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

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

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

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

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}}.

填空题"I'm just bad at math." "Everyone can run faster than me." It's not unusual for us to hear our preteens labeled themselves this way. According to Judy Amall, author of Discipline without Distress, this diminished self-confidence is a common problem in the preteen years. "Kids are more aware and sensitive about how other people see them at this age," she says. "Girls, in particular, often seem to lose their voices in the classroom because boys tend to interrupt more and talk over them." Parents need to be careful about this kind of labeling. Sometimes we attempt to reassure a child who has done badly on a test at school by saying, "Well, you're just not good at spelling." But this can discourage the child from trying to improve. Children also hear the ways we label ourselves. If a girl hears her mother say, "Oh, I'm just stupid when it comes to remembering things," then it seems OK to describe herself as stupid. Besides avoiding these labels, there are a number of positive things parents can do to boost their preteen's self-confidence. 1. Really listen. It means a lot to children to have an adult pay attention to them and respect their thoughts and opinions. When they talk to you, ask questions to draw them out and help them think things through. 2. Build skills. Confidence comes from knowing what you can do. So parents need to keep challenging their preteens a bit beyond their comfort level. Amall recommends assigning some non-traditional chores so girls get good at mowing the lawn and boys master cleaning toilets. Leaning other skills helps too. Help them speak up. Public-speaking skills help kids organize and express their thoughts, and will be valuable throughout their lives. If they don't get opportunities for public speaking in school, consider enrolling them in after-school clubs. 3. Focus on abilities, not appearance. Preteens can't help but be aware of the emphasis our society puts on looks, and the changes that come with the onset of puberty make them more self-conscious. "Don't reinforce that, Amall says, "It's better to point out the things they have accomplished, even if it's getting high points in video games." Treat mistakes as opportunities for learning. When a child does something wrong, don't scold or blame. Instead, you can ask, "What did you learn from this?" This is a great age to make a lot of mistakes, try things out, to learn what works and what doesn't. 4. Coach from the sidelines. When you jump in and intervene, you may make your child feel you don't have confidence in her ability to handle the situation. But you can help her make a plan and support her as she makes her own decisions about what to do. 5. Show unconditional love. "Tell them and show them you love them every day," Amall says. "When you are feeling over-whelmed by life, it means a lot to have the love and support of your parents." A. Have family meetings where your preteen can participate in making decisions about things like family vacations and activities. It gives kids confidence to know you value what they say. B. Parents are important role models in this area. Girls hear their mothers complain about their weight or their lips being too thin, and they would look for flaws in themselves. C. Touch still matters, even if it's just a pat on the head or a quick shoulder rub. Another way of showing affection is taking the time to work with your child when he/she feels discouraged. This will help a lot. D. For example, let's say your daughter isn't invited to a birthday party that many of her friends are going to. It might be very tempting to call the parents hosting the party and ask why your daughter wasn't invited—but a better approach might be to discuss options with your daughter. What can she do? She could confront the friend directly and ask why she was excluded, or perhaps she could approach the friend with humor ("I think the dog might have eaten my invitation before I got it."). It's up to her to decide what to do and how she'll handle things if she doesn't get the outcome she wants. E. When you read with enthusiasm—using voices, expressing the excitement and suspense of the story, kids are more likely to listen attentively. The most important thing, is that the experience is warm and connected—encourage her to share in the reading task but don't insist. F. Elisa Brook's 10-year-old son, Owen, was discouraged by his lack of progress in piano lessons. "He really didn't like to practice," Brook says. "I would sit with him and encourage him, and we worked through one bar at a time. It was slow at first, but we persisted and at the end of the year, he got 92 percent on the exam and was so proud of what he'd accomplished. /

填空题The idea of what is on time differs from culture to culture.

填空题 While Americans have become ever more dependent upon electricity in their daily lives, a crucial part of the system that supports their way of life has not kept up. Yes, the country has built more power plants-enough to create a glut of power in most parts of the country. (41) __________. California's disastrous partial energy deregulation and the role played by Enron and other energy marketing companies in its power crisis have impeded changes in the national ability to deliver power. (42) __________. Moreover, the deficiency also includes inadequate coordination among the regions in managing the flow of electricity. These interregional weaknesses are so far the most plausible explanation for the blackout on Thursday. (43) __________. The problem is with the system of rules, organization, and oversight that governs the transmission networks. It was set up for a very different era and is now caught in a difficult transition. The transmission networks were built to serve a utility system based on regulated monopolies. In the old days, there was no competition for customers. Today, the mission is to connect buyers and sellers seeking the best deal, irrespective of political boundaries and local jurisdictions. (44) __________. Yet the power industry is probably not even halfway there in its shift from regulation to the marketplace. The California power crisis and the power-trading scandals sent regulators back to the drawing board, slowing the development of new institutions, rules and investment to make competitive markets work. (45) __________. [A] Over all, for more than a decade, the power industry has been struggling with how to move from the old regulation to the new marketplace. This shift was driven by the view that half a century of state regulation had produced power prices that were too high and too varied among states. Factories and jobs were migrating from states with high electric power prices to those with lower prices. [B] But the transmission system is caught in the middle of the stalled deregulation of the American electric power industry. [C] As a result, the development of the regional transmission organizations is erratic. More than one-third of the power transmitted is not under the control of regional transmission organizations. Some states fear that their cheap power would be sucked away to other markets; others do not want to subordinate state authority to the Federal Energy Regulatory Commission. [D] It was unclear when the waters would recede, never mind when life would return to normal. Power may not be restored for weeks. Looting, too. Began to spiral out of control. Mr Nagin, who said the city might be uninhabitable for three months, was forced to order police to concentrate on stopping crime, not saving people. [E] What's preventing greater connection and coordination between regions? The technology exists, and is available; the economic benefits of relieving the bottlenecks between regions far exceeds the costs by many billions of dollars. [F] Yet, despite claims in the wake of last week's blackout that the nation has a "third world" power grid, the regional networks are first world. But in one critical aspect, the system has become increasingly vulnerable: in the interconnections among the different regions. Both the number and size of the wires on the borders between regions are inadequate for the rising flow of electricity. This missing part creates the worst bottlenecks in the system. [G] Since entering the overseas power market in 1993, KEPCO has established several achievements through its distinguished international business strategies to promote electric power development of the world. Based on its long experience and advanced technology gained over 100 years in Korea, KEPCO continues to build up its outstanding reputation as a leading utility company. Moreover, KEPCO embraces challenges and makes bold steps into wider markets in the world by its flair for dynamic activities, which is favorably received in the Philippines, China, Vietnam and Libya.

填空题{{B}}Passage One{{/B}} Francois Jacob wrote that "an age or culture is characterized less by the extent of its knowledge than by the nature of the questions it puts forward." {{U}}(66) {{/U}}. Admittedly, the most brilliant cultures are developed during the days of knowledge acquirement. {{U}}(67) {{/U}}. Many convincing examples can be given when looking back to. the cultural development of these countries. The most influential Chinese culture flourished during Tang Dynasty, which was established a thousand years ago. This influence can be traced by the word "Tang Street", another name for Chinatown. And it was during the same time that the Chinese acquired more knowledge than they had before. {{U}} (68) {{/U}}. However, when compared with the knowledge people have acquired and are acquiring today, the knowledge of the ancient Tangs and Arabs is unquestionably limited. But in all history books, the cultures of the Tang Dynasty and the ancient Arabs are introduced in detail, while the cultures of the People's Republic of China and the Arab League are seldom mentioned. {{U}} (69) {{/U}}. For instance, the ancient Greeks and Romans' knowledge about nature was definitely insufficient, but they are still recognized as the founders of the most magnificent ages and cultures in human history because the questions put forward and thought about by them were profound and meaningful. In the works of the Greeks and Romans represented by The Iliad, The Odyssey and The Aeneid, the questions concerning life and death, love and hatred, benevolence and malevolence and individual and society are raised. People can always draw inspirations from Achilles' different attitudes towards death in The Iliad and The Odyssey and Aeneas' choice from love and glory. {{U}}(70) {{/U}}. The importance of an era or civilization can never be diminished because of its lack of knowledge. The essence of an age or culture should be the exploration in the spiritual world and the thoughtful questions posed.A. The Arabian culture thrived when the Arabians learnt the application of arithmetic and created Arabic numbers.B. These remain the questions people face, contemplate and discuss till today.C. In general, cultures are developed during the time of knowledge acquirement.D. This statement reveals that the nature of an epoch or civilization is decided by the things that are thought about, rather than the things that are already known.E. This is probably a universal truth for all countries and nations that boast impressive histories.F. Compared with knowledge, the questions put forward are more significant in an age or culture.