About half of British people think that ________.

A . whole B . the whole C . all of D . all

A . large dirt particles in the oil supply B . insufficient lubricating oil and overheating C . normal wear D . water contamination of the lube oil

A . more than the working temperature B . less than the working temperature C . the working temperature D . the same as the surrounding temperature

A . crankcase lubricating oil pump B . fuel oil pump C . air compressor D . auxiliary blower

A、It offers the Queen high political status and supreme power. B、It is both a parliamentary democracy and a constitutional monarchy. C、It is the oldest representative democracy in the world. D、It has no written form of Constitution.

A．They usually prefer British food when eating at home. B．They have non-British food only when eating out. C．They do not like Chinese food very much. D．Their everyday cuisine is diversified.

&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.

Before his army reached the shores of the Delaware, he sent soldiers ahead to bring together all the boats they could find. When the British arrived at the east bank early in December, the Colonials were safely across. And the British could find only two small boats on a pond. For the time being, the British gave up the chase. They set up camp at Trenton and at other strongholds along the Delaware. Washington had the boats on the Pennsylvania side, but that was about all he had. Food was short, and many soldiers were too iii to march. And any day now, the river might freeze, making it possible for the British force to cross into Pennsylvania. If the struggle for freedom was to continue, Washington had to have a victory. Finally he decided to re-cross the Delaware at Mckonkey's Ferry. That was nine miles up river from Trenton. Washington's plan was to cross under cover of darkness on Christmas night and attack the 2,000 to 3,000 British soldiers in Trenton. The general expected that the enemy force would still be celebrating the holiday. On the evening of December 25, Washington gave the orders to cross. It was sleeting snowing, and the river was filled with floating ice. Finally, his force of more than 2,000 men was on the Jersey side. It was after 2 a.m.. In a battle that lasted less than two hours, they defeated the enemy force. Washington had the victory he needed. This story is about______. A．the battle for human rights and progress B．the battle of Delaware River C．the American Civil War D．the American War of Independence

A．The hand shaker only offer half of his hand to the other. B．It conveys the message of lack of interest. C．It shows the hand shaker behaves like a woman. D．It may convey a wrong message to the other.

&8226;For each question (13-18), mark one letter (A, B, C or D) on your Answer Sheet. BRITISH COMPANIES CROSS THE ATLANTIC Next month a large group of British business people are going to America on a venture which may generate export earnings for their companies' shareholders in years to come. A long list of sponsors will support the initiative, which will involve a &3-million media campaign and a fortnight of events and exhibitions. The ultimate goal is to persuade more Americans that British companies have something to interest them. While there have been plenty of trade initiatives in the past, the difference this time round is that considerable thinking and planning have gone into trying to work nut just what it is that Americans look for in British products. Instead of exclusively promoting the major corporations, this time there is more emphasis on supporting the smaller, more unusual, niche businesses. Fresh in the memories of ail those concerned is the knowledge that America has been the end of many a large and apparently successful business. For Carringtons, a retail group much respected by European customers and investors, America turned out to be a commercial disaster and the belief that they could even show some of the great American stores a retailing trick or two was hopelessly over-optimistic. Polly Brown, another very British brand that rode high for years on good profits and huge city confidence, also found that conquering America, in commercial and retailing terms, was not as easy as it had imagined. When it positioned itself in the US as a niche, luxury brand, selling shirts that were priced at $40 in the UK for $125 in the States, the strategy seemed to work But once its management decided it should take on the middle market, this success rapidly drained away. It was a disastrous mistake and the high cost of the failed American expansion plans played a large role in its declining fortunes in the mid-nineties. Sarah Scott, managing director of Smythson, the upmarket stationer, has had to think long and hard about what it takes to succeed in America and she takes it very seriously indeed. 'Many British firms are quite patronising about the US,' she says. 'They think that we're so much more sophisticated than the Americans. They obviously haven't noticed Ralph Lauren, an American who has been much more skilled at tapping into an idealised Englishness than any English company. Also, many companies don't bother to study the market properly and think that because something's successful in the UK, it's bound to be successful over there. You have to look at what you can bring them that they haven't already got. On the whole, American companies are brilliant at the mass, middle market and people who've tried to take them on at this level have found it very difficult.' This time round it is just possible that changing tastes are running in Britain's favour. The enthusiasm for massive, centralised retail chains has decreased. People want things with some sort of individuality; they are fed up with the banal, middle-of-the-road taste that America does so well. They are now looking for the small, the precious, the 'real thing', and this is precisely what many of the companies participating in the initiative do best. The main reason that the British business people are going to America is to A．encourage American consumers to buy their products. B．analyse how American companies attract media coverage. C．look for financial backing from American investors and banks. D．investigate how British and American companies could form. partnerships.

A、three times as much B、as much three times C、much as three times D、as three times much

A．They are hard to please. B．They are nice and moderate. C．They are prone to boastfulness. D．They are modest yet optimistic.

Pidgin English, though sometimes regarded as" baby talk", is a useful language spoken in a large part of Pacific islands. About 30 to 50 million people speak some form. of it. Pidgin English we know today was born on the Chinese coast 300 years ago when the Western nations first began to trade there. The Western merchants and the Chinese communicated with each other by using Westerner's words and Chinese sentence patterns. The result became known as "business" language, or because the closest Chinese could come to pronounce business as "bishin" or later "bijin"--at last "pidgin". It has nothing to do with a pigeon though it's sometimes spelt that way. What do you think the British official's words mean？ A．This man wants to marry you. Is it possible？ No, it's not possible. B．This man wants to know if you are married If not, will you marry me？ C．This man wants you to find a wife for him. Can you help him？ D．This man wants to marry you and take you to his homeland Do you agree？

A.How wide B.How much

A.as much as B.more than C.less than D.more or less than

A．British Broadcasting Cooperation B．British Broadcasting Company C．British Broadcasting Corporation D．British Broadway Cooperation

A．literature B． educated C． intellectual D． illiterate

是 否