&8226;Read the emails below．

A . restore the tablespace from the backup; there is no need to apply the redo information  B . restore the full database to recover the data up to the point when you performed the backup  C . restore the tablespace from the backup， and then perform a recovery using the backup control file D . restore the tablespace from the backup， and then recover the tablespace; all the redo information from the point when the tablespace was made read/write is applied

&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.

A．To inquire about office space B．To express interest in buying a condo C．To advertise his legal services D．To ask about the open house

&8226;Choose the best sentence to fill each of the gaps. &8226;For each gap 9—14, mark one letter (A—H) on your Answer Sheet. &8226;Do not use any letter more than once. The Operations Function Goods are tangible items purchased by individuals or organizations for subsequent use. Services are intangible items that are consumed at the time of being provided, with the customer taking away or retaining the benefit of that service. However, in many commercial situations, what is provided or produced by an organization can be a mixture of both goods and services. H The operations function is the part of the organization that exists primarily to generate and produce the products. (9) . They have a conversion process, some resource inputs into that process, the outputs resulting from the conversions of the inputs, and the information feedback about the activities in the operations system. (10) . Economists refer to the transformation of resources into goods and services as the production function. (11) . This process is what creates the revenue for the company making the products or providing the services. (12) . When considering the conversion process we must take into account that the process is subject to random change and fluctuations. Unplanned or uncontrolled influences may cause the actual output to differ from the planned output. (13) . If there is a circumstance in which the Yangzi River of China was to flood, the production of rice would suffer, therefore causing an increase fluctuation in the price of rice. (14) . Fluctuations may also tend to be caused by internal problems inherent in the conversion process. Faulty equipment, material imperfections, and of course human errors are only a few of the ideas that affect output quality. A Other natural problems such as lightning, frost, drought, too much rain, etc., will tend to be the major reason for the fluctuation in product quality and price because of availability. B All producers of whether it be a physical object or service have some basic elements in common. C For example, all managers in any organization will need to know how to train their employees, appraise their performance, and so forth. D The end product then becomes an idea where it is deemed a useful idea due to the form, the time, or the place of their availability from the conversion process. E For example, such fluctuations in the product quality or price may be due to the growing weather conditions of many plants of fruit and vegetables. F Once a product is made available to the consumer, that product is sold and converted into cash for that company and the cycle continues. G The general goal for all production is to create some kind of value added, so the outputs are worth more to the consumer than just the sum of the individual inputs. H In some situations the product will outweigh the service but in other situations it will be the opposite. (9)

&8226;For each question 13-18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. How to read annual reports First, turn back to the report of the certified public accountant. This third-party auditor will tell you fight off the bat if Galaxy's report conforms with "generally accepted accounting principles". Then go to the footnotes. Check to see whether earnings are up or down. The footnotes often tell the whole story. Then turn to the letter from the chairman, Usually addressed "to our shareholders," it's up front -- and should be in more ways than one. The chairman's tone reflects the personality, the well- being of the company. In this letter, the chairman should tell you how the company fared this year. But more important, the letter should tell you why. Keep an eye out for sentences that start with "Except for..." and "Despite the..." They're clues to problems. On the positive side, a chairman's letter should give you insights into the company's future and its stance on economic or political trends that may affect it. Now begin digging into the numbers! One source is the balance sheet. It is a snapshot of how the company stands at a single point in time. On the top are assets -- everything the company owns. Things that can quickly be turned into cash are current assets. On the bottom are liabilities -- everything the company owes. Current liabilities are the debts due in one year, which are paid out of current assets. The difference between current assets and current liabilities is working capital, a key figure to watch from one annual report to another. If working capital shrinks, it could mean trouble, one possibility: the company may not be able to keep dividends growing rapidly. Owners' equity is the difference between total assets and liabilities. It is the presumed dollar value of what the owners or shareholders own. You want it to grow. The second basic source of numbers is the income statement. It shows how much money Galaxy made or lost over the year. Most people look at one figure first. It's in the income statement at the bottom: earnings per share. Watch out. It can fool you. Galaxy's management could boost earnings by selling off a plant. Or by cutting the budget for research and advertising. The number you .should look at first in the income statement is net sales. Ask yourself: are sales going up at a faster rate than the last time around？ When sales increases start to slow, the company may be in trouble. Have sales gone down because the company is selling off a losing business？ If so, profits may be soaring. Another important thing to study is the company's debt. Turn to the balance, and divide long-term liabilities by owners' equity. That's the debt-to- equity ratio. A high ratio means the company borrows a lot of money to spark its growth. That's okay -- if sales grow too, and d there's enough cash on hand to meet the payments. A company doing well on borrowed money can earn big profits for its shareholders. But if sales fall, watch out. The whole enterprise may slowly sink. Some companies can handle high ratios; others can't. Finally, you have to compare. Is the company's debt-to-equity ratio better or worse than it used to be？ Better or worse than the industry norms？ In company-watching, comparisons are all. They tell you if management is staying on top of things. According to the writer, the most important element of the chairman's letter is A．the expressions used. B．the explanations given by the chairman. C．the performance of the company during the year. D．the company's future described by the chairman.

&8226;Choose the correct word or phrase to fill each gap from A, B, C, or D. &8226;For each question 21—30, mark one letter (A, B, G, or D) on your Answer Sheet. Job Enrichment While pay is an attempt to reward zestful employees, job enrichment is an effort to motivate via the work itself. Job enrichment is the (21) of changing the job so that the work will appeal to employees’ higher-level needs. Its aim is to make the work more meaningful. First, job enrichment is merely (22) up, working harder at what you are doing. Second, it is not job (23) , merely adding another meaningless job. Some managers assume they are enriching subordinates’ work by adding their duties, but the duties must make the job more meaningful in order to be enriching. Third, rotating (24) tasks does not help, at least not very much. Fourth, job enrichment does not mean (25) away all the hard parts and making the task more routine. Then what is job enrichment？ Job enrichment is based on Frederick Herzberg's two-factor theory of (26) . Herzberg argued that because job rotation and job enlargement do not provide workers with any additional responsibility or (27) over their jobs, they do not really enhance employee motivation. Job enrichment (28) to increase both the number of tasks a worker does and the control the worker has over the job. Many companies (29) job enrichment to improve the quality of work life for their employees. The (30) benefits of job enrichment are great, but it requires careful planning and execution. (21) A．purpose B．program C．project D．process

&8226;Choose the best word to fill each gap from A, B, C or D on the opposite page. &8226;For each question 21-30, mark one letter (A, B, C or D) on your Answer Sheet. Language learning for the busy executive If you've ever been told by your boss to improve your knowledge of a foreign language you'll know that success doesn't come quickly. It generally takes years to learn another language well and constant (21) to maintain the high standards required for frequent business use. Whether you study in a class, with audiocassettes, computers or on your (22) sooner or (23) every language course finishes and you must decide what to do next if you need a foreign language for your career. Business Audio Magazines is a new product designed to help you continue language study in a way that fits easily into your busy schedule. Each audiocassette (24) of an hour-long programme packed with business news, features and interviews in the language of your choice. These cassettes won't teach you how to order meals or ask for directions. It is (25) that you can do that already. Instead, by giving you an opportunity to hear the language as it's really spoken, they help you to (26) your vocabulary and improve your ability to use real language relating to, for example, that all-important marketing trip. The great advantage of using audio magazines is that they (27) you to perfect your language skills in ways that suit your lifestyle. For example, you can select a topic and listen in your car or hotel when away on business. No other business course is as (28) and the unique radio-magazine format is as instructive as it is entertaining. In addition to the audiocassette, this package includes a transcript. with a business glossary and a study (29) The components are structured so that intermediate and advanced students may use them separately or together (30) on their ability. (21) A．exercise B．performance C．practice D．operation

A．By B．During C．Within

A．An order number B．Shipping information C．Account details D．A suitable contact person

&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.

&8226;For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. HOW THE CREDIT CARD CAPTURED AMERICA The proliferation of platinum American Express cards in the 1980s spawned rumors of an ultimate, highly exclusive, never publicized "Black Card". Carried by billionaires, it reportedly allowed holders to demand private shopping sprees at the world's most exclusive shops and to summon helicopters in the middle of Sahara. American express vehemently denies the existence of such a charge card. But the persistence of the myth suggests the social importance credit cards have for so many Americans. As one business writer puts it, "to have one's credit cards canceled is now akin to being excommunicated by the medieval church." America's love affair with the credit card began in 1949, when businessman Frank X. McNamara finished a meal in a New York restaurant and then discovered he had no cash. In those days, gasoline and store charge cards were common, but cash was standard for almost everything else. The embarrassed McNamara called his wife, who rushed over to bail him out. His predicament gave him the idea for Diners Club. Within a year some 200 people carried the world's first multi-use credit card. The problem was to persuade enough people to carry the cards. Diners Club turned to promotions. It gave away a round-the-world trip on a popular television show. The winners charged their expenses and made it "from New York to New York without a die in their pockets". Banks, sensing among less affluent a pent-up desire to spend, began issuing cards of their own. The first to turn a profit was Bank of America's Bank Americard. Bankers from all over the country descended on its California headquarters to learn the secret of its success--so many that in 1966 Bank Americard, today known as Visa, began forming alliances with banks outside the state. The Bank Americard network soon faced a competitor when Wells Fargo Bank joined with 77 others to create what became Master Charge. After scooping up 1.3 million more "Everything Card" holders from what was then First National City Bank, Master Charge--today's Master Card--became for a while the biggest bank card in the country. Five million holiday credit-card shoppers would have created a bonanza for the banks, but in the rush to market, the hanks had been less than cautious in assembling their lists. Some families received 15 cards. Dead people and babies got cards. Even a dachshund named Alice Griffin was sent one that promised she would be welcomed as a "preferred customer" at Chicago's finest restaurants. Hundreds of Chicagoans discovered they could use or sell a car they "found", and by law, the person whose name appeared on it was liable for the charges--even if he or she had never requested or received the card. When the prime rate hit 20% in 1981, the banks found that consumers didn't mind paying rates of 18--22% on their credit-card balance. High interest rates helped attract new players into the credit-card area, including sears' Discover Card and Visa. Airlines, car and insurance companies, even long-distance phone companies allied themselves with banks to offer credit cards. Experts estimate there are from 15, 000 to 19, 000 different cards available in the country. Of course, credit cards have not only replaced cash for many purposes, but also in effect have created cash by making it instantly available virtually everywhere. The credit-card advance is becoming as ubiquitous as the automated teller machine. What is the rumor of "Black card"？ A．The holder can spend freely at the best shops. B．The credit card allows holders to pay their check without cash. C．The holders can summon helicopters in desert. D．The credit card is very important in American society.

Marketing by emailing is on the increase. Compared to other media, email messages are extremely cheap to send. With TV, you are spending on ad agencies and cable channels. With print ads, you are helping to keep newspapers and magazines alive. Direct mail costs more than $600 per thousand pieces. With email, there are almost no costs at all. Its low cost makes email marketing become the most cost-effective (划算的) advertising method available today. With TV, you do not know who is watching your ads. Even with direct mail, you cannot be sure that your mail has been delivered, or that anyone reads it when it gets there. With email, you know within 24 hours exactly which messages have been opened, by whom, what links the opener clicked on, and what part of your message was working. Email marketing has become the most cost-effective advertising method because _______. A、it is of extremely low cost B、it is a new marketing method C、it is popular with young people D、it is the best marketing method available

A．To make a customer service complaint B．To congratulate on winning an award C．To request a special service D．To express gratitude to a company

&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

&8226;For each question 18--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. LOSING AN ACCENT TO ACHIEVE SUCCESS It was painful for Irwin Layton to warn one of his recently promoted managers that he had to correct his speech--or it could cost him his career. The word "voltage" came out of Edwin's mouth sounding like "woltage", and "this" sounded like "dis". This often resulted in mistakes being made in the shipments he ordered. "I was really forced into submission. They said, 'Either you improve your accent or your chances of getting promoted to senior management won't be good,'" said Edwin. Edwin is a junior manager making $ 51,000 a year at a manufacturing company in Mountain View. Despite of mixed feelings, he hired a speech coach to help him out. He is not alone. Accent reduction is rapidly turning into a major business for speech coaches in the Bay Area and other large cities. Young, first-generation foreign professionals in America hoping to improve their careers appear to make up the majority of those paying to get rid of their accents. "I have people whose command of English is good--they've gone to universities here in the United States, but when they go into the workplace, they are held back," said Arthur Compton, founder of the Institute of Language & Phonology in San Francisco. Edwin said he was embarrassed and tried to ignore incidents throughout his career when colleagues would point out his accent and do imitations of his pronunciations for fun. Edwin's experiences early in his career made him very sensitive to the problems he faced with his accent, and, like many others, he compensated by pushing himself to great extremes in education. "I felt that just because I had an accent, some people thought I was stupid," Edwin said. "They lost patience. They did not want to wait to listen for what I was trying to say. It made me feel so bad. I knew I had so much to offer--my primary motive for working there was to do what I could to improve the company. Yet, none of that seemed to matter to them because they didn't have patience." Speech coaches and many other professionals say that some Americans have a prejudice against those who speak with an accent. Losing an accent is hard work. Each language has certain sounds, as we can tell from the many different alphabets, that are just not found in other languages. We learn as babies to make these sounds by moving the lips, mouth, and tongue muscles in set patterns. So a speech coach tries and resets these patterns for people who speak other languages. For 13 weeks, and at a cost of $ 795, Edwin spent an hour each week with a speech instructor, pronouncing, over and over again, compound words such as "zookeeper", preposition phrases such as "in regard to", as well as words such as "this" and "voltage", all the while looking into a mirror at his mouth. Seeing himself allowed him to have a visual image to go along with the sounds he was making. "When class was over, I was exhausted," he said. But following the long procession of lessons, he improved by 78 percent, received a healthy injection of confidence, and admitted that he should have done it sooner. His boss, Layton, called it a "win-win" situation, and is so enthusiastic that he is sponsoring a second employee in the program. How did Mr. Edwin's accent bring trouble to his work？ A．He could not get along well with his colleagues. B．He made mistakes at work just because of his accent. C．His talent and passion for work were ignored. D．Both B and Ｃ.

？If a line is correct, write CORRECT on your Answer Sheet. ？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet. Know the needs of' your audience. Put what you have to say in a logical sequence. Ensure your speech will be captivating up to 34 your audience as well as worth their time and attention. Practice 35 and rehearse of your speech at home or where you can be at ease 36 and comfortable, in the front of a mirror, your family, friends or 37 your colleagues. Use a tape-recorder and listen to yourself. Videotape 38 your presentation and analyze on it. Know what your strong and 39 weak points are. Emphasize your strong points during your presentation. 40 When you are presenting it in front of an audience, you are performing 41 as an actor is on stage. How much you are being perceived is very 42 important. Dress appropriately for the occasion, Be solemn if your 43 topic is serious. Present the desired image to your audience. Speak 44 slowly, enunciate clearly, and show off appropriate emotion and feeling 45 relating to your topic subject. Vary the tone of your voice and dramatize if necessary. (34)

A．A.for some time B．B.in no time C．C.at a time D．D.in time

•Choose the best word to fill each gap from A, B, C or D on the opposite page. •For each question 19-33, mark one letter (A, B, C or D) on your Answer Sheet. Dear Shareholders, 2001 was a challenging but successful year for our company. We were (19) by one of the most brutal global economies in decades, as well as by the (20) of the tragedy of September 11. But our people (21) remarkably to these challenges. Thanks to the continuous upgrading, (22) and expansion of our model range, we were able to increase our share of a generally declining world automotive market from 13.1% to 13.5%. Sales (23) increased by 6.5% to 88.5 billion. The profit before tax of 4.4 billion increased by a disproportionately high amount, (24) the previous year's figure by 18.6%. In 2001 we (25) eight new models and introduced numerous new engine (26) and equipment details. We will continue to expand global market (27) in the coming months and add to our model range with products. In order to (28) the competitiveness of our company, in the next five years, we plan to Invest 31.2 billion in (29) assets in the Automotive Division. The average investment ratio over the next five years will be reduced from 8.1% to 6.7%, which is at the levels of oar competitors. With our (30) brand and product portfolio, our skilled and (31) workforce, our commercial strength and our focus on (32) business, we expect to make further market sham gains for the coming year, while keeping oar competitive position strong. We therefore ask you once again to place your (33) in us as you have in the past. Yours sincerely, J. O'Neil Chairman (19) A．afflicted B．faced C．tested D．threatened

Complete the dialogues. I always read a paper at the weekend.~ But do you read all of it 1 Did you ____ TV last night ~ Yes, I ____ aprogramme about dogs. 2 I read the story but I don’t ____ it’strue. ~ No, ____ of it is true. It’s all false. 3 Have you heard the ____ ~ No, what’s ____ 4 Did you ____to the radio this morning ~ Yes, I ____ the 8 o’clock news. 5 What’s in the ____ this morning ~ I don’t know; I never buy one. 6 Have you seen the weather ____ ~ Yes, it’sgoing to rain. 7 What did you ____ on TV ~ Oh, nothing ____.