Before Mr. Fleagle became the English teacher for Baker’s class, the English course had been interesting（）

A . successful B . major C . large D . commercial

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: Yes... Oh, but do we have to？ M: Well, I think it's interesting. And I think our listeners will find it interesting, too. I mean, you didn't become a big star overnight. You struggled for many years. W: You can say that again. M: Tell us a little about it. W: Oh, yes. I think I must have worked twenty or thirty different jobs. M: Really？ W: Sure! I couldn't find work as an actress for many years, so I had to do something. You have to eat, right？ M: What kind of jobs did you have？ W: A little bit of everything: I worked as a waitress, in a department store, painting houses... I think I got fired from most of those stores. M: Oh, yeah？ Come on, tell us a few stories. W: This is so embarrassing... Well, I remember I worked for a big department store in the hats department. It was so boring. We never had any customers during the day, and that's when I worked. When I got sleepy, I used to lie down under the hat racks and take an occasional nap. M: What happened？ W: Well, one day I got caught by my boss. And I got fired on the spot. Then there was the time I decided to paint house. It turned out that I was allergic to the paint. And my body was so sore after working the first day that I could hardly get out of the bed the next day. I couldn't take the physical work. I got fired again. M: Any other war stories？ W: Well... you are not going to believe this, but I actually drove a taxi for a few days. I got hired as a cab driver. M: No! You？ W: Yes. I was desperate and thought I could make good tips. I needed the money at the time. Unfortunately, it didn't lust. M: Fired？ W: Yes. How did you guess？ On my third day, I hit a pole. No one was hurt in the accident —my passenger was fine — but it scared me to death. That was the end of my career as a driver. M: Well, Stella, thank you for sharing those details with us. It's a good thing you made it as an actress! After the commercial break, we'll talk more with Stella about her new movie that's being released in September. (20) A．When she was working in a department store. B．When she was working for a painting house. C．When she was working in a taxi company. D．When she was working as an actress in Hollywood.

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

A．A breathalyzer test. B．A blood test. C．The certainty of his claim. D．No smell of wine in his breath.

A、when B、That C、which D、what

A、when B、that C、which D、what

A) will have gone B) had gone C) would have gone D) has gone

When Prince Charles saw her aboard Britannia at Cowes in the late summer of 1980, he wasn't however particularly interested. She belonged to his younger brother Andrew's set, and had come aboard, not at Chariest s invitation, but with Lady Sarah Armstrong Jones, his cousin and sixteen years his junior. Diana was three years older than Sarah, but still almost a generation away. And besides, Charles had his mind on other things—most particularly the breakup of his romance with the beautiful but self-willed Anna Wallace. There was also the fact that if he noticed Diana in anything more than passing, he thought about her as the sister of one of his former girlfriends—Lady Sarah Spencer—who had recently married (he hadn't attended), and whatever others might have been plotting he most certainly was not thinking of renewing his romantic links with the Spencer girls. But if Charles was not instantly enchanted by the fresh, gambolling nineteen-year-old who spent some days aboard the Royal Yacht, his staff were. "She was so unassuming and so natural,' one recalls. And in the manner of all servants, particularly ones who are in the employ of the bachelor Prince, they inevitably started speculating amongst themselves if she was the one for what they called "the job". So, it seems, did Diana. At the age of sixteen she had jokingly told a friend that she was "out to get' Charles. But that may have been just romantic fantasizing on the part of a young girl whose main reading was the soapy romances penned by her step-grandmother, the redoubtable Barbara Cartland. The Prince's late valet, Stephen Barry; insisted however: "She went after the Prince with single-minded determination. She wanted him—and she got him!" She had, of course, met him many times before in the years of her childhood spent as a near-neighbour of the Windsors at Sandringham when Charles used to pop his head round the nursery door where she was having tea with Andrew and Edward, or during a shooting party on Sandringham Estate where at the age of sixteen she was reintroduced to him by her sister Sarah. More recently she had encountered him at polo. But then he had always been busy or with a girlfriend in tow. This time he was alone. She made sure Charles was watching when she bravely followed his example and went windsurfing in the ehoppy and not-too-warm waters of the Solent. Naturally flirtatious, she made sure he noticed her long slim legs and trim figure. And he could not fail but start to take an interest—if only a comparative one—in the beautiful younger sister of a former girlfriend. Accounts of this first meeting vary. Some claim that it is where the famous romance began. Others insist that his interest was but a mild one; that with Anna still in mind, the timing was wrong and he simply regarded her as a new and pretty addition to his surprisingly limited circle of friends. But she had certainly impressed him enough for him to invite her up to Balmoral shortly afterwards. Diana accepted with alacrity. To impress a young man, Diana might choose to play a game of tennis, because ______. A．she was a highly skilled tennis player B．she looked attractive in her tennis outfit C．she preferred tennis to swimming D．her hair-style. was fashionably designed

Mr. Jones saw the professor _38_ when he saw the rope and looked carefully up and down the road. When he saw that there was _39_ in sight， he stepped into the garden (there was no fence)， put his umbrella， newspaper， bag and hat nearly on the grass and _40_ the rope. He pulled it _41_ to see whether it was strong enough to take his weight， then ran as fast as he could and swung into the _42_ on the end of the rope， his grey hair blowing all around _43_. _44_ he swung， sometimes taking a few more _45_ steps on the grass when the rope began to swing _46_ slowly for him. _47_ the professor stopped， straightened his tie， combed his hair carefully， put on his hat， _48_ his umbrella， newspaper and bag， and continued _49_ his way to the university， looking as _50_ and correct and respectable as one would expect a professor to be. 31.选() A.because B.as C.so D.for 选()A.surprised B.glad C.worried D.excited 选()A.passing B.doing C.carrying D.sending 选()A.rope B.line C.stick D.ruler 选()A.run B.walk C.jump D.stop 选()A.nothing B.nobody C.no room D.no house 选()A.carried B.grasped C.took D.threw 选()A.hard B.high C.heavily D.greatly 选()A.garden B.tree C.land D.air 选()A.hands B.his shoulders C.his face D.his neck 选()A.Backwards and forwards B.Up and down C.Left and right D.Around and around 选()A.running B.stopping C.rising D.falling 选()A.enough B.more C.too D.less 选()A.At first B.At last C.At once D.At least 选()A.set up B.gave up C.send up D.picked up 选()A.on B.for C.by D.with 选()A.clean B.slow C.funny D.quiet 选()A.studied B.worked C.stayed D.lived 选()A.left B.gone C.taken D.arrived 选()A.because of B.instead of C.by D.with 请帮忙给出每个问题的正确答案和分析，谢谢！

A．he was adopted by a dot-com company B．he kissed all his visitors C．he had the only English website in Turkey D．of his poor English

A.will have gone B.had gone C.would have gone D.has gone