单选题It looked just like another aircraft from the outside. The pilot told his young passengers that it was built in 1964, a Boeing KC-135 refueling tanker, based on the 707. But appearances were deceptive, and the 13 students from Europe and the USA who boarded the aircraft were in for the flight of their lives. Inside, the area that normally had seats had become a long white tunnel. Heavily padded from floor to ceiling, it looked a bit like a lunatic asylum. There were almost no windows, but lights along the padded walls eerily illuminated it. Most of the seats had been taken out, apart from a few at the back, where the young scientists quickly took their places with a look of apprehension. For 12 months, science students from across the continents had competed to win a place on the flight at the invitation of the European Space Agency. The challenge had been to suggest imaginative experiments to be conducted in weightless conditions. For the next two hours the Boeing's flight resembled that of an enormous bird which had lost its reason, shooting upwards towards the heavens before hurtling towards Earth. The intention was to achieve weightlessness for a few seconds. The aircraft took off smoothly enough, but any feelings that I and the young scientists had that we were on anything like a scheduled passenger service were quickly dismissed when the pilot put the plane into a 45-degree climb which lasted around 20 seconds. Then the engines cut out and we became weightless. Everything became confused and left or right, up or down no longer had any meaning. After ten seconds of free-fall descent the pilot pulled the aircraft out of its nosedive. The return of gravity was less immediate than its loss, but was still sudden enough to ensure that some students came down with a bump. Each time the pilot cut the engines and we became weightless, a new team conducted its experiment. First it was the Dutch who wanted to discover how it is that cats always land on their feet, Then the German team who conducted a successful experiment on a traditional building method to see if it could be used for building a future space station, The Americans had an idea to create solar sails that could be used by satellites. After two hours of going up and down in the plane doing their experiments, the predominant feeling was one of exhilaration rather than nausea. Most of the students thought it was an unforgettable experience and one they would be keen to repeat.

单选题Nowmanyyoungkidsregardtailoringagoodcareerbecause

单选题·For each question (23-30), mark one letter (A, B or C) for the correct answer.·You will hear the recording twice.

单选题Taxes play an important role in foreign direct investment decisions in that______.

单选题Another Successful Year The UK-based agricultural and garden equipment group PLT has had another successful year and is looking forward to the future with confidence The group, which also has distribution and fuel 31 has enjoyed record profits for the fifth year in a 32 Pre-tax profits for the year 33 March 31 rose by 24 percent to ￡4.2 million. Total group sales 34 by five per cent to ￡155 million, with the agricultural business delivering yet another record 35 despite the somewhat difficult trading 36 in the industry. Sales in the garden equipment 37 were slow in the early months of the year but increased dramatically in the finalquarter. Chairman Suresh Kumar said, "It is my 38 that we have continued to grow by 39 our customers well. I am delighted to 40 the continued development of our customer 41 and I would like to thank all our customers for their 42 As well as an increase in customers, our staff numbers also continue to grow. During the year we have taken 43 58 new employees so that our total workforce now numbers in excess of 700. All of the staff deserve my praise for their dedication and continued efforts in 44 these excellent results". The group has proposed a final 45 of 9.4p per share, bringing the total to 13p for the year.

单选题·Read the article below about employment situation, and the questions on the opposite page.·For each question 13--18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose. {{B}}Employment Situation{{/B}}Opinion polls are now beginning to show that, whoever is to blame and whatever happens from now on, high unemployment is probably here to say. 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 work. Should we continue to treat employment as the norm? Should we not rather encourage many 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 neighborhood, as well as the factory and the office, as centers 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 live.Meanwhile, employment put women at a disadvantage. In preindustrial 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 families 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 efforts and resources away from the idealist goal creating jobs for all, to the urgent practical task of helping many people to manage without full-time jobs.

单选题Don't Share Too Much Information with Co-Workers There are several reasons for not sharing personal information with your co-workers. You may not want to burden your co-workers. As I alluded to, also, did not trust your co-workers to keep your secret. There are people around, and we all know someone like this, who will think nothing of talking about you. Some people are very matter-of-fact about it and just assume there's nothing wrong with telling others whatever you told them. Some may be malicious and intend to cause harm by spreading information. By the time you find out you've shared your story with the wrong person, it's usually too late. Those of you who have been around dogs know that a dog will show its submissiveness to a more dominant dog by exposing its belly. When you share personal information, especially information that shows your weaknesses, you may be "exposing your belly" to your co-workers. If your position at work requires you to exhibit strength and control, such as a managerial position, you may be showing just the opposite by sharing certain information. Here's what Elizabeth Mitchell, a senior editor, had to say about this," Decisions are made and impressions formed about us while at work that are used for different reasons than those with our families and friends. For example, a person being considered for a promotion would benefit from having an image of strength, excellent judgment and good interpersonal skills. How might your recent disclosure to your colleagues that you are divorcing your alcoholic husband, just obtained a restraining order in fear for your life and are worried about making your house payments, affect your chances for promotion? You can't sleep, fear you are depressed and need support from friends during this trying time. In this situation, a wise employee would make an appointment with an Employee Assistance Program counselor and use his or her friends and family for support, letting colleagues at work know, perhaps, that he or she is divorcing but keeping the details scant. " As mentioned earlier, revealing too much about yourself may give people the wrong impression or rather the impression you don't want them to have. In general, you do want to preserve some level of privacy. Susan Heathfield says, "When you have worked in a particular work place for a long time, people will tend to know more about your personal world, simply from longevity. As an example, they know when you took a week off work when your mother died. They know you left for the day when your son got sick at school. This level of knowledge about each other is fine and, depending on the work place, almost unavoidable ..." Brian Mairs, a career expert, gets straight to the point, "If you don't want to hear it in the neighborhood pub, don't mention it around the water cooler. If it is a thing of pride (new car, new house, new baby, etc), go ahead and share the joy. If it is a thing of privacy (family problems, etc. ) keep it to yourself at work. Find a professional therapist, or somebody you trust to keep a confidence (such as a Priest or Rabbi), to discuss such things. " As with anything else, you are the only one who can decide what, and how much information you want to share with your co-workers. The words of wisdom provided by my colleagues certainly give you something to think about. In the end, though, the decision is yours. And the consequences are yours to deal with. If opening up your personal life is what you feel comfortable to do, realize that there will be no line between the "work you" and the "real you". That may be fine for some people, and as a matter of fact preferable for many. A lot of people would feel uncomfortable and unhappy exhibiting a different persona at work than they do at home. Do what you need to do, as long as it doesn't interfere with doing your job.

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单选题Business Meetings It is important that ideas and suggestions tabled at formal meetings are voiced at the appropriate time. This is achieved by keeping to the 1 shown on the agenda. For example, there is no 2 in discussing ideas to do with Item Six on the agenda when Item Two has not yet been 3 Such deviations from the agenda may 4 in confusion among the people at the meeting; they may also 5 concentration if they see something as irrelevant. To make certain that the meeting proceeds in an orderly fashion, it is therefore useful to 6 some ground rules. First, everyone will need to understand that they must 7 their comments to the topic under discussion. The Chair can then encourage one person to speak at a 8 so that any ideas offered can be discussed and 9 Once that person has finished, someone else can put 10 their ideas and so on. If this procedure is adopted, the participants will be able to follow the various issues in a consistent manner, which will help with the decision-making 11 later on. It will also 12 that the quiet people at meetings get a chance to 13 their say, rather than just their more outspoken colleagues. In 14 it is often the quiet people at meetings who generate the best ideas, because they are in the 15 of thinking before they speak.

单选题Whohasownedmorethan50domainnames?

单选题WhatwasTomHendersondoingimmediatelybeforehestartedhisresearch?

单选题According to the expert, people working in loud workplaces with anti-noise systems ... a. are affected by the effects of noise. b. can work more efficiently in 'zones of quiet'. c. can hear conversations from another part of the room.

单选题What is the requirement to borrow from a credit union?

单选题 Make Meetings Work for You Only call a meeting if you (and your colleagues) are quite clear about its purpose. Once you are certain of your objective, ask yourself whether it could be better achieved through (19) means, such as a memo. Meetings called on a routine basis tend to (20) their point. It's better to wait until a situation or problem requires a meeting. If in doubt, don't waste time having one. If you're sure a meeting is the solution, circulate a memo several days in advance (21) the time and place, objectives, issues to be discussed, other participants and preparation (22) Meetings should be held in the morning, if possible, when people are usually more (23) , and should last no more than an hour. Six is the (24) number of participants for a good working meeting. Inviting the whole department (more than 10) increases emotional undercurrents such as, "Will my (25) be taken seriously ?" Larger meetings can be productive as brainstorming (26) for ideas, provided participants can speak freely without feeling they will be judged. A successful meeting always leads to action. Decision should take up the (27) of the meeting minutes, including the name of the person delegated to each task, and a(n) (28) for its completion. Circulate the minutes after the meeting and again just before the next one. Draw out quieter members of the group. (29) helps create a relaxed and productive atmosphere. Do not (30) out any individual for personal criticism -- they will either silently (31) , upset and humiliated, or try to come up with excuses rather than focusing on the problems in (32) Save critical comments for a private occasion. If you're talking for more than 50 per cent of the time, you're (33) the meeting.

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单选题WhydidJackWelchremarkthatsmallcompanieshaveadvantages?

单选题 The Difficulties Of Managing A Small Business Ronald Meets asks who chief executives of entrepreneurial or small businesses can turn to for advice. 'The organisational 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 managers, or the problems faced by such leaders must be the subject of a specialised 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 organisational 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 tile 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 enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organisation 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 tranined 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.