We’ve finally fixed （)a place to have a concert.

A . steering gear B . Loran C . rudder indicator D . log

A . no matter it costs how much B . no matter how much costs it C . no matter how much it costs D . no matter how much does it cost

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：That's good, but you need to concentrate on one particular area. What about looking at the course of events in the Pacific？ Q：What does the woman think of the man's topic？ (14) A．It is not worth writing about. B．It is quite appropriate. C．It should be narrowed down. D．It should be expanded.

A．Yes. I have no idea. B．Why not ask John about it. C．No. I believe there is one at the corner. D．Why do you want it repaired？

W: Then, how about the Korean today？ Q: What can we infer from the conversation？ (17) A．They'll go to the Italian restaurant. B．They'll go to the Korean restaurant. C．They decide not to eat garlic any more. D．They'll invite the man's colleagues to have some Italian food.

A．general B．generally C．whole D．roughly

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

M: Good morning, Cindy. W: Roberta, what exactly do time management consultants do？ M: Well, Cindy, it's all about helping people to organize their work in an ef fective way: maximum efficiency; minimum stress. W: Hah, sounds like something I need. Who are your clients？ M: Um, mainly business people, but I've also worked with politicians, civil servants and university lecturers. W: Um, quite a range, then. And what sort of things help people to organ ize their time？ I suppose punctuality is important. M: Um, yes and no. It's easier to finish a meeting on time if it starts on time. But in international contexts, you do have to be aware of cultural differences. W: For example？ M: Well, in Britain big, formal meetings usually start on time, but less for mal meetings often begin a few minutes late. In Germany, on the other hand, people expect all meetings to begin on time; In some countries, er, for example, in Latin America, there's a more relaxed attitude. So, you d6 have to adapt to circumstances. W: Um, it sounds like even if you manage your own time very well, you still can't control what other people do. M. Well, you can set limits. If you're meeting a friend who always arrives late, you can say, "Well, I'm going to wait for 15 minutes. If they aren't there by then, I'll leave," W: Hmm. I've got one friend who's always late. I don't think I'd ever see her if I did that. M: Hah, but people who are always late are the ones you need to set limits with. If they know that you won't wait, then, perhaps they'll make an effort. W: Isn't that rather harsh？ M: No, not really. Someone who constantly turns up late is putting a low value on your time. Let them know you've got other things to do. And I'm not suggesting you do that with everyone just the persistent latecomers. (20) A．To help people to organize their work in an effective way. B．To help people to become efficient at their jobs. C．To help people to arrange their time properly. D．To help people to reduce stress.

But just as in face to face communication, there are some rules of behavior. that should be followed when on line. 56_________ If someone in the chat room is rude to you, you Imagine how you ‘d feel if you were in the other person ‘s shoes. For anything you ‘re about to send: ask yourself, ―Would I say this to the person ‘s face？‖ If th answer is no, rewrite and reread. 57_________ If someone in the chat room is rude to you, your instinct (本能) is to fire back in the same manner. But try not to do so. 58 _________ If someone in the chat room is rude to you, youIf it was caused by a disagreement with another member, try to fix the situation by politely discussing it. Remember to respect the beliefs and opinions of others in the chat room. 59__________ If someone in the chat room is rude to you, you Offer advice when asked by newcomers, as they may not be sure what to do or how to communicate. When someone makes a mistake, whether it ‘s a stupid question or an unnecessarily long answer, b e kind about it. If it ‘s a small mistake, you may not need to say anything. Even if you feel strongly about it, think twice before saying anything. Having good manners yourself doesn ‘t give you license to correct everyone else. 60_________ If someone in the chat room is rude to you, you At the same time, if you find you are wrong, be sure to correct yourself and apologize to those that you have offended. It is not polite to ask others personal questions such as their age, sex and marital status. Unless you know the person very well, and you are both comfortable with sharing personal information, don‘t ask such questions. A. It ‘s natural that there some people who speak rudely or make mistakes online. B. Repeat the process till you feel sure that you ‘d feel comfortable saying the words to the person‘s face. C. Everyone was new to the network once. D. The basic rule is simple: treat others in the same way you would want to be treated. E. When you send short messages to a person online, you must say something beautiful to hear. F. You should either ignore the person, or use your chat software to block their messages. G. If you do decide to tell someone about a mistake, point it out politely. 56______ 57______ 58______ 59______ 60______ 请帮忙给出每个问题的正确答案和分析，谢谢！

A．obstacles B．questions C．harriers D．problems

A．invited B．invested C．involved D．invented

M: Sorry for my being late. The traffic was extremely heavy this morning. The Fifth Avenue was totally a mess! Q: How did the woman feel when she saw the man？ (13) A．Excited B．Embarrassed. C．Worried. D．Relieved.

We've arranged our schedule()any trouble. A．no B．in C．/ D．without

A．showed off B．presented C．vanished D．appeared

A．friendly B．lovely C．lonely D．kindly

A．warn; like B．warning; likely C．warned; able D．warning; like