填空题[A]Bycontrast,somewhatmorethan25percentoftheearth'spopulationcanbefoundintheindustrializedsocieties.Theyleadmodernlives.Theyareproductsofthefirsthalfofthetwentiethcentury,moldedbymechanizationandmasseducation,broughtupwithlingeringmemoriesoftheirowncountry'sagriculturalpast.Theyare,ineffect,thepeopleofthepresent.[B]Theremaining2or3percentoftheworld'spopulation,however,arenolongerpeopleofeitherthepastorthepresent.Forwithinthemaincentersoftechnologicalandculturalchange,inSantaMonica,CaliforniaandCambridge,Massachusetts,inNewYorkandLondon,andTokyo,aremillionsofmenandwomenwhocanalreadybesaidtobelivingthewayoflifeofthefuture.Trend-makersoftenwithoutbeingawareofit,livetodayasmillionswilllivetomorrow.Andwhiletheyaccountforonlyafewpercentoftheglobalpopulationtoday,theyarealreadyfromaninternationalnationofthefutureinourmidst.Theyaretheadvancedagentsofman,theearliestcitizensoftheworldwidesuper-industrialsocietynowinthethroesofbirth.[C]Itis,infact,nottoomuchtosaythatthepaceoflifedrawsalinethroughhumanity,dividingusintocamps,triggeringbittermisunderstandingbetweenparentandchild,betweenMadisonAvenueandMainStreet,betweenmenandwomen,betweenAmericanandEuropean,betweenEastandWest.[D]Whatmakesthemdifferentfromtherestofmankind?Certainly,theyarericher,bettereducated,moremobilethanthemajorityofthehumanrace.Theyalsolivelonger.Butwhatspecificallymarksthepeopleofthefutureisthefactthattheyarealreadycaughtupinanew,stepped-uppaceoflife.They"livefaster"thanthepeoplearoundthem.[E]Theinhabitantsoftheeartharedividednotonlybyrace,nation,religionorideology,butalso,inasense,bytheirpositionintime.Examiningthepresentpopulationoftheglobe,wefindatinygroupwhostilllive,huntingandfood-foraging,asmendidmillenniaago.Others,thevastmajorityofmankind,dependnotonbear-huntingorberry-picking,butonagriculture.Theylive,inmanyrespects,astheirancestorsdidcenturiesago.Thesetwogroupstakentogethercomposeperhaps70percentofalllivinghumanbeings.Theyarethepeopleofthepast.[F]Somepeoplearedeeplyattractedtothishighlyacceleratedpaceoflife--goingfaroutoftheirwaytobringitaboutandfeelinganxious,tenseoruncomfortablewhenthepaceslows.Theywantdesperatelytobe"wheretheactionis."JamesA.Wilsonhasfound,forexample,thattheattractionforafastpaceoflifeisoneofthehiddenmotivatingforcesbehindthemuch-publicized"brain-drainthemassmigrationofEuropeanscientistsandengineerswhomigratedtotheU.S.andCanada.Heconcludedthatitwasnohighersalariesorbetterresearchfacilitiesalone,butalsothequickertempothatlurethem.Themigrants,hewrites,"arenotputoffbywhattheyindicatedasthe'fasterpace'ofNorthAmerica;ifanything,theyappeartopreferthispacetoothers."[G]Thepaceoflifeisfrequentlycommentedonbyordinarypeople.Yet,oddlyenough,ithasreceivedalmostnoattentionfromeitherpsychologistsorsociologists.Thisisagapinginadequacyinthebehavioralsciences,forthepaceoflifeprofoundlyinfluencesbehavior,evokingstrongandcontrastingreactionsfromdifferentpeople.Order:

填空题The businessman made contributions ______ society as a whole, not just his company.

填空题There are two ways of opening of bids, e. g. ______ and non-public opening of bids.

填空题A. In Europe a recent feature of corporate life in the recession has been the de-layering of management structures. This has halted progression for women in as much as de-layering has taken place either where women are working or in layers they aspire to. There is also a positive trend from the recession, which has been the growing number of women who have started up on their own. B. Reasons for higher success rates among women are difficult to isolate. One explanation suggested is that if a woman candidate manages to get on a shortlist, then she has probably already proved herself to be an exceptional candidate. When women apply for positions they tend to be better qualified than their male counterparts but are more selective and conservative in their job search. Women tend to research thoroughly before applying for positions or attending interviews. Men, on the other hand, seem to rely on their ability to sell themselves and to convince the employers that any shortcomings they have will not prevent them from doing a good job. C. In business as a whole, there are a number of factors encouraging the prospect of greater equality in the workforce. Demographical trends suggest that the number of women going into employment is steadily increasing. In addition, a far greater number of women are now passing through high education, making them better qualified to move into management positions. Organizations such as the European Women"s Management Development Network provide a range of opportunities for women to enhance their skills and contacts. Through a series of both pan-European and national workshops and conferences the barriers to women in employment are being broken down. However, there is only anecdotal evidence of changes in recruitment patterns. It is still so hard for women to even get on to shortlists—there are so many hurdles and barriers. There have been some positive signs, but until there is a belief among employers, until they value the difference, nothing will change. D. The study concentrated on applications for management positions in the $45,000 to $110,000 salary range and found that women are more successful than men in both the private and public sectors. Dr. Elizabeth Marx from London based Carre recruitment consultants described the findings as encouraging for women, in that they send a positive message to them to apply for interesting management positions. But she added: "We should not lose sight of the fact that significantly fewer women apply for senior positions in comparison with men." E. Women who apply for jobs in middle or senior management have a higher success rate than men, according to an employment survey. But of course far fewer of them apply for these positions. The study by Cane Recruitment Consultants shows that while one in six men who appear on interview shortlists get jobs, the figure rises to one in four for women. F. Managerial and executive progress made by women is confirmed by the annual survey of boards of directors carried out by Korn & Orban International. This year the survey shows a doubling of the number of women serving as non-executive directors compared with the previous year. However, progress remains painfully slow and there were still only 18 posts filled by women out of a total of 354 non-executive positions survey. G. According to a 2008 study by University of Illinois sociologist John Dencker, women can make inroads into male-dominated management ranks as companies scale-back workforces via downsizing. Overall, women accounted for nearly 36% of the company"s managers after restructuring, compared with an average of about 24% during the period from 1967 to 1993, according to the study. Furthermore, Dencker found that women made less headway into top levels of management and that a host of factors slowed the climb up the corporate ladder for women, who make up half of the nation"s management workforce but hold only 15% of top leadership positions. Order: 1 → 2 → 3 →F→ 4 → 5

填空题Women predominate in the lower-paying, menial, unrewarding, dead-end jobs, and when they do reach better positions, they are ______ paid less than a man for the same job. (vary)

填空题Have you ever considered what makes a good boss good? The answer to that question is admittedly mercurial, as one person"s view of a top-notch employer will differ from somebody else"s. However, there are a number of traits, attitudes and abilities that are common to all good bosses. Moreover, the need for solid leadership skills is especially telling with smaller businesses. "Being a good boss is important in any organization, but it"s particularly important for small business," says Rob Sheehan, director of executive education at the James MacGregor Burns Academy of Leadership at the University of Maryland. "With smaller businesses, you really have the opportunity to set the tone for the entire company." Bearing in mind the importance of good leadership to business, consider the following lineup of skills, strategies and attributes : 1 2Be inclusive: With a smaller operation, it"s essential that everyone feels like an equal and involved part of the team. A good employer is certain to treat each employee fairly, not only in terms of salary and other forms of compensation, but also in how that employee is involved in the daily function of the business. Encourage feedback, innovation and creativity so employees feel genuinely engaged. 2 Mission, not just money: Very few businesses operate out of sheer altruism, but that"s not to say that turning a profit is the primary philosophical and practical focus. Rather, an effective boss establishes a genuine business mission. How that takes shape depends both on the business and on the overriding focus the boss wants to set. 3 Nothing to fear but fear itself: Many of us have had bosses who would be right at home with a knife next to their desk calendars. Make one mistake on the job and feel free to slip your head right in beneath the blade. Conversely, an effective boss encourages his or her employees not to be gun shy about occasional chaos along the road toward better job performance. 4 It"s their careers, too: Don"t forget that the people who work for you are looking to you to help them navigate and advance their careers. As I said, it"s not all about money. But it is all about making your employees see how to improve and create meaningful careers for themselves. 5 Made, not necessarily born: One final aspect of being a good boss is recognizing that much of what goes into being an effective leader is, in fact, learned behavior. Of course, there always have been and will be bosses who seem to have a flawless touch in leading and motivating. But for every natural, there are just as many top-flight bosses who got that way by attending management classes and seminars, reading books on effective leadership and, just as important, understanding that a good employer naturally attracts first-rate employees. A. "It"s important to use that different perspective to educate and encourage. But it"s also important, like a good coach, to lead your team by example. For instance, while you should point out mistakes by your employees, be sure to admit when you yourself make a mistake," says Sheehan. B. "You need to create an environment of integrity, trust and respect to make absolutely certain that everyone is treated fairly, regardless of the differences they may have," says Sheehan. C. "People can definitely develop good leadership capabilities," says Sheehan. "To a certain degree, we all have innate traits that make us good bosses. All you really have to do is work to develop those traits to their utmost." D. If an employee has a goal of becoming a manager or running his or her own business someday, nurture that goal. Tell them the traits they need to work on to achieve their ultimate plans. E. For instance, a restaurant owner may push speedy lunchtime service as a way of serving the time-strapped business community. By contrast, a medical supply outfit may emphasize how its products improve customers" health. Not only can a clear mission (responsibility) serve to motivate employees, it can also infuse a sense of importance in their jobs. F. "This requires a mentality that encourages learning rather than being afraid of making a mistake. Try something new and different, but know we"re not going to kill each other if things don"t work out," says Sheehan. "I was a swimmer in college and I swam fast when I imagined a shark was after me. I swam just as fast when I imagined I was in the Olympics. It"s a question of what you want to focus on."

填空题Author____Title____ His mother"s hand touched his shoulder. "Does hit hurt?" she said. "Naw," he said. "Hit don"t hurt. Lemme be."

填空题Perhaps the most typically American (types) of feature movie, the western, (has been) a resurgence (in) popularity (in recent years). A. types B. has been C. in D. in recent years

填空题As a young girl, she wants to be confirmed as Roman Catholic because she would be able to wear a white lace dress like a princess at the______.(confirm)

填空题Amy: What do Beijing people usually do to keep fit?Ronald: ______ . Women often try dancing, and men often go hiking.

填空题English-Chinese Translation．(华中师范大学2010研，考试科目：写作翻译)Excerpt from Jane EyreSomething of daylight still lingered, and the moon was waxing bright: I could see him plainly. His figure was enveloped in a riding cloak, fur collared, and steel clasped: its details were not apparent, but I traced the general points of middle height, and considerable breadth of chest. He had a dark face, with stern features and a heavy brow: his eyes and gathered eyebrows looked ireful and thwarted just now: he was past youth, but had not reached middle age: perhaps he might be thirty-five. I felt no fear of him, and but little shyness. Had he been a handsome, heroic-looking young gentleman, I should not have dared to stand thus questioning him against his will, and offering my services unasked. I had hardly ever seen a handsome youth: never in my life spoken to one. I had a theoretical reverence and homage for beauty, elegance, gallantry, fascination: but had I met those qualities incarnate in masculine shape, I should have known instinctively that they neither had nor could have sympathy with anything in me, and should have shunned them as one would fire, lightning, or anything else that is bright but antipathetic.(Charlotte Bronte, Jane Eyre)

填空题我们需要马上解决这个问题。

填空题cupboard

填空题"Universal history, the history of what man has accomplished in this world, is at bottom the History of the Great Men who have worked here," wrote the Victorian stage Thomas Carlyle. Well, not any more it is not. Suddenly, Britain looks to have fallen out with its favourite historical form. This could be no more than a passing literary craze, but it also points to a broader truth about how we now approach the past: less concerned with learning from forefathers and more interested in feeling their pain. Today, we want empathy, not inspiration. From the earliest days of the Renaissance, the writing of history meant recounting the exemplary lives of great men. In 1337, Petrarch began work on his rambling writing De Viris Illustribus—On Famous Men, highlighting the virtus (or virtue) of classical heroes. Petrarch celebrated their greatness in conquering fortune and rising to the top. This was the biographical tradition which Niccolo Machiavelli turned on its head. In The Prince, the championed cunning, ruthlessness, and boldness, rather than virtue, mercy and justice, as the skills of successful leaders. Over time, the attributes of greatness shifted. The Romantics commemorated the leading painters and authors of their day, stressing the uniqueness of the artist's personal experience rather than public glory. By contrast, the Victorian author Samual Smiles wrote Self-Help as a catalogue of the worthy lives of engineers, industrialists and explores. "The valuable examples which they furnish of the power of self-help, if patient purpose, resolute working and steadfast integrity, issuing in the formulation of truly noble and many character, exhibit," wrote Smiles. "what it is in the power of each to accomplish for himself" His biographies of James Walt, Richard Arkwright and Josiah Wedgwood were held up as beacons to guide the working man through his difficult life. This was all a bit bourgeois for Thomas Carlyle, who focused his biographies on the truly heroic lives of Martin Luther, Oliver Cromwell and Napoleon Bonaparte. These epochal figures represented lives hard to imitate, but to be acknowledged as possessing higher authority than mere mortals. Communist Manifesto. For them, history did nothing, it possessed no immense wealth nor waged battles: "It is man, real, living man who does all that. "And history should be the story of the masses and their record of struggle. As such, it needed to appreciate the economic realities, the social contexts and power relations in which each epoch stood. For: "Men make their own history, but they do not make it just as they please; they do not make it under circumstances chosen by themselves, but under circumstances directly found, given and transmitted from the past. " This was the tradition which revolutionized our appreciation of the past. In place of Thomas Carlyle, Britain nurtured Christopher Hill, EP Thompson and Eric Hobsbawm. History from below stood alongside biographies of great men. Whole new realms of understanding—from gender to race to cultural studies—were opened up as scholars unpicked the multiplicity of lost societies. And it transformed public history too: downstairs became just as fascinating as upstairs. [A] emphasized the virtue of classical heroes. 41. i Petrarch [B] highlighted the public glory of the leading artists. 42. Niccolo Machiavelli [C] focused on epochal figures whose lives were hard to imitate. 43. Samuel Smiles [D] opened up new realms of understanding the great men in history. 44. Thomas Carlyle [E] held that history should be the story of the masses and their record ofstruggle. 45. Marx and Engels [F] dismissed virtue as unnecessary for successful leaders. [G] depicted the worthy lives of engineer industrialists and explorers.

填空题Translate the following into English．(上海外国语大学2007研，考试科目：英汉互译) 我是个最喜欢在十丈红尘里奔走道路的人。我现在每天在路上的时间差不多总在两点钟以上，这事已经有好几个月了，我却一点也不生厌，天天走上电车，老是好像开始蜜月旅行一样。电车上和道路上的人们彼此多半是不相识的，所以大家都不大拿出假面孔来，比不得讲堂里，宴会上，衙门里的人们那样彼此拼命地一味敷衍。公园、影戏院、游戏场、馆子里面的来客个个都是眉开眼笑的，最少也装出那么样子，墓地、法庭、医院、药店的主顾全是眉头皱了几十纹的，这两下都未免太单调了，使我们感到人世的平庸无味。车子里面和路上的人们却具有万般色相，你坐在车里，只要你睁大眼睛不停地观察了卅分钟，你差不多可以在所见的人们脸上看出人世一切的苦乐感觉同人心的种种情调。你坐在位子上默默地鉴赏，同车的客人们老实地让你从他们的形色举止上去推测他们的生平同当下的心境，外面的行人——显现你眼前，你尽可恣意瞧着，他们并不会晓得，而且他们是这么不断地接连走过，你很可以拿他们来彼此比较，这种普通人的行列的确是比什么赛会都有趣得多，路上源源不绝的行人可说是上帝设计的赛会，当然胜过了我们佳节时红红绿绿的玩意儿了。 并且在路途中我们的心境是最宜于静观的，最能吸收外界的刺激的。我们通常总是干事，正经事也好，歪事也好，我们的注意免不了特别集中在一点上，只有路途中，尤其走熟了的长路，在未到目的地以前，我们的方寸是悠然的，不专注于一物，却是无所不留神的。在匆匆忙忙的一生里，我们此时才得好好地看一看人生的真况。所以无论从哪一方面说起，途中是认识人生最方便的地方。车中、船上、人行道可说是人生博览会的三张入场券，可惜许多人把它们当作废纸，空走了一生的路。

填空题Youll cut yourself if you walk around in ______ feet， 如果你光着脚走路可能会受伤。

填空题{{B}}Directions:{{/B}} For each numbered blank in the following passage, fill in a suitable word in each blank on the ANSWER SHEET. "Intercultural communication" is communication{{U}} (51) {{/U}}members of different cultures. This definition is simple,{{U}} (52) {{/U}}the process is complex. Intercultural communication involves differing perceptions, attitudes and interpretations. We know that even two people from the same{{U}} (53) {{/U}}can have communication problems. People can unintentionally hurt each other by something they say or{{U}} (54) {{/U}}. Isn't it logical, then, that communication problem can be{{U}} (55) {{/U}}among people who do not have the benefit of shared experiences (i. e. , language and culture) 9. Cultures do not communicate; individuals{{U}} (56) {{/U}}. Everyone has a unique style of communication, but cultures determine a general style for their members. The{{U}} (57) {{/U}}of individual to his culture is{{U}} (58) {{/U}}to an actor and his director. The actor puts his own personality into his acting but is nevertheless influenced by the director. We are not always aware of the subtle influences of our culture.{{U}} (59) {{/U}}, we may not perceive that others are influenced by their cultures as well. Problems and misinterpretations do not result every time members from two cultures communicate.{{U}} (60) {{/U}}, when cultural conflicts do arise, they may be perceived{{U}} (61) {{/U}}personal rather than cultural. In the following example it is a{{U}} (62) {{/U}}misunderstanding that creates negative feelings and confusion. A young woman from one culture is looking{{U}} (63) {{/U}}of the window and sees a male acquaintance from another culture. He signals to her by puckering his lips . She quickly looks away from the window. Later she ignores him. He is confused and she is angry. The{{U}} (64) {{/U}}was due to the woman's failure to understand the man's nonverbal signal. In her culture, his gesture conveys a sexual advance. According to his culture, he Was only saying (nonverbally) , "Oh there you are . I've been looking for you." The woman's misinterpretation resulted{{U}} (65) {{/U}}her angry reaction and his{{U}} (66) {{/U}}. If the two had known more{{U}} (67) {{/U}}each other's nonverbal cues, they could have{{U}} (68) {{/U}}the cultural conflict. Some misunderstandings are insignificant and can be easily{{U}} (69) {{/U}}or remedied.{{U}} (70) {{/U}}conflicts are more serious in that they can cause misinterpretations and create persistent negative attitudes toward foreigners.

填空题Sally: Wow! How nice the room is! Jim: ______.