填空题他努力控制住自己的感情 and pretended not to hear the sad news.

填空题The best work that Mark Twain ever produced is______, which was a success from its fast publication in 1884, and has always been regarded as one of the great books of western literature and western civilization.

填空题Its time that we ______ (go)to the airport．

填空题Jack always talks as though she ______ everything in the world. (know)

填空题I have discarded all usual frailties, and have become incapable of envy, ambition, malice, the desire to score off my neighbor.

填空题It took me two hours ______ (do)my homework.

填空题When the article arrived, the editor read the first sentence and then refused to (publication) ______ it

填空题______ the purpose of this Contract, the Party B desires to introduce the patent and engage ______ production cooperation ______ accordance with the technical know-how specified ______ the patent.

填空题A. Thinks Positively B. Knows That Principles Are More Important than Rules C. Possesses a Sense of Humor D. Communicates Facts That Are Hard to Take E. Cares for Others and Their Well-being F. Has Integrity and Authenticity G. Order Is Important Much has been written about the tasks of leaders and the skills required for leadership. There has been considerable debate about the question of whether leaders are born or made. Likely behind these arguments is the difference between personal characteristics that some people have at birth and skills that one can acquire through education and practice. But the important personal characteristics, while they may seem innate in some people, can be cultivated, and indeed, require cultivation in all of us. For unless they are strengthened through conscious attention and cultivation, they can, for example, easily be forgotten or ignored in the craziness of activity often associated with leadership. What are some of these characteristics? One could make many lists, but here are five personal traits that seem especially important. A good leader: (41) An effective leader is "genuine", internally and externally consistent. A good leader is one of whom it can be said, "What you see is what you get" —there is never any wonder as to whether the image, the "person" presented to the world, really reflects the person. Such a leader has honesty—he/she says what he/she means, means what he/she says. A good leader has a consistency of purpose, operates out of discernible principles, and "stands for" something worthwhile and detectable. Honesty and reliability require self-reflection, the ability to understand oneself honestly, the capacity to assess one's strengths and weaknesses accurately, and acceptance of one's self. (42) A good leader takes responsibility seriously but never takes himself seriously. Such a leader can help people relax and get through tough situations in good spirits. (43) A good leader understands that nothing except a great work of art can be done by one person alone—that something of lasting value is almost always the result of a group effort. But even more than that, a good leader genuinely is concerned with and interested in others. Such concerning means that a good leader is collegial, building a sense of group identity and purpose. A good leader "brings out the best" in each of those who follow, seeks the development and advancement of each member of the group, and delights in each person's growth in ability and of character. A good leader rejoices in the success of group members without announcement of jealousy. A good leader is deliberative, involving the group in decisions wherever possible and encourages, supports, and applauds the members of the group. (44) One of the primary roles of the leader is to inspire hope, even in a difficult situation. This is not the same as being blindly optimistic. We think, for example, of Franklin Roosevelt's "We have nothing to fear but fear itself" or of Desmond Tutu's observation about apartheid in South Africa that since "it is difficult to be optimistic, one must have hope" . Such a leader empowers followers, making them believe that they can accomplish worthwhile but very difficult things. He actually creates energy in the group by being active without becoming unrealistic. (45) A good leader understands that order is important to a group but that rigidity destroys the followers' emotion state. Lasting, empowering order comes more from trust and the development of group norms than from regulations imposed by a leader. Doubtless, everyone would develop a somewhat different, and in many cases, a longer list of personal characteristics. But a leader who is conscious of such a list, who questions the extent to which he or she lives and acts in accord with these traits, and who deliberately cultivates these characteristics is likely to be a successful and appreciated leader.

填空题Phonetic similarity means that the______of a phoneme must bear some phonetic resemblance.

填空题In Chomsky"s view, language is a kind of innate endowment with which children are born. This endowment is called ______.

填空题{{B}}Directions: For each blank in the following passage, there are four choices marked A, B, C and D. Choose the one that is most suitable and mark your answer by blackening the corresponding letter on the answer sheet.{{/B}} We are interested in the weather because it{{U}} (21) {{/U}}us so directly—what we wear,{{U}} (22) {{/U}}we do, and even how we feel. Geographers, however, are{{U}} (23) {{/U}}interested in climate than in weather. Climate is the pattern of all the weather conditions over a long period of time. Generally{{U}} (24) {{/U}}, climate{{U}} (25) {{/U}}to these normal weather conditions, not{{U}} (26) {{/U}}daily or yearly changes. Climate, like weather, changes{{U}} (27) {{/U}}time. It is true{{U}} (28) {{/U}}these changes{{U}} (29) {{/U}}a long time, but not as long as we might expect. Records show that over the centuries large portions of the earth have experienced great changes{{U}} (30) {{/U}}climate.

填空题When Nick A. Coreodilos started out in the headhunting business 20 years ago, he had a keen eye for tracking talents. From his base in Silicon Valley he would send all-star performers to blue-chip companies like Xerox, IBM and General Electric. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out before, during or after the interview. So instead of simply hunting for talent, Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the right contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask the Headhunter (Plume, 1997 ) , Coreodilos has reinvented the rules of the job search, from preparation to interview techniques. Here are his six new principles for successful job hunting: 41. Your resume is meaningless. Headhunters know a resume rarely gets you inside a company. All it does is to outline your past largely irrelevant since it doesn" t demonstrate that you can do the work the hiring manager needs to be done. 42. Don"t get lost in HR. Headhunters try to get around the human resources department whenever possible. 43. The real matchmaking takes place before the interview. A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company, finding out about its culture, goals, and competitors. Remember, the employer wants to hire you. "A company holds interviews so it can find the best person for the job," Corcodilos says. The manager will be ecstatic if that person turns out to be you, because then he or she can stop interviewing and get back to work. 44. Pretend the interview is your first day at work. Most people treat an interview as if it were an interrogation. The employer asks questions, and the candidate gives answers. Headhunters go out of their way to avoid that scenario. 45. Got an offer. Interview the company. When an employer makes an offer, he does more than deliver a title and a compensation package, he also cedes part of his control over the hiring process. Once you get that offer, "You have the power," says Coreodilos, to decide whether, and on what terms, you want to hire that company. [A] Consider how Corcodilos coached Gerry Zagorski of Edison. N. J. , who was pursuing an opening at AT & T. Zagorski, walked over to the vice president" s marker board and outlined the company"s challenges and the steps he would take to increase its profits. Fifteen minutes later, as Zagorski wrote down his estimate of what he would add to the bottom line, he looked up at his interviewer. [B] One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Mich., used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester: "I would find an article published by someone in my field who worked at a company 1 was interested in. Then I" d call that person and ask to talk, mention my employability and discuss the company" s needs. One of two things happened: I"d either get an interview or learn we weren"t a good match after all. " [C]" Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then, if you haven" t gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager. [D]" At the outset of the interview, the employer controls the offer anti the power that comes with it, " Corcodilos says. "But upon making an offer, he transfers that power to the candidate. This is a power few people in that situation realize they have. It" s the time for you to explore changing the offer to suit your goals and fidly interview the company. " [E] "The guy" s jaw was on the floor, " Corcodilos says. " He told Zagorski that finishing the interview wouldn" t be necessary. Instead, the VP brought in the rest of his team, and the meeting lasted for two hours. " [F] "A resmne leaves it up to employers to figure out how you can help their organization," Corcodilos says. "That"s no way to sell yourself. " [G] One of my former colleagues, for example, wrote resumes in three different styles in order to find out which was more preferred. The result is, of course, the one that highlights skills and education background. 41. ______42. ______43. ______44. ______45. ______

填空题Wang: Could I speak to Mr. Lee, please?Lin: ______

填空题______ noble ideals．我国的青年有着崇高的理想。

填空题Whenever I have an appointment, {{U}}我总喜欢提前赴约{{/U}}.