听力原文：The balance in your bank account is 15,000 dollars only, and so this check in the amount of 20,000 dollars has to be bounced.

W：Yeah! Now we're all working hard to get ready for our game tomorrow． Q：What will the woman probably do this afternoon？ (14) A．Take part in the championship game. B．Try out for the field hockey team. C．Get tickets to see the championship game. D．Go to practice field hockey.

M: Yes, I'm planning on it. W: I wonder if I could enroll in it. I know it's a graduate course and I'm only a junior, but... M: Aren't you a bit young？ I've allowed qualified seniors to take the course and they usually have a hard timekeeping up. W: I know, but the geology of the American West is my favorite interest and I've done a lot of reading in the field. Last semester I took Prof. Burman's course and I didn't find it challenging enough. M: I see. You certainly aren't one of those students who are out for easy grades. W: I should say not. I really want to learn something. M: Well, I'll speak to Prof. Burman. If he thinks you're ready, I'll let you enroll. W: Oh, thanks. Professor Donner, that's really very nice of you. Why did the woman talk to the professor？ A．She wants to apply to graduate schools. B．She wants him to recommend books. C．She Wants to take an advanced course. D．She wants him to give her a good grade.

M: Oh, don't worry. I was a bit late, too. Why was the woman late？ A．She forgot the time. B．She forgot the place. C．She slipped on the ground and hurt herself. D．She was talking with the man's secretary and forgot the time.

M: Well, it's a combination of things, but at the top of the list I think I'd put being truthful. Staff have certain expectations of how they should be treated and they want their managers to be fair. Not telling your staff what's happening is a sure way of losing their respect. You need to concentrate on solving problems, not hiding them. W: But not all problems can be solved, can they？ M: Most can, actually, but that's not the point. The thing is, instead of reacting after the dam-ages done, you should be talking to staff about how things are going and avoiding a situation where they come to see you about the problems after the event. The trick is to decide what problems might arise before they actually happen. W: What about having staff work together？ How should that be managed？ M: Well, some people appear to like working on their own, but in most companies, people who work on their own do so because they have been neglected. They have been given a task and their boss is not in-terested in how it is being done. This makes their sense of achievements smaller no matter how hard they work. People who work in teams have dearer overall picture of the work they are involved in. They have a role to play, and they know that if they don't perform. well, it is not only the business is going to suffer but also the other members of their team. So it is up to managers to create teams within their organization and encourage this team spirit. It raises performance. W: How is this best done？ M: Well, it's important to identify certain key employees among your staff and give them particular support and attention. If these key people are encouraged in their work, they would perform. better themselves, and more importantly raise the general level of performance of all the others in their area. W: Isn't it also a question of recruitment？ M: Yes, yes, lots of difficulties in staff management arise because mangers genuinely don't know how to select the right person. Sometimes interviewees are chosen on the basis of written personality tests which hear no relation with the work they'll be actually doing. Many managers admit that they sometimes ignore the lack of appropriate skills in recruiting the staff. I'd say that in the vast majority of cases they simply opt for the candidates who's made the best impression in half an hour or so... F: So, what should we have instead？ M: Well, the selection procedure should involve matching the skills and knowledge of the applicant to the actual job. And they should be done in the most immediate and relevant way possible, for example, if you try to recruit a trainer for your company, an important part of the inter-view should involve the applicant giving a pre-pared training session. Training is what they'll be doing, so you should see them in operation be-fore employing them. F: That sounds sensible. The final question, Brian, is about discipline, which is perhaps the hardest factor to get it right. What is the latest thinking？ B: Umm, well, the issues are: should you be a hard, unfriendly boss, make sure everyone obey your order without a question, or should you be more sympathetic and listen to your employees' difficulties？ Then there will be time when you have to discipline someone who has done some-thing wrong. It can be difficult if you are on very friendly terms with them. So a certain distance is necessary. On the either hand, if you are too un-approachable, you may not be made aware of important problems. M: Well, thank you, Brian. I'm sure plenty of managers out there will find out our talk very interesting. ？You will hear a radio interview with Brian Williams, a management expert. The interview deals with staf A．being able to concentrate. B．being honest. C．being respected.

Families should sit down and thoroughly discuss the problems involved before buying a dog. [29] Even if the children in your family are the ones who want the dog, the parents are the ones who are really responsible for seeing that the animal is properly cared for. If you don't know much about dogs, it's a good idea to go to the library or the ASPCA for books about various kinds of dogs, as well as books about how to train a puppy. In reading about the different breeds, you should know that a dog described as very alert may be too jumpy and bouncy. When a book describes a dog as an ideal hunting dog, it probably means that the dog won't be happy living in a small apartment. Dog breeds vary in popularity as the years go by. [30] One of the most popular dogs these days is the German shepherd, this is because it provides protection as well as comRanionship. The family should be warned that these dogs grow up to be very big, and may be too powerful for children to handle. If space is limited, a toy dog may be a good choice. There dogs are very small and easy to train. [3] They don't need to be walked daily, since they can exercise in the space available in the home. (33) A．Children. B．Family. C．Parents. D．ASPCA

M: To tell you the troth, I've been putting it off. Q: What does the man mean？ (15) A．He has finished the paper. B．He put his paper somewhere else. C．He forgot to begin researching his paper. D．He postponed the research.

W: That happened to me once. I'd almost given up on finding it until I checked it at the lost-and-found at the information desk downstairs in the lobby. Q: What does the woman imply about the man should do？ (14) A．Give up on finding things. B．Check it at the lost-and-found. C．Borrow the calculus textbook. D．Go to get the information.

M: I am planning to do just that. Q: What will the man probably do？ (13) A．Rub his boots. B．Wear his boots. C．Buy a pair of boots. D．Bring some books.

AMINA: Oh, that's alright. I was just very anxious to hear what you think of it. You can see that I decided to change the topic - I had been interested in looking at Barings Factory. BRYSON: Oh, I think the hospital was a much better choice. In fact.., well... I have to 【Q21】 say that I thought it was good. AMINA: Oh？ BRYSON: There's still lots of work to be done... AMINA: Oh yes.., of course. BRYSON: But there's plenty of good ideas. It opens well and the first chapter is fine but the middle section really stood out for me... most interesting. 【Q22】 AMNA: That's amazing because I really didn't find it a bit easy to write... 【Q23】 BRYSON: How long did you work on the whole thing？ AMINA: Well, I spent about two or three weeks reading and doing general research and then I dashed the writing off very quickly.., so about four weeks in all. BRYSON: Well, that's about par for the course. You've got a while yet to make the changes. AMINA: Oh right.., no problem... BRYSON: Right. Let's have a look at my notes here. OK. Starting with section headings …. the broad divisions are good but you'll have to re-do the actual headings. Example I've made some suggestions in the margins... AMINA: OK. Thanks. BRYSON: Now, this information on local housing... I can see why you put it there but it 【Q24】 really isn't relevant to the approach you've taken. AMINA: I think I see what you mean. BRYSON: Now... what did I say about the interviews？ AMNA: I worked very hard on those. I really thought they were valuable. BRYSON: They are, Amina, but they're very complex and rather unclear at the moment. You're going to have to spend a bit of time making the data a lot clearer. 【Q25】 AMINA: OK... as long as I don't have to remove them altogether... BRYSON: No, don't worry. AMINA: What about the chronology.., the list of dates？ I wasn't sure whether I should rewrite those. BRYSON: My advice on that is to take them out. I feel it makes the whole piece appear 【Q26】 too simplistic. AMINA: OK, if it'll help. .......................................................................................................................................................... BRSON: Now, there are a couple of other books I'd like you to look at. Have you got a pen？ Right... Approaches to Local History by John Mervis... AMINA: Right... BRYSON: And then I think you need to think about ways of representing interview data. Have a look at Sight and Sound by Kate Oakwell. 【Q27】 AMINA: Sight and Sound. BRYSON: Then you know I'm going away on holiday next week... AMINA: Yes. BRYSON: So when you've made the changes I suggest you show the work to your 【Q28】 Support Tutor. AMINA: Support Tutor... right... BRYSON: Then you do the proof reading... 【Q29】 AMINA: Proof reading.., uh-huh. When by, do you think？ BRYSON: I'd aim for 29 June and after that you should get it laser printed.., but be &nb A．school. B．hospital. C．factory.

M：Why not cancel Bob's program？ His project never brings in any profit． Q：What can we learn from the conversation？ (14) A．Their company has a good profit. B．The man will cut the budget for his project. C．The woman wants the man to reduce his expenditure. D．Bob's projects are always profitable.

(25) A．Jane's writing is only average. B．Jane misspells too many words in her essay. C．Jane shouldn't improve her spelling. D．Jane can't stand to write in her essay.

(22) A．I'm not sure if you are responsible. B．I'm not content with the result of the meeting. C．I know the delay is not your fault. D．I think the flame of that fire is too high.

听力原文： Lecturer: In the last lecture, we looked at the adverse effects of desert dust on global climate. Today we're going to examine more closely what causes dust storms and what other effects they can have. As you know, dust storms have always been a feature of desert climates, but what we want to focus on today is the extent to which human activity is causing them. And it is this trend that I want to look at, because it has wide-ranging implications. So, what are these human activities？ Well, there are two main types that affect the wind erosion process, and thus the frequency of dust storms. There are activities that break up naturally wind-resistant surfaces such as off-road vehicle use and construction and there are those that remove protective vegetation cover from soils, for example, mainly farming and drainage. In many cases the two effects occur simultaneously which adds to the problem. Let's look at some real examples and see what I'm talking about. Perhaps the best-known example of agricultural impact on desert dust is the creation of the USA's 'dust bowl' in the 1930s. The dramatic rise in the number of dust storms during the latter part of that decade was the result of farmers' mismanaging their land. In fact, choking dust storms became so commonplace that the decade became known as the 'Dirty Thirties'. Researchers observed a similar, but more prolonged, increase in dustiness in West Africa between the 1960s and the 1980s when the frequency of the storms rose to 80 a year and the dust was so thick that visibility was reduced to 1,000 metres. This was a hazard to pilots and road users. In places like Arizona, the most dangerous dust clouds are those generated by dry thunderstorms. Here, this type of storm is so common that the problem inspired officials to develop an alert system to warn people of oncoming thunderstorms. When this dust is deposited it causes all sorts of problems for machine operators. It can penetrate the smallest nooks and crannies and play havoc with the way things operate because most of the dust is made up of quartz which is very hard. Another example - the concentration of dust originating from the Sahara has risen steadily since the mid-1960s. This increase in wind erosion has coincided with a prolonged drought, which has gripped the Sahara's southern fringe. Drought is commonly associated with an increase in dust-raising activity but it's actually caused by low rainfall which results in vegetation dying off. One of the foremost examples of modern human-induced environmental degradation is the drying up of the Aral Sea in Central Asia. Its ecological demise dates from the 1950s when intensive irrigation began in the then Central Asian republics of the USSR. This produced a dramatic decline in the volume of water entering the sea from its two major tributaries. In 1960, the Aral Sea was the fourth-largest lake in the world, but since that time it has lost two-thirds of its volume, its surface area has halved and its water level has dropped by more than 216 metres. A knock-on effect of this ecological disaster has been the release of significant new sources of wind-blown material, as the water level has dropped. And the problems don't stop there. The salinity of the lake has increased so that it is now virtually the same as sea water. This means that the material that is blown from the dry bed of the Aral Sea is highly saline. Scientists believe it is adversely affecting crops around the sea because salts are toxic to plants. This shows that dust storms have numerous consequences beyond their effects on climate, both for the workings of environmental systems and for people living in drylands ... SECTION 4 Questions 31-40 Questions 31-32 Complete the notes using NO MORE THAN THREE WORDS for each answer Main focus of lecture: the impact of 【31】______ on the occurrence of dust st

W: That's where we can help an exporter like your corporation. We often hear people say that exporting is easy, but to get paid is hard work. Q: What is the relationship between the speakers？ (15) A．Husband and wife. B．Teacher and student. C．Banker and his customer. D．Employer and employee.

M: Me too. Take it easy. I consider it a natural human response. You just need time and practice. Practice makes perfect. Q: What does the man mean？ (17) A．She should follow the human nature. B．Strangers are nothing to be afraid of. C．Feeling nervous is nothing improper. D．She should accept strangers' presents naturally.

M: Clean it now. We'll all go on a picnic in half an hour. Q: What is the possible relationship between the two speakers？ (15) A．Mother and father. B．Mother and son. C．Teacher and student. D．Two students.

A．The mining industry． B．The service industry． C．The construction industry． D．The light industry．

M: Thank you, Miss Carlyle, I'm in bad need of such suggestions because, to be frank, my company, although small, is rapidly expanding. And please, call me Len. So, what are your recommendations for my new organizational structure？ W: Call me Mary. First, let's start with your operation here. You should set up separate Administrative, Clerical, Back office, and Support functions. There's too much work for your personnel to wear more than one hat any more. M: Yes, they're already overworked. But that will entail more Managerial functions, won't it？ W: That's right, Lea, and you'll need at least two new managers for separate Marketing and Product Development departments. M: OK, Mary. What else？ W: I think you'll need an Executive assistant to help you deal with corporate affairs. That should do it for your headquarters here, but since your business is no longer just local, I also suggest setting up a regional office in the south. M: What about personnel there？ W: You'll need the same basic functionality as here, on a reduced scale. Product Development is only needed at headquarters for now. Your regional head can manage all functions there initially, but will probably need an assistant, also. And that's it! M: Thanks for your advice, Mary. You do help a lot. Looks like I'll need that assistant right away to help me set all this up! (23) A．A personnel manager. B．A business consultant. C．A secretary. D．An assistant.

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M: I'm so sorry that I didn't realize I was bothering anyone else. I can promise that it won't happen again. Q: Why does the woman complain that the music is quite annoying？ (7) A．Because the man's taste in music is bad. B．Because the man plays the music at night. C．Because the man plays annoying music. D．Because the man plays the music at a high volume.

(A) I will have the one on the right, please. (B) Yes, I think it was an excellent choice. (C) I haven't decided yet. (4) A． B． C．

A．At a restaurant． B．At a hotel． C．At a department stor E．

A．In Room 110． B．In the meeting room． C．In the auditorium． D．In the staff room．

A．He doesn’t like his new school． B．He feels very lonely now． C．He has no time to make new friends． D．He has adapted easily to his new school．