What can you enjoy at a British pub?

A . The hello time is 5 seconds. B . The forward delay is 10 seconds. C . The hello time is 2 seconds. D . The forward delay is 15 seconds E . The max_age timer is 15 seconds. F . The hello time is 10 seconds. G . The max_age timer is 20 seconds. H . The forward delay is 20 seconds. I . The max_age timer is 30 seconds.

A . It's a warning of navigation for my vessel B . It's an advice from Port Control to order my vessel not enter the traffic route of the harbor C . It's an advice to change my estimated time of entering the traffic route D . It's an order from the VTS to indicate my vessel to follow the traffic route

A . VLAN 200 carries traffic from promiscuous ports to isolated， community， and other promiscuous ports in the same VLAN. VLAN 202 carries traffic between community ports and to promiscuous ports. B . VLAN 200 carries traffic from promiscuous ports to isolated， community， and other promiscuous ports in the same VLAN. VLAN 202 carries traffic from isolated ports to a promiscuous port. C . VLAN 202 carries traffic from promiscuous ports to isolated， community， and other promiscuous ports in the same VLAN. VLAN 200 carries traffic from isolated ports to a promiscuous port. D . VLAN 202 carries traffic from promiscuous ports to isolated， community， and other promiscuous ports in the same VLAN. VLAN 200 carries traffic between community ports and to promiscuous ports.

A . Oracle Flashback uses undo information to construct consistent data.  B . You can use a cursor opened while using an Oracle Flashback image to perform DML once you deactivate Oracle Flashback in your session.  C . You can only use Oracle Flashback view of the data if the required records are still in the online redo log files.  D . Oracle Flashback lists the DML that was executed during the period you identify when initiating your session.&e

A .  UDLD  （UniDirectional Link Detection） B .  spanning-tree loopguard C .  VTP mode transparent D .  switchport mode desirable

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.

W: I'm sorry, sir. I'm not allowed to give change without a purchase. If you go across the hall, you'll find a change machine in front of the jewelry store. Q: Where does the woman suggest that the man get change？ (16) A．At the call box. B．At the jewelry store. C．From a machine. D．From the purchaser.

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

The girl in blue hat is Lucy. The girl in red coat is Lily. And the girl in green shirt is Beth. The boy is Jim. They are the same age. I think they are in the same class. Lucy's pencils are on the desk. Lily's book is on the teacher's desk. You can't see the teacher. Where's the teacher？ He is behind the door. This is a picture of a girl. A．True B．False

—____________________,but I think you might need to change your approach somewhat. A: I am not sure B; I can see that C; I know that

People may be the most interesting show in a large city. Stroll through busy streets and see what everybody else is doing. You will probably see people from all over the world; you will certainly see people of every age, size, and shape, and you'll get a free fashion show, too. Window—shopping is also a safe sport—is the stores are closed. Check the listings in your neighborhood paper. Local colleges or schools often welcome the public to hear an interesting speaker or a good debate. The film or concert series at the local public library probably won't cost you a penny. Be sure to check commercial ad vertisements too. A flea market can provide hours of pleasant brow sing. Perhaps you can find a free cooking or crafts in a department store. Plan ahead for some activities. It is always more pleasant not to have people in front of you in a museum or at a zoo. You may save some money, too, since these places often set aside one or two free admission days at slow times during the week. (79) Pretend that you are a tourist from time to time, and get to know your city all over a gain including the indispensable (不可错过的) sights that people travel miles to see. If you feel like taking an interesting walk, find a free walking tour, or plan one yourself. You will see your city in a new perspective (视角) once you know more about its history or its architectural treasures. With imagination and a spirit of adventure you can quite easily find good entertainment at no cost at all. Which of the following statements is NOT true？ A．There are many kinds of amusements you can enjoy without spending much money. B．Local colleges often hold meetings to debate the issues people are interested in. C．The film shown at the local public library is often free of charge. D．You should be a tourist if you want to know more about the city you live in.

<img src='https://img2.soutiyun.com/ask/uploadfile/2736001-2739000/6b0d1e012d0f2d2157c0d933499b21b6.gif' />

对 错

Then you place them in order of importance.The most important should be on top of the list.Once you are clear on your standards, you may get some idea of how your future boss operates by the way the interview is conducted.For example, did it start and finish on time？ How formal or informal was the room？ When the interview gets to the "Do you have any questions？" stage, you might like to ask some questions.With well-prepared questions, you can develop a very good idea of your future boss's management style. 36、Many people leave an organization because ______. A.the boss doesn't like the employees B.they don't like the boss C.the organization is not good D.the organization is not important 37、If you place your questions in order of importance, you ______. A.put the least important first B.put the longest question first C.put the most important last D.put the most important first 38、You can judge your future boss by the following EXCEPT ______. A.whether the interview started on time B.whether the interview room was formal C.whether the boss played funny jokes D.whether the interview finished on time 39、From this passage we get to know ______. A.the interviewee can ask any question to the interviewer B.the interviewer asks many difficult questions to the interviewee C.the interviewer asks questions first D.the interviewee asks questions first 40、The best title for this passage might be ______. A.How to Get Along with Your New Boss B.How to Ask Your New Boss Questions C.How to Select Your New Boss D.How to Prepare for Interview

A．67538293 B．63986432 C．64639818 D．63875629