener, At the Same Time做好的听众，做好的Giving Criticism提出批评观点的技巧Part II The How-TosLeading Seminars/ Questioning TechniquesGeneral procedures of a seminar/lecture1) Self-introduction2) Introduction of Topic3) Describing sequences and timing4) Highlighting information5)

8、 Involving the audience6) Giving instructions7) Checking understanding8) Asking questions9) Clarifying questions10) Evading questions11) Inviting comments12) Interrupting13) Transitions14) Reformulations15) ClosingLanguage ReferenceSelf-introduction 自我介绍Good morning, Im - and Ive been invited to giv

9、e this talk/ presentation / lecture because-I have done research in / I have a special interest in / my experience is inIntroduction of Topic 话题介绍In my presentation/talk/lecture today I shall be dealing with-The subject of my - today is -What Id like to do today is introduce/suggest/ analyse/ descri

10、be / explainMy topic/subject today is -I shall be dealing with 2/3/4. main areas/topics/subjects todayDescribing Sequences and Timing 程序介绍与时间安排First I want to /spend a few minutes outlining -/remind you of the background to/summarise the -/explain-/ present-Next I shall-/after that I will take the o

11、pportunity of describing-/Then well look at-Finally I want to-Highlighting Information 重点介绍(Rhetorical questions)So, what does that mean?/How can we interpret this?/Whats the explanation for this?/What are the implications of these findings?(Change of focus)What that tells us is/What Im suggesting i

12、s/What is clear is that(Introducing auxiliary verb)So clearly we do need to-/Obviously they did understand that-/ Of course you do wan to know why-Involving the Audience 听者的参与Lets have a show of hands, how many of you agree with -Im sure we all know what its like to-Let me ask you spend a couple of

13、seconds thinking about-Well, what would you do, I wonder-Just look around the room and take a note of /how many men are wearing a tie-/how many people are wearing jeans-/the average age of the participantsGiving Instructions 给予指示For this exercise, we are going to work in pairs: groups of 3/4/5Make a

14、 note of these words/figuresRead the paragraph on page -Please note that I shall be timing the exercise and you have exactly 7 minutesNow complete the questionnaire and put your name in the top left-hand cornerChecking Understanding 随时观察听者反映Is everyone with me so far?Are there any questions at this

15、stage?Would anyone like me to run through that again?If you have any problems with the detail, dont worry because all the information is in your handoutAsking Questions 询问问题Direct questions/open-ended:What/why/how/where/whenClosed questions :Do you/did youDelicate questions:I was wondering if/ could

16、 I ask you/ would you mind telling me/if its not indiscreet Id like to know/might I ask/may I askClarifying Questions 澄清问题So you want to know about-/is it the figures that worry you/ when you say-do you mean-/If Ive understood the question you want to know about-Evading Questions 回避问题Thats not reall

17、y my field-/ thats a bit outside the scope of todays topic/ I havent got the precise information with me today/ thats not really for me to say/Id need notice of that question to answer you in full/this is not really the place to discuss that matter/ perhaps thats a question for another meetingInviti

18、ng Comments 鼓励并听取意见Has anyone got any questions at this point?Would anyone like to comment on that?Does anyone disagree with my last point?Can anyone confirm my experience?If nobody has any questions then Ill move onInterrupting 中断Id like to discuss it further, but I think its time to move onCould I

19、 just stop you there-If I might just add-Im sure wed all agree, but perhaps we should get back to the main pointTransitions 过渡If we could now turn to-/my next point is-/ what I want to do next is -/ lets move on to-/that completes my analysis of-/so, now we are going to-Reformulations 总结If I might j

20、ust go over that again-/so, in summary-/ just to remind you of the key facts/the main points/ the advantages of-/my main arguments were-Closing 结束Thank you for listening to me todayI hope you have found my presentation usefulThank you for your attentionQuestioning Techniques 提问技巧Reasons for asking q

21、uestions:To obtain informationTo find out the opinions of other peopleTo ask other people to contribute ideasTo find out the reasons behind eventsTo seek confirmationThe status of the questionerThe questioner may have an official need to ask questions - work-role, legal power, etc., or the questione

22、r may have an entirely personal curiosity to satisfy. If the role is official, the questioner needs to choose the questioning style with care in order to produce the required results. Questioning can be quite a threatening activity in some circumstances. For example, if the questioner wants informat

23、ion , then the person who has that information may feel that s/he is being asked to give up something that represents an advantage. If the questioner is merely curious in a social setting , then the important point is the level of delicacy of the question. In most cultures, very personal details suc

24、h as how much money we earn is too private to form the subject of questions by others.Choices of question styleClosed v. openClosed questions permit only yes/no answers. They may therefore be more threatening than open questions because they leave no room for expansion or explanation. The questioner

25、 needs to decide if it would be more tactful to ask:Have you finished that report yet?OrHow are you getting on with that report?The first question implies that the report is now due; the second merely asks for a progress statement. The open question allows the respondent to elaborate and does not ha

26、ve overtones of authority.Wh- type questionsQuestions starting with question words: what, when, why, who, how, are open questions but they are also very direct. Too many questions like this have the flavour of an interrogation and may make the person being questioned feel uncomfortable. It may be ne

27、cessary to preface the questions with phrases that show the questioner is aware of the intrusiveness of the question:May I ask youCould you tell meWould you mind telling meI wonder if I could ask you.I would be interested in knowingIf its not indiscreet, may I ask .I know its not really my business,

28、 but.Facilitative styles of asking questionsIf the intention of the questioner is really to prompt the interlocutor in disclosing information freely, then question techniques may not be appropriate at all. Instead it might be better to echo and to reformulate in order to give the interlocutor the op

29、portunity to expand.Illustrative dialogueA. Well, I live in a flat in a rather poor part of town.B. Poor part of town?A. Yes, its quite dirty and the streets are badly lit. Thats why I dont like going out alone at night.B. So youre frightened to go out alone?A. Well, yes because we hear of attacks a

30、nd muggings. Thats why I want to leave.In this dialogue, speaker B doesnt try to take the initiative, but merely echoes and reformulates to prompt speaker A to say what worries her.Part III Lets Talk BusinessLEADING THROUGH CHANGE: Listening as a leaderOften, when we think of communication, we think

31、 of speaking, presenting, writing-delivering a message in some way. But an effective communicator is also adept at receiving messages. You wont budge people toward a goal if they dont feel that theyve had input, that theyve been heard and understood, and that the vision theyre working toward is also

32、 their own vision. Listening to your followers is the only way you can make this happen.To be a good leader, HEAR OUT what others have to say:Hold judgment and hold eye focus Listen carefully and with an open mind-if youre defensive you may miss critical information. Dont formulate your answer while

33、 a person is still speaking. Watch for subtle body language that may offer extra clues to the speakers true meaning. Also, hold eye focus. If you dont look at the person who is speaking to you, you cant establish trust. As a leader, you want followers to trust you and believe in you.End all other ta

34、sks. Show respect for people by putting aside your paper, lunch, etc., and dont take phone calls. Youll be better regarded, and youll save time. By doing it right the first time, there wont be misunderstandings or any need to repeat information. Be ready to job down notes as the person speaks.Allow

35、the speaker to finish. Dont interrupt. Dont change the subject. Dont finish sentences for the speaker. Remain quiet until youre sure the speaker has completed his or her thoughts.Read between the lines. As you listen to the speaker, listen for what might be left unsaid. Its not always easy for a per

36、son to approach someone in a more senior position and tell it like it is. If you want to get an honest opinion of some of your ideas and actions, youll need to probe. Youll also need to value that feedback and the person who gave it to you. Never shoot the messenger.Outline your understanding. Once

37、the person is finished speaking, reiterate what you believe to be the main ideas, issues, etc. State them simply and, if possible, try to rank them from most important to least. At each step, ask the speaker if youve correctly heard the message. Take the time to be certain, or youve both simply wast

38、ed time.Underline major points. Once you and the speaker agree on the main ideas that have been uncovered, focus your attention on one or two of the most important: What needs to be done right now to make the speaker-and you-acknowledge that something positive has been accomplished? What else can be

39、 done in the future? Set a date to revisit these main ideas and to discuss progress.Test the waters. Take what youve learned and test it with others. What are others feeling and thinking? Is this an isolated issue? Dont take it any less seriously but if its a movement of sorts, youll need to address

40、 it differently. Testing the waters allows you to explore the real needs, fears and hopes of your followers and incorporate them into your shared vision. Remember, if youre trying to move people in a new direction, you must know here theyre coming from.People dont always need leaders to agree with t

41、hem and act on their suggestions. But people always do need to feel their leader cares enough to listen. When people are uncertain what tomorrow may bring, a leader with a reputation as a good listener may be the most prized employee in any organization. Work hard to make yourself that person.Part I

42、III Exercises and DiscussionExercise to sensitize your questioning techniques.1 Write on the board a list of 5 or 6 prominent people that everyone knows. Some of these people should be the subject of current controversy.2 Write a question of each type (see reasons for asking questions at the beginni

43、ng of this unit) and address each of your questions to one of the people you have listed.3 Now grade their questions for levels of delicacy on a scale 1 - 5, with 5 being the most delicate.4 Check their questions for the appropriateness of their style - are they open or closed; direct or indirect? A

44、djust the phrasing of the questions to suit the level of delicacy.5 Lets discuss the results.Give examples of situations where open/closed types of questions are generally asked.Choose one of the following topics and make it into a seminar. Try to incorporate all the 15 elements mentioned in part II

45、.- How to boil an egg- How to organize a picnic for your company- Key factors consumers should be aware of when purchasing a DVD playerRewrite the conversation between John and Mary in Part five. Discuss on the possible outcomes of the conversation with your partner.Part V Supplementary MaterialsGiv

46、ing CriticismWhen its necessary to criticise the work of colleagues it is important to do so in a manner that is supportive and that permits the other person find ways of improving his or her performance. To do this we need to:Concentrate on the error, not on the personAvoid generalizationsProvide specific examples of the problems that need attentionMake helpful suggestions for improvementAvoid a one-sided attackAvoid insinuations and hintsConduct the criticism in private so as not to humiliate the other personRead the dialogue below an