单选题Whatdoesthespeakersuggestthatthestudentsshoulddoduringtheterm?A.Consultwithherfrequently.B.Usethecomputerregularly.C.Occupythecomputerearly.D.Waitforone'sturnpatiently.

单选题Most experts believe that an ever-increasing number of countries and terrorist groups will gain the technical capability to acquire and use chemical and biological weapons. But use of these weapons by hostile states or terrorist groups is not inevitable. Even when locked in bloody conventional wars, nations that have considered using these weapons have generally been deterred by the risk that their opponents would retaliate in the same way or escalate the conflict elsewhere. Terrorist groups with the technical capacity to acquire and use a chemical or biological weapon have typically lacked an interest in doing so, while groups interested in such weapons have generally lacked the necessary technical skills. Assessing future threats, however, involves more than simple extrapolation from past trends. In the case of chemical and biological weapons, it appears that the likelihood of use by both hostile states and terrorist groups is growing, and it is clear that even one such at- tack against an unprotected population could be devastating. Ironically, some experts believe that the technological superiority of the U. S. armed forces is heightening the long-term risks of chemical and biological weapon use by states that wish to challenge the international status quo through aggression. Hostile states that hope to have a fighting chance against a U. S. led military coalition, such as the one that defeated Iraq in 1991, may search for ways to compensate for the inferiority of their own conventional military forces. An obvious answer, and one of grave concern to U. S. military planners, is that such states might turn to an unconventional arsenal, most importantly chemical and biological weapons. The threat of CBW use by terrorists is of an entirely different character. Terrorists have almost always chosen to kill fewer people than they are able to kill. The main reason is that traditional terrorist strategies seek to draw international attention to a cause without excessively antagonizing public opinion. For a variety of reasons this traditional model of terrorism appears to be changing in ways that make future acts of CBW terrorism more likely. Some terrorist groups appear to be increasingly interested in causing massive casualties, a phenomenon that may stem from a rise in religiously inspired acts of violence, the emergence of new, more fluid terrorist cells, and the perception that traditional, low-casualty terrorist acts have lost the capacity to focus public attention. To date only the Japanese cult Aum Shinrikyo has combined the technical capability with the lethal intent required to carry out an act of CBW terrorism. But national security experts are increasingly concerned that more hostile groups will follow Aum' s precedent and will do so with greater effectiveness than the cult displayed.

单选题Which of the following statements about Putin is true?

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单选题{{B}}Text 2{{/B}} For the past six years, crime rates have been falling all over America. In some big cities, the fall has been extraordinary. Between 1994 and 1997 in New York city violent crime fell by 39% in central Harlem and by 45% in the once-terrifying South Bronx. The latest figures released by the FBI, for 1997, show that serious crime continued to fall in all the largest cities, though a little more slowly than in 1996. Violent crime fell by 5% in all, and by slightly more in cities with over 250,000 people. Property crimes have fallen, too, by more than 20% since 1980, so that the rates for burglary and car-theft are lower in America than they are in supposedly more law-abiding Britain and Scandinavia. And people have noticed. In 1994, 30% of Americans told pollsters that crime was the most important challenge facing the country. In 1997, only 15% thought so. Some cities' police departments are so impressed by these figures, it is said, that they have lately taken to exaggerating the plunge in crime. Why this has happened is anyone's guess. Many factors--social, demographic, economic, and political--affect crime rate, so it is difficult to put a finger on the vital clue. In May this year, the FBI itself admitted it had "no idea" why rates were falling so fast. Politicians think they know, of course. Ask Rudy Giuliani, the mayor of New York, why his city has made such strides in beating crime that it accounts for fully a quarter of the national decline. He will cite his policy of "zero tolerance". This concept, which sprang from a famous article by two criminologists in Atlantic Monthly in March 1982, maintains that by refusing to tolerate tiny infractions of the law--dropping litter, spray-painting walls--the authorities can create a climate in which crime of more dangerous kinds finds it impossible to flourish. The Atlantic article was called "Broken Windows"; if one window in a building was left broken, it argued, all the others would soon be gone. The answer: mend the window, fast. The metro system in Washington DC, was the first place where zero tolerance drew public attention, especially when one passenger was arrested for eating a banana. The policy seemed absurdly pernickety, yet it worked: in a better environment, people's behavior improved, and crime dropped. Mr. Giuliani, taking this theme to heart, has gone further. He has cracked down on windscreen-cleaners, public urinators graffiti, and even jaywalkers. He has excoriated New York's famously sullen cabdrivers, and wants all New Yorkers to be nicer to each other. Tony Blair, visiting from London, has been hugely impressed. But is this cleanliness and civility the main reason why crime has fallen? It seems unlikely. "Zero tolerance" can also be a distraction, making too many policemen spend too much time handing out littering tickets and parking fines while, some streets away, young men are being murdered for their trainers. It is localized, too: though lower Manhattan or the Washington metro can show the uncanny orderliness of a communist regime, other parts of the city--the areas of highest crime maybe left largely untreated. William Bratton, New York's police commissioner until Mr. Giuliani fired him for stealing his thunder, has a different explanation for the fall in crime. It came about mainly, he believes, because he reorganized the police department and restored its morale: giving his officers better guns, letting them take more decisions for themselves, and moving them away from desk jobs and out into the streets. Mr. Bratton made his precinct commanders personally responsible for reducing crimes on their own beats. There was no passing the buck, and those who failed were fired. Within a year, he had replaced half of them.

单选题Which of the following is NOT a U.S. city? A. Cambridge. B. Detroit. C. Oxford. D. Atlanta.

单选题The present net increase of world population is______ .

单选题When did President Nixon visit China? [A] 1970 [B] 1972 [C] 1973 [D] 1975

单选题Questions 11 to 13 are based on the following talk on world's population booming. You now have 15 seconds to read Questions 11 to 13.

单选题{{B}}Part B{{/B}} In the following article some paragraphs have been removed. For question 66—70, choose the most suitable paragraph from the list A—F to fit into each of the numbered gaps. There is one paragraph which does not fit in any of the gaps. Mark your answers on ANSWER SHEET 1. It was a moment most business executives would pause to savor: late last year, German sporting goods pioneer Adidas learned that after years of declining market share, the company had sprinted past U.S. Reebok International to take second place behind Nike in the race for worldwide sales. But Robert Louis Dreyfus, the rumpled Frenchman who now runs Adidas, didn't even stop for one of his trademark Havana cigars in celebration, worried that the company would grow complacent. Instead, he and a group of friends bought French soccer club Olympique de Marseille. "Now that's something I have dreamed about since I was a kid," Louis Dreyfus says with an adolescent grin. 66.____________ With sales in the first three quarters of 1996 at $ 2.5 billion, up a blistering 30.7% over 1995, it's hard to recall the dismal shape Adidas was in when Louis Dreyfus took over as chairman in April 1993. Founded in 1920 by Adi Dassler, the inventor of the first shoes designed especially for sports, the company enjoyed a near monopoly in athletic shoes until an upstart called Nike appeared in the 1970s and rode the running fad to riches. By the early 1990s Adidas had come under the control of French businessman Bernard Tapie, who was later jailed for bribing three French soccer players. Although the company tried to spruce up its staid image with a team of American designers, Adidas lost more than $100 milli on in 1992,prompting the French banks that had acquired control of the company from Tapie to begin a desperate search for a new owner. 67.____________ The poker-loving Louis Dreyfus knew he had been dealt a winning hand. Following the lead set by Nike in the 1970s, he moved production to low wage factories in China, Indonesia and Thailand and sold Adidas' European factories for a token one Deutsche mark apiece. He hired Peter Moore, a former product designer at Nike, as creative director, and set up studios in Germany for the European market and in Portland, Oregon, for the US. He then risked everything by doubling his advertising budget. "We went from a manufacturing company to a marketing company," says Louis Dreyfes. "It didn't take a genius — you just had to look at what Nike and Reebok were doing. It was easier for someone coming from the outside, with no baggage, to do it, than for somebody from inside the company." "The marketing at Adidas is very, very good right now," says Eugenio Di Maria, editor of Sporting Good Intelligence, "an industry newsletter perceives Adidas as a very young brand. The company is particularly strong in apparel, much stronger than Nike and Reebok. " Although 90% of Adidas products for wear are on the street instead of sports fields, Louis Dreyfus felt the previous management had lost sight of Adidas' roots as a sporting goods company. After all, Adi Dassler invented the screw-in stud for the soccer shoe and shod American champion Jesse Owens in the 1936 Olympics. So he sold off or folded other non-core brands that Adidas had developed, including Le Coq Sportif, Arena and Pony. Europe is still the company's largest market because Adidas dominates the apparel industry and thanks to soccer's massive popularity there. Louis Dreyfus is quick to share credit for the turnaround with a small group of friends who bought the company with him in 1993. One of those fellow investors is a former IMS colleague, Christian Tourres, now sales director at Adidas. "We're pretty complementary because I'm a bit of a dreamer, so it's good to have somebody knocking on your head to remind you there's a budget," says Louis Dreyfus. Commuting to the firm's headquarters in the Bavarian town of Herzogenaurach from his lakeside house outside Zurich, Louis Dreyfus also transformed Adidas from a stodgy German company into a business with a global outlook. Appalled on his first day at work that the chief executive had to sign a salesman's travel voucher for $ 300, he slashed the company's bureaucracy, adopted American accounting rules and brought in international management talent. The company's chief financial officer is an Australian and the international marketing manager is a Swede. English is the official language of the head office and no Germans remain on the managing board of the company, now whittled down to just himself and a few trusted aides. "It was clear we needed decentralization and financial controls," recalls LouisDreyfus, "With German accounting rules, I never knew if I was making money or losing." "He gives you a lot of freedom," says Michael Michalsky, a 29-year-old German who heads the company's apparel design team. "He has never interfered with a decision and never complained. He's incredibly easy to work for." 70.____________ The challenge for Louis Dreyfus is to keep sales growing in a notoriously trend-driven business. In contrast to the boom at Adidas, for example, Reebok reported a 3% line in sales in the third quarter. Last fall Adidas rolled out a new line of shoes called "Feet You Wear" which are supposed to fit more comfortably than conventional sneakers by matching the natural contour of the foot. The first 500,000 sold out. Adidas is an official sponsor of the World Cup, to be held next June in France, which the company hopes to turn to a marketing bonanza that will build on the strength of soccer worldwide. But Reebok also has introduced a new line called DMX Series 2000 and competition is expected to be tough come spring. [A] Just as the transition was taking place, Adidas had a run of good luck. The fickle fashion trendsetters decided in early 1993 that they wanted the "retro look", and the three-stripes Adidas logo, which had been overtaken by Nike swoop, was suddenly hot again. Models such as Cindy Crawford and Claudia Schiffer and a score of rock idols sported Adidas gear on television, in films and music videos, giving the company a free publicity bonanza. Demand for Adidas products soared. [B] Louis Dreyfus, scion of a prominent French trading dynasty with an MBA from Harvard, earned a reputation as a doctor to sick companies after turning around London-based market research firm IMS — a feat that brought him more than $10 million when the company was eventually sold. He later served as chairman of Saatchi & Saatchi, then the world's largest ad agency, which called him in when rapid growth sent profits into a tailspin. With no other company or entrepreneur willing to gamble on Adidas, Louis Dreyfus got an incredible bargain from the banks: he and a group of friends from his days at IMS contributed just $10,000 each in cash and signed up for $100 million in loans for 15% of the company, with an option to buy the remainder at a fixed price 18 months later. [C] In another break with the traditional German workplace, Louis Dreyfus made corporate life almost gratingly informal: employees ostentatiously called him "Rowbear" as he strides down the corridors, and bankers are still amazed when counterparts from Adidas show up for negotiations wearing sweatshirts and sneakers. [D] The company's payroll, which had reached a hight of 14,600 in 1986, was pared back to just 4,600 in 1994. (It has since grown to over 6,000.) [E] A sports addict who claims he hasn't missed attending a soccer World Cup final since the 1970s or the Olympic Games since 1968, the 50-year-old Louis Dreyfus now is eminently well placed to live out many of his boyhood fantasies. Not only has he turned Adidas into a global company with market capitalization ors 4 billion (he owns stock worth $ 250 million), but he also has endorsement contracts with a host of sports heroes from tennis great Steffi Graf to track's Donovan Bailey, and considers it part of the job to watch his star athletes perform on the field, "There are very few chances in life to have such fun," he says. [F] After reducing losses in 1993, Adidas turned a profit in 1994 and has continued to surge: net income for the first three quarters in 1996 was a record $ 214 million, up 29% from the previous year. Louis Dreyfus and his friends made vast personal fortunes when the company went public in 1995. The original investors still own 26% of the stock, which sold for $ 46 a share when trading has doubled to $ 90.

单选题Opinion polls are now beginning to show a reluctant consensus that, whoever is to blame and whatever happens from now on, high unemployment is probably here to stay. This means we shall have to find ways of sharing the available employment more widely. But we need to go further. We must ask some fundamental questions about the future of work. Should we continue to treat employment as the norm? Should we not rather encourage many other ways for self-respecting people to work? Should we not create conditions in which many of us can work for ourselves, rather than for an employer? Should we not aim to revive the household and the neighbourhood, as well as the factory and the office, as centres of production and work? The industrial age has been the only period of human history in which most people"s work has taken the form of jobs. The industrial age may now be coming to an end, and some of the changes in work patterns which it brought may have to be reversed. This seems a daunting thought. But, in fact, it could offer the prospect of a better future for work. Universal employment, as its history shows, has not meant economic freedom. Employment became widespread when the enclosures of the 17th and 18th centuries made many people dependent on paid work by depriving them of the use of the land, and thus of the means to provide a living for themselves. Then the factory system destroyed the cottage industries and removed work from people"s homes. Later, as transport improved, first by rail and then by road, people commuted longer distances to their places of employment until, eventually, many people"s work lost all connection with their home lives and the places in which they lived. Meanwhile, employment put women at a disadvantage. In pre-industrial times, men and women had shared the productive work of the household and village community. Now it became customary for the husband to go out to paid employment, leaving the unpaid work of the home and family to his wife. Tax and benefit regulations still assume this norm today, and restrict more flexible sharing of work roles between the sexes. It was not only women whose work status suffered. As employment became the dominant form of work, young people and old people were excluded—a problem now, as more teenagers become frustrated at school and more retired people want to live active lives. All this may now have to change. The time has certainly come to switch some effort and resources away from the utopian goal of creating jobs for all, to the urgent practical task of helping many people to manage without full-time jobs.

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单选题Whenaconsumerfindsthathispurchasehasafaultinit,whatisthefirstthingheshoulddo?A.Complainpersonallytothemanager.B.Threatentotakethemattertocourt.C.Writeafirmletterofcomplainttothestoreofpurchase.D.Showsomewrittenproofofthepurchasetothestore.

单选题 Questions 11 to 13 are based on a conversation between Professor Williams and one of his students on Japanese art. You now have 15 seconds to read Questions 11 to 13.

单选题It ought to be remembered that, as indisputably great a player as Wilt Chamberlain was, he often evoked a public awe closer to loathing than admiration.. "No one roots for Coliath," he lamented to his Los Angeles Lakers teammate Jerry West. The observation was both personally felt and generally interesting in what it says about the way people look at giants. Size(which matters)is an accident of biology, but we tend to treat it as an implicit assault on the averageness of the rest of us--a potential menace, an insulting excess--and there is a universal desire to see the big man fall. Chamberlain, who died last week at the age of 63, not only dominated basketball, his presence clarified the character of the game. If sports were poems, baseball would be a sonnet, basketball free verse, the thing finds its form according to who is doing it. Chamberlain was responsible for major rule changes that altered basketball's structure--all delimiting the ability of giants to operate in the sky over a 10-ft. -high basket. By his athleticism, he proved that basketball required the world's best athletes, not simply the tallest. And, in a way, he also showed it to be a team sport, No matter how talented an individual is, no one player, including the divine Michael, can beat a well-coordinated group of five. Quantity defined his life and was its curse. His statistics, like his being seemed to have no relation to a terrestrial reality. On March 2, 1962, he set a National Basketball Association record by scoring 100 points in a game against the New York Knicks. He scored the most points in a season (4,029);had 50 or more points in a game 118 times; set the record for career rebounds (23,924), rebounds per game (22.9), average points in one season(50.4) . Other numbers recalled last week: seven straight scoring titles and 11 rebound titles (in 14 seasons). To show how complete a player he was, his most remarkable stat may be that in 1968, he led the league in assists. Not once did he foul out of a game, which says something about the way he played and who he was. Chamberlain hardly ever got into a fight--partly because only the ostentatiously suicidal would start up with him, more because he seemed to appreciate the gentleness that his construction required. He picked opposing players off the floor when they tripped and fell. That weird shot of his--the monstrous and graceful Dipper Dunk--had the look of a man pouring lava from a vat into a teacup.

单选题Questions 5--9 Answer the following questions by using NO MORE THAN five words.

单选题Crippling healthcare bills, long emergency-room waits and the inability to find a primary care physician just scratch the surface of the problems that patients face daily. Primary care should be the backbone of any healthcare system. Countries with appropriate primary care resources score highly when it comes to health outcomes and cost. The US takes the opposite approach by emphasizing the specialist rather than the primary care physician. A recent study analyzed the providers who treat Medicare beneficiaries. The startling finding was that the average Medicare patient saw a total of seven doctors — two primary care physicians and five specialists — in a given year. Contrary to popular belief, the more physicians taking care of you don't guarantee better care. Actually, increasing fragmentation of care results in a corresponding rise in cost and medical errors. How did we let primary care slip so far? The key is how doctors are paid. Most physicians are paid whenever they perform a medical service. The more a physician does, regardless of quality or outcome, the better he's reimbursed. Moreover, the amount a physician receives leans heavily toward medical or surgical procedures. A specialist who performs a procedure in a 30-minute visit can be paid three times more than a primary care physician using that same 30 minutes to discuss a patient's disease. Combine this fact with annual government threats to indiscriminately cut reimbursements; physicians are faced with no choice but to increase quantity to boost income. Primary care physicians who refuse to compromise quality are either driven out of business or to cash-only practices, further contributing to the decline of primary care. Medical students are not blind to this scenario. They see how heavily the reimbursement deck is stacked against primary care. The recent numbers show that since 1997, newly graduated US medical students who choose primary care as a career have declined by 50%. This trend results in emergency rooms being overwhelmed with patients without regular doctors. How do we fix this problem? It starts with reforming the physician reimbursement system. Remove the pressure for primary care physicians to squeeze in more patients per hour, and reward them for optimally managing their diseases and practicing evidence-based medicine. Make primary care more attractive to medical students by forgiving student loans for those who choose primary care as a career and reconciling the marked difference between specialist and primary care physician salaries. We're at a point where primary care is needed more than ever. Within a few years, the first wave of the 76 million Baby Boomers will become eligible for Medicare. Patients older than 85, who need chronic care most, will rise by 50% this decade. Who will be there to treat them?

单选题{{I}}Questions 14～16 are based on the following talk, You now have 15 seconds to read Questions 14～16.{{/I}}

单选题Speech ______refers to any distinguishable form of speech used by a speaker. [A] change [B] act [C] variety [D] usage

单选题{{B}}Part A{{/B}} Read the following texts and answer the questions which accompany them by choosing A, B, C or D. {{B}}Text 1{{/B}} Text1 When it comes to the slowing economy, Ellen Spero isn't biting her nails just yet. But the 47-year-old manicurist isn't cutting, filling or polishing as many nails as she'd like to, either. Most of her clients spend $12 to $50 weekly, but last month two longtime customers suddenly stopped showing up. Spero blames the softening economy. …I m a good economic indicator, ”she says, “I provide a service that people can do without when they're concerned about saving some dollars. ”So Spero is downscaling, shopping at middle-brow Dillard's department store near her suburban Cleveland home, instead of Neiman Marcus. “I don't know if other clients are going to abandon me, too. ”she says. Even before Alan Greenspan's admission that America's red-hot economy is cooling, lots of working folks had already seen signs of the slowdown themselves. From car dealerships to gap outlets, sales have been lagging for months as shoppers temper their spending. For retailers, who last year took in 24 percent of their revenue between Thanksgiving and Christmas, the cautious approach is coming at a crucial time. Already, experts say, holiday sales are off 7 percent from last year's pace. But don't sound any alarms just yet. Consumers seem only concerned, not panicked, and many say they remain optimistic about the economy's long-term prospects, even as they do some modest belt-tightening. Consumers say they're not in despair because, despite the dreadful headlines, their own fortunes still feel pretty good. In Manhattan, “there's a new gold rush happening in the $4 million to $10 million range, predominantly fed by Wall Street bonuses, ”says broker Barbara Corcoran. In San Francisco, prices are still rising even as frenzied overbidding quiets. “Instead of 20 to 30 offers, now maybe you only get two or three, ”says John Deadly, a Bay Area real-estate broker. And most folks still feel pretty comfortable about their ability to find and keep a job. Many folks see silver linings to this slowdown. Potential homebuyers would cheer for lower interest rates. Employers wouldn't mind a little fewer bubbles in the job market. Many consumers seem to have been influenced by stock-market swings, which investors now view as a necessary ingredient to a sustained boom. Diners might see an upside, too. Getting a table at Manhattan's hot new Alain Ducasse restaurant need to be impossible. Not anymore. For that, GreenspanCo. may still be worth toasting.