阅读理解Cruise Ship Holidays Passengers on cruise ship holidays, as they are (0) on TV programs and films, usually appear to be both rich and elderly. Such people do not, however, accurately represent the 6.8 million (19) who took this kind of holiday last year. Over the last few years the world cruise industry has concentrated on (20) to younger, less wealthy people, giving them a/an (21) more like a floating disco than the traditional quiet holiday on a luxury ship. Even families with young children are no longer so (22) on cruise ship. Partly as a result, the number of passengers taking a cruise has increased by a/an (23) of 8.5% a year since 1990. Cruise Star is now the world''s (24) cruise line. The other two major companies are Intersail and Seaways. Together these three carry (25) half the world''s cruise passengers and (26) almost all the industry''s profits. For the 30 or so smaller firms, life is much tougher. That is because (27) size brings so many benefits to the large firms. They can negotiate bulk discounts on (28) such as food and fuel, and even, if they order enough of them, on ships. A secondary (29) for the smaller operators is that they cannot spread overheads such broadly marketing. A significant part of the cost of (30) people on a cruise happens before they go on board the ship. The three large companies between them spend more than $ 100 million a year on TV (31) in America. They (32) armies of salesman. Delivering passengers to the ship is part of package deal and, once again, (33) means savings: Cruise Star is the biggest single buyer of airline tickets in America. A. used B. said C. attracted D. portrayed EXAMPLE：The correct answer for blank (0) is D.

阅读理解THE DIFFICULTIES OF MANAGING A SMALL BUSINESS ''The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic,'' Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other manages, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us. Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances. The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true—that people, particularly those who make the important decisions, are business'' most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution''. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions'' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice. The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader''s problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered.

阅读理解Writing Effective Job Descriptions A job description describes the major (0) of an employee''s job or position. A good job description begins with a careful (19) of the important facts about a job, such as the individual tasks (20), the methods used to complete the tasks, the purpose and responsibilities of the job, the (21) of the job to other jobs, and the (22) needed for the job. It''s important to (23) a job description practical by keeping it dynamic, functional, and current. Don''t get stuck with an inflexible job description! A poor job description will (24) you and your employees from trying anything new and (25) how to perform their job more productively. A well-written, practical job description will (26) you avoid hearing a refusal to carry out a relevant assignment because "It isn''t in my job description." Realistically speaking, many jobs are (27) to change due either to personal growth, organizational development, and the evolution of new technologies. (28) job descriptions will encourage your employees to grow within their positions and learn how to make larger (29) to your company. For example: Is your office manager stuck (30) ordering office supplies for the company and keeping the storage closet well stocked or is he (31) and implementing a system of ordering office supplies that promotes cost savings and (32) within the organization? When writing a job description, keep in mind that the job description will (33) as a major basis for outlining job training or conducting future job evaluations. A. statistics B. places C. addresses D. areas EXAMPLE：The correct answer for blank (0) is D.

阅读理解ON ADVERTISEMENT Money spent on advertising is money spent as well as any I know of. It serves directly to assist a rapid distribution of goods at reasonable prices, thereby establishing a firm home market and so making it possible to provide for export at competitive prices. By drawing attention to new ideas it helps enormously to raise standards of living. By helping to increase demand it ensures an increased need for labor, and is therefore an effective way to fight unemployment. It lowers the costs of many services: without advertisements your daily newspaper would cost four times as much, the price of your television license would need to be doubled, and travel by bus or tube would cost percent more. And perhaps most important of all, advertising provides a guarantee of reasonable value in the products and services you buy. Apart from the fact that twenty-seven Acts of Parliament govern the terms of advertising, no regular advertiser dare promote a product that fails to live up to the promise of his advertisements. He might fool some people for a little while through misleading advertising. He will not do so for long, for mercifully the public has the good sense not to buy the inferior article more than once. If you see an article consistently advertised, it is the surest proof I know that the article does what is claimed for it, and that it represents good value. Advertising does more for the material benefit of the community than any other force I can think of. There is one more point I feel I ought to touch on. Recently I heard a well-known television personality declare that he was against advertising because it persuades rather than informs. He was drawing excessively fine distinctions. Of course advertising seeks to persuade. If its message were confined merely to information—and that in itself would be difficult if not impossible to achieve, for even a detail such as the choice of the color of a shirt is subtly persuasive—advertising would be so boring that no one would pay any attention. But perhaps that is what the well-known television personality wants.

听力题A. a salary increase B. a change in internal budgets C. a move to new premises D. a new computer system E. the introduction of a social programme F. the loss of a contract G. a change of management H. a new clerk

听力题Anchor: Imagine the U.S. economy blasting forward

听力题Anchor: Tonight''s news: locating the 100

听力题 Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year. Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year.

听力题Host: Welcome to our program

听力题Host: Welcome to our program

听力题Host: Today

听力题Anchor: Tonight''s news: locating the 100

听力题A. the Manager of Office Supplies B. the Marketing Manager C. a young junior manager D. the Managing Director E. the Training Manager F. the temporary clerk G. the Personnel Manager H. the Sales Manager

听力题Anchor: Imagine the U.S. economy blasting forward

听力题A. check an address B. book a table C. make an appointment D. sell something E. place an order F. cancel a meeting G. congratulate someone H. offer a lift

听力题Anchor: Big news today

听力题A cloth B vitamins C medicine D picture E dress F medicine G silk H voice

听力题Interviews conducted by members of the ECE

听力题 Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year. Results from Japan''s largest petrochemicals companies for the year to March 31st reflect the crisis facing a sector plagued by sluggish domestic demand, over capacity, plunging prices and the appreciation of the yen. News of the sectors cure trading position follow this weeks decision by Showa Denko to sell its polystyrene business. The company, a marginal manufacturer, sold its 30,000 tonnes a year Kawasaki plant to Asahi Chemical. Japans largest polystyrene manufacturer with capacity of about 333,000 tonnes a year, equivalent to about 25 percent of the market. The move was the latest in a series of alliances and mergers as the troubled industry restructures. Mitsubishi Petrochemical , the country''s biggest plastics group , reported a loss of Y8.39bn ( $ 80m) compared with pre-tax profits last year of Y8.25bn. The group made an operating loss of Y13.8bn, the first since 1982. The poor result came despite cost-cutting measures, lower raw material prices, and Y4bn worth of profits from equity sales. Turnover fell 12.2 percent from Y372bn to Y326bn, as prices and volumes declined. Earnings per share, which reached Y52.5 in 1991, fell to a loss per share of Y9.44. The group, which is scheduled to merge with Mitsubishi Kasei on October 1st, cut its dividend from Y8 per share to Y4. Mitsubishi Kaseis pre-tax profits fell 76.8 percent from Y9.3bn last year to Y2.2bn. The group reported its first operating loss in 40 years at Y467m, and only managed to post positive pre-tax results by selling Y15. 7bn worth of equities. Turnover fell 1.8 percent, the fourth yearly decline, to Y696bn. The dividend was halved to Y3 per share. Mr. Morihisa Takano, managing director, said the newly merged group would generate pre-tax profits of Y10bn on sales of Y855bn during the year to March 1995. He predicted petrochemicals prices would bottom out during the summer. No decision had been made about the dividend, but the new company could pass it during the current year, he Pre-tax profits at Mitsui Petrochemical industries. Japans biggest polyethylene maker, plunged 75 percent from Y9bn to Y2.26bn on sales down 9.3 percent at Y272bn. The company blamed poor demand for the slump which offset the benefits of cost-cutting measures. The dividend is unchanged at Y6 per share. The group forecast pre-tax profits for the current year marginally up at Y3bn on turnover of Y276bn. Shin-Etsu, one of Japans biggest makers of polyvinyl chloride, reported profits down 26.1 percent from Y17.6bn to Y13bn. Sales increased 0.2 percent from Y275bn to Y276bn. Net profits fell 26.6 percent to Y7.08bn, or Y21.85 per share. The group maintained the final dividend at Y3.75, making the full-year pay out Y7.5 per share. Shin-Etsu forecast pre-tax profits for the current year of Y15.5bn on sales of Y277bn. The outlook for the petrochemicals industry remains blank. The imbalance between supply and demand for ethylene, the basic building block of petrochemicals, is about 2.8m tonnes of ethylene and is set to deteriorate further this year. A massive 700, 000-tonne-a-year ethylene complex owned by Maruzen , Mitsui Petrochemical and Sumitomo Chemical comes on stream later this year and Mitsubishi Petrochemical is also commissioning a new 300,000-tonne-a-year plant this year.

听力题A. reception B. research and development C. shop floor D. payroll E. human resources F. information technology G. publicity H. canteen