听力原文：Los Angeles today is the second largest city in America, sprawling over 464 square miles along the southern California coast. It is the center of the entertainment industry, end it has a balmy climate of mostly sunny days.

Man: Hello. Yes I looked at the provision of training by employers in this country, and found that most have a 'winner-takes-all' approach to training. Despite low- levels of basic skills, companies spend most of their training budgets on their most qualified employees, particularly managers. This simply doesn't result in the quality we need. Woman: But does this really matter？ Man: Yes, because even though there have been enormous efforts to make training available to everyone, the under-development of the workforce in this country is a major factor in our poor productivity. It's also true that the time people spend being trained is below the average of the world's industrialised economies. Woman: Training is particularly bad in the fast- food industry, isn't it？ Man: Well, the industry certainly has the image of offering low-paid, Iow-prestige jobs with no future prospects. And there are jobs that don't demand a great deal of skill, for instance using the latest technology for cooking. But in fact, that image isn't entirely accurate. Not only are pay and conditions improving, but some fast- food chains are better than many other service sector employers at combining commercial success with the development of its workforce. Woman: Can you give us an example？ Man: Well, the Burger House chain gives its staff the chance to take courses in all sorts of things, not just those needed for cooking or serving. When the annual training programme is circulated, staff plan with their managers which courses to attend. They encourage people to spend as much time being trained as they think they can benefit from. In the long term, the company gains fmancially, because it creates a source of potential managers. Woman: But still, working in a fast4ood establishment is much worse than in an expensive restaurant, isn't it？ Man: In both cases, the work can resemble a production line, with the pressure limiting the chances of job satisfaction. But, expensive restaurants depend on the reputation of one or two individuals; the rest have little chance to move from low to high-skilled work. In some fast-food chains, almost half the managers have worked their way up from the kitchens. And while the type of service varies, I've seen good and bad quality in expensive restaurants and fast-food places, and that depends on training. Woman: Where will the pressure for improved training come from？ Man: In fact, it's internal. Although customers are affected by the end result of training, they also tend to be sensitive to prices. So, in fact, it's mostly people who have already worked their way up to managerial k'vels who want to help others in the same wa)'. Another advantage of course, is that training attracts job applicants, which makes recruitment easier. Woman: What recommendations did you make in your report？ Man: My main one is that the government should support training by letting companies claim tax relief. Many companies already get this for certain types of training, but the proposal w. ould particularly help unskilled workers aiming at intermediate qualifications. The government should also work with the sector skills council to improve training and working conditions in those industries where it's necessary. Woman: Do you think the government will act on your proposals？ Man: Well, I want to reintroduce the idea of people getting grants, so that they can choose training for themselves, but there were problems with this a few years ago, so the political will probably isn't there to try it again. I'm confident we'll see a review of all the vocational qualifications, though, which would remove some of the inconsistencies that are there now. And to be honest, my idea for all workers to spend a minimum time on training is unlikely to be introduced just yet. W A．the total amount of money spent on training. B．the way they allocate budgets. C．the quality of the training provided.

M: Well, it's a combination of things, but at the top of the list I think I'd put being truthful. Staff have certain expectations of how they should be treated and they want their managers to be fair. Not telling your staff what's happening is a sure way of losing their respect. You need to concentrate on solving problems, not hiding them. W: But not all problems can be solved, can they？ M: Most can, actually, but that's not the point. The thing is, instead of reacting after the dam-ages done, you should be talking to staff about how things are going and avoiding a situation where they come to see you about the problems after the event. The trick is to decide what problems might arise before they actually happen. W: What about having staff work together？ How should that be managed？ M: Well, some people appear to like working on their own, but in most companies, people who work on their own do so because they have been neglected. They have been given a task and their boss is not in-terested in how it is being done. This makes their sense of achievements smaller no matter how hard they work. People who work in teams have dearer overall picture of the work they are involved in. They have a role to play, and they know that if they don't perform. well, it is not only the business is going to suffer but also the other members of their team. So it is up to managers to create teams within their organization and encourage this team spirit. It raises performance. W: How is this best done？ M: Well, it's important to identify certain key employees among your staff and give them particular support and attention. If these key people are encouraged in their work, they would perform. better themselves, and more importantly raise the general level of performance of all the others in their area. W: Isn't it also a question of recruitment？ M: Yes, yes, lots of difficulties in staff management arise because mangers genuinely don't know how to select the right person. Sometimes interviewees are chosen on the basis of written personality tests which hear no relation with the work they'll be actually doing. Many managers admit that they sometimes ignore the lack of appropriate skills in recruiting the staff. I'd say that in the vast majority of cases they simply opt for the candidates who's made the best impression in half an hour or so... F: So, what should we have instead？ M: Well, the selection procedure should involve matching the skills and knowledge of the applicant to the actual job. And they should be done in the most immediate and relevant way possible, for example, if you try to recruit a trainer for your company, an important part of the inter-view should involve the applicant giving a pre-pared training session. Training is what they'll be doing, so you should see them in operation be-fore employing them. F: That sounds sensible. The final question, Brian, is about discipline, which is perhaps the hardest factor to get it right. What is the latest thinking？ B: Umm, well, the issues are: should you be a hard, unfriendly boss, make sure everyone obey your order without a question, or should you be more sympathetic and listen to your employees' difficulties？ Then there will be time when you have to discipline someone who has done some-thing wrong. It can be difficult if you are on very friendly terms with them. So a certain distance is necessary. On the either hand, if you are too un-approachable, you may not be made aware of important problems. M: Well, thank you, Brian. I'm sure plenty of managers out there will find out our talk very interesting. ？You will hear a radio interview with Brian Williams, a management expert. The interview deals with staf A．being able to concentrate. B．being honest. C．being respected.

Woman: Thank you, Chris. You know, today—with so many Americans counting calories and wanting to eat more natural foods—there are many new kinds of bread on supermarket shelves, high fiber bread, wheat germ bread, low calorie bread, to name only a few. Well, despite the variety, the principal ingredients of bread have remained the same. flour, water, and yeast. There may be a few other things added as food for the yeast to help it develop or as agents to assist the baking process, but these additives appear in minute quantities and have little effect on calories or nutrition. Man: Well, what about the differences between white bread and whole grain bread, Alice？ Is whole grain bread really superior nutritionally？ Woman: Both have their advantages, Chris. Whole grain bread does have more fibers of course, and the bulk which the fiber provides can be useful in digestion. White bread has a finer texture. The reason that so many people feel white bread is nutritionally lacking is the bleaching process. Bleaching, which gives bread its distinctive white color, does remove many nutrients. But what many people are unaware of is that these nutrients are added back into the bread after the bleaching process. And this re-adding process has a distinct advantage for some people. One nutrient that is re-added, iron, is unbounded in white bread whereas the iron which is retained in its natural state in whole grain bread is bonded to other chemical constituents. Studies have shown that some people have difficulty absorbing the bonded iron but can readily absorb the unbounded iron in bleached white bread. Probably the soundest advice for most people is to eat some of both types of bread. And now here's a story which makes the good old days seem that much further in the past. Do you still remember the nickel candy bar that you used to buy on the way home from school when you were a child？ Well, after successive increases to 10, 15, and 20 cents, the old nickel candy bar is now going to cost you a quarter. Candy manufacturers report that the bars will be larger. But, whereas the price is increasing 25%, the average weight increase for a bar is only 14%. Man：Thank you, Alice. We'll have more news after we return from a commercial break. 19.According to the report, what are the three main ingredients found in bread？ 20.What advantage does unbounded iron offer？ 21.Which of the following statements about bread is true？ 22.What gives white bread its distinctive color？ (39) A．Fiber, wheat germ and water. B．Iron, flour and yeast. C．Yeast, flour and fiber. D．Flour, water and yeast.

M: Then what happened？ W:A few days after arriving in Los Angeles. (19)one passenger died, and 74 others were seriously ill. M: What is the reason for that？ W: According to Dr. Phillips, it was the highest single outbreak of cholera in the United States this century, and the airline passengers were the victims of this new epidemic of cholera, a disease not seen in Latin America since 1895. they were just a few of the more than one million people affected in the 20th centuries, including at least 10,000 who died in the following three years after 1991. M: (19)Cholera？ To the best of my understanding, that disease has been dead for some time now. W: (19)But it has come back. Dr. Phillips says that cholera is by no means the only old infections on the comeback, and it is just one of the major infections that are fighting back fiercely against man's attempts to control them. M: (19)But what are the reasons for the comeback of so many dead diseases？ W: Phillips says a single reason can't explain why a new disease appears or an old one returns, and usually a combination of factors are involved. M: What kind of specific factors？ W: In his book Plagues on Our Doorstep Dr. Phillips presents some reasons. M: What are they？ W: First, (21) international travel and commerce. The cholera abroad flight 386 and mosquitoes living in imported tries are examples of these. Second, (21) technology and industry. For example, the technology in Britain's processing industry was a likely contributor to the emergence of mad cow disease. Third, (21)the breakdown of public health measures. Declining health resources have resulted in the erosion of once highly-valued health service. M: Well, that's just unbelievable! (20) A．An air crash to Los Angeles. B．A book written by a doctor. C．A disease on the comeback and its reasons D．Man's effort to prevent disease.

(26) A．I spent an hour each on psychology and mathematics. B．I studied mathematics twice as long as psychology. C．I worked for four hours last night. D．I studied for all but two hours last night.

A．The weather． B．The newspaper． C．The whether． D．The rain．

(6) A．The check is out of date. B．The check is post-dated. C．The check is in too large amount. D．The check is a crossed one.

W: I guess it's something I haven't acquired a taste for yet. What does the man imply？ (18) A．He has no taste for art. B．He didn't go to the exhibition. C．He didn't like the paintings. D．The paintings are too abstract.

听力原文： In southern Italy today, a six-story apartment building collapsed before dawn. As many as ninety people were inside. Some people were rescued but many people were trapped in the rubbles and fourteen people are confirmed to be dead. Where did the disaster probably happen？ A．In southern Italy. B．In southern Germany. C．In southern Iran. D．In southern Iraq.

M: Thank you. As you can see, little by little, Americans are turning to solar power, tapping the strength of the sun for energy. W: Yeah, that's true. Sunlight has already been used for heating or cooling homes and office buildings in the sunny south. M: Experts say all signs point to the birth of the solar energy industry. Right now, an increasing number of companies are selling solar collector panels to heat and cool homes or to heat water. The glass and metal panels each cost from ＄100 to more than ＄500, and the three or four-bedroom home usually requires a dozen or more. They look like sandwiches. They are usually placed in rooftops. Nobody knows how many have been sold, and in addition, many people have built their own units. It has been estimated that solar power equipment will be a $1.3 billion industry by 1995, and more than a million homes will use sunlight for heat, air conditioning or to generate electricity, both in the cities and in countryside. W: Wow! That is really big business. What do we learn about the use of solar energy in the U. S. ？ A．It is very well established. B．It is relatively new. C．It is found in one million homes. D．It is being rapidly expanded.

W: Thank you. M: Meyers, how do you describe your film？ Are you satisfied with it？ W: Well, I am happy to see it top the U.S. weekend box office. Have you seen the film？ Ha, it tells the story of Nick Marshall, a Chicago advertising executive. He acquires the power to read women's minds, not just what they say but also what he hears them think. That's amazing, isn't it？ I like the way Gibson interprets his role. M: Yeah, Marshall regards himself as a gift to women. I saw the movie. Then why do you choose Mel Gibson？ We know, audiences usually see him playing a man with a strong typical man side, such as in his previous action movies like “Brave Heart”, while “What Women Want” is what you termed as an old-fashioned romantic comedy. W: You are right．That's precisely why I choose him. Gibson has been known as a joker on the set and a fan of silly comedy, but has not done many romantic comedies. I just want him to display his“feminine”potential in“What Women Want”. And I am grateful to see that he has done a good job. M: What do you want audiences to learn from this film？ W: About Women. We should learn about women. They are individuals. What they appreciate is when you make the effort, even if you are not quite getting something they say. (23) A．Movie on Display. B．Movie on the Show. C．Best-selling Movie. D．Shining Movie Stars.

A．stops by B．stops in C．stops over D．stops up

Matt Flanigan, President, TIA: Well, today I would say speed and bandwidth. Especially, a little smile up to the consumer' is probably a big issue holding back the Internet. But security is also important with electronic commerce. And until they really solve that, people are not gonna feel secure. Host: All right. Well, Let's introduce our guest. We're joined by an executive from Effnet: Tomas Althen. Welcome to the program. We're delighted to have you. Tomas, let's start with this. What sort of Internet issue is Effnet dealing with？ What kind of solutions do you bring to the table？ Tomas Althen, CEO, Effnet Group: The Internet is growing at a very rapid speed at the moment. As you must know, the number of users doubles every year. However, also the information on the net doubles every month. And this calls up the two issues we have been hearing about here, speed and security. Host: Well, let's look at more details. Look at this video about the city council of Stockholm, Sweden. Narrator on the video: Here is the power. The politicians and high civil servants at Stockholm County Council are used to having access to qualified information. Now with everyone using Internet and Intranet, some information has to remain secret. The decision on how to do this are mad here at IT Control. They have found the way to let 10, 000 employees use the Internet but some information can still be accessed only by qualified people. This is the firewall keeping the information system secure. A box in the basement with software from Effnet. Scandinavia is known for its technology. Cellular phones and Internet are part of daily life. And here in Sweden there are some young, very innovative up-starting companies. One is Effnet, founded in 1997 and already on the world market. As the world demands speed and security and reliability, Effnet's gigabit router on a card makes security easier. The generic plug-in card, firewaller and router in one, proves that they are ready to meet the world demand. Host: Well, how does the firewall work？ We were told a few days ago that one of the new methods of transmission was to break everything up into little packets, send them all into the Internet and hope they arrive in the same order, and so on. Is the protection of these packets from being raided is this the principle task of the firewall？ Tomas Althen: You can say that in one sense. You also don't want packets to come in to your data system, or into your network, packets which you don't want to be there. You want to be able to decide for yourself as an organization or as a company: hey, I don't want these guys to be able to access my treasure. And to do that you need to do some filtering. You need to decide which packets are allowed, which packets are not allowed. You have to do that very fast so you don't end up with yet another bottleneck. And we solved that problem. Host: Let's look ahead a couple of years and have you estimate for us how you see this technology evolving. What do you think will be different or new on the horizon in a couple of years？ Tomas？ Tomas Althen: More and more has been put into smaller and smaller spaces. We are making quite a leap in putting all these features on one card. But the next step is clearly putting them on one chip. And we are talking to chip vendors to try to do that as quickly as reasonable. They usually say that one year in this business is seven ordinary years. So, that would be 14 years from now. We'll see things more and more integrated. For Effnet, in two years I would s A．The quality of being easy to use. B．For most of us, broadband access is years in the future. C．To maximize the Internet's sufficiency.

听力原文： LOS ANGELES--Spider-Man caught just about everyone in his web. The superhero's latest adventure, Spider-Man 3, smashed box-office records with $148 million in its first three days, according to studio estimates Sunday. That put it ahead of the previous record debut of ＄135.6 million set last summer by Pirates of the Caribbean: Dead Man' s Chest. With ＄59.3 million on opening day Friday, Sony's Spider-Man 3 broke the single-day box-office record, also held by Dead Man's Chest with ＄55.8 million in its first day. Since it began rolling out overseas on Tuesday, Spider-Man 3 has taken in ＄227 million in foreign markets, bringing the film's worldwide total to ＄375 million. In just days, the movie has grossed ＄117 million more than its whopping ＄258 million production budget. In just two days, it also nearly matched the ＄114.8 million opening weekend of 2002's Spider-Man, which had held the debut record until Dead Man's Chest opened. Spider-Man 3 reunites director Sam Raimi, who also made the previous two installments, and stars Tobey Maguire and Kirsten Dunst. How much did Spider-Man 3 take in on its opening day？ A．＄148 million. B．＄227 million. C．＄59.3 million. D．＄55.8 million.

What does the speaker imply？ A．He didn't finish the exercises yesterday. B．The exercises were handed in yesterday. C．He knew the exercises should be handed in today. D．He doesn't need to hand in the exercises today.

W: Don't worry. Banks will accept presentation on the following business day. Q: When will the bank deal with the credit if the expiry date of a credit fails on a non-business day？ (19) A．On every business day. B．On Tuesday. C．On Wednesday. D．On the following business day.

B: Good Evening! Everybody! A: Eric! We knew you are working in a very successful, multi-million dollar company, could you tell us why this company becomes so successful？ B: Well, I think its success down to corporate culture. This culture is something that's been in place for some time. We're involved in basically every major decision within the company — from setting client expectations to implementing a new dust protection system. As production coordinator, I get to know our customers well, so it was a natural for me to volunteer to call past clients. I loved it and got immediate results. A：Could you tell us more？ B: We also organize anti-bureaucrat weeks, where all the managers have to work in the store showrooms, warehouses or restaurants for at least one week a year. A: So, that really makes SilverMark Inc. Design & Build a fascinating place to work for. You will hear two people talking about corporate culture of company. Name of programme: (5)______ Eric Finucane works as (6)______ in the company. The company organizes (7)______ in the company All the managers have to work (8)______ a year in warehouses or restaurants.

听力原文：Interviewer: With us today is Steve Thomas, a 23 year-old chef who delights TV audiences with his imaginative cooking programme. Steve, what's the secret of your success？ Steve: Well, I think I'm different from other TV chefs in that I want people to see how I prepare a dish from the word go, so I don't present them with a dish that's half prepared already. If anything should go wrong during the programme, know, suppose something gets burned, well, that's part of the experience. When they try preparing it themselves, then they'll see the beauty of the finished product, but not on the screen. Interviewer: So how did you come to get your own TV series？ Steve: I was working in a restaurant called the Gala in December last year when they came to make a documentary about the place. I didn't even look at the camera.I was too busy making pasta and cooking fish. But the producer spotted me and the following week they phoned me to offer me a job... The Gala owner wished me all the best and let me go without a complaint. Interviewer: Wow!! Now, is it true that you come from a family of cooks？ Steve: Well, you could say that ... I started cooking at the age of eight. My mum and dad have a restaurant and Dad used to do all the cooking back then. My mum was too busy looking after us ... Dad insisted that if I wanted some money, I should work for it. And it seemed a lot more interesting to help out in the kitchen and see how things were made than to earn my money washing Dad's car ... Interviewer: You attended a catering course at college. How did you like that？ Steve: At school I wasn't very good at anything much. At that time, my mind wasn't on anything other than cooking. I found sitting in a classroom trying to pay attention to things very very trying. I managed to get to college though and there I was fine, because when it came to the actual cooking, I knew what I was doing. I realised that a bit of academic work didn't do you any harm either and I found it much easier when I was interested in the subject, and so I've no regrets, really. Interviewer: And now you have a TV programme and several cooks working under your orders. How do you get on with them？ Steve: Oh, I love working with them. But on my programme everyone has to be really special. They need to have gone through college training before they even apply for the job. I suppose the problem is that fairly frequently I tend to raise my voice if they don't work emciently ... but I'm just as likely to praise them if they do well ... What I say to them is, you want the audience to say we are the best, so we need to make a special effort ... Interviewer: Is there any chef celebrity that you admire especially？ Steve: I definitely think that Ron Bell is the best, and I'm pleased that he's now got his own food column in a newspaper. I had the great privilege of working with him for a while. What's so special about him is that he's always been enthusiastic about using ingredients that come from the area where he works ... For example the fish of the day would be the catch from the river close to his restaurant. He's been criticised for sticking to old-fashioned recipes, maybe that's a weakness, but I think that's his decision ... Interviewer: I heard that you are also going to write a book. Steve: Yes, I’m writing it at the moment. It may disappoint readers who expect a lot of glossy pictures, as most cookbooks nowadays seem to be things to look at rather than read ... I've gone for a style. that may be less attractive with fewer colour pictures but it will be more useful for most types of reader. What I say in my book is that we must remember the success of a meal does not depend on how it looks ... it's what it tastes like and the company of the friends you'll share it with that matters ... Interviewer: Well, thank you, Steve, I look forward to trying some rec A．the process of cooking. B．amusing incidents. C．attractively presented dishes.

A．concentration B．intensity C．conservation D．stress

M: I don't think so, but returning back home was really hard. W: Why？ M: Well, for many students, returning back to their home countries can be a very confusing experience. W: Re-entry Shock! That sounds quite interesting. Can you explain it？ M: For example, many students who come to the United States experience freedoms they have never enjoyed in their country. W: Sure, such as freedom from family, freedom from cultural norms they didn't like and freedom from the pressures of working in a real job. M: However, too much freedom and unstructured life can lead to other problems. Students sometimes skip classes, stay out late, and engage in activities that their families and cultures might not approve of, but students want to enjoy "freedom" while it lasts. W: So when students return back to their countries, they can struggle with fitting back into the cultural norms and family expectations of the past. M: Yes. Naturally, depression is possible and a loss of self can result. W: Then what can students do to minimize this Re-entry Shock？ M: First of all, keep in contact with your family and friends while you are abroad. They will be your first source of advice and support once you return. W: What else？ M: Second, have a clear plan what you will do when you return. Start looking for a job now or apply to enter a school months before you return. Re-entry Shock can be greatest when you have nothing to do when you return. (23) A．How to go abroad for study. B．How to enjoy the freedom abroad. C．How to look for a job after returning back from abroad. D．Re-entry Shock and how to reduce it.

How does it feel to finally get the deal？ I’m very happy, of course, but it would have been better if it were a few years ago, otherwise cable wouldn’t have made those investments and would have been more vulnerable. How are you going to win customers away from cable？ To a certain extent, we’re just going to give better service — cable and satellite both have had reputations for service — and if we want to get customers, we’d better have someone on the phone in 30 seconds rather than 20 minutes. And we will be investing a lot in research and development to get the most advanced technology for our set-top boxes and to get a lot of more interactivity. Will you be giving set-top boxes for free？ Well, Jack Lonergan, Echo Star Communications Corp. Chairman, is already giving away some of the boxes. We will be matching him. But if we are manufacturing boxes with more features than he is giving, then we will charge something. But we will be subsidizing to the extent that he does. Do you intend to undercut cable’s prices to start a price war？ We are not going into a price war with anyone. But overall, digital satellite today is getting about $54 a month per customer, and cable is averaging about $66 at the moment. People want digital offerings, because cable is just too expensive. What about broadband？ Cable offers it; satellite can’t. I am inclined to think that broadband will be a commodity. I am not sure about that, but it’s certainly physically possible to get first-class broadband service by satellite. People genuinely seem to fear you. Why is that？ Ah, "the crazy people who will change the world". This company has always been a stimulus for change — Fox News is a stimulus for change, BSKYB was. Someone told me that there Were two crazy people in the media business — Ted Turner and me — and now there is only one. And that’s not a bad thing to keep people guessing. Still, in Britain, you forced MTV to lower its rates for your BSKYB service. Will you force US programmers to lower their rates to get carried on Direct TV？ I hope to have a good relation and compromise. But they want give us more and more channels — and charge us for them. So if they want us to carry one of their channels, they have to promise it will get an audience. You have said you would use sports as battering ram. Will Fox TV or the Fox Sports Network bid against ESPN for Sunday Night NEL football when it comes up in 2006？ It is too early to say. I would be happy to leave things as they are. but the NFL may try to do something with cable to expand their revenues. To try to take on ESPN would be too expensive. I am not committing myself, but at current prices we are to keep what we have. Your sons, Lachlan and James. are both in top jobs, Who will succeed you？ They will both learn and develop. And my daughter may be coming back into the company. But the board will decide. I won’t be around. I’ll probably drop dead on the job. ？You will hear an interview with Peter Smith, CEO of Direct TV. ？For questions 23-30, mark one letter (A, B or C) for the correct answer. ？You will hear the recording twice. Mr. Smith believed that his promotion came A．too early. B．a bit late. C．just in time.

W: French Art & Architecture of the 19th Century. I have to check. Can I have the book and your library card？ M: Sure. I just need it for a few more days. W: Well, first, this book is one week late, not due today as you thought. There are also a few requests for this book so it is now on hold for the next person. There's a small fine on your card of ＄1.40 for the overdue book, would you like to pay today？ M: So if I pay the fine, can I take this book out again？ W: You won't be able to take it out again until all the other people who have placed holds on it have signed it out. Did you want to pay your fine today？ M: Have you processed the return on the book？ Perhaps I'll accrue more fines, and keep it for a few more days. I really need it. The exam is in two days and this is practically the course text book. W: Sorry, I have already signed it hack in and now it is on hold. In fact if I could, I would triple our fines and suspend your library privileges. It's not fair to other students who are also trying to access library material for study purpose. Now are you going to pay your fine today？ M: OK. Sorry. What is the student's problem？ A．He does not have his library card with him. B．He does not want to return the book right now. C．He does not like the system of putting books on hold. D．He does not want to pay the fine.

是 否