反接 opposite arrival

A . a greatly reduced wind speed B . a higher wind speed than what really exists C . a lower wind speed than what really exists D . more turbulent wind

A . synonyms B . hyponyms C . antonyms D . homophone

A . What B . Where C . How

A. will be pulled down B. has to be pulled down C. has pulled down D. is being pulled down

&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.

听力原文： Sudanese opposition leader Sadeqal-Mahdi, who travels to Washington next week, says he will push the Bush administration to urge both sides in his country's civil war to make peace and create a true democracy. In an interview with Reuters news agency, Mr. Mahdi says the United States can play an important role in pressuring both sides to reach a just peace through political talks, not war-fare. Last week, Secretary of State Colin Powell visited the region and promised to try harder to end the Sudanese war, which has killed an estimated two million people. It pits the Muslim north against the largely Christian and animist south. Sudan's President Omar Hassan Al-Bashir and rebel leader John Garang are to hold proximity talks Saturday in Nairobi along with east African leaders trying to mediate an end to the 18 year conflict. In addition to the Kenyan host, President Daniel-arap Moi, the Ugandan, Ethiopian and Eritrean leaders are to attend the session. Who has visited Sudan last week？ A．Sadeqal-Mahdi. B．Colin Powell. C．Omar Hassan AL-Bashir. D．President Bush.

？ Read the article below about golf and business. ？ For each question 23-28 on the opposite page, choose the correct answer. ？ Mark one letter (A, B or C) on your Answer Sheet. Mixing Business and Golf It's no secret in corporate circles that golf and business offer a near-perfect match. Where else but on a course can executives spend a leisurely four hours in such a private, sociable setting？ What the is better way to strengthen a relationship with a client than by lifting a glass together after a round？ For all of the game's popularity, though, there's an art of mixing business and golf. How well you behave yourself over those 18 holes — balancing business and friendship, dealing with competition and success — suggests to others how you might behave in the boardroom or around the bargaining table. "If you're out playing golf with your partners, hey, have at it," says John Hansen, a former software-company CEO who now heads the Colorado Institute of Technology. "But when you're playing golf in a business setting — whether with employees, partners, or customers — man, you'd better be hypersensitive about how you act." For starters, team the etiquette. There's a set of rules in golf that includes not talking when someone is hitting, not stepping in the line of a putt, and treating the course with respect. Another key to success is engaging your playing partners but avoiding the hard sell. Less-experienced business golfers, says Hansen, think they need to come back to the office with something to show for all their time spent away. Just focus on the personal side, he says, "I am expecting that, by the 18th hole, you know the spouse, you know their children, you know the church they go to, you know everything about them." Regardless of how serious your partners take the game, don't try to impress. The golf swing is difficult enough when you're relaxed. Add a degree of tension, and it becomes even harder. As CEO of RDA Corp. , a software development outfit outside Baltimore, Don Await plays a lot of business golf. "I've seen cases where people get so intimidated," he says. "You know, they're whiffing or hitting the ball three feet." Actually, most people do not pay much attention to what you shoot; they're too busy focusing on their own game. What people will remember is how enjoyable it was to play with you. What do businessmen think of business and golf？ A．It is easier to make a deal while playing golf. B．Golf offers a chance for businessmen to know each other better. C．Playing golf together is one part of the deal.

&8226;Which section (A, B, C, or D) does each statement 1-7 refer to？ &8226;For each statement 1--7, mark one letter (A, B, C, or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A The cost-effectiveness and flexibility offered by large-format digital imaging has also helped diversify the number of out-of-home media. Out-of-home was a concept that didn't have a name until digital technology gave it one. Instead of hand- painting a bus or shelter, a self-adhesive graphic can be digitally imaged in a short amount of time and applied with relative ease. Advances in the durability and weatherability of inks and vinyl substrates keep the images looking sharp for a longer time. B Other technologies contribute to improvements in outdoor advertising. Satellite lighting systems allow outdoor companies to remotely adjust billboard lighting to change with seasons and daily light differences. For instance, lights can be programmed to turn off at the end of an advertiser's contract, while two-way communication lets outdoor companies know when there is no power. C Another electronic device barcode-identification tracks an advertiser's campaign from poster production through shipping, display and removal. In this way, advertisers can verify the status of their campaign through on-line communication with the outdoor companies. Similarly, computer-mapping systems help advertisers combine demographic and geographic market research data with outdoor locations to determine the best place to advertise. D Global positioning systems (GPS) make up another technology that enables the outdoor industry to determine display locations. Data is gathered with a hand-held GPS receiver that receives radio signals from satellites. The data is then put into mapping database systems that visually position billboards and other out-of-home advertising displays at that location. In this way, advertisers can test creative designs at specific locations from a computer before they commit to them. Lighting system of billboard changes seasonally, which is remote-control.

&8226;Which seminar (A, B, C or D) does each statement 1-7 refer to？ &8226;For each statement 1-7, mark one letter (A, B, C or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A Access Databases This seminar teaches you how to design and implement a smart user interface, giving you a robust, professional application with low maintenance and training requirements. A poorly designed and implanted interface can cause excessive support calls, data entry errors and user dissatisfaction. In this seminar you'll learn how to do forms tight, you'll learn the secrets of how expert Access developers use all of the power of the Access forms design tools and features to build applications users will love. B SQL Server 2000 In this seminar, you'll learn about the new features you can use in SQL Server 2000. You'll explore the interface changes in Enterprise Manager. You'll learn about the new relational database features. You'll dig into the how and why of user-defined functions. You'll learn how to run multiple instances of SQL Server on the same machine. After this seminar, you'll be ready to take full advantage of the rich set of features available in SQL Server 2000. C Stored Procedures Basics In this seminar, you'll learn how to build robust and powerful stored procedures and how they are used to not only improve the performance of database applications, but to help protect critical data as well. You'll learn about input and output parameters, and how to add error handling and transaction processing to the stored procedures that you build. After this seminar, you will understand the many benefits of stored procedures, and you will feel comfortable using them in the database applications you build. D ActiveX Automation Learn how to use ActiveX Automation, and you can communicate with and control all types of Automation-enabled products and components. This seminar teaches you to exchange data with and even run commands in other programs. You'll learn how to set up an Automation-enabled application, and how to hook into Word, Outlook, and other products and components. You'll learn how to use Office components to perform. tasks such as creating reports, generating charts, and even doing E-mail. The seminar concerns new characteristics of the product.

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&8226;Which section (A, B, C or D) does each statement (I-7) refer to？ &8226;For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. Successful Time Management A The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, '1 don't have time to plan today'. B Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic. C If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to 'fitness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything. D If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform. your planning in the future. In order to complete a task well, it may not be necessary to deal with every detail.

&8226;Which section (A, B, C, or D) does each statement 1--7 refer to？ &8226;For each statement 1--7, mark one letter (A, B, C, or D) on your Answer Sheet. &8226;You will need to use some of these letters more than once. A It's the space where commodities traders turn into couch potatoes and kids spend every waking moment from the terrible twos to the terrifying teens. Whatever you want to call it--the living room, the family room, the playroom--it's now the most wired room in the house, even more so, surprisingly, than the home office. So it's about time you got some R&amp;R (Rest and Relaxation) payback from all that technology. B Despite many changes in the past few decades, we're essentially doing the same things in the family room we've always done. These include watching TV and movies, listening to music, and communicating with friends. But now we've gone hi-tech. The capabilities and quality of the devices we use today have improved dramatically, and there's much more to come. Parts of your future living room are currently well-defined and developed, but hooking them all up into a cohesive whole is still like piecing together a jigsaw puzzle. C In recent years, TVs have become bigger and more beautiful. But we're still paying a high price for the size and beauty. Take, for example, Toshiba's 65-inch Theater Wide HD Projection TV, which is big enough to make you feel like you're really in a movie theater. As it costs almost $ 8, 500, you could practically hire some actors to perform. in your living room for less. But you're paying for the size and picture quality of a projection TV, as well as future-proofing support for digital High-Definition TV. D The great thing about life in the 21st century is how much easier when you get home. In Tokyo the folds at Panasonic have built a mockup of what they call "the house of the future". In the future, it's gonna be video mail and starts when you do a fingerprint analysis to let the computer know you're home. Sensors then note your presence, turn on the lights and set each room's temperature to your preference, or fire up the 500-channel, 50-inch plasma TV, which can store a hundred hours of TV programs in the main home computer. What we have done in the living room will be related closely to each other in the future.

A．the test is not fair towards homeschoolers B．it forces homeschoolers to adopt a public school"s curriculum C．it is troublesome to prepare students for it D．that standardized tests are expensive

•For each question (15-20), mark one letter (A, B, C or D) on your Answer Sheet. graduate recruitment has a growing role. But companies need to know whether their recruitment staff who interview candidates for jobs really know what they're doing. Carl Gilleard, chief executive of the Association of Graduate Recruiters (AGR), acknowledges that in a perfect world, the people who recruit graduates would have been in the role for some time building up workplace knowledge. He says the reality is that the high turnover of graduate recruitment managers in most blue chips means there is little continuity in how companies operate. 'There's the difficulty in maintaining important contact with university careers departments, for example,' he explains. 'You need a depth of understanding to appreciate where the company is coming from and how it's progressing.' We can identify two specialisms within the recruiter's role. Those that work on the recruitment and selection side need traditional human resources (HR) skills such as good interviewing technique, observation, common sense, objectivity, patience and listening skills. But increasingly there are those who take a strategic view and look more widely at how their company is represented in the marketplace. It's a clear advantage if you can identify with your target audience. Many young members of middle management are seconded into HR for a year because their firms feel they can identify with job-seeking graduates. Yet in an industry that has been revolutionised by the internet, privatised career services and rocketing numbers in higher education, it is questionable how relevant these managers' experiences are. Some high-fliers see a secondment to HR as a sideways move; a firm's HR function might not carry the same kudos as, say, the finance department, although obviously the recruitment and retention of staff is of crucial importance. Georgia de Saram, specialising in graduate recruitment at a law firm, is one of a new breed of young dynamic recruiters who see HR as their vocation rather than a transitory career move. 'I was attracted to the profession because I enjoy working with people and it's an obvious follow-on from my anthropology degree,' she says. 'In this capacity, you get to know people and they know you even though they might not know other people in the firm.' As a recruiter, she sees herself as the interface between graduates and the firm that's looking to attract them？ It's such a tug of war between law firms for the best trainees - often they'll turn you down in favour of an offer they've received from elsewhere. You need to be good at marketing your firm, to know what interests graduates and how you can reach potential employees, whether that's through virtual law fairs or magazines.' A recent AGR survey suggests that the sectors in which there is less turnover of graduate recruitment managers are more successful in recruiting the graduates they want. The legal sector's sophisticated understanding of the market, for example, means they manage to recruit exactly the right number of trainees despite intense competition and thousands of applications. The people recruiting seem to build up a specialism and then pass on their knowledge and expertise to those new to the graduate recruitment sector. Jackie Alexander, an HR partner at PricewaterhouseCoopers, feels that HR professionals are finally reaching board level and receiving the sort of acknowledgement they deserve. 'They are judged by the value they add to the business,' she says, 'and, as a professional services firm, the right people are our biggest asset.' As Georgia de Saram points out: 'From our company's point of v. iew, if I can't establish a rapport with a candidate A．detailed knowledge of their sector. B．appropriate academic qualifications. C．understanding of graduates' expectations. D．experience of the companies they work for.

&8226;For each question 13-18, mark one letter (A, B, C or D)on your Answer Sheet for the answer you choose. Focus on Your Customer If you think of the most successful companies around the world -- GM, Wal-Mart, IBM, etc. -- they all have one thing in common: loyal customers. It can cost ten to twenty times as much to acquire a customer as to retain one, so it's easy to understand why customer relationship management is such a hot concept. But, while everyone understands CRM is a good thing, putting a CRM strategy together isn't easy. The place to start？ A customer-driven business model. A customer-driven business model is the most prudent method of ensuring customer loyalty because it fosters a better relationship with new and existing customers. Others such as market, price, cost or e-commerce-driven business models may generate profits, but fall short of sustaining a loyal customer base. At the heart of customer-driven business model is a clear understanding of the customer -- not just customer trends (although this is useful information, too), but the buying habits and history of every one of your customers. This 360-degree view provides analytics from multiple channels (direct, web, fax, E-mail, call center, sales/marketing) and consolidates into a common repository. Monitoring buying habits and tracking market dynamics lets you more effectively market new and existing products and services. If you think this is a daunting task, you aren't alone. Because most enterprises don't have a consolidated view of their customers, obtaining customer profit and cost information is often a Herculean effort. Implementing a CRM solution is usually a huge project with a high probability of failure. Some analysts suggest most businesses underestimate the cost of a CRM Implementation by 40～75 percent. In fact, a successful CRM will interface with ERP systems to provide integration with all customer interactions such as order processing, billing. Also, CRM strategies must include commitment and sponsorship from senior management, as it should be deemed a strategic investment that is implemented incrementally and evolutionary. Understanding critical success factors, such as those listed in the "Key to CRM Success" sidebar, mitigates the risks. First, start with a cultural change that focuses on a customer-centric business strategy. Make sure your organization is well aware of the high cost of customer attrition and is focused on improving retention, increasing loyalty. Understanding and broadcasting the cost of acquiring new customers versus fostering existing relationships. Second, focus on an enterprise view of the customer that encompasses all customer data, such as communication history, purchasing behaviors, channel preferences, demographics, etc. Understand your customers' preferred channels and determine if there's some way to optimize them. Adopt a flexible architecture that will expand with your business -- this is true with any IT project. Never deploy a strategic, costly solution using the big-bang approach. Always take an incremental, evolutionary, or iterative approach. The impact to your organization can be significant, thus, proceed slowly and ensure the returns on investment measures are in place. The first paragraph indicates that loyal customers A．help reduce costs of the company. B．are quite common around the world. C．produce huge profits. D．are costly to develop.

&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. The importance of satisfaction and morale Broadly speaking, job satisfaction is the degree of enjoyment that people derive from performing their jobs. If people enjoy their work, they are relatively satisfied; if they do not enjoy their work, they are relatively dissatisfied. In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. Morale reflects the degree to which they perceive that their needs are being met by their jobs. It is determined by a variety of factors, including job satisfaction and satisfaction with such things as pay benefits, coworkers, and promotion opportunities. (8) Some large firms, for example, have instituted companywide programs designed specifically to address employees' needs. Employees at SAS institute, a large software development company in North Carolina, enjoy private offices, a free health clinic, two on-site day-care centers, flexible work hours with 35-hour work weeks, a company-subsidized cafeteria, and year-end bonuses and profit sharing. Managers at Hyatt Hotels report that conducting frequent surveys of employee attitudes, soliciting employee input, and -- most important -- acting on that input give their company an edge in recruiting and retaining productive workers. (9) For example, First Tennessee, a midsize regional bank, believes that work and family are so closely related that family considerations should enter into job design. Thus, it offers such benefits as on-site child care. When workers are satisfied and morale is high, the organization benefits in many ways. Compared with dissatisfied workers, for example; satisfied employees are more committed and loyal. (10) In addition, they tend to have fewer grievances and engage in fewer negative behaviors (complaining, deliberately slowing their work pace, and so forth) than dissatisfied counterparts. Finally, satisfied workers tend not only to come to work every day but also to remain with the organization. By promoting satisfaction and morale, then, management is working to ensure more efficient operations. Conversely, the costs of dissatisfaction and poor morale are high. Dissatisfied workers are far more likely to be absent for minor illnesses, personal reasons; or a general disinclination to go to work. (11) High levels of turnover have many negative consequences, including the disruption of production schedules, high retraining costs and decreased productivity. (12) The results of one recent study shows that companies with the highest levels of satisfaction and morale significantly outperformed the 300 largest US companies over both 5 and 10 years. Of course, many other factors contributed to the performance of both sets of companies, but these differences nevertheless can not be ignored. A Low morale may also result in high turnover -- the ratio of newly hired to currently employed workers. B In turn, satisfied employees are likely to have high morale -- the overall attitude that employees have toward their workplace. C In fact, evidence suggests that job satisfaction and employee morale may directly affect a company's performance. D Such employees are more likely to work hard and to make useful contributions to the organization. E Managers of smaller businesses realize that the personal touch can reap big benefits in employee morale and even devotion. F Companies can involve employee morale and job satisfaction in a variety of ways. G In

Conflict, defined as opposition among social entities directed against one another is distinguished from competition, defined as opposition among social entities independently striving for something which is in inadequate supply.

A、Hicks substitution effect B、The substitution effect is C、Hicks substitution effect must be in a direction D、SARP is both a necessary and a sufficient condition (Unlike WARP) for what？