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单选题The plane ______ a few minutes after it took off and most of the passengers died. A. collided B. crushed C. crashed D. smashed

单选题 In his classic novel, "The Pioneers", James Fenimore Cooper has his hero, a land developer, take his cousin on a tour of the city he is building. He describes the broad streets, rows of houses, a teeming metropolis. But his cousin looks around bewildered. All she sees is a stubby forest. "Where are the beauties and improvements which you were to show me?" she asks. He's astonished she can't see them." Where! Why everywhere," he replies. For though they are not yet built on earth, he has built them in his mind, and they are as concrete to him as if they were already constructed and finished. Cooper was illustrating a distinctly American trait, future-mindedness: the ability to see the present from the vantage point of the future; the freedom to feel unencumbered by the past and more emotionally attached to things to come. "America is therefore the land of the future," the German philosopher Hegel wrote. "The American lives even more for his goals, for the future, than the European," Albert Einstein concurred. "Life for him is always becoming, never being." In 2012, America will still be the place where the future happens first, for that is the nation's oldest tradition. The early Puritans lived in almost Stone Age conditions, but they were inspired by visions of future glories, God's kingdom on earth. The early pioneers would sometimes travel past perfectly good farmland, because they were convinced that even more amazing land could be found over the next ridge. The founding Fathers took 13 scraggly colonies and believed they were creating a new nation on earth. The railroad speculators envisioned magnificent fortunes built on bands of iron. It's now fashionable to ridicule the visions of dot-com entrepreneurs of the 1990s, but they had inherited the urge to leap for the horizon. "The Future is endowed with such a life, that it lives to us even in anticipation," Herman Melville wrote. "The Future is the Bible of the Free." This future-mindedness explains many modern features of American life. It explains workaholism: the average American works 350 hours a year more than the average European. Americans move more, in search of that brighter tomorrow, than people in other land. They also, sadly, divorce more, for the same reason. Americans adopt new technologies such as online shopping and credit cards much more quickly than people in other countries. Forty-five percent of world Internet use takes place in the United States. Even today, after the bursting of the stock-market bubble, American venture-capital firms—which are in the business of betting on the future—dwarf the firms from all other nations. Future-mindedness contributes to the disorder in American life, the obliviousness to history, the high rates of family breakdown, the frenzied waste of natural resources. It also leads to incredible innovations. According to the Yale historian Paul Kennedy, 75 percent of the Nobel laureates in economies and the sciences over recent decades have lived or worked in the United States. The country remains a magnet for the future-minded from other nations. One in twelve Americans has enjoyed the thrill and challenge of starting his own business. A study published in the Journal of International Business Studies in 2000 showed that innovative people are spread pretty evenly throughout the globe, but Americans are most comfortable with risk. Entrepreneurs in the U. S. are more likely to believe that they possess the ability to shape their own future than people in, say, Britain, Australia or Singapore. If the 1990s were a great decade of future-mindedness, we are now in the midst of a season of experience. It seems cooler to be skeptical, to pooh-pooh all those IPO suckers who lost their money betting on the telecom future. But the world is not becoming more French. By 2012, this period of chastisement will likely have run its course, and future-mindedness will be back in vogue, for better or worse. We don't know exactly what the next future-mindedness frenzy will look like. We do know where it will take place: the American suburb. In 1979, three quarters of American office space were located in central cities. The new companies, research centers and entrepreneurs are flocking to these low buildings near airports, highways and the Wal-Mart malls, and they are creating a new kind of suburban life. There are entirely new metropolises rising-boom suburbs like Mesa, Arizona, that already have more people than Minneapolis or St. Louis. We are now approaching a moment in which the majority of American office space, and the hub of American entrepreneurship, will be found in quiet office parks in places like Rockville, Maryland, and in the sprawling suburbosphere around Atlanta. We also know that future-mindedness itself will become the object of greater study. We are discovering that there are many things that human beings do easily that computers can do only with great difficulty, if at all. Cognitive scientists are now trying to decode the human imagination, to understand how the brain visualizes, dreams and creates. And we know, too, that where there is future-mindedness, there is hope.

单选题 Questions 16～20 Stratford-on-Avon, as we all know, has only one industry—William Shakespeare—but there are two distinctly separate and increasingly hostile branches. There is the Royal Shakespeare Company (RSC), which presents superb productions of the plays at the Shakespeare Memorial Theatre on the Avon. And there are the townsfolk who largely live off the tourists who come, not to see the plays, but to look at Anne Hathaway's Cottage, Shakespeare's birthplace and the other sights. The worthy residents of Stratford doubt that the theatre adds a penny to their revenue. They frankly dislike the RSC's actors, them with their long hair and beards and sandals and noisiness. It's all deliciously ironic when you consider that Shakespeare, who earns their living, was himself an actor (with a beard) and did his share of noise-making. The tourist streams are not entirely separate. The sightseers who come by bus—and often take in Warwick Castle and Blenheim Palace on the side—don't usually see the plays, and some of them are even surprised to find a theatre in Stratford. However, the playgoers do manage a little sight- seeing along with their play going. It is the playgoers, the RSC contends, who bring in much of the town's revenue because they spend the night (some of them four or five nights) pouring cash into the hotels and restaurants. The sightseers can take in everything and get out of town by nightfall. The townsfolk don't see it this way and local council does not contribute directly to the subsidy of the Royal Shakespeare Company. Stratford cries poor traditionally. Nevertheless every hotel in town seems to be adding a new wing or cocktail lounge. Hilton is building its own hotel there, which you may be sure will be decorated with Hamlet Hamburger Bars, the Lear Lounge, the Banquo Banqueting Room, and so forth, and will be very expensive. Anyway, the townsfolk can't understand why the Royal Shakespeare Company needs a subsidy. (The theatre has broken attendance records for three years in a row. Last year its 1,431 seats were 94 percent occupied all year long and this year they'll do better.) The reason, of course, is that costs have rocketed and ticket prices have stayed low. It would be a shame to raise prices too much because it would drive away the young people who are Stratford's most attractive clientele. They come entirely for the plays, not the sights. They all seem to look alike (though they come from all over)—lean, pointed, dedicated faces, wearing jeans and sandals, eating their buns and bedding down for the night on the flagstones outside the theatre to buy the 20 seats and 80 standing-room tickets held for the sleepers and sold to them when the box office opens at 10:30 a. m.

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单选题{{B}}Directions:{{/B}} In this section, you will read several passages. Each passage is followed by several questions based on its content. You are to choose {{B}}ONE{{/B}} best answer to each question. Answer all the questions following each passage on the basis of what is stated or implied in that passage and write the letter of the answer you have chosen in the corresponding space in your {{B}}ANSWER BOOKLET.{{/B}} Coca-Cola has been operating internationally for most of its 100 year history. Today the company has operations in 160 countries and employs over 400,000 people. The firm's human resource management (HRM) strategy helps to explain a great deal of its success. In one recent year Coca-Cola transferred more than 300 professional and managerial staff from one country to another under its leadership development program, and the number of international transferees is increasing annually. One senior-level HRM manager explained the company strategy by noting: We recently concluded that our talent base has to be multilingual and multicultural…. To use a sports analogy, you want to be sure that you have a lot of capable and competent bench strength, ready to assume broader responsibilities as they present themselves. In preparing for the future, Coca-Cola includes a human resources recruitment forecast in its annual and long-term business strategies. The firm also has selection standards on which management can focus when recruiting and hiring. For example, the company likes applicants who are fluent in more than one language because they can be transferred to other geographic areas where their fluency will help them be part of Coca-Cola's operation. This multilingual multicultural emphasis starts at the top with the president, Roberto Goizueta, a Cuban-born American who has been chairman for over a decade, and with the 21 members of the board of whom only four are American. The firm also has a recruitment program that helps it to identify candidates at the college level. More than just seeking students abroad, Coca-Cola looks for foreign students who are studying in the United States at domestic universities. The students are recruited stateside and then provided with a year's training before they go back to their home country. Coca-cola also has an internship program for foreign students who are interested in working for the company during school break, either in the United States or back home. These interns are put into groups and assigned a project that requires them to make a presentation to the operations personnel on their project. This presentation must include a discussion of what worked and what did not work. Each individual intern is then evaluated, and management decides the person's future potential with the company. Coca-Cola believes that these approaches are extremely useful in helping the firm to find talent on a global basis. Not only is the company able to develop internal sources, but also the intern program provides a large number of additional individuals who would otherwise end in with other companies. Coca-Cola earns a greater portion of its income and profit overseas than it does in the United States. The company's human resource management strategy helps to explain how Coke is able to achieve this feat.

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单选题 Questions 16 to 20 are based on the following talk.

单选题Questions 6-10 Most of us are taught to pay attention to what is said—the words. Words do provide us with some information, but meanings are derived from so many other sources that it would hinder our effectiveness as a partner to a relationship to rely too heavily on words alone. Words are used to describe only a small part of the many ideas we associate with any given message. Sometimes we can gain insight into some of those associations if we listen for more than words. We don"t always say what we mean or mean what we say. Sometimes our words don"t mean anything except " I"m letting off some steam. I don"t really want you to pay close attention to what I"m saying. Just pay attention to what I"m feeling. " Mostly we mean several things at once. A person wanting to purchase a house says to the current owner, "This step has to be fixed before I"ll buy. " The owner says, " It"s been like that for years." Actually, the step hasn"t been like that for years, but the unspoken message is.. " I don"t want to fix it. We put up with it. Why can"t you?" The search for a more expansive view of meaning can be developed of examining a message in terms of who said it, when it occurred, the related conditions or situations, and how it was said. When a message occurs can also reveal associated meaning. Let us assume two couples do exactly the same amount of kissing and arguing. But one couple always kisses after an argument and the other couple always argues after a kiss. The ordering of the behaviors may mean a great deal more than the frequency of the behavior. A friend"s unusually docile behavior may only be understood by noting that it was preceded by situations that required an abnormal amount of assertiveness. Some responses may be directly linked to a developing pattern of responses and defy logic. For example, a person who says "No!" to a series of charges like "You"re dumb," "You"re lazy," and "You"re dishonest," may also say "No!" and try to justify his or her response if the next statement is "And you"re good looking. " We would do well to listen for how messages are presented. The words, "It sure has been nice to have you over," can be said with emphasis and excitement or ritualistically. The phrase can be said once or repeated several times. And the meanings we associate with the phrase will change accordingly. Sometimes if we say something infrequently it assumes more importance; sometimes the more we say something, the less importance it assumes.

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单选题Questions 16 to 20 are based on the following talk.

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单选题 We are moving inexorably into the age of automation. Our aim is not to devise a mechanism which can perform a thousand different actions of any individual man but, on the contrary, one which could by a single action replace a thousand men. Industrial automation has moved along three lines. First there is the conveyor belt system of continuous production whereby separate operations are linked into a single sequence. The goods produced by this well-established method are untouched by the worker, and the machine replaces both unskilled and semiskilled. Secondly, there is automation with feedback control of the quality of the product: here mechanisms are built into the system which can compare the output with a norm, that is, the actual product with what it is supposed to be, output with a norm, and then correct any shortcomings. The entire cycle of operations dispenses with human control except in so far as monitors are concerned. One or two examples of this type of automation will illustrate its immense possibilities. There is a factory in the U.S.A. which makes 1,000 million electric light bulbs a year, and the factory employs three hundred people. If the preautomation techniques were to be employed, the labour force required would leap to 25,000. A motor manufacturing company with 45,000 spare parts regulates their entire supply entirely by computer. Computers can be entrusted with most of the supervision of industrial installations, such as chemical plants or oil refineries. Thirdly, there is computer automation, for banks, accounting departments, insurance companies and the like. Here the essential features are the recording, storing, sorting and retrieval of information. The principal merit of modern computing machines is the achievement of their vastly greater speed of operation by comparison with unaided human effort: a task which otherwise might take years, if attempted at all, now takes days or hours. One of the most urgent problems of industrial societies rapidly introducing automation is how to fill the time that will be made free by the machines which will take over the tasks of the workers. The question is not simply of filling empty time but also of utilizing the surplus human energy that will be released. We are already seeing straws in the wind: destructive outbursts on the part of youth whose work no longer demands muscular strength. While automation will undoubtedly do away with a large number of tedious jobs, are we sure that it will not put others which are equally tedious in their place? For an enormous amount of sheer monitoring will be required. A man in an automated plant may have to sit for hours on and watching dials and taking decisive action when some signal informs him that all is not well. What meaning will his occupation bear for the worker? How will he devote his free time after a four or five hour stint of labour? Moreover, what, indeed, will be the significance for him of his leisure? If industry of the future could be purged of its monotony and meaninglessness, man would then be better equipped to use his leisure time constructively.

单选题The fire spread through the hotel very quickly but everyone ______ get out. [A] had to [B] would [C] could [D] was able to

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单选题 Pollution control is management of waste materials in order to minimize the effects of pollutants on people and the environment. The quality of human health and of the natural environment depends on adequate pollution control. In the United States much has been done to control the more noticeable pollutants since 1965: more subtle yet still hazardous pollutants, however, remain to be adequately controlled. Four general approaches to pollution control are: the intermittent reduction of industrial activities during periods of high air-pollution conditions; wider dispersion of pollutants using such devices as taller smokestacks; reduction of pollutants in industrial emission; and change of an industrial process or activity in order to produce less pollution. Taller smokestacks may reduce the concentrations to which local people are exposed, but they are ineffective in reducing overall pollution. Pollutants removed from waste flows to reduce emissions to air and water may be disposed of by burial or storage on land, practices that pose potential hazards. Recent legislation requiring extensive emissions reductions has resulted in large investments in pollution-treatment technologies. The fourth approach — changing a manufacturing process or activity in order to produce less pollution — may involve either the production of fewer residuals, by means of an improved process, or the separation and reuse of materials from the waste stream. This method of pollution control is the most effective and, as the costs of pollution control and waste disposal increase, is considered one of the most efficient. Pollution-treatment systems have been effective in reducing the massive quantities of water and air pollutants that have clogged and choked urban areas. Although the improvements have been significant, recent pollution-control legislation aims to go further in order to control the less visible but often hazardous chemical and gaseous pollutants that still contaminate many waterways and urban atmospheres. The costs of pollution control — resulting from capital, maintenance, and labor costs, as well as from the cost of additional residuals disposal — generally go up rapidly as a greater percentage of residuals is removed from the waste stream. Damage from pollution, on the other hand, goes down as a greater amount of contaminant is removed. Theoretically, the level of treatment should correspond to a point at which total costs of treatment and of damage to the environment are minimized or the benefits of further treatment are proportionally much smaller than the increased cost. In reality, costs or damages resulting from pollution can rarely be assessed in terms of dollars.

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单选题Questions 16～20 The fox really exasperated them both. As soon as they had let the fowls out, in the early summer mornings, they had to take their guns and keep guard; and then again as soon as evening began to mellow, they must go once more. And he was so sly. He slid along in the deep grass; he was difficult as a serpent to see. And he seemed to circumvent the girls deliberately. Once or twice March had caught sight of the white tip of his brush, or the ruddy shadow of him in the deep grass, and she had let fire at him. But he made no account of this. The trees on the wood edge were a darkish, brownish green in the full light—for it was the end of August. Beyond, the naked, copper-like shafts and limbs of the pine trees shone in the air. Nearer, the rough grass, with its long, brownish stalks all agleam, was full of light. The fowls were round about—the ducks were still swimming on the pond under the pine trees. March looked at it all, saw it all, and did not see it. She heard Banford speaking to the fowls in the distance—and she did not hear. What was she thinking about? Heaven knows. Her consciousness was, as it were, held back. She lowered her eyes, and suddenly saw the fox. He was looking up at her. His chin was pressed down, and his eyes were looking up. They met her eyes. And he knew her. She was spell- bound—she knew he knew her. So he looked into her eyes, and her soul failed her. He knew her, he has not daunted. She struggled, confusedly she came to herself, and saw him making off, with slow leaps over some fallen boughs, slow, impudent jumps. Then he glanced over his shoulder, and ran smoothly away. She saw his brush held smooth like a feather, she saw his white buttocks twinkle. And he was gone, softly, soft as the wind. She put her gun to her shoulder, but even then pursed her mouth, knowing it was nonsense to pretend to fire. So she began to walk slowly after him, in the direction he had gone, slowly, pertinaciously. She expected to find him. In her heart she was determined to find him. What she would do when she saw him again she did not consider. But she was determined to find him. So she walked abstractedly about on the edge of the wood, with wide, vivid dark eyes, and a faint flush in her cheeks. She did not think. In strange mindlessness she walked hither and thither. As soon as supper was over, she rose again to go out, without saying why. She took her gun again and went to look for the fox. For he had lifted his eyes upon her, and his knowing look seemed to have entered her brain. She did not so much think of him. she was possessed by him. She saw his dark, shrewd, unabashed eye looking into her, knowing her. She felt him invisibly master her spirit. She knew the way he lowered his chin as he looked up, she knew his muzzle, the golden brown, and the greyish white. And again she saw him glance over his shoulder at her, half inviting, half contemptuous and cunning. So she went, with her great startled eyes glowing, her gun under her arm, along the wood edge. Meanwhile the night fell, and a great moon rose above the pine trees.

单选题 The Panorama is not the first model of New York. In 1845 E. Porter Belden, a savvy local who had written the best city guide of its day, set 150 artists, craftsmen, and sculptors to work on what an advertisement in his guide described as "a perfect facsimile of New York, representing every street, lane, building, shed, park, fence, bee, and every other object in the city." This "Great w0rk of art," Belden said, distilled "over 200, 000 buildings, including Houses, Stores and Rear-Buildings" and two and a half million windows and doors into a twenty-by-twenty-four-foot miniature that encompassed the metropolis below Thirty-second Street and parts of Brooklyn and Governors Island, all basking under a nearly fifteen-foot-high Gothic canopy decorated with 0il paintings of "the leading business establishments and places of note in the city." Alas, every trace of it has vanished. Of course Belden's prodigy was far from the first display of model buildings. Since antiquity architects and builders have used miniatures m solve design problems and win support from patrons and public. A recent show at die National Gallery of Art in Washington, D.C., featured fourteen models created by Renaissance architects, including the six-ton, fifteen-foot-high model of St. Peter's that Antonio da Sangallo the Younger built for the pope. Beyond their uses as design tools and propaganda, models have always possessed a curious power to enchant and excite. The sculptor Teremy Lebensohn was describing architectural models but could have been characterizing all miniatures when he wrote, "The model offers us a Gulliver's view of a Lilliputian world, its seduction of scale reinforcing the sense of our powers to control the environment, whether it be unbroken countryside, a city block or the interior of a room." A model 0fthe 1876 Philadelphia Centennial Exhibition presented to the city in 1889 is unique in that some of the buildings and details are made of brass and that it is still on display in the basement of what was the Liberal Arts Building at the fair in Philadelphia's Fairmont Park. The San Francisco World's Fair of 1915 featured another New York City model, 550 feet square and complete with a lighting system that highlighted the city's major features. City models have also miniaturized Denver, San Diego, and San Francisco, the Denver one built during the 1930s with WPA funding. A re-creation of the city as it appeared in 1860, it includes figures of men, women, and children in period costumes, along with animals and assorted wagons, and is now on display at the Colorado History Museum in Denver. San Diego's model, in Old Town State Historic Park, was built by Jo Toigo and completed in the 1970s and depicts that city's Old Town section as it looked a century earlier. Like the Denver model, it includes people, animals and vehicles. A model of San Francisco is in the Environmental Simulation Laboratory in Berkeley, California. Not a realistic model in the true sense of the word, it represents the buildings and land contours of the city and has been used to study patterns of sunlight and shadow and the flower of wind caused by San Francisco's many hills. The computer's ability to simulate the same effects has diminished the model's importance, and its future is uncertain. New materials and techniques have now brought the craft of architectural models to an impressive level. Computer-controlled lasers and photo-etching (the process invented to create the Panorama's bridges) allow model makers to create presentations pieces of astonishing realism.