单选题 He planned to steal the money, but his ______ were discovered.

单选题I'd rather you ______ those important documents with you. A. don't take B. didn't take C. won't take D. not take

单选题Dear Tom,You asked me why I like living in New Mexico.I like it（21）it is so beautiful.We havemountains,mesas平顶山,rivers,and forests.Mesa is the Spanish（22）for a broad,flat-toppedmountain.For 12 years,I

单选题In old day's, when a glimpse of stocking was looked upon as something far too shocking to distract the serious work of an office, secretaries were men. Then came the First World War and the male secretaries were replaced by women. A man' s secretary became his personal servant, charged with remembering his wife' s birthday and buying her presents; taking his suits to the dry-cleaners; telling lies on the telephone to keep people he did not wish to speak to at bay and, of course, typing and filing and taking shorthand. Now all this may be changing again. The microchip and high technology is sweeping the British office, taking with it much of the routine clerical work that secretaries did. "Once office technology takes over generally, the status of the job will rise again because it will involve only the high-powered work and then men will want to do it again." That was said by one of the executives (male) of one of the biggest secretarial agencies in this country. What he has predicted is already under way in the US. One girl described to me a recent temporary job placing men in secretarial jobs in San Francisco. She noted that all the men she dealt with appeared to be gay so possibly that is just a new twist to the old story. Over here, though, there are men coming onto the job market as secretaries. Classically, girls have learned shorthand and typing and gone into a company to seek their fortune from the bottom— and that' s what happened to John Bowman. Although he joined a national grocery chain as secretary to its first woman senior manager, he has since been promoted to an administration job. "I filled in the application form and said I could do audio/typing, and in fact I was the only applicant. The girls were reluctant to work for this young, glamorous new woman with all this power in the firm." "I did typing at school, and then a commercial course. I just thought it would be useful finding a job. I never got any funny treatment from the girls, though I admit I' ve never met another male secretary. But then I joined the Post Office as a clerk and carelessly played with the typewriter, and wrote letters, and thought that after all secretaries were getting a good ￡ 1,000 a year more than clerks like me. There was a shortage at that time, you see." "It was simpler working for a woman than for a man. I found she made decisions, she told everybody what she thought, and there was none of that male bitchiness, or that stuff ring this number for me dear, which men go in for." "Don' t forget, we were a team—that’s how I feel about it—not boss and servant but two people doing different things for the same purpose." Once high technology has made the job of secretary less routine, will there be male takeover? Men should beware of thinking that they can walk right into the better jobs. There are a lot of women secretaries who will do the job as well as they because they are as efficient and well trained to cope with word processors and computers, and men.

单选题His anger was ____  that he stood there speechless. 

单选题 Neither of the young men who had applied for a position in the university ______.

单选题At that time, most people ______ the notion ______ the sun revolves around the earth.

单选题 A new partner pushes out two close friends on average, leaving lovers with a smaller inner circle of people they can turn to in times of crisis, a study found. The research, led by Robin Dunbar, head of the Institute of Cognitive (认知的) and Evolutionary Anthropology (人类学) at Oxford University, showed that men and women were equally likely to lose their closest friends when they started a new relationship. Previous research by Dunbar's group has shown that people typically have five very close relationships—that is, people whom they would turn to if they were in emotional or financial trouble. 'If you go into a romantic relationship, it costs you two friends. Those who have romantic relation- ships, instead of having the typical five 'core set' of relationships only have four. And of those, one is the new person who's come into their life,' said Dunbar. The study, submitted to the journal Personal Relationships, was designed to investigate how people trade off spending time with one person over another and suggests that links with fancily and closest friends suffer when people start a romantic relationship. Dunbar's team used an internet-based questionnaire to quiz 428 women and 112 men about their relationships. In total, 363 of the participants had romantic partners. The findings suggest that a new love interest has to compensate for the loss of two close friends. Speaking at the British Science Festival, Professor Dunbar said: 'This was a surprise for us. We hadn't expected it.' 'What I suspect is that your attention is so wholly focused on the romantic partner you don't get to see the other folks you had a lot to do with before, and so some of those relationships start to deteriorate (变糟).' The questionnaire allowed people to mention whether any of their closest friends were 'extra romantic partners'. In all, 32 of those quizzed mentioned having an extra love interest in their life, but these people did not lose four friends as might be expected. Instead, the extra person in their life bumped their original romantic partner out of their innermost circle of friends.

单选题What is the tone of the text?

单选题A: Can I get you a cup of tea? B: ______ A. That's very nice of you. B. With pleasure. C. You can, please. D. Thank you for the tea.

单选题The new designs of the Christmas stamps are always waited for with keen ______.

单选题Different cultures are more prone to ______ certain illnesses because of the food that is characteristic in these cultures.

单选题 How Women Are Reshaping the Defense Industry The defense industry is facing unprecedented challenges, with the help of a new group of women leaders. A. Women currently hold a little over four percent of the Fortune 500 CEO positions. However, in the defense industry, women are at the helm of 50 percent of the largest firms. Although women are hardly new to the industry, they are moving rapidly into the top jobs, and in the process melting away the defense industry's male-dominated image. B. As the vice chairman of the House Defense Appropriations subcommittee, a subcommittee I have served on for eight years, and the chairman of the State and Foreign Operations Appropriations subcommittee, which I have been at the helm of for the last six years, I have witnessed the transition, and seen the challenges, firsthand as more women serve as leaders within the defense community. C. The defense industry is facing unprecedented challenges. Yet, with the help of a new group of women leaders, solutions to the defense industry's challenges are being advanced, and in the process the future of our national security is being shaped and secured. D. For years, Della Williams, a constituent of mine, was one of just a handful of women defense industry executives. She started the company Williams R.D.M., formerly known as Williams Pyro, in 1963. Williams R.D.M is a defense contracting firm with more than 100 employees. While she has overseen tremendous growth of her company, establishing a positive name for her business did not prove to be an obstacle-free endeavor for Williams. She founded her company at a time when women's roles in the workforce were only beginning to change, and she dealt with her share of gender-related challenges early on. E. Back then, and even today, women in the workforce often feel they are not listened to. Instead of letting this serve as an obstacle, women have turned it into a strength by becoming better listeners themselves and in the process stronger leaders. This trait becomes very important when you have management-union issues, for instance. It also leads to more win—win decisions and less ego driven results. F. Fifty years ago, most engineers were men, and when they picked up the phone to call Williams Pyro, they expected to speak with a male counterpart on the other end. When they heard Della Williams' voice on the line, many of them were skeptical of whether she could help them. To the skeptics, Williams would say, 'Try me.' If she couldn't help them, they were no worse off than before they called—but that was rarely the case. G. Like most executives, earning a good reputation and rapport with customers and other industry leaders didn't come without Williams spending a lot of time at work. Unfortunately for her, as a woman, the idea of balancing work and family would inevitably come up. She felt a duty to her employees, their families and her customers, so there were many nights when Williams remained at work instead of going home. She was so devoted to the success of Williams Pyro that she even returned to work four days after having her third child during the full-scale development of Lockheed Martin's F-16. H. Similarly to Williams, Marillyn Hewson, who now serves as the chief executive officer of Lockheed Martin, has shown herself to be an exceptional leader in the industry. Her employment at Lockheed began in the early 1980s, and she has since served in 18 different leadership positions. She claims she climbed the ladder at Lockheed because of her self-reliance, which she learned from her family growing up. Her father died when she was nine, and her mother was left to raise five children as a single mother. This tragedy taught her not only self-reliance, but to be responsible for her own personal successes or failures. I. In November 2012, Hewson became Lockheed's CEO because the corporate leadership and the board of directors recognized her talent, and because she was known for never holding back when given an opportunity. J. When she took over the top job, the Joint Strike Fighter program was uncertain, and even the smallest mistakes made were amplified by the media. The Joint Strike Fighter is unique in the world, but has had continuing problems with the Pentagon. There was a real lack of partnering that changed almost immediately when Marilyn took over. The conversation changed as did the attitude. Decisions were made that had been delayed for months. K. Women tend to be problem solvers by nature. In many cases, that trait becomes more important than having a particular title, their name on the door or the highest salary, but this can also work to their detriment and make it take longer to reach the top. L. To combat problems with the Joint Strike Fighter program, Hewson appointed Lorraine Martin as the program's general manager in April 2013. As a result of Hewson and Martin's work, criticism of the program has been significantly reduced. These women achieved this outcome by bringing authenticity to the table and rebuilding the program's credibility. Rather than tucking away the company's previous errors, they acknowledged them. They supported contract incentives that now hold Lockheed accountable and pushed the company to make the aircraft for less money. M. At General Dynamics, Phebe Novakovic earned a similar reputation for authenticity within her first weeks as CEO. When the company's $ 2 billion loss first hit the news on January 23, 2013, General Dynamics' stock price fell by more than five percent within a span of a few hours. Rather than whitewashing the situation, Novakovic spoke candidly about the problems at hand and emphasized measures that were going to be taken to fix them. Her honesty caught the attention of Wall Street, and it responded. By the end of the day, General Dynamics' stock rose 50 cents higher than the previous day. N. Through using their instincts of honesty and authenticity, these women made it to the top of their industry—even when they were sometimes the only women in the room. Linda Hudson, CEO of B.A.E., also understands the feeling of being alone in a room full of men. As the first female CEO of a major defense company, she has played a critical role in changing a culture that has traditionally been closed to women. Although the market was starting to sour when Hudson took over at B.A.E. in October 2009, Hudson successfully reversed the negative opinions that were out there. She streamlined the company, better integrated the two dozen businesses that B.A.E. had cobbled together through acquisitions, and cut costs as the market demanded. O. Hudson, Williams, Hewson, Novakovic and other women leaders in the defense industry are meeting and exceeding demands for better management during this time of fiscal restraint. They are proving that one's gender doesn't matter. What matters is what you do with the opportunities given to you. In the process, they are shaping the world.

单选题 When it comes to the environment, aviation has a rather dirty reputation. The industry produced 689 million tons of CO2 in 2012, according to Air Transport Action Group and this number is sure to grow as global demand for flight continues to skyrocket. 'Aviation will double in size worldwide in the next two decades, and if we're not able to provide a sustainable means to fly, we will create a ceiling for growth in the industry,' says Ignaas Caryn, director of innovation at KLM Royal Dutch Airlines. As a result, it looks like the aviation industry being ready to green up its game. In January, Boeing announced a new initiative to build a biofuel supply chain in the United Arab Emirates, as well as research it's conducting into biofuels made from salt water-consuming desert plants. To name just a few partnerships, the airplane manufacturer teamed with Virgin Australia Airlines is to produce sustainable aviation fuels from special trees in Australia. Airbus has also joined other aerospace companies in launching the ITAKA initiative, a collaborative project funded by the European Union to produce and test the use of sustainable jet fuel. Frederic Eychenne, Airbus' head of new energies, notes that no single crop will do the job for biofuels, and that to achieve true sustainability, biofuel—like food—is best when it's locally-sourced. 'Different countries grow different crops. They have different refineries in place. Sustainability isn't just about reducing emissions in the air. We have to consider the whole life-cycle in terms of production,' he notes. The main barrier to use biofuel on a larger scale, says Caryn, is the price. 'Today, bio jet fuel is still three to four times more expensive than fossil fuel, because there's no continuous production. There's a demonstrated hole in the value chain,' he notes. To solve the problem, in 2010 KLM became a joint founder of SkyNRG—a major supplier of eco-efficient jet fuel. 'We believed the development of bio jet fuel was important, and that we couldn't keep it within the boundaries of KLM, so we decided to come up with a new company. In the last five years, SkyNRG have supplied approximately 25 airlines,' he says. SkyNRG is also working with airlines and airports around the world to create bioports—or supply chains of sustainable jet fuel—in a bid to ultimately bring down the price. 'With an increase volume, we could see price parity within the next ten years,' says Caryn.

单选题He's ______ his children to my care for a day.

单选题The parents were much kinder to their youngest child than they were to the others, ______, of course, made the others jealous.

单选题 Tom is_________than George， but John is theof the three.

单选题This song is very ____ with young people.

单选题What will continue to be ______ it is today--next in importance to oxygen?

单选题The popularity of these schools is growing steadily their high tuition fees.