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听音频，回答以下问题。What do we know about the Amsterdam American Hotel according to the talk?
A . It’S near the Leidseplein Square．
B . It has altogether l75 9uestrooms．
C . It was built in the l9th century．
D . Its location is very good．
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What do we know about the company?
A . It needs new employees badly．
B . It gives quick responses routinely．
C . It is a newly established business．
D . It is very cautious in decision。makin9．
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Having studied the INMARSAT document, GMDSS document, SOLAS Convention and other international navigation documents, we all know that the Chapter IV of SOLAS Convention is mainly about（）.
A . the radio regulations
B . the technical terms and definitions
C . how to operate the GMDSS SES equipment
D . Maritime Communicatio
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How much does the customer know about Chinese?
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Why we have to know something about the Western holidays?
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What do we know about the expression “竹林七贤” ?
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The passage suggests that we could have learned much more about our past than we do now if the ancient people had ___________ .
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What do we know about the phrase “草头露” ?
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听力原文：F: Mr. Rice, I know we've asked you here to talk about EBS University, but before we begin, let's talk about the company. EBS Electronics seems to be enjoying a boom at the moment. Can you put some figures on that？
M: Yes ... well ... in 1990, EBS's total sales were $11 billion. But in 1996, our sales grew by more than 5 billion and the sales total for the year was $27 billion. So ... while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 50% ... though recent developments have changed that.
F: And what about international expansion？ Where are your big growth markets？
M: Over the next five years, we'll be hiring 100,000 new employees... in Asia alone, it'll be 60,000. The real development during this period will be concentrated in East Asia—mostly in China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to $100 billion. A few years ago, I'd never have dreamed that we'd be selling $3 billion dollars worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all.
F: Can we talk about EBS University itself？ Can you explain—simply—how it works, and who it's for？
M: I suppose it's really similar to a community-based education system—a bit like a village school—except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit.
F: And what kind of education and training is actually on offer？
M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues—both for people and services. We also offer a range of options, everything from personnel, finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin.
F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？
M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days' training a month, the minimum is fixed at three days a year. We also have a feedback system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions.
F: So you really do believe in investing in your employees？
M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training—to 'maintain them', if you like, because we think they're important. A piece of machinery, however, gets as much as 10%-12% of its purchase price spent oil maintenance now, I believe that people are more important than machines, so we still have a long way to go.
F: It would seem, though, that EBS is more broad-minded than many firms in its approach to educating and training its employees.
M: Well, EBS has been in a state of constant renewal since it was founded in 1938, but it wasn't until the late seventies onwards that the company started trying out new methods of training and education. EBS University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes EBS from other multinationals is that we educate all our employees and not just management.
F: Thank you, Mr. Rice, and I hope that EBS University continues to do well in its educational role.
&8226;You will hear a radio interview with Brian Rice, president of EBS University, the training and educational body set up by the electronics company, Torntec.
&8226;For each qu
A．5 billion dollars.
B．11 billion dollars.
C．27 billion dollars.
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What do we know about the woman's trip？
A．It's in March.
B．Its destination is Rome.
C．It's in June.
D．Its destination is Greece.
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What do we know about WWW？
A．It spread quickly after put in use.
B．It didn&39;t become available to the public until 1991.
C．It was used as a way to retrieve information at first.
D．All of the above.
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听力原文：F: Mr. Winter, I know we've asked you here to talk about Thorntec University, but before we begin, let's talk about the company. Thorntec Electronics seems to be enjoying a boom at the moment. Can you put some figures on that？
M: Yes…Well…in 2000, Thorntec's total sales were 20 billion. But in 2005, our sales grew by more than 5 billion. So…while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 25%…though recent developments have changed that.
F: And what about international expansion？ Where are your big growth markets？
M: Over the next five years, we'll be hiring 100,000 new employees…in Asia alone, it'll be 60,000.The real development during this period will still be concentrated in Asia -- mostly China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to '100 billion. A few years ago, I'd never have dreamed that we'd be selling '2 billion dollars' worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all.
F: Can we talk about Thorntec University itself？ Can you explain -- simply -- how it works, and who it's for？
M: I suppose it's really similar to a community-based education system -- a bit like a village school -- except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit.
F: And what kind of education and training is actually on offer？
M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues -- both for people and services. We also offer a range of options, everything from personal finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin.
F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？
M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days training a month, the minimum is fixed at three days a year. We also have a feed back system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions.
F: So you really do believe in investing in your employees？
M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training -- to "maintain them", if you like, because we think they're important. A piece of machinery, however, gets as much as 10-12% of its purchase price spent on maintenance…now, I believe that people are more important than machines, so we still have a long way to go.
F: It would seem, though, that Thorntec is more broad-minded than many firms in its approach to educating and training its employees.
M: Well, Thorntec has been in a state of constant renewal since it was founded in 1928, but it wasn't until the late sixties onwards that the company started trying out new methods of training and education. Thorntec University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes Thorntec from other multinationals is that we educate all our employees and not just management.
F: Thank you, Mr. Winter, and I hope that Thorntec University continues to do well in its educational role.
You will hear a talk between a young employee and a senior cashier of a firm.
You have to complete the sentences 23-30 by choosing the correct answer.
Mark one letter A, B
A．20 billion dollars
B．26 billion dollars
C．23 billion dollars
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What do we know about the Internet news voucher？
A．It may help the public enhance political understanding.
B．It will be funded and thus controlled by the government.
C．It may be a good way to revive serious journalism.
D．It will spread liberal values and save serious journalism.
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What can we know from the news about Martin Kippenberger？
A．He died in the 18th century.
B．He has left not only one work to the world.
C．The city of Dortmund has many of his works.
D．He was the most talented artist in Germany.
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What do we know about the Parked auto collision？
A．The insurer can get the coverage if he has an accident.
B．Many companies offer discounts on this insurance type.
C．It has no difference with the collision.
D．The insurer's costs can be covered in a hit-and-run accident.
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As we are on the point of some important business with them,we should like to know exactly about their credit____.
A．transmitting
B．transferring
C．transacting
D．transporting
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-Good morning. Can I help you -Yes. I want to stay here one more night. Q: What do we know about the man ____
A．He wants to extend his stay．
B．He is checking in．
C．He is checking out．
D．He is getting some information．
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What do we know about college graduates in the present sour economy？
A．They have a positive outlook for the future.
B．They remain unaffected by the recession.
C．Job prospects for them don't look good.
D．Starting salaries for them have increased.
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What do we know about the man's dog？
A．The other dogs are afraid of him.
B．It eats only cat food.
C．It like cats better than dogs.
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What do we know about the British from the first two paragraphs？
A．They are hard to please.
B．They are nice and moderate.
C．They are prone to boastfulness.
D．They are modest yet optimistic.
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What can we know about the present epidemic ---swine flu？
A) The genes of the flu virus come from pigs.
B) It will soon spread and cause a pandemic.
C) There has been further change in the genes of the viruses.
D) It is similar to the influenza pandemic of 1918 to 1919.
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We can know from the information given in the passage that the moon must be about________
A.two million
B.300，000
C.480 times 300，000
D.400，000
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In a world whereit seems we already have too much to do, and too many things to think about, itseems the last thing we need is something new that we have to learn.But use cases dos
A．impossible
B． possible
C． sensible
D． practical
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When we talk about intelligence, we do not mean the ability to get a good score on a certain kind of test, or even the ability to do well in school. These are at best only indicators of something larger, deeper, and far more important. By intelligence we mean a style. of life, a way of behaving in various situations. The true test of intelligence is not how much we know what to do, but how we behave when we don’t know what to do.
The intelligent person, young or old, meeting a new situation or problem, opens himself up to it. He tries to take in with mind and senses everything he can about it. He thinks about it, instead of about himself or what it might cause to happen to him. He grapples (努力克服) with it boldly, imaginatively, resourcefully (机智地), and if not confidently, at least hopefully: if he fails to master it, he looks without fear or shame at his mistakes and learns what he can from them. This is intelligence. Clearly its roots lie in a certain feeling about life, and one’s self with respect to life. Just as clearly, unintelligence is not what most psychologists seem to suppose, the same thing as intelligence, only less of it. It is an entirely different style. of behavior, arising out of entirely different set of attitudes.
Years of watching and comparing bright children with the not-bright, or less bright, have shown that they are very different kinds of people. The bright child is curious about life and reality, eager to get in touch with it, embrace (捉住机会) it, unite himself with it. There is no wall; no barrier, between himself and life. On the other hand, the dull child is far less curious, far less interested in what goes on and what is real, more inclined (倾向于) to live in a world of fantasy. The bright child likes to experiment, to try things out. He lives by the maxim (格言) that there is more than one way to skin a cat. If he can’t do something one way, he’ll try another. The dull child is usually afraid to try at all. It takes a great deal of urging to get him to try even once; if that try fails, he is through.
Nobody starts off stupi
D.Hardly an adult in a thousand, or ten thousand, could in any three years of his life learn as much, grow as much in his understanding of the world around him, as every infant (婴儿) learns and grows in his first three years. But what happens, as we grow older, to this extraordinary capacity for learning and intellectual growth？ What happens is that it is destroyed, and more than by any other one thing, it is destroyed by the process that we misname education – a process that goes on in most homes and schools.
11. The writer believes that intelligence is doing well on some examinations.
A.True
B.False
12. The writer believes that “unintelligence” is a particular way of looking at the world.
A.True
B.False
13. Why does the writer say that education is misnamed？
A.Because it takes place more in homes than in school.
B.Because it discourages intellectual growth.
C.Because it helps dull children with their problems.
D.Because it helps children understand the world around them.
14. “There’s more than one way to skin a cat.” Which of the following maxims has a similar meaning to this one？
A.If at first you don’t succeed, try, try, and try again.
B.All work and no play makes Johnny a dull boy.
C.Make new friends and keep the old; one is silver and the other is gold.
D.Make hay while the sun shines.
15. “It is an entirely different style. of behavior, arising out of an entirely different set of attitudes.” “It” in this sentence refers to （） .
A.intelligence
B.behavior
C.life
D.unintelligence
