QUESTIONS 16-20For questions 16-20, mark the corre...

更多“QUESTIONS 16-20For questions 1…”相关的问题

第1题

QUESTIONS 16-20

For questions 16-20, mark the correct letter A-H on your answer sheet.

Sarah: Where's John？

Mary: 16 ______

Sarah: The traffic is very bad.

Mary: 17 ______

Sarah: Oh, that's right. He doesn't like driving at night. Well, let's phone him. Have you got his number？

Mary: 18 ______

Sarah: Oh dear, that's a pity. We won't see the beginning of the film. It starts in five minutes.

Mary: 19 ______

Sarah: I'll see you inside then.

Mary: 20 ______

Sarah: Yes, and I'll get some chocolates too. See you in a minute.

A. No, it's in my diary at work.

B Can you get me an orange juice？

C. Yes, I have. I'll phone him now.

D. Why don't you go in？ I've got John's ticket so I'll wait here.

E. Oh, that's all right.

F. If he doesn't come in five minutes, let's go in.

G. He's late too. I told him to be here at seven.

H. I think he's coming by train.

(16)

点击查看答案

第2题

Part Two Questions 1-10 （2 points for each 20 poin...

Part Two Questions 1-10 （2 points for each 20 points totally） Questions 1 – 10 1.( ) 2. ( ) 3. ( ) 4. ( ) 5. ( ) 6.（） Directions: There are two passages in this section.For each question (1-10), mark one letter (A, B, C or D) on your Answer Sheet. You should decide on the best choice. Passage One CREATIVITY IN THE WORKPLACE (questions 1-6 ，12 points totally) Yet while senior managers may regret the lack of creativity, they must take much of the blame for creating the situation. Until recently, successive generations of management ignored innovative ideas from employees. Indeed, new ways of thinking were often regarded as an unwanted distraction, and original thinkers received little support. Despite the fact that many organisations are now taking steps to reorient the business culture to promote creativity, it is not surprising, given this background, that a creative environment Is hard to establish. Another related issue is raised by Katrina Murray, a partner in a management consultancy: 'While many senior managers still complain about the lack of support lor creativity in their organisations, they also fall to appreciate the contribution that they themselves can make. In some companies, there is a perception that only managers at board level can influence the company culture.' Murray feels that such organisations are unlikely to change. For her, 'creative organisations are made up of individuals who believe they can dictate their own future. Companies need to be able to spot these Individuals and gently encourage them to lead the way.' It Is also necessary for senior managers to reexamine their role. According to Alex Sadowski, an American professor of management science, promoting creativity means re-evaluating most of what we know about management. It means organisations must be prepared to invest In ideas without being sure of the return on that investment.Katrina Murray agrees with this view. 'Businesses are expert at the measured approach, which involves analysis and risk avoidance. But there is another approach, which involves intuition and not always looking at the bottom line. What Is hard is establishing a working environment in which both these approaches can function simultaneously. Nevertheless, there are some pleasing Indicators of progress in this area. Many of the senior managers Interviewed in the survey say their organisations have adopted a number of strategies to encourage individuals to channel their creativity. Among these are giving open and honest feedback, allowing employees the freedom to measure their performance against more flexible goals, and higher toleration levels of failure. Senior managers also recognize that the way an organisation is led and managed is critical to building a creative environment and that they themselves have an important role to play. But there are some experts who believe an even more fundamental change is needed. Tom Robertson, a professor of creative education, believes that the lack of creativity In companies is a problem that originated in schools and universities. The solution, he says, lies in more enlightened educational policies. 'There are already signs on this, but creativity is still concentrated in certain sectors, such as pharmaceuticals, advertising and the media. These sectors have always valued creativity, but the real challenge will be to shift some of these sectors practices into more traditional manufacturing and service companies. （）1.Many senior managers feel that organisations have difficulties innovating because of A. a poor level of skills among employees B. an emphasis on rapid achievement C. an increased risk associated with change D. an insistence on a standard company philosophy （）2.According to the writer, many organisations today are A.finding it easier to introduce a creative approach B.having problems understanding innovation as a concept C.actively developing the conditions for a creative approach D.resisting innovative staff suggestions （）3.In the third paragraph, Katrina Murray expresses the view that 　　A. top management must dictate the pace of change 　　B. some employees lack a commitment to change. 　　C. most organisations are incapable of bringing about effective change 　　D. some senior managers underestimate the role they can play in achieving change. （）4.Alex Sadowski and Katrina Murray agree that to be truly innovative, organisations must 　　A. invest in the right managers B. place less emphasis on financial considerations C. have a double focus to their policies D. not to change employer （）5.According to the survey, which of the following strategies has been introduced to encourage creativity? A.a greater acceptance of error B.financial rewards for higher levels of creativity C.the introduction of specific performance targets D. the promotion of creative individuals to senior posts （）6.Tom Robertson believes that, in the future, it will be difficult to achieve A.an educational system that encourages creativity B.a combination of practices that promote creativity C.the spread of creativity to a range of businesses D.a greater respect for creativity in pharmaceutical companies

点击查看答案

第3题

In the following text, some sentences have been removed. For Questions 41-45, choose the m

ost suitable one from the fist A-G to fit into each of the numbered blanks. Mark your answers on ANSWER SHEET. (10 points)

How does your reading proceed？ Clearly you try to comprehend, in the sense of identifying meanings for individual words and working out relationships between them, drawing on your explicit knowledge of English grammar (41) ______you begin to infer a context for the text, for instance, by making decisions about what kind of speech event is involved: who is making the utterance, to whom, when and where.

The ways of reading indicated here are without doubt kinds of of comprehension. But they show comprehension to consist not just passive assimilation but of active engagement inference and problem-solving. You infer information you feel the writer has invited you to grasp by presenting you with specific evidence and cues (42) _______

Conceived in this way, comprehension will not follow exactly the same track for each reader. What is in question is not the retrieval of an absolute, fixed or “true” meaning that can be read off and clocked for accuracy, or some timeless relation of the text to the world. (43) _______

Such background material inevitably reflects who we are, (44) _______This doesn’t, however, make interpretation merely relative or even pointless. Precisely because readers from different historical periods, places and social experiences produce different but overlapping readings of the same words on the page-including for texts that engage with fundamental human concerns-debates about texts can play an important role in social discussion of beliefs and values.

How we read a given text also depends to some extent on our particular interest in reading it. (45)_______such dimensions of read suggest-as others introduced later in the book will also do-that we bring an implicit (often unacknowledged) agenda to any act of reading. It doesn’t then necessarily follow that one kind of reading is fuller, more advanced or more worthwhile than another. Ideally, different kinds of reading inform. each other, and act as useful reference points for and counterbalances to one another. Together, they make up the reading component of your overall literacy or relationship to your surrounding textual environment.

[A] Are we studying that text and trying to respond in a way that fulfils the requirement of a given course？ Reading it simply for pleasure？ Skimming it for information？ Ways of reading on a train or in bed are likely to differ considerably from reading in a seminar room.

[B] Factors such as the place and period in which we are reading, our gender ethnicity, age and social class will encourage us towards certain interpretation but at the same time obscure or even close off others.

[C] If you are unfamiliar with words or idioms, you guess at their meaning, using clues presented in the contest. On the assumption that they will become relevant later, you make a mental note of discourse entities as well as possible links between them.

[D]In effect, you try to reconstruct the likely meanings or effects that any given sentence, image or reference might have had: These might be the ones the author intended.

[E]You make further inferences, for instance, about how the test may be significant to you, or about its validity—inferences that form. the basis of a personal response for which the author will inevitably be far less responsible.

[F]In plays，novels and narrative poems, characters speak as constructs created by the author, not necessarily as mouthpieces for the author’s own thoughts.

[G]Rather, we ascribe meanings to test on the basis of interaction between what we might call textual and contextual material: between kinds of organization or patterning we perceive in a text’s formal structures (so especially its language structures) and various kinds of background, social knowledge, belief and attitude that we bring to the text.

点击查看答案

第4题

Answer the following four questions. Haliburton Mi...

Answer the following four questions. Haliburton Mills, Inc. is a large producer of men’s and women’s clothing. The company uses standard costs for all of its products. The standard costs and actual costs for a recent period are given below (Exhibit 1) for one of the company’s product lines (per unit of product): During this period, the company produced 4,800 units of product. A comparison of standard and actual costs for the period on a total cost basis is given below (Exhibit 2). There was no inventory of materials on hand to start the period. During the period, 21,120 metres of material were purchased and used in production. The denominator level of activity for the period was 6,860 hours. Exhibit 1Exhibit 2What is the direct material price variance for the period?

A、$5,280 F

B、$5,280 U

C、$6,912 F

D、$6,912 U

点击查看答案

第5题

What is the WACC for a firm with 25% debt, 20% preterred stock and 55% equity if the respective costs for these components are 5% after tax, 10% after tax and 18% betfore tax? The firm's tax tate is 30%().

A.12.75%

B.13.47%

C.12.18%

D.13.15%

点击查看答案

第6题

Answer the following questions: 1) Inside your arg...

Answer the following questions: 1) Inside your arguments, each of your reasons needs to be supported either by sub-arguments or by evidence. What are the kinds of evidence most often used in argument support? 2) Which evidence does the following paragraph use to support the main idea. Each year, malaria kills at least one million people and causes more than 300 million cases of acute illness. For children worldwide, it’s one of the leading causes of death. The economic burden is significant too: malaria costs Africa more than $12 billion in lost growth each year. In the United States, hundreds of millions of dollars are spent every year on mosquito control. 3) What are the criteria used to evaluate an argument?

点击查看答案

第7题

Listen to the news item again and answer the following questions. Then give a brief summary of the news item. What is the goal of the G20 meeting What has the IMF done to its forecast for global economic growth What is the best way for China to get out of the downward pressure What has the governor of China’s central bank hinted in terms of tackling the economic problem Please give a brief summary of the news item. （）

点击查看答案

第8题

You should spend about 20 minutes on Questions 27-...

You should spend about 20 minutes on Questions 27-40, which are based on Reading Passage 3. Question 27-33 Reading Passage 3 has seven paragraphs, A-G. Choose the correct heading for each paragraph from the list of headings below. Write the correct number, i-viii, in boxes 27 - 33 on your answer sheet. List of Headings i. Disputes over financial arrangements regarding senior managers ii. The impact on companies of being subjected to close examination iii. The possible need for fundamental change in every area of business iv. Many external bodies being held responsible for problems v. The falling number of board members with broad enough experience vi. A risk that not all directors take part in solving major problems vii. Boards not looking far enough ahead viii.A proposal to change the way the board operates 27 Paragraph A 28 Paragraph B 29 Paragraph C 30 Paragraph D 31 Paragraph E 32 Paragraph F 33 Paragraph G UK companies need more effective boards of directors A After a number of serious failures of governance (that is, how they are managed at the highest level), companies in Britain, as well as elsewhere, should consider radical changes to their directors’ roles.It is clear that the role of a board director today is not an easy one.Following the 2008 financial meltdown, which resulted in a deeper and more prolonged period of economic downturn than anyone expected, the search for explanations in the many post-mortems of the crisis has meant blame has been spread far and wide.Governments, regulators, central banks and auditors have all been in the frame. The role of bank directors and management and their widely publicised failures have been extensively picked over and examined in reports, inquiries and commentaries. B The knock-on effect of this scrutiny has been to make the governance of companies in general an issue of intense public debate and has significantly increased the pressures on, and the responsibilities of, directors. At the simplest and most practical level, the time involved in fulfilling the demands of a board directorship has increased significantly, calling into question the effectiveness of the classic model of corporate governance by part-time, independent non-executive directors. Where once a board schedule may have consisted of between eight and ten meetings a year, in many companies the number of events requiring board input and decisions has dramatically risen. Furthermore, the amount of reading and preparation required for each meeting is increasing. Agendas can become overloaded and this can mean the time for constructive debate must necessarily be restricted in favour of getting through the business. C Often, board business is devolved to committees in order to cope with the workload, which may be more efficient but can mean that the board as a whole is less involved in fully addressing some of the most important issues. It is not uncommon for the audit committee meeting to last longer than the main board meeting itself. Process may take the place of discussion and be at the expense of real collaboration, so that boxes are ticked rather than issues tackled. D A radical solution, which may work for some very large companies whose businesses are extensive and complex, is the professional board, whose members would work up to three or four days a week, supported by their own dedicated staff and advisers. There are obvious risks to this and it would be important to establish clear guidelines for such a board to ensure that it did not step on the toes of management by becoming too engaged in the day-to-day running of the company. Problems of recruitment, remuneration and independence could also arise and this structure would not be appropriate for all companies. However, more professional and better-informed boards would have been particularly appropriate for banks where the executives had access to information that part-time non-executive directors lacked, leaving the latter unable to comprehend or anticipate the 2008 crash. E One of the main criticisms of boards and their directors is that they do not focus sufficiently on longer-term matters of strategy, sustainability and governance, but instead concentrate too much on short-term financial metrics. Regulatory requirements and the structure of the market encourage this behaviour. The tyranny of quarterly reporting can distort board decision-making, as directors have to ’make the numbers’ every four months to meet the insatiable appetite of the market for more data. This serves to encourage the trading methodology of a certain kind of investor who moves in and out of a stock without engaging in constructive dialogue with the company about strategy or performance, and is simply seeking a short- term financial gain. This effect has been made worse by the changing profile of investors due to the globalisation of capital and the increasing use of automated trading systems. Corporate culture adapts and management teams are largely incentivized to meet financial goals. F Compensation for chief executives has become a combat zone where pitched battles between investors, management and board members are fought, often behind closed doors but increasingly frequently in the full glare of press attention. Many would argue that this is in the interest of transparency and good governance as shareholders use their muscle in the area of pay to pressure boards to remove underperforming chief executives. Their powers to vote down executive remuneration policies increased when binding votes came into force. The chair of the remuneration committee can be an exposed and lonely role, as Alison Carnwath, chair of Barclays Bank’s remuneration committee, found when she had to resign, having been roundly criticised for trying to defend the enormous bonus to be paid to the chief executive; the irony being that she was widely understood to have spoken out against it in the privacy of the committee. G The financial crisis stimulated a debate about the role and purpose of the company and a heightened awareness of corporate ethics. Trust in the corporation has been eroded and academics such as Michael Sandel, in his thoughtful and bestselling book What Money Can’t Buy, are questioning the morality of capitalism and the market economy. Boards of companies in all sectors will need to widen their perspective to encompass these issues and this may involve a realignment of corporate goals. We live in challenging times. Question 34-37 Do the following statements agree with the claims of the writer in Reading Passage 3? In boxes 34 - 37 on your answer sheet, write TRUE if the statement agrees with the claims of the writer FALSE if the statement contradicts the claims of the writer NOT GIVEN if it is impossible to say what the writer thinks about this 34.Close scrutiny of the behaviour of boards has increased since the economic downturn. 35.Banks have been mismanaged to a greater extent than other businesses. 36.Board meetings normally continue for as long as necessary to debate matters in full. 37.Using a committee structure would ensure that board members are fully informed about significant issues. Question 38-40 Complete the sentences below. Choose ONE WORD ONLY from the passage for each answer. Write your answers in boxes 38 - 40 on your answer sheet. 38.Before 2008, non-executive directors were at a disadvantage because of their lack of ________. 39.Boards tend to place too much emphasis on　________ considerations that are only of short-term relevance. 40.On certain matters, such as pay, the board may have to accept the views of　________.

点击查看答案

第9题

Questions 16-22

?Read the advertisement below about health insurance.

?Are sentences 16-22“Right” or “Wrong”？ If there is not enough information to answer “Right” or “Wrong”, choose “Doesn't say”.

?For each sentence (16-22), mark one letter (A, B or C) on your Answer Sheet.

HEALTHSURE--FOR YOU AND YOUR FAMILY

Many health insurance policies only cover the payments you have to make when you go into hospital, but with Healthsure, you are refunded for routine visits as well. In addition, we guarantee to refund you within 2 to 4 weeks.

Healthsure is an organisation which puts the interests of its members before profits. This means we offer very low membership rates. On average, ￡1.40 is debited from your bank account each week, so you won't ever need to worry about forgetting to send payment.

It's easy to join Healthsure. Just fill in the application form. and name the members of your family you wish to include on the policy. If you, your partner, or one of your children has to go into hospital, we will pay a daily allowance. These cash payments are not taxed, and we aim to deal with claims within 72 hours. So, why not？ Apply now and benefit from our caring approach to health care.

Phone us free on 0800 885511 (24-hour number) for further information from our customer service advisers.

Healthsure makes direct payments to hospitals for its customers.

A．Right

B．Wrong

C．Doesn't say

点击查看答案

第10题

？Look at the list below. It shows some manufacture...

？Look at the list below. It shows some manufacturers.

？For questions 6-10, decide which section (A-H) of the divisions each person on the opposite page should consult.

？For each question, mark the correct letter (A-H) on your Answer Sheet.

？Do not use any letter more than once.

LIST OF COMPANIES

A Orleans Homebuilders

B Total Entertainment Restaurant

C Medical Action Industries

D Forgo Electronics

E Quality System

F Hibbert Sporting Goods

G Maxwell Shoe

H Stock Consultants

The customer needs to know something about stock market before making investment.

点击查看答案