Would Lis tell Mry the messge left by Mr. Brown Yes, she sid she would be very gldWould Lis tell Mry the messge left by Mr. Brown Yes, she sid she would be very gld to pss the messge. B．No, she refused to pss Mry the messge for Mr. Brown. C．No. she couldn’t becuse she hd forgotten Mr, Brown’s telephone number.

A . not touch B . to not touch C . not to touch D . to touch not

A . here is still a long way to go for economists to genuinely contribute to global health. B . Economists＇ role in global health is, to a large extent, negative C . Economists increased the inequality of resource allocations in global health D . Economics is only one science among many that policy makers have to take into account in providing health care programs

A . that he has his engines in reverse B . that he is shortening the distance between vessels C . to shorten the distance between vessels D . that his vessel is healthy

A . ...uses VTP to collect VLAN information that is sent out and then tags itself with the domain  information in order to capture the data. B . ...will generate frames with two 802.1Q headers to cause the switch to forward the frames to a  VLAN that would be inaccessible to the attacker through legitimate means. C . ...uses DTP to negotiate trunking with a switch port and captures all traffic that is allowed on the  trunk. D . ...tags itself with all usable VLANs to capture data that is passed through the switch， regardless  of the VLAN to which the data belongs. E . None of the other alternatives apply

A．He needs to see identification. B．The documents will be sent to her room. C．He forgot his notes for the morning. D．She can pick up her package.

They still hadn't come when, just before noon, a man eating in our restaurant wanted a cake. I suggested that I run to the bakery next door to get some, and Johnny readily agreed. Going out of our back door, I knocked on the back door of the bakery and bought a few from the baker's helper. That cake was the only one we sold all day. After closing, Johnny and I sat discussing things with my daughter, who had been out from serving. "An interesting thing happened just before noon," she said. "The owner of the bakery next door came in and ordered a cake of ours. She wanted to compare it with hers." We know from the passage that ______. A．the baker next door came to help with the opening B．the new restaurant did not prepare all its foods C．the son and the daughter served at the tables D．the customers enjoyed the cakes very much

A．was a social worker B．worked in the Body Positive office near the WTO C．was asked to take some pictures of WTC D．ran toward WTC because he wanted to make out what was happening

A．sometimes advertisements really sell what the consumer needs B．advertisements occasionally force consumers into buying things they don't need C．the buying motives of consumers are controlled by advertisements D．fire insurance is seldom a worthwhile investment

A．Right B．Wrong C．Not mentioned

W: Well, of course you can always look in the yellow pages in the back of the telephone book under shoe repair. But I think there's a good shop not far from here. Take the first street to the left and walk around three blocks. I can't remember the name of the shop, but you'll run into it. It's near the police station. By the way, do you know about the town guide？ It has all kinds of useful information. I think you'll find it in any bookstore. M: Thanks a lot. You've been very helpful. And I'll look for that town guide next time I'm in a bookstore. Let's see, you said the repair shop was three blocks on the right？ W: No, first street on the left, then three blocks. M: Thanks again. What is the man looking for？ A．The bookstore. B．A town guide. C．A shoe repair shop.

W: The fastest way is by telegraphic transfer from your bank in London to us. Q: What does the man want to do？ (20) A．He wants to withdraw some pounds. B．He wants to transfer some money to London. C．He wants to know how to transfer money from London to him. D．He wants to exchange some pounds for yen.

M: Yes, I was driving home from work. It was about 5:15, and there was a blue car in front of me. We were both driving along Harbor Road when a small white Ford suddenly shot out of a side road. It shot right in front of the blue car. The driver tried to stop, but it was impossible. He ran into the white Ford. W: I see. Now, how fast was the car in front of you going when the accident happened？ M: The blue car？ 30 miles an hour. Certainly no more than that. W: And the white Ford shot out without any warning？ M: Yes, that's right. W: Then, how can you be sure the blue car was only doing 30？ M: Because I was only doing 30, and the blue car wasn't going any faster than I was. W: Are you sure of that？ M: Yes, I am. I'm positive. W: How can you be so positive, Mr. Atkins？ Were you looking at your speedometer when the accident happened？ M: Of course not. I was looking at the road ahead. That's how I managed to see the accident! W: Well, if you weren't looking at your speedometer, how can you possibly be sure how fast you were going？ M: Because I never go faster than 30 on that road. (20) A．Defendant and lawyer. B．Lawyer and witness. C．Witness and judge. D．Witness and defendant.

A: will B: shall C: should D: would

A．played B．will play C．playing D．been playing

Twenty-five years ago, one in five US workers was employed by a Fortune 500 company. Today, the ratio has dropped to less than one in 10. Large companies are far less vertically integrated than they were in the past and rely more and more on outside suppliers to produce components and provide services. While big companies control ever larger flows of cash, they are exerting less and less direct control over actual business activity. They are, you might say, growing hollow. Even within large corporations, decisions are increasingly being pushed to lower levels. Workers are rewarded not for efficiently carrying out orders but for figuring out what needs to be done and doing it. Many large industrial companies have broken themselves up into numerous independent units that transact business with one another almost as if they were separate companies. What underlies this trend？ The answers lie in the basic economics of organizations. Business organizations are, in essence, mechanisms for co-ordination. They exist to guide the flow of work, materials, ideas and money, and the form. they take is strongly affected by the co-ordination technologies available. When it is cheaper to conduct transactions internally, within the bounds of a corporation, organizations grow larger, but when it is cheaper to conduct them externally, with independent entities in the open market, organizations stay small or shrink. The co-ordination technologies of the industrial era—the train and the telegraph, the car and the telephone, the mainframe. computer and the fax machine—made internal transactions not only possible but advantageous. Companies were able to manage large organizations centrally, which provided them with economies of scale in manufacturing, marketing, distribution and other activities. It made economic sense to control many different functions and businesses directly and to hire the legions of administrators and supervisors needed to manage them. Big was good. But with the introduction of powerful personal computers and broad electronic networks— the coordination technologies of the 21st century—the economic equation changes. Because information can be shared instantly and inexpensively among many people in many locations, the value of centralized decision-making and bureaucracy decreases. Individuals can manage themselves, co-ordinating their efforts through electronic links with other independent parties. Small becomes good. In one sense, the new co-ordination technologies enable us to return to the pre-industrial organizational model of small, autonomous businesses. But there is one crucial difference: electronic networks enable these microbusinesses to tap into the global reservoirs of information, expertise and financing that used to be available only to large companies. The small companies enjoy many of the benefits of the big without sacrificing the leanness, flexibility and creativity of the small. In the future, as communications technologies advance and networks become more efficient, the shift to e-lancing promises to accelerate. Should this happen, the dominant business organization of the future may not be a stable, permanent corporation but rather an elastic network that might sometimes exist for no more than a day or two. We will enter the age of the temporary company. Why does the author say "the big companies are growing hollow" ？

Since clothes are such an important source of social information, we can use them to manipulate people’s impression of us. Our appearance assumes particular significance in the initial phases of interaction that is likely to occur. An elderly middle class man or woman may be alienated (疏远…) by a young adult who is dressed in an unconventional manner, regardless of the person’s education, background, or interests. People tend to agree on what certain types of clothes mean. Adolescent girls can easily agree on the lifestyles of girls who wear certain outfits (套装), including the number of boyfriends they likely have had and whether they smoke or drink. Newscasters, or the announcers who read the news on TV, are considered to be more convincing, honest, and competent when they are dressed conservatively. And collage students who view themselves as taking an active role in their inter-personal relationships say they are concerned about the costumes they must wear to play these roles successfully. Moreover, many of us can relate instances in which the clothing we wore changed the way we felt about ourselves and how we act ed. Perhaps you have used clothing to gain confidence when you anticipated a stressful situation, such as a job interview, or a court appearance. In the workplace, men have long had well defined precedents and role models for achieving success. It has been otherwise for women. A good many women in the business world are uncertain about the appropriate mixture of “masculine” and “feminine” attributes they should convey by their professional clothing. The variety of clothing alternatives to women has also been greater than that avail able for men. Male administrators tend to judge women more favorably for managerial positions when the women display less “feminine” grooming (打扮)-shorter hair, moderate use of make up, and plain tailored clothing. As one male administrator confessed, “An attractive woman is definitely going to get a longer interview, but she won’t get a job.” 第31题：According to the passage, the way we dress ________. A) provides clues for people who are critical of us B) indicates our likes and dislikes in choosing a career C) has a direct influence on the way people regard us D) is of particular importance when we get on in age

Telephone Message From: 1.() To: David Date: May 3rd, 2016 Time: 9:00 a.m. Message: Jane called to say she would come to 2.()to discuss 3. ()next Monday. If convenient, you are 4.()to call her back. Her 5.()is 62634568. Signed: Frank

A．I want to B．I like it very much C．It’s very kind of you D．I certainly will