Read the following letter written by a student and choose the appropriate answers to each of the following questions by applying the knowledge we learned in this unit. “老师您好,英语问题儿童Kate（）想向您请教一下大学英语的学习

A .  tprof B .  topas C .  filemon D .  vmstat

A . notices B . orders C . advertisement D . instructions

A . 正确 B . 错误

&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.

•For each Question 15-20, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose. "Harmonization" is a process of increasing the compatibility of accounting practices by setting limits on how much they vary. Harmonized standards are free of logical conflicts, and should improve the comparability of financial information from different countries. Efforts to harmonize accounting standards began even before the creation of the International Accounting Standards Committee (IASC) in 1973. International accounting harmonization now is one of the most important issues facing securities regulators, stock exchanges, and those who prepare or use financial statements. Harmonization and standardization are sometimes used interchangeably. But there is still a difference between them. Standardization normally means the imposition of a rigid and narrow set of rules, and may even apply a single standard or rule to all situations. Besides, standardization does not accommodate national differences and, therefore, is more difficult to implement internationally. Whereas harmonization is much more flexible and open. It does not take a one-size-fits-all approach, but accommodates national differences and has made a great of progress internationally in recent years. However, within accounting, these two words have almost become technical terms, and one cannot rely on the normal difference in their meanings. 'Harmonization' is a word that tends to be associated with the transnational legislation originating from the European Union while 'standardization' is a word that is often associated with the International Accounting Standard Committee. The reasons that make national accounting standards desirable also apply internationally. Generally speaking, the reasons for harmonization are as follows: (1) It is important and necessary for investors and financial analysts to understand the financial statements of foreign companies whose shares they might wish to buy. They hope to make it quite sure that statements from different countries are reliable and comparable, or at least to be clear about the nature and magnitude of the differences. Besides, they also need confidence in the soundness of the auditing. (2) The advantages of harmonization are very important for MNEs, because the great effort of financial accountants to prepare and consolidate financial statements would be much simplified if statements from all around the world were prepared according to the same standards. Besides, it would be much easier to prepare comparable internal information for the appraisal of the performance of subsidiaries in different countries. Further, many aspects of investment appraisal, performance evaluation, and other decision making uses of management accounting information would benefit from harmonization. Above all, the cost of capital should be reduced by reducing the risk for investors if accounting can be made more comparable and reliable. (3) International accountancy firms can benefit from harmonization. They are in favour of harmonization because it is good for their large clients. (4) Governments in developing countries might find it easier to understand and control the operations of MNEs if financial reporting were harmonized. The most fundamental of obstacles to harmonization is the size of the present differences between the accounting practices of different countries. In previous Section 8.5 some main differences concerned with international accounting are discussed. Besides, there are several significant differences within the equity class, let alone between that class and the other. These differences go to the root of the reasons for the preparation of accounting information. Further, the dichotomy between shareholder/fair view pr A．International Accounting Standard B．International Accounting C．International Accounting Harmonization D．International Accounting Standard Committee

？Read the letter below about a kind of service offered by a company. ？In most of the lines 41-52 there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct. ？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. Kelly Associates Investigative Consultants I hope that you are enjoying the challenge of your tour in the United States of America. Perhaps my firm can be of much service to you in meeting that 41 challenge. Kelly Associates specializes in the prevention and detection of 42 the business frauds, which are making a significant problem in the United States. 43 The US Department of Justice estimates that frauds will cost US businesses 44 more than $90 billion per year. That is nearly 10 percent of the US Gross 45 National Product. Much of our experience involves in frauds by unscrupulous 46 US businessmen against foreign firms and foreign governments. Regrettably, we 47 have nearly always been engaged after the economic damage has been done and 48 embarrassment is unavoidable. We will, of course, continue to conduct out such 49 inquiries, but we would prefer to prevent from these frauds through earlier 50 investigations. I am enclosing a brochure that reflecting some of our 51 qualifications.' Whenever you feel you need to know more about both companies 52 or individuals with whom your government or compatriots are preparing to do business, please call on us. We assure you of our complete discretion. (41)

A、Formal letters B、Short letters C、Informal letters D、Neutral letters

？For each question 15—20, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. Cooperative cooperation. Competitive cooperation. Confused？ Airline alliances have travelers scratching their heads over what's going on in the skies. Some folks view alliances as a blessing to travelers, offering seamless travel, reduced fares and enhanced frequent-flyer benefits. Others see a conspiracy of big business, causing decreased competition, increased fares and fewer choices. Whatever your opinion, there's no escaping airline alliances: the marketing hype is unrelenting, with each of the two megs-groupings, One world and Star Alliance, promoting itself as the best choice for all travelers. And, even if you turn away from their ads, chances are they will figure in any of your travel plans. By the end of the year, One world and Star Alliance will between them control more than 40% of the traffic in the sky. Some pundits predict that figure will be more like 75% in 10 years. But why, after years of often ferocious competition, have airlines decided to hand together？ Let's just say the timing is mutually convenient. North American airlines, have exhausted all means of earning customer loyalty at home, have been looking for ways to reach out to foreign flyers. Asian carriers are still hurting from the region-wide economic downturn that began two years ago-just when some of the airlines were taking delivery of new aircraft. Alliances also allow carriers to cut costs and increase profits by pooling manpower resources on the ground and cede-sharing—the practice of two partners selling tickets and operating only one aircraft. So alliances are terrific for airlines—but are they good for the passenger？ Absolutely, say the airlines: think of the lounges, the joint FFP (frequent flyer program) benefits, the round-the-world fares, and the global service networks. Then there's the promise of "seamless" travel= the ability to, say, travel from Singapore to Rome to New York, all on one ticket, without having to wait hours for connections or worry about your hags. Sounds utopian？ Peter Buecking, Cathay Pacific's director of sales and marketing, thinks that seamless travel is still evolving. "It's fair to say that these links are only in their infancy. The key to seamlessness rests in infrastructure and information sharing. We're working on this. n Henry Ma, spokesperson for Star Alliance in Hong Kong, lists some of the other benefits for consumers. "Global travelers have an easier time making connections and planning their itineraries. ' Ma claims alliances also assure passengers consistent service standards. Critics of alliances say the much-touted benefits to the consumer are mostly pie in the sky, that alliances are all about reducing costs for the airlines, rationalizing services and running joint marketing programs. It is believed that alliances will ultimately result in decreased flight choices and increased costs for consumers. Instead of two airlines competing and each operating a flight on the same route at 70% capacity, the allied pair will share the route and run one full flight. Since fewer seats will be available, passengers will be obliged to pay more for tickets. Those who've already made the elite grade in the FFP of a major airline stand to benefit the most when it joins an alliance: then they enjoy the PFP perks and advantages on any and all of the member carriers. For those who haven't made the top grade in any FFP, alliances might be a way of simplifying the earning of frequent flyer miles. For example, I belong to United Airline's Mileage Plus and generally fly less than 25,000 miles a year. But I earn miles with every flight I take on Star Alliance member-Ail Nippo A．Delight. B．Indifference. C．Objection. D．Puzzlement.

A．on B．to C．with D．in

•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.

A.splash B.spread C.scope D.Spade

A．abuse B．use C．excuse D．lure

A．in B．over C．on

A．ve r y often B．too often C．more often D．most often

•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

A．facts B．opinions C．emotions D．/