单选题Don't believe all of the stereotypes (模式化的形象) you may have heard about Americans. Even the ones that are true in general may not be true about specific individuals or a large part of the population. For example, although Americans tend to be louder than people from other cultures(especially at athletic events), many of the people you meet will be quiet and polite. Some people may be intolerant, but most will be pleasant and welcoming. Remember that American films and television exaggerate(夸张)in order to generate excitement, and so present a rather false picture of what life in the United States is really like. Therefore, tourists in the US are not always on their best behavior. Americans do tend to be more informal than people from other countries. It is common for Americans to wear casual clothing to school and to greet professors by first name. However, good manners and politeness are always appreciated. If you are polite, and dress a little more formally than your American friends, it will not be poorly thought of. However, some businesses require their employees to wear a uniform or a suit. It would be improper to wear a T-shirt and blue jeans to a job interview. Some of the more prestigious restaurants require a coat and tie. Americans tend to dress up for cultural events(the opera, theater and ballet)and to dress down for athletic events. Formal wear is required at weddings and funerals, or any other event with religious event. If you rely on the stereotypes, you will likely put yourself into an embarrassing situation

单选题Woman: Mr. Scott came back from L. A. very late yesterday. Man: So, even if he had been able to attend the party, he would have arrived late. Question: What do we learn about Mr. Scott?

单选题In English vocabulary, words of French ______ are not rare.

单选题As pointed out in Paragraph 3, the "evenly mixed" scenario

单选题The ______ garden looks very beautiful.

单选题Applicants should note that all positions are ______ to Australian citizenship requirements.

单选题When an invention is made, the inventor has three possible 61 of action open to him; he can give the invention to the world by publishing it, keep the idea 62 , or patent it. A 63 patent is the result of a bargain 64 between an inventor and the state, but the inventor gets a limited period of monopoly and publishes full details of his invention to the public after that period 65 . Only the most exceptional circumstances 66 the lifespan of a patent 67 to alter this normal process of events. The longest extension ever 68 was to Georges Valensi; his 1939 patent for color TV receiver circuit was extended until 1971 because for most of the patent's normal life there was no color TV to 69 and thus no hope for reward for the invention. Because a patent remains permanently 70 after it has terminated, the shelves of the library attached to the 71 office contain details of literally millions of ideas that are free for anyone to use and, if 72 than half a century, sometimes even re-patent. Indeed, patent experts often advise anyone 73 to avoid the high cost of conducting a search through 74 patents that the one sure way of violation of any other inventor's fight is to plagiarize a dead patent. Likewise, because publication of an idea in any other form 75 invalidates further patents on that idea. It is traditionally 76 to take ideas from other areas of print. Much modem technological advance is 77 on these presumptions of legal security. Anyone closely 78 in patents and inventions soon learns that most "new" ideas are, in fact, as old as the hills. It is their reduction to commercial practice, either through necessity or dedication, or through the availability of new technology, 79 makes news and money. The basic patent for the theory for magnetic recording dates back to 1886. Many of the original ideas behind television originate 80 the late 19th and early 20th century. Even the Volkswagen rear engine car was anticipated by a 1904 patent for a cart with the horse at the rear.

单选题This answer sounded ______.

单选题It has been raining for 3 ______ days, Monday, Tuesday and Wednesday. That's why the entire city has been flooded.

单选题 道家思想 道家思想(Taoism)是中国春秋时期(the Spring and Autumn Period)最重要的思想学派之一，创始人是老子。道家思想的核心是“道”(Tao)，老子用“道”来说明宇宙万物的产生和演变，认为人们在思想和行为上都要遵循“道”的规律，一切都要顺其自然。老子之后的另一位哲学家庄子继承和发展了道家思想。他强调自我提高，追求精神的自由。道家思想提倡追求自然、和谐的思想以及批判性思维的人文精神，是中国传统文化中宝贵而独特的精神财富。

单选题Please come back as soon as ______.

单选题Some conductors ______ sound amplification at their concerts.

单选题A foreign enterprises contract is a bad idea ______.

单选题The professor can hardly find sufficient grounds ______ his argument in favor of the new theory.

单选题阅读下面短文，请从短文后所给各题的4个选项（A、B、C、D）中选出1个最佳选项，并在答题卡相应位置上将该项涂黑。The Early Life of Beethoven　　At an early age, Beethoven took an interest in music.His father taught him day and night.Without doubt, the child w

单选题He always did well at school ______ having to do part-time jobs every now and then. A) in spite of B) regardless of C) on account of D) in case of

单选题It was not a grand occasion, so we were allowed to wear______clothes.

单选题 How Diversity Training Infuriates Men and Fails Women A. Decades before Anita Hill, Gretchen Carlson or #MeToo, American companies dreamed up 'diversity training', typically a course that lasts anywhere from an hour to a couple of days, with the goal of wiping out biases against women and others from underrepresented groups. For most of its history, diversity training has been pretty much a cudgel, pounding white men into submission with a mix of finger-wagging and guilt-mongering. B. The first training programs surfaced in the 1950s, after men returned from World War II and were appalled and perplexed to find women in their offices. After the passage of the Civil Rights Act of 1964, the training took on more urgency. Within a decade, it had morphed into a knee-jerk response to legal actions, after a series of high-profile sex discrimination suits, including one by the women of Newsweek magazine, who were stranded (使滞留) in a pink ghetto. 'Women don't write at Newsweek. If you want to be a writer, go someplace else,' the bosses told them, according to Lynn Povich, one of the 46 women who sued. C. By the time I entered the workforce in the 1980s, the Newsweek suit and others like it—led by women at TIME, the Associated Press and the New York Times—were mostly forgotten. Diversity training had taken a backseat too. I don't recall ever hearing the phrase until the 1990s. By then, it had been reconstituted as a feel-good exercise in consciousness-raising. White men were told they should include women and minorities because it's the right thing to do. It was all about the importance of 'inclusion.' D. But here's the thing about diversity training: it doesn't work. Harvard organizational sociology professor Frank Dobbin and others have since delved into why such programs have failed. Dobbin combed through thousands of data points and found that for white women and black men and women in management positions, it actually made things worse. That's right: companies that introduced diversity training would actually employ more women and black men today if they had never had diversity training at all. He singled out three situations in which training is doomed to fail: when it's mandatory; when it so much as mentions the law; or when it is specific to managers, as opposed to being offered to all employees. Unfortunately, he found, about 75% of firms with diversity-training programs fall into at least one of those categories. E. Perhaps more to the point is the fact that the training infuriates (激怒) the people it's intended to educate: white men. 'Many interpreted the key learning point as having to walk on eggshells around women and minorities—choosing words carefully so as not to offend. Some surmised (猜测) that it meant white men were villains, still others assumed that they would lose their jobs to minorities and women, while others concluded that women and minorities were simply too sensitive,' executives Rohini Anand and Mary-Frances Winters noted in a 2008 analysis of diversity training in the Academy of Management Learning Education. F. Training done badly can also damage otherwise cordial relationships. Women and minorities often leave training sessions, thinking their co-workers must be even more biased than they had previously imagined. In a more troubling development, it turns out that telling people about others' biases can actually heighten their own. Researchers have found that when people believe everybody else is biased, they feel free to be prejudiced themselves. In one study, a group of managers was told that stereotypes are rare, while another group was told that stereotypes are common. Then both groups were asked to evaluate male and female job candidates. The managers who were told that stereotypes are common were more biased against the women. In a similar study, managers didn't want to hire women and found them unlikable. The evidence is damning. G. Yet companies continue to invest heavily in diversity training spending, by one estimate, almost $8 billion a year. It has led to what the Economist dubbed 'diversity fatigue'. In a recent article, the magazine suggested that 12 of the most terrifying words in the English language are: I'm from human resources, and I'm here to organize a diversity workshop. H. Now companies are searching for more effective, less infuriating alternatives. Take tech firms, which have come under fire for being among the worst offenders when it comes to bias. The irony is that they have also been at the forefront of devising new ways to combat it. I. Can they turn around a culture where sexism has not only been tolerated but in many cases celebrated? I sat down with Brian Welle, director of people, analytics at Google, who is tasked with helping lead the latest trend: unconscious-bias training. J. We all have prejudices buried so deeply inside of us that we don't know they exist. Unconscious-bias training is supposed to arm employees with the tools they need to recognize it and neutralize these prejudices. His role, Welle told me, was to ensure that 'every decision we made, from hiring to promotion to pay to performance, didn't have an unintended bias' against women or other underrepresented groups. Welle seized on an insight that has proved to be key for anyone who is trying to wipe out hidden biases: if we believe that everyone around us is trying hard to fight against those stereotypes and prejudices, we'll do the same. Call it peer pressure, or call it a pack mentality. Whatever it is, it works. Our own biases disappear. K. Welle and his team ultimately developed a workshop for Google employees that strives to mimic those conditions. In a typical session, he explains the science, so that employees can understand that yes, we're all biased, and yes, we're all trying to fight it, and don't worry, it isn't your fault. He focuses on four ways to 'interrupt' bias, all of which boil down to one word: awareness. He encourages employees to use consistent criteria to measure success and to rely on data rather than on gut reactions when evaluating others. He urges them to notice how they react to subtle cues. Finally, he encourages employees to call out bias when they see it, even if the culprit is their own boss. L. To be sure, unconscious-bias training isn't a cure-all. Last year, a male Google engineer penned an anti-diversity 'manifesto' protesting such efforts, and later called the firm's training 'just a lot of shaming'. The company fired him—and he hit back in January, suing Google for discrimination against conservative white males. Google is also fighting U. S. Department of Labor allegations (指控) of 'extreme' underpayment to female Google employees, which the company denies.