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The system of derricks and winches has been largely replaced on newer ships by cranes（）it is very efficient.
A . when
B . because
C . unless
D . though
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A just announced two-port Ethernet card has been installed on a system and it is not recognized. On the HMC the slot shows empty. The device driver has been installed and cfgmgr runs normally. What is the most appropriate action to solve this problem?（）
A . Update the HMC software
B . Update the system firmware
C . Re-install the device driver
D . Flash update the two-port card
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Your vessel was damaged and initially assumed a significant list and trim; however，further increase has been slow. Based on this data，what should you expect?（）
A . The slowing is only temporary and the vessel will probably suddenly capsize or plunge from loss of stability due to change in the waterplane area
B . The vessel can probably be saved if further flooding can be stopped
C . The vessel will continue to slowly list and/or trim due to the free surface effect and free communication effect
D . The vessel will suddenly flop to the same or greater angle of list on the other side and may capsize
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原文:他们不顾一切困难、挫折,坚持战斗。译文:They kept on fighting in spite of all dangers and difficulties.
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原文:我们合作的基础是相互尊重、平等互利。译文:Our cooperation is based on mutual respect, equality and mutual interests.
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原文：我们合作的基础是相互尊重、平等互利。译文：Our cooperation is based on mutual respect, equality and mutual interests.
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In a company profile, we should not include information on the plans having not been discussed and approved.
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Windsor Middle School has been famous for zero _________(忍耐力;忍受程度)to violence and emphasis on respect for its students and rules.
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听力原文：Woman: My guest today is Ricky Bland, whose critical report on how service companies approach training has just been published. Hello, Ricky.
Man: Hello. Yes I looked at the provision of training by employers in this country, and found that most have a 'winner-takes-all' approach to training. Despite low- levels of basic skills, companies spend most of their training budgets on their most qualified employees, particularly managers. This simply doesn't result in the quality we need.
Woman: But does this really matter？
Man: Yes, because even though there have been enormous efforts to make training available to everyone, the under-development of the workforce in this country is a major factor in our poor productivity. It's also true that the time people spend being trained is below the average of the world's industrialised economies.
Woman: Training is particularly bad in the fast- food industry, isn't it？
Man: Well, the industry certainly has the image of offering low-paid, Iow-prestige jobs with no future prospects. And there are jobs that don't demand a great deal of skill, for instance using the latest technology for cooking. But in fact, that image isn't entirely accurate. Not only are pay and conditions improving, but some fast- food chains are better than many other service sector employers at combining commercial success with the development of its workforce.
Woman: Can you give us an example？
Man: Well, the Burger House chain gives its staff the chance to take courses in all sorts of things, not just those needed for cooking or serving. When the annual training programme is circulated, staff plan with their managers which courses to attend. They encourage people to spend as much time being trained as they think they can benefit from. In the long term, the company gains fmancially, because it creates a source of potential managers.
Woman: But still, working in a fast4ood establishment is much worse than in an expensive restaurant, isn't it？
Man: In both cases, the work can resemble a production line, with the pressure limiting the chances of job satisfaction. But, expensive restaurants depend on the reputation of one or two individuals; the rest have little chance to move from low to high-skilled work. In some fast-food chains, almost half the managers have worked their way up from the kitchens. And while the type of service varies, I've seen good and bad quality in expensive restaurants and fast-food places, and that depends on training.
Woman: Where will the pressure for improved training come from？
Man: In fact, it's internal. Although customers are affected by the end result of training, they also tend to be sensitive to prices. So, in fact, it's mostly people who have already worked their way up to managerial k'vels who want to help others in the same wa)'. Another advantage of course, is that training attracts job applicants, which makes recruitment easier.
Woman: What recommendations did you make in your report？
Man: My main one is that the government should support training by letting companies claim tax relief. Many companies already get this for certain types of training, but the proposal w. ould particularly help unskilled workers aiming at intermediate qualifications. The government should also work with the sector skills council to improve training and working conditions in those industries where it's necessary.
Woman: Do you think the government will act on your proposals？
Man: Well, I want to reintroduce the idea of people getting grants, so that they can choose training for themselves, but there were problems with this a few years ago, so the political will probably isn't there to try it again. I'm confident we'll see a review of all the vocational qualifications, though, which would remove some of the inconsistencies that are there now. And to be honest, my idea for all workers to spend a minimum time on training is unlikely to be introduced just yet.
W
A．the total amount of money spent on training.
B．the way they allocate budgets.
C．the quality of the training provided.
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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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听力原文：W: I haven't seen you down at the tennis court in weeks. Have you been on vacation？
M: No, I have been around. It's just that I've got this pain in my elbow that's keeping me from playing tennis. And you know how much I love tennis!
W: I know. I used to see you practice every night. So what have you been doing to treat your elbow？
M: You name it pain-killers, heating pads, ice. But nothing seems to work.
W: Have you tried acupuncture？
M: Well, I've heard about it--they stick needles in all parts of your body, but I'm not too sure.
W: I don't blame you for being hesitant. I had a similar problem with my shoulder a while back. But I read an article about acupuncture for relieving pain, so I figured, why not？ I'll try it.
M: And it worked？
W: It worked for me. The article was about an acupuncturist in California who's been successful in helping 90 percent of the people he's treated for the pain they get in their hands when they type too much.
M: That sounds promising. Now, isn't acupuncture a Chinese tradition？
W: That's right. The Chinese have been using acupuncture to treat pain for thousands of years. But it's really starting to catch on over here now. There are more than 9,000 licensed acupuncturists in the United States.
M: Wow! Is there an acupuncturist near campus？
W: There sure is. Are you busy now？ I could walk you over there and you could make an appointment.
M: That'd be great. I want to get this problem taken care of as soon as possible so I can start playing tennis again.
(23)
A．Places to play tennis.
B．A way to relieve pain.
C．Common sports injuries.
D．A topic for a research paper.
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Once your answer has been verified, you will be prompted to_____your account number and create a new PIN.
A．place
B．offer
C．impose
D．enter
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听力原文：Reports say Japan and US have reached an agreement on a dispute over air-cargo tr
听力原文： Reports say Japan and US have reached an agreement on a dispute over air-cargo transport rights in Asia. The agreement means Washington and Tokyo will re-negotiate 1952 Aviation Treaty which allowed American airlines to fly on from Tokyo to other places of Asia but didn't allow Japanese airlines the same way to fly on from America to other destinations. Tokyo has always said that the treaty was unfair and Japan has always wanted it changed. According to the agreement, Japan will allow American airlines carrier Federal Express to fly on through Tokyo to seven other destinations in Asia. Now Japan has always said it was happy to allow that if the treaty was re-negotiated. It does seem very clear that Japan will come out of this one on top. This is certainly not the first dispute and certainly won't be the last dispute, either. There are several outstanding areas of friction between Japan and US. At the moment, they are negotiating about photographic film and photographic paper. It could take a year to resolve. But even where the two countries do reach an agreement, there is still room for argument. They reach the famous car agreement about a month ago. They are still bickering about it.
Japan and the United States are now
A．negotiating about photographic material.
B．negotiating an automobile agreement.
C．facing serious problems in trade.
D．on the verge of a large-scale trade war.
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听力原文：M: More than a colleague complains that I smell of garlic for a couple of days after we've been to the Italian restaurant.
W: Then, how about the Korean today？
Q: What can we infer from the conversation？
(17)
A．They'll go to the Italian restaurant.
B．They'll go to the Korean restaurant.
C．They decide not to eat garlic any more.
D．They'll invite the man's colleagues to have some Italian food.
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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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听力原文：W: David, sorry for my school board meeting last night so late. I've been working on a special project with the school board, and I like your opinion on it.
M: What is it？
W: I've been trying to find a way to encourage reading.
M: Tell me about it. I work with families everyday, Eva. I see how people spend their leisure time --young and old.
W: Mostly watching TV. Well, that would be OK, if people took the time to read.
M: I couldn't agree with you more.
W: The question is, how do we get them to read more？
M: I think you are going to give me the answer to that question. You have that look in your eye.
W: I do have the answer, or at least I think I do. The plan is a simple one. Involve the entire family in a reading project. But first in the schoolrooms. By arranging with the public schools to schedule one hour a week--to start with. During that time, parents are invited to attended to read along with the children.
M: It can go beyond the school system.
W: Really？
M: I guarantee you it would go very well in the hospitals. My patients--mostly kids--would love to read or to be read to.
W: I love the idea. In that way, we can spend more time together. You and I are very busy these days, we need to find more time to be together, to do things together. That would be wonderful.
(20)
A．She wants to get people to read more.
B．She settled every problem by discussing with her husband.
C．She is worried about the reading project.
D．She wants to start the project from her own family.
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听力原文： Could you tell me where the talk on International Banking is going to take place？ It says in the programme that it's in Room 121 but I've just been up there and it's empty. I hope it hasn't been cancelled.
？You will hear another five short recordings. Each speaker is talk about his job.
？For each recording, decide who the speaker is.
？Write on letter (A—H) next to the number of the recordings.
？Do not use any letter more than once.
？After you have listend once, replay each recording.
A waiter
B conference delegate
C builder
D bank manager
E hotel receptionist
F security guard
G telephone engineer
H secretary
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听力原文：M: When are you going to finish this report？ You've been working on it for three months.
W: Only two and a half. But it does seem longer.
Q: What does the woman say about the report？
(18)
A．It's the longest report she's ever written.
B．She's only half way done with it.
C．She'll finish it in two weeks.
D．She has spent less time on it than the man thinks.
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听力原文：M: We've got three women researchers in our group: Mary, Betty and Helen. Do you know them？
W: Sure. Mary is active and sociable. Betty is the most talkative woman I've ever met. But guess what？ Helen's just the opposite.
Q: What do we learn from the woman's remark about Helen？
(14)
A．Helen is quiet.
B．Helen is talkative.
C．Helen is sociable.
D．Helen is active.
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听力原文：W：You ought to write to Eleanor．She's been sick and she does so like to get letters．
M：All right．I have been busy，but I shouldn't have neglected her．
Q：What do we learn about Eleanor？
(16)
A．She likes to write letters.
B．She hasn't seen her friends lately.
C．She is eager to get man's cares.
D．She lives together with the two speakers.
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听力原文：Many interesting sites have come up on the Internet in recent years, but one of the most successful sites has been "oldfriends. com". Like all good ideas, this one is very simple. It's just a database of schools that you can add your name and e-mail address or phone number to, so that old friends can log on, find your details and contact you. In the studio today, we have two guests Mark Sorenson, a sociologist who has been investigating this phenomenon and Dr. Julie Arnforth, a psychologist who has recently produced a study of how and why friendships from the past can become very important to us in later life.
Who is speaking？
A．A sociologist
B．An old friend
C．Dr. Julie Arnforth
D．A radio or TV presenter
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Peter and David haven't been on speaking terms recendy. They______about something.
A．should quarrel
B．might quarrel
C．could have quarreled
D．must have quarreled
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听力原文：On behalf of Reading Advantage, I'd like to thank you all so much for recognizing the contributions we've made to literacy in Trenton this year. This award is such great encouragement for us to work even harder towards advancing citywide literacy in the years to come. I'd like to take this opportunity to thank all of the people who contributed to our success and accomplishments, not only this year, but for the past five years since we began our mission to eliminate illiteracy in Trenton. I'd like to start by thanking Michelle Gray as one of the largest donors to our organization. We wouldn't have been as successful without her assistance.
What is the speaker doing？
A．Accepting an award
B．Holding an auction
C．Organizing an event
D．Overseeing a contest
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Richard was finally released on February 4, one year and six weeks after he ’ d been ________.
A．stunned by
B．wrapped up
C．taken captive
D．settled back
