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弃耕地
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Which of the following commands would successfully implement an access list on a routers virtual terminal line?（）
A . RouterTK(config-line)# access-class 10 in
B . RouterTK(config-if)# ip access-class 23 out
C . RouterTK(config-line)# access-list 150 in
D . RouterTK(config-if)# ip access-list 128 out
E . RouterTK(config-line)# access-group 15 out
F . RouterTK(config-if)# ip access-group 110 i
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下列关于种群、群落和生态系统的叙述中，正确的是（）。①气候、食物、天敌和传染病都将影响到大熊猫的种群密度②在弃耕农田演替至森林过程中，物种丰富度和有机物总量均不断增加③农田生态系统对太阳能的利用率高于森林生态系统④与北极苔原相比，热带雨林抵抗力稳定性强、恢复力稳定性强
A . ①②
B . ①②③
C . ①③④
D . ①②③④
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The successful operation of any engine or machine and （） depend on effective lubrication.
A . their no trouble period
B . their freely trouble period
C . its free trouble life
D . its trouble-free life
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On average, a successful lawyer has to talk to several（）a day.
A . customers
B . supporters
C . guests
D . client
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自然群落演替（succession）
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As usual, he put on a show as though his trip ( ) a great success.
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It was, on the whole, a complete success.. “On the whole” means _______.
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What can you say to congratulate others on their success? _________
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Why do we mean that a successful and pleasant business travel depends on adequate preparations?
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纠错 The Spring conference will be held in Milwaukee on three successive days, namely May 15, 16, and 17.
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The author mentions in the last paragraph that a successful interracial marriage depends on _______.
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According to the UX experts at the Nielsen Norman Group, a product’s success depends on .
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Successful management of culture shock depends on an awareness of its symptoms and the degree of its severity.
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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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？Read the article below about a successful company.？ For each question 23-28 on the opposi
？ Read the article below about a successful company.
？ For each question 23-28 on the opposite page, choose the correct answer.
？ Mark one letter (A, B or C) on your Answer Sheet.
A Recipe for Success
Not many companies can boast of having been in business for more than three and a half centuries. Yuzaburo Mogi, president and CEO of Kikkoman Corp. — the world's leading manufacturer of soy sauce — is well aware however that the company can't rest on its laurels if it's to successfully meet the challenge posed by its thousands of competitors globally. But Mogi — the first Japanese person to ever earn an MBA from the Columbia Business School in 1961 — loves a challenge.
He learned American management methods through his studies at Colombia, as well as practical marketing know-bow thanks to his experience as a product demonstrator, serving soy sauce in supermarkets and at international trade fairs during his summer breaks from his studies at Columbia, which has been a source of inspiration for him through the years. In 1957, the company established Kikkoman International, Inc. in San Francisco in order to launch full-scale sales and marketing activities in the US. Test kitchens were built and home economists were recruited to come up with recipes for American-style. dishes using soy sauce. The recipes were introduced in newspaper articles, on tiny recipe books attached to the necks of soy sauce bottles, and in cookbooks.
Kikkoman's strategy of building a global company that acts locally has contributed greatly to its growth. Kikkoman hires local people to operate its plants outside Japan, and develops marketing campaigns that appeal to consumers in overseas markets. The goal is to have consumers identify Kikkoman's products as the leading locally made products in its field. "We have seen our soy sauce becoming more and more a part of the American lifestyle," Mogi says. As he notes, Kikkoman has captured 56% of the US market, double that of its nearest competitor, and the company has the top share of the world market.
Kikkoman is also a leader when it comes to quality. Its soy sauce is naturally brewed, unlike many of its rival products, which are chemically produced. Kikkoman's commitment to high quality has made it an unparalleled brand in recent decades, as consumers in the US and other countries have become more health-conscious and aware of the importance of truly natural food.
"That is why our soy sauce has established itself as an all-purpose seasoning, a dependable ingredient, in kitchens around the globe," Mogl says.
What has Mogi understood？
A．A company should be more competitive.
B．Successes in the past do not secure success in the future.
C．Studying MBA can help a person be successful.
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从演替的起始条件上看，在农田弃耕地上发生的群落演替属( )。
A．原生演替
B．次生演替
C．自养性演替
D．旱生演替
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Which of following are two key reasons for Nick's success？ Click on two answers.
A．Nike is the best brand of athletic footwear and sports clothing.
B．The managers of Nike, Bowerman and Knight are both athletes.
C．The company let Jordan endorse Nile's shoes.
D．The diligence of the company managers.
此题为多项选择题。
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<table><tbody><tr><td>弃耕的农田上进行的演替属于</td></tr><tr><td>
[ ]</td></tr><tr><td>A．初生演替
B．次生演替
C．先是初生演替后为次生演替
D．先是次生演替后为初生演替</td></tr></tbody></table>
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Which of the following best describes the effect of Irving' s personal qualities on his literary success？
A．His personal qualifies were entirely responsible for his literary success.
B．His personal qualities were primarily responsible for his literary success.
C．His personal qualities had some effects on his literary success.
D．His personal qualifies had no effects on his literary success.
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Which of the following best describes the effect of Irving's personal qualities on his literary success？
A．His personal qualities were entirely responsible for his literary success.
B．His personal qualities were primarily responsible for his literary success.
C．His personal qualities had some effects on his literary success.
D．His personal qualities had no effects on his literary success.
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（) emphasizes on success as a member of a group or community.
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On the road to future success，________ （太看重教育背景是不明智的)．
On the road to future success，________ (太看重教育背景是不明智的)．
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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.
