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You lost the PRODSTD tablespace， which was read-only. The tablespace was read-only when the last backup was taken. How would you recover the tablespace？（）
A . restore the tablespace from the backup， and then perform an incomplete recovery
B . restore the tablespace from the backup， and then apply all the redo information
C . restore all the data files in the database， and then perform an incomplete recovery
D . restore the tablespace from the backu
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You are in the process of creating a new application. This new application has to be able to read all data from a text file. What should you do?（）
A .https://assets.asklib.com/images/image2/2018072715444624617.jpg
B .https://assets.asklib.com/images/image2/2018072715445068298.jpg
C .https://assets.asklib.com/images/image2/2018072715445464634.jpg
D .https://assets.asklib.com/images/image2/2018072715445747977.jpg
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Excuse me. Is this table taken?（）
A . We haven‘t booked the dishes.
B . We haven‘t ordered the dishes.
C . Yeah. I‘m saving these seats for friends.
D . Yeah. I‘m stuffed.
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Normally when we read our eyes flick backwards and forwards over the text.（）
A . 正确
B . 错误
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Our text is taken from No Room in the Ark .
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&8226;Read the following article about a successful British businessman and the questions on the opposite page.
&8226;For each question 15-20, mark one letter (A, B, C or D) on your Answer Sheet, for the answer you choose.
Every year British universities turn out 15,000 graduates in business studies. Many dream that they will one day be running a major business, wielding power and influencing markets. But only a very few will climb to the top and realise their fantasies. For the rest, compromise, disappointment, mediocrity and an alternative career away from the mainstream action will be their lot. Peter Blackburn is chairman and chief executive of Nestle UK, which employs more than 12,000 people and has a turnover of ￡1.8 billion. His advice to those who wish to move ahead of the pack is as straightforward as the man. "Take all your qualifications seriously. Although many top executives do not have first-class honours and it is often a disadvantage to be an intellectual, qualifications are increasingly important, as is the quest for improvement."
"I do feel that an international dimension helps every career. It says something about the person and if they have worked in another language, it gives a manager the important dimension of realising that each market is part of something bigger. Also it is always important in any career to keep your options open as events can take an unexpected turn. When they did for me, I acted accordingly. I still have to pinch myself to remind myself what I am doing. Even 10 years ago I didn't think this is what I would end up having achieved." "In the end, those that get right to the top retain their 'people touch', which can be very difficult as one gets swept up on the fast track of corporate life. But those who never forget where they have come from and keep their feet on the ground have a real advantage. The important thing is that you should never ask someone else to do something you couldn't do yourself. I am always looking for those who have the determination, the steel to see through our corporate objectives. I also want managers who can be role models for the next generation, people who will be an inspiration."
Blackburn started out working for a small confectionery company and was responsible for clearing up a major financial scandal when it was taken over by a larger company, Rowntrees. This was a project which marked him out and gave him visibility in Rowntrees. While many successful careers can easily be seen as an almost predictable procession, there are always one or two moments when success in a project promotes the executive, bringing star quality and something of an aura. However, if at the decisive moment a mistake is made, then the executive, instead of moving sharply forward, disappears into the pack and others are given their chance.
When Rowntrees was later taken over by Nestle, Peter Blackburn went on television and argued against the takeover. When the dust settled, the winners rewarded their spirited adversary. "l have always believed in doing the best that I can in any situation. Sometimes you have to make difficult decisions and then it's important to meet them square on. I have been fortunate in that the evolving company that I am now involved with has always believed in strong social values and has behaved as humanely as possible when it has been forced to close or to sell one of its businesses."
Peter Blackburn's career has been marked by two company takeovers. Many successful takeovers have been characterised by the new owners looking at the second layers of management and giving them a free rein. Mr Blackburn has. benefited from this process twice and says: "In both the takeovers I have been involved with, success has been achieved because the new owners have not gone in for ,wholesale clearouts. They have realised that it is the existing people who understand
A．be realistic about their abilities.
B．make sure they choose the right post.
C．improve their relations with other executives.
D．have a good educational background.
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&8226;Read the article below about how to read annual report and the questions on the opposite page.
&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
How to read annual reports
First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story.
Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it.
Now begin digging into the numbers!
One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow.
The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around？ When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business？ If so, profits may be soaring.
Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't.
Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be？ Better or worse than the industry norms？ In company-watching, comparisons are all. They tell you if management is staying on top of things.
According to the writer, the most important element of the chairman's letter is
A．the expressions used.
B．the explanations given by the chairman.
C．the performance of the company during the year.
D．the company's future described by the chairman.
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What is not a true friend from the text you read？
A．The one who can be believed.
B．The one who can be respected.
C．The one who is rich.
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Part B （10 points) You are going to read a text about Gold-Medal Workouts, followed by a l
Part B (10 points)
You are going to read a text about Gold-Medal Workouts, followed by a list of examples. Choose the best example from the list A—F for each numbered subheading (41—45). There is one extra example which you do not need to use.
Drawing on biomechanics and other sports science, Olympic hopefuls target just the right muscles and moves. Olympians of yesteryear shared the same goal, but they would hardly recognize today's training techniques. To achieve to Olympian ideal of "faster, higher, stronger," coaches now realize, athletes don't have to train more but they do have to train smarter. That's why, these days, cross-country (Nordic) skiers kneel on skateboards and tug on pulleys to haul themselves up a ramp.
By analyzing every motion that goes into a ski jump or a luge run, the science of biomechanics breaks down events into their component parts and determines which movements of which muscles are the key to a superlative performance. Knowing that is crucial for a simple hut, to many coaches and trainers, unexpected reason: it turns out that although training for general conditioning improves fitness, the best way to boost performance is by working the muscles and practicing the moves that will be used in competition. It's called sport-specific training.
(41) Ways to work the right muscles and train the right patterns of movement.
Sport-specific training doesn't have to mean running the actual course or performing the exact event. There are other ways to work the right muscles and train the right pattern of movement. Doing situps on a Swiss ball, for instance, develops torso control as well as strength. The Finnish ice-hockey team recently added acrobatics to its training regime because it helps players to balance on the ice, says head coach Raimo Summanen.
Performance-enhancing strategies.
The advances in physiology that have revolutionized training are giving sports scientists a better under-standing of how to improve strength, power, speed and both aerobic and anaerobic fitness:
(42) Training the start-up.
Speed is partly genetic. A star sprinter is probably born with a preponderance of fast twitch muscle fibers, which fire repeatedly with only microsecond rests in between. Speed training therefore aims to recruit more fast-twitch fibers and increase the speed of nerve signals that command muscles to move.
(43) Strength reflects the percentage of muscle fibers the body can recruit for a given movement.
"Someone with pure strength can recruit 90 percent of these fibers, while someone else recruits only 50 percent", says the USOC's Davis.
(44) Developing anaerobic fitness.
Anaerobic fitness keeps the muscles moving even when the heart can't provide enough oxygen. To postpone the point when acid begins to accumulate, or at least train the body to tolerate it, Jim Walker has the speed skaters he works with push themselves beyond what they need to do in competition.
Power is strength with speed.
"One of the biggest changes in strength training is that we're getting away from pure strength and emphasizing power, or explosive strength," says USOC strength-and- conditioning coordinator Kevin Ebel.
(45) Difficulties under way.
It's still difficult to persuade coaches to let sports scientists mess with their athletes.
To overcome such resistance, the USOC's Peter Davis has set up "performance-enhancing teams" where coaches and scientists put their heads together and apply the best science to training. Come February, the world will see how science fared in its attempt to mold athletic excellence.
A. Zach Lund races skeleton (a head-first, belly-down sled race), in which the start is crucial. He has to sprint in a bent-over position
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&8226;Read the article below about a method of learning languages aimed at business people.
&8226;Choose the best word to fill each gap from A, B, C or D on the opposite page.
&8226;For each question 21-30, mark one letter (A, B, C or D) on your Answer Sheet.
Language learning for the busy executive
If you've ever been told by your boss to improve your knowledge of a foreign language you'll know that success doesn't come quickly. It generally takes years to learn another language well and constant (21) to maintain the high standards required for frequent business use. Whether you study in a class, with audiocassettes, computers or on your (22) sooner or (23) every language course finishes and you must decide what to do next if you need a foreign language for your career.
Business Audio Magazines is a new product designed to help you continue language study in a way that fits easily into your busy schedule. Each audiocassette (24) of an hour-long programme packed with business news, features and interviews in the language of your choice. These cassettes won't teach you how to order meals or ask for directions. It is (25) that you can do that already. Instead, by giving you an opportunity to hear the language as it's really spoken, they help you to (26) your vocabulary and improve your ability to use real language relating to, for example, that all-important marketing trip.
The great advantage of using audio magazines is that they (27) you to perfect your language skills in ways that suit your lifestyle. For example, you can select a topic and listen in your car or hotel when away on business. No other business course is as (28) and the unique radio-magazine format is as instructive as it is entertaining. In addition to the audiocassette, this package includes a transcript. with a business glossary and a study (29) The components are structured so that intermediate and advanced students may use them separately or together (30) on their ability.
(21)
A．exercise
B．performance
C．practice
D．operation
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？Read this text taken from an article about the difference between internalization and globalization.
？Choose the best sentence to fill each of the gaps.
？For each gap 9—14, mark one letter (A—H) on your Answer Sheet.
？Do not use any letter more than once.
Internalization and Globalization
One of the most important considerations in the implementation of strategy is the extent to which the organization's activities are spread across geographical regions. H Merchants traveled the known world to sell products manufactured in their home country and to return with products from other countries. Initially, international business simply took the form. of exporting and importing. (9) .
Globalization, on the other hand, is more than simply internationalization. (10) . In order for a business to become global in its operations, we would usually expect a number of important characteristics to be in place. First, global organizations take advantage of the increasing trend towards a convergence of customer needs and wants across international borders.
Second, global organizations compete in industries that are globalized. (11)
Third, global organizations can and do locate their value-adding activities in those places in the world where the greatest competitive advantages can be made. (12)
(13) . The mentality of home base, 'foreign interests' that has been so prevalent among traditional multinational companies is eroded in the culture of global businesses. (14) . The development of an organization's global strategy, therefore, will be concerned with global competences, global marketing and global configuration and coordination of its value-adding activities.
A This might mean, for example, shifting production to a low-cost region or moving design to a country with skilled labor in the key skill cultural differences.
B In some sectors, successful competition necessitates a presence in almost every part of the world in order to effectively compete in its global market.
C Finally, global organizations are able to integrate and coordinate their international activities between countries.
D Finally, global organizations can cooperate with each other very well and can exchange their information in time.
E They have learned to effectively manage and control the various parts of the business cross national borders and despite local area.
F A large multinational company is not necessarily a global business.
G The term international describes any business that carries out some of its activities across national boundaries.
H Some businesses are entirely domestically based, others operate in many countries and yet others in almost all the regions of the world.
(9)
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&8226;Read the article below about credit card in America, and the questions on the opposite page.
&8226;For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.
HOW THE CREDIT CARD CAPTURED AMERICA
The proliferation of platinum American Express cards in the 1980s spawned rumors of an ultimate, highly exclusive, never publicized "Black Card". Carried by billionaires, it reportedly allowed holders to demand private shopping sprees at the world's most exclusive shops and to summon helicopters in the middle of Sahara. American express vehemently denies the existence of such a charge card. But the persistence of the myth suggests the social importance credit cards have for so many Americans. As one business writer puts it, "to have one's credit cards canceled is now akin to being excommunicated by the medieval church."
America's love affair with the credit card began in 1949, when businessman Frank X. McNamara finished a meal in a New York restaurant and then discovered he had no cash. In those days, gasoline and store charge cards were common, but cash was standard for almost everything else. The embarrassed McNamara called his wife, who rushed over to bail him out. His predicament gave him the idea for Diners Club. Within a year some 200 people carried the world's first multi-use credit card.
The problem was to persuade enough people to carry the cards. Diners Club turned to promotions. It gave away a round-the-world trip on a popular television show. The winners charged their expenses and made it "from New York to New York without a die in their pockets".
Banks, sensing among less affluent a pent-up desire to spend, began issuing cards of their own. The first to turn a profit was Bank of America's Bank Americard. Bankers from all over the country descended on its California headquarters to learn the secret of its success--so many that in 1966 Bank Americard, today known as Visa, began forming alliances with banks outside the state. The Bank Americard network soon faced a competitor when Wells Fargo Bank joined with 77 others to create what became Master Charge. After scooping up 1.3 million more "Everything Card" holders from what was then First National City Bank, Master Charge--today's Master Card--became for a while the biggest bank card in the country.
Five million holiday credit-card shoppers would have created a bonanza for the banks, but in the rush to market, the hanks had been less than cautious in assembling their lists. Some families received 15 cards. Dead people and babies got cards. Even a dachshund named Alice Griffin was sent one that promised she would be welcomed as a "preferred customer" at Chicago's finest restaurants.
Hundreds of Chicagoans discovered they could use or sell a car they "found", and by law, the person whose name appeared on it was liable for the charges--even if he or she had never requested or received the card.
When the prime rate hit 20% in 1981, the banks found that consumers didn't mind paying rates of 18--22% on their credit-card balance. High interest rates helped attract new players into the credit-card area, including sears' Discover Card and Visa. Airlines, car and insurance companies, even long-distance phone companies allied themselves with banks to offer credit cards. Experts estimate there are from 15, 000 to 19, 000 different cards available in the country.
Of course, credit cards have not only replaced cash for many purposes, but also in effect have created cash by making it instantly available virtually everywhere. The credit-card advance is becoming as ubiquitous as the automated teller machine.
What is the rumor of "Black card"？
A．The holder can spend freely at the best shops.
B．The credit card allows holders to pay their check without cash.
C．The holders can summon helicopters in desert.
D．The credit card is very important in American society.
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&8226;Look at the statements below and the text about time management on the opposite page.
&8226;Which section (A, B, C or D) does each statement (I-7) refer to？
&8226;For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
&8226;You will need to use some of these letters more than once.
Successful Time Management
A
The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, '1 don't have time to plan today'.
B
Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic.
C
If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to 'fitness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.
D
If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform. your planning in the future.
In order to complete a task well, it may not be necessary to deal with every detail.
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&8226;Read the article below about business and customers and the questions on the opposite page.
&8226;For each question 13-18, mark one letter (A, B, C or D)on your Answer Sheet for the answer you choose.
Focus on Your Customer
If you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it's easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn't easy. The place to start？ A customer-driven business model.
A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services.
If you think this is a daunting task, you aren't alone. Because most enterprises don't have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort.
Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary.
Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships.
Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers' preferred channels and determine if there's some way to optimize them.
Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place.
The first paragraph indicates that loyal customers
A．help reduce costs of the company.
B．are quite common around the world.
C．produce huge profits.
D．are costly to develop.
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&8226;Read the article below about service production and the questions on the opposite page.
&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
The importance of satisfaction and morale
Broadly speaking, job satisfaction is the degree of enjoyment that people derive from performing their jobs. If people enjoy their work, they are relatively satisfied; if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. Morale reflects the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities.
(8) Some large firms, for example, have instituted companywide programs designed specifically to address employees' needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafeteria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and -- most important -- acting on that input give their company an edge in recruiting and retaining productive workers. (9) For example, First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care.
When workers are satisfied and morale is high, the organization benefits in many ways. Compared with dissatisfied workers, for example; satisfied employees are more committed and loyal. (10) In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisfied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations.
Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more likely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. (11) High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity.
(12) The results of one recent study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignored.
A Low morale may also result in high turnover -- the ratio of newly hired to currently employed workers.
B In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace.
C In fact, evidence suggests that job satisfaction and employee morale may directly affect a company's performance.
D Such employees are more likely to work hard and to make useful contributions to the organization.
E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion.
F Companies can involve employee morale and job satisfaction in a variety of ways.
G In
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&8226;Read the article below about losing an accent to achieve success, and the questions on the opposite page.
&8226;For each question 18--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.
LOSING AN ACCENT TO ACHIEVE SUCCESS
It was painful for Irwin Layton to warn one of his recently promoted managers that he had to correct his speech--or it could cost him his career.
The word "voltage" came out of Edwin's mouth sounding like "woltage", and "this" sounded like "dis". This often resulted in mistakes being made in the shipments he ordered. "I was really forced into submission. They said, 'Either you improve your accent or your chances of getting promoted to senior management won't be good,'" said Edwin.
Edwin is a junior manager making $ 51,000 a year at a manufacturing company in Mountain View. Despite of mixed feelings, he hired a speech coach to help him out. He is not alone. Accent reduction is rapidly turning into a major business for speech coaches in the Bay Area and other large cities. Young, first-generation foreign professionals in America hoping to improve their careers appear to make up the majority of those paying to get rid of their accents.
"I have people whose command of English is good--they've gone to universities here in the United States, but when they go into the workplace, they are held back," said Arthur Compton, founder of the Institute of Language & Phonology in San Francisco.
Edwin said he was embarrassed and tried to ignore incidents throughout his career when colleagues would point out his accent and do imitations of his pronunciations for fun. Edwin's experiences early in his career made him very sensitive to the problems he faced with his accent, and, like many others, he compensated by pushing himself to great extremes in education.
"I felt that just because I had an accent, some people thought I was stupid," Edwin said. "They lost patience. They did not want to wait to listen for what I was trying to say. It made me feel so bad. I knew I had so much to offer--my primary motive for working there was to do what I could to improve the company. Yet, none of that seemed to matter to them because they didn't have patience."
Speech coaches and many other professionals say that some Americans have a prejudice against those who speak with an accent.
Losing an accent is hard work. Each language has certain sounds, as we can tell from the many different alphabets, that are just not found in other languages. We learn as babies to make these sounds by moving the lips, mouth, and tongue muscles in set patterns. So a speech coach tries and resets these patterns for people who speak other languages.
For 13 weeks, and at a cost of $ 795, Edwin spent an hour each week with a speech instructor, pronouncing, over and over again, compound words such as "zookeeper", preposition phrases such as "in regard to", as well as words such as "this" and "voltage", all the while looking into a mirror at his mouth. Seeing himself allowed him to have a visual image to go along with the sounds he was making.
"When class was over, I was exhausted," he said. But following the long procession of lessons, he improved by 78 percent, received a healthy injection of confidence, and admitted that he should have done it sooner. His boss, Layton, called it a "win-win" situation, and is so enthusiastic that he is sponsoring a second employee in the program.
How did Mr. Edwin's accent bring trouble to his work？
A．He could not get along well with his colleagues.
B．He made mistakes at work just because of his accent.
C．His talent and passion for work were ignored.
D．Both B and Ｃ.
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This text is most probably taken from ______.
A．a newspaper magazine
B．a technician's report
C．a college textbook
D．a science thesis
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？Read the text below about presentation tips.&8226;In most or the lines 34 -45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.
Know the needs of' your audience. Put what you have to say in a logical sequence. Ensure your speech will be captivating up to
34 your audience as well as worth their time and attention. Practice
35 and rehearse of your speech at home or where you can be at ease
36 and comfortable, in the front of a mirror, your family, friends or
37 your colleagues. Use a tape-recorder and listen to yourself. Videotape
38 your presentation and analyze on it. Know what your strong and
39 weak points are. Emphasize your strong points during your presentation.
40 When you are presenting it in front of an audience, you are performing
41 as an actor is on stage. How much you are being perceived is very
42 important. Dress appropriately for the occasion, Be solemn if your
43 topic is serious. Present the desired image to your audience. Speak
44 slowly, enunciate clearly, and show off appropriate emotion and feeling
45 relating to your topic subject. Vary the tone of your voice and dramatize if necessary.
(34)
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New accountants are advised to read their job______carefully before they are assigned new clients to be taken care of.
A．described
B．descriptions
C．describing
D．descriptive
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by while-reading, we mean activities that students do before they read the text in detail.（)
是
否
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•Read the text below about an accountant.
•Choose the best word to fill each gap, from A, B, C or D.
•For each question 19 33 mark one letter (A, B, C or D) on your Answer Sheet.
•There is an example at the beginning,
Charlie Has a Chance to Get Ahead
Charlie is employed known an accountant in a small assembly plant in the Midwest. In his seven years at Astro-Technology, he has become (19) with most of the 200 employees and enjoys the (20) of his office and the company attitude toward him. However, in the past three years, he has not received a promotion, and there is little chance for one in the near future. The raises he has (21) have not kept up with inflation. He has discussed the situation frequently with his wife, Rita, who is. working as a personnel officer at a research firm in town.
Although Rita has never told Charlie, she feels that her job has more status than his (22) Charlie earns slightly more than income, she has more flexible hours, more holidays with pay, better company fringe benefits, and apparently more status when the two companies' organizational charters are (23) Rita enjoys her present position and the salary she receives.
The two daughters are doing well in grammar school and are active in girl scouts and the 4H Club.
A month ago Charlie (24) a new position for an accountant in their home office in Dallas. He knows that his company has a (25) of promoting from within, and his supervisor feels that he would have a good chance of getting the position. It would mean an immediate 15 percent (26) in pay; more prestige, because he would have a private officer and more (27) for promotions. He applied for the position, but was afraid to tell his wife. When the interview was (28) he informed Rita that he had to go to Dallas for a seminar.
Charlie was (29) with Dallas and the possible neighbourhoods his family could select to make their home. The home office was impressive! Dark walnut and chrome were everywhere, and the personnel in the office were very friendly. After a tour of the facility he had an interview with five managers.
A week later he was (30) that he was one of the three finalists. He was excited and eager to accept the position if it was offered him. That night, when he told Rita, she Was (31) The move would mean they would have to leave their lovely home that they had been remodeling over the last seven years. The girls would have to find new friends.
Finally and most (32) could Rita find a job as good as the one she has？ It seemed unfair to force her to move and give up a good job, just so Charlie could satisfy his own (33) It turned into a real argument. Charlie wanted to move and Rita did not. Charlie was saying that he is a striver and Rita was saying she is happy with their status in life.
(19)
A．known
B．acquainted
C．acquaint
D．knowed
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•Read the text below about a European rail service and the questions below the passage.
•For each question (13-18), mark one letter (A, B, C or D) on your Answer sheet for the answer you choose.
Success of New Rail Links in Europe
The Eurostar company is now running frequent train services using the tunnel built beneath the sea between Britain and France. Millions of passengers have already travelled on Eurostar trains and there are now twenty services a day between London and Paris and nine between London and Brussels.
Eurostar has already won 40% of all passengers from the UK to Paris and Brussels but further growth will depend on the business market. The early morning departure to Paris is proving popular, especially for business people from London who need to do a full day's work in the French capital.
However. exactly how many of Eurostar's passengers are business travellers is unknown. While first-class accommodation has been 70% fill, many of these passengers are travelling on holiday: one travel agent estimates Eurostar has only 20% of the business travel market. Meanwhile, tour operators report a sharp rise in the sale of short trips to Paris. which, they claim, is largely due to the possibility of travelling by Eurostar.
As Eurostar increases the frequency of daily journeys over the next year. it will need more business travellers than ever to fill its trains. However, business travel agents feel that some aspects of Eurostar service could be improved. According to one large business travel agent. "Eurostar's marketing has been poor and it needs to look more closely at doing commercial deals with large travel agents and corporations to become more attractive than airlines". British travel agents alone are now spending over ￡1 million a month with Eurostar. Naturally, they are expecting Eurostar to provide some good deals and flexible tickets.
Eurostar is hoping to attract more customers as it expands its network of services. Already, train journeys between London and Paris stop at a few towns and cities enroute. There will also be daytime and overnight services front eighteen other British cities to Paris and Brussels, and planning is in progress for services from London to cities in Holland and Germany. Soon, many major towns and cities in Britain and other European countries will have regular direct connections within Eurostar's network.
The demand for Eurostar is forcing airlines to use smaller planes on the London-Paris and London-Brussels service, two of the busiest air routes in the world. One British airline reports a 15% decline in ticket sales to both Paris and Brussels. The crucial marketing aspect in business travel is frequency, Rather than cut frequency, airlines have reduced the size of their aircraft to prevent further losses. However, the large airlines will find it easier to maintain their flight schedules by introducing lower capacity planes. Eurostar threatens mainly the smaller airlines, which already have fewer services and smaller planes.
Which of the following statements is not true about Eurostar company？
A．Passengers can travel on its trains through the tunnel.
B．It offers frequent train services front London to Paris.
C．There are many passengers traveling on Eurostar.
D．It offers a variety of services on the train every day.
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&8226;Read the emails below．
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Where is this text probably taken from（）
A．A textbook
B．A storybook
C．A magazine
D．A dictionary
