You are going to read a list of headings and a text about how to wear appropriate clothing. Choose a heading from the list A-G that best fits the meaning of each numbered part of the text (1-5). The first and last paragraphs of the text are not numbered. There are two extra headings that you do not need to use.[A] Analyzing your own taste.[B] Being cautious when experimenting.[C] Finding a model to follow.[D] Getting the final look absolutely right.[E] Learning to be realistic.[F] Making regular conscious choices.[G] How to judge people. When we meet people for the first time, we often make decisions about them based entirely on how they look. And, of course it"s something that works both ways, for we too are being judged on our appearance. When we look good, we feel good, which in turn leads to a more confident and self-assured manner. People then pick up on this confidence and respond positively towards us. Undoubtedly, it"s what"s inside that"s important, but sometimes we can send out the wrong signals simply by wearing inappropriate clothing or not spending enough time thinking about how others see us. 【C1】______ For example, people often make the mistake of trying to look like someone else they"ve seen in a magazine, but this is usually a disaster as we all have our own characteristics. Stand in front of a full-length mirror and be honest with yourself about what you see. There is no need to dwell on your faults—we all have good points and bad points—but think instead about the best way to emphasize the good ones. 【C2】______ When selecting your clothes each day, think about who you "re likely to meet, when you"re going to be spending most of your time and what tasks you are likely to perform. Clearly, some outfits will be more appropriate to different sorts of activity and this will dictate your choice to an extent. However, there"s no need to abandon your individual taste completely. After all, if you dress to please somebody else"s idea of what looks good, you may end up feeling uncomfortable and not quite yourself. 【C3】______ But to know your own mind, you have to get to know yourself. What do you truly feel good in? There are probably a few favorite items that you wear a lot—most people wear 20 percent of their wardrobe 80 percent of the time. Look at these clothes and ask yourself what they have in common. Are they neat and tidy, loose and flowing? Then look at the things hanging in your wardrobe that you don"t wear and ask yourself why. Go through a few magazines and catalogues and mark the things that catch your eye. Is there a common theme? 【C4】______ Some colors bring your natural coloring to life and others can give us a washed-out appearance. Try out new colors by all means, but remember that dressing in bright color when you really like subtle neutral tones, or vice versa, will make you feel self-conscious and uncomfortable. You know deep down where your own taste boundaries lie. And although it" s good to challenge those sometimes with new combinations or shades, take care not to go too far all at once. 【C5】______ So, you"ve chosen an outfit that matches your style, your personality, your shape and your coloring. But does it fit? If something is too tight or too loose, you won" t achieve the desired effect, and no matter what other qualities it has, it won "t improve your appearance or your confidence. Sometimes, we buy things without thinking. Some people who dislike shopping grab the first thing they see, or prefer to use mail-order or the Internet. In all cases, if it doesn"t fit perfectly, don"t buy it, because the finer details are just as important as the overall style. Reappraising your image isn"t selfish because everyone who comes into contact with you will benefit. You"ll look better and you "11 feel a better person all round. And if in doubt, you only need to read Professor Albert Mehrabian"s book Silent Messages to remind yourself how important outward appearances are. His research showed that the impact we make on each other depend 55 percent on how we look and behave, 38 percent on how we speak and only 7 percent on what we actually say. So, whatever stage you are at in your life, whatever role you play, isn"t it time you made the most of yourself?

BPart ADirections: Read the following four texts. Answer the questions below each text by choosing A, B, C or D./B

The Theory of Continental Drift has had a long and turbulent history since it was first proposed by Alfred Wegener in 1910. (46) Vigorously challenged yet widely ignored, the theory had languished for half a century, primarily due to its lack of a plausible mechanism to support the proposed drift. With the discovery of sea-floor spreading in the late 1950"s and early 60"s, the idea was reinvigorated. Plate tectonics is now almost universally accepted. Many details of the mechanism are to be worked out. The surface of the Earth is divided into approximately six large plates, plus a number of smaller ones. The plates are bounded by an interconnected network of ridges, transform faults, and trenches. Ridges, also called spreading centers, occur where two plates are moving away from each Other. As the plates separate, hot molten mantle material flows up to fill the void. (47) The increased heat resulting from this flow reduces the density of the plates, causing them to float higher, thus elevating the boundaries by many thousands of feet above the colder surrounding sea floor. (48) Ridges on the ocean floor form the longest continuous ranges of mountains on the planet, but only in a very few places on the Earth do these mountains rise above the ocean surface. New sea floor is constantly being created along spreading centers. Obviously somewhere else old sea floor must be going away. This occurs in trenches, also called subduction zones. Trenches occur along the boundary between two plates that are moving towards each other. (49) Where this occurs, one plate is bent downwards at about a 400 angle and plunges under the other plate"s leading edge, eventually to melt back into the liquid mantle below. As the subducting plate is heated back up to mantle temperatures, certain minerals in the plate melt sooner than others. (50) Minerals that melt at lower temperatures and are lighter than the surrounding material tend to rise, melting their way up through the overriding plate to erupt as volcanoes on the ocean floor. As these volcanoes grow, they rise above the ocean surface to form lines of islands along the leading edge of the overriding plate. Numerous islands of Micronesia and Melanesia in the western Pacific were created in this way.

young and old

People in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The public"s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology. Even at the community level, foresight is critical: School officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War II atomic age made it critical to "think about the unthinkable" and prepare for it. Pioneering futurists at the RAND Corporation (the first "think tank ") began seriously considering what new technologies might emerge in the future and how these might affect U.S. security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems). Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world"s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet.

No task is so difficult that we can't accomplish it.

For decades, ferry boats crossed the cold waters of Michigan"s Straits of Mackinac, shuttling people and vehicles between the two halves of the split-up state. Since the 1880s, Michigan residents dreamed of a bridge that would span the 4-mile gap between Mackinaw City and St. Ignace, an area that limited tourism in Mackinac Island and disturbed commerce in the remote Upper Peninsula. Because construction would be hard, with high winds and harsh winters, some engineers suggested a floating tunnel or a series of small bridges instead. But, by the 1940s, with lines for ferry boats sometimes stretching for 16 miles, the idea of one continuous span won out. And what a span it turned out to be. Five miles long, the "Mighty Mac," which opened to traffic on Nov. 1, 1957, was to become the world"s longest suspension bridge between cable anchorages. Even today, it remains the longest suspension bridge in the Western Hemisphere and the third-longest bridge in the world. Designed by engineer David B. Steinman, the bridge was built in just three years, on time and on budget. That was a remarkable feat in itself. But the challenges were so great—33 of the bridge"s 34 pieces had to be built under water—that five workers perished during construction. One man died diving, one fell in a caisson while welding, another drowned, and two fell from a catwalk. The bridge has seen many tragedies since. On Sept. 10, 1978, three National Guard officers in a private plane got lost in a thick fog and crashed into the cables of the north tower. In 1989, a woman was killed when gale force winds—and her excessive speed—lifted her 1987 Yugo into the air, sending it 150 feet into the water. And in 1997, a sport utility vehicle took the plunge. Although authorities believed the latter incident to have been a suicide, the bridge does not attract jumpers the way, for instance, the Golden Gate does. In 1977, Lawrence Rubin of the Mackinac Bridge Authority shared his theory on the lack of leapers with the Detroit News: "People who commit suicide like attention. But it"s peaceful here... you could jump off this bridge, and it might take years before anybody found out." The bridge authority acknowledges that the prospect of such excitement may be overwhelming for some, which is why it offers free escorts for gephyrobiacs—people with a fear of crossing bridges. Each year, hundreds of drivers take advantage of the service.

You are a postgraduate student and are going to graduate with a master degree in computer science soon. You find from Beijing Youth Daily that there is a vacancy for engineer. Write a letter of application based on the following outline: 1) introduction about yourself; 2) your education and work experience that qualify you for the job; 3) other necessary information. You should write about 100 words. Do not sign your own name at the end of the letter. Use "Wang Dong" instead. You do not need to write the address.

【F1】 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. 【F2】 Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg"s recent research on the cognitive processes of senior managers reveals that managers" intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an Aha! experience. Fourth, some managers use intuition as a check on the results of more rational analysis.【F3】 Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later.【F4】 Analysis is inextricably tied to action in thinking-acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. 【F5】 Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking-acting cycles is that action is often part of defining the problem, not just of implementing the solution.

Studythefollowingdrawingcarefullyandwriteanessayinwhichyoushould1)describethedrawing,2)interpretitsmeaning,and3)giveyourcommentonit.Youshouldwriteabout160-200wordsneatly.

A classic series of experiments to determine the effects of overpopulation on communities of rats was conducted by a psychologist, John Calhoun. In each experiment, an equal number of male and female adult rats were placed in an enclosure. The rat populations were allowed to increase. Calhoun knew from experience approximately how many rats could live in the enclosures without experiencing stress due to over crowding. He allowed the population to increase to approximately twice this number. Then he stabilized the population by removing offspring that were not dependent on their mothers. At the end of the experiments, Calhoun was able to conclude that overcrowding causes a break down in the normal social relationships among rats, a kind of social disease. The rats in the experiments did not follow the same patterns of behavior as rats would in a community without overcrowding. The females in the rat population were the most seriously affected by the high population density. For example, mothers sometimes abandoned their pups, and, without their mothers" care, the pups died. The experiments verified that in overpopulated communities, mother rats do not-behave normally. Their behavior may be considered diseased, pathological. The dominant males in the rat population were the least affected by overpopulation. Each of these strong males claimed an area of the enclosure as his own. Therefore, these individuals did not experience the overcrowding in the same way as the other rats did. However, dominant males did behave pathologically at times. Their antisocial behavior consisted of attacks on weaker male, female, and immature rats. This deviant behaviour showed that even though the dominant males had enough living space, they too were affected by the general overcrowding. Nondominant males in the experimental rat communities also exhibited deviant social behavior. Some withdrew completely, avoiding contact with other rats. Other nondominant males were hyperactive, chasing other rats and fighting each other. The behaviour of the rat population has parallels in human behavior. People in densely populated areas exhibit deviant behavior similar to that of the rats in Calhoun"s experiments. In large urban areas, such as New York City, London, and Cairo, there are abandoned children. There are cruel, powerful individuals, both men and women. There are also people who withdraw and people who become hyperactive. Is the principal cause of these disorders overpopulation? Calhoun"s experiments suggest that it might be. In any case, social scientists and city planners have been influenced by the results of this series of experiments.

LoveHimorHisMoney?Writeanessayof160-200wordsbasedonthedrawing.Inyouressay,youshould1)describethedrawingbriefly,2)explainitsintendedmeaning,and3)giveyourcomments.

Darwin is basically right, though only to some extent that species and individuals compete, fight, kill and survival belongs to the fittest. This is one of the most important mechanisms by which life evolves and maintains its quality. As the human society builds upon and is an extension of the ecosystem, does it mean that for the human society to work well, man must apply this mechanism to her/his society also; say, let those who are not skillful enough to land a job starve to death? We may be enlightened with respect to this question through the examination of evolution in an ecosystem in comparison to the human history. Taking the maritime swamp land as an example, the mangrove species Kandelia candle competes successfully over other mangrove species and dominate the area chiefly through the evolution of droppers that other species do not have. The seeds of Kandelia candle grow into seedlings inside the droppers before leaving their mother plant body and when the droppers still hang on the branches of their mother plant. The dropper"s shape is like a pen, with a sharp and heavier lower end. So when it ripens, it drops and inserts itself together with the seedling into the mud below as a result, and the seedling can get hold of the ground, start to tap the much fresher water under the mud surface. This adaptive evolution of droppers enables Kandelia candle to have a much greater successful rate. Seeds of other mangrove species just find it difficult to locate a suitable site for them to grow. When it is the industrial society that dominates a place, it always exploits resources from the land, drains out nutrients from the soil and plays environmental havoc to the place as a result of stupid human intelligence and selfish human manipulation. But when the mangrove dominates a mudflat, millions of Nature evolved complex mechanisms come together with it. It taps water, minerals from the mud and then let them to combine with carbon dioxide in the air to form the building materials of its plant body first through the process of photosynthesis and then through the synthesis of various organic matters. The effect ends up providing much better and more diverse living environment for more land, water and air species to dwell in, even for other competing mangrove species. When different races of man compete to dominate the earth, the end result is completely opposite in sense. One of the means they evolve are more and more powerful weapons, some, of the human races also evolve droppers, but those droppers are droppers of nuclear bombs, which are all life destructive when used. Animals never burn up a forest, or practice fighting skills twelve hours a day in order to defeat their competitors; they just let Nature cut out the weaker or less fortunate portion of their species, or that their species simply cannot survive in the first place. On the contrary, man can work round the clock, and exhaust all natural resources just to defeat their enemies, whether military or commercial, as we can all see in our modern societies. Such practice" generates quite grave problems: First, it pushes human activities into a very narrow goal of defeating their enemies militarily as well as economically. Second, all the available time, energy and resources of an individual as well as the society are exhausted by the competition, very little is left to other activities, so nearly all men suffer very much in the process and countless new problems besiege modern societies. Third, as all participants input as much time, energy and resources as can be exploited by them, most of these inputs are wasted. Such effort creates a lot of waste and exhausts all resources as a result. We should also view how man should conform to Nature in such a way that man has to compete for survival. In fact this is Nature"s way of telling man how to act. If only man could listen to this internal guidance, both man and the ecosystem could live much happier. So, making the human Society Darwinist is not conforming to Nature, but living in peace both militarily and economically with other man is.

Most of us think we know the kind of kid who becomes a killer, and most of the time we"re right. Boys (1)_____ about 85% of all youth homicides, and in those cases about 90% (2)_____ a pattern in which the line from bad parenting and bad (3)_____ to murder is usually clear. Their lives start with abuse, neglect and (4)_____ deprivation at home. Add the effects of racism, poverty, the drug and gang cultures, and it is not (5)_____ that in a violent society like ours, (6)_____ children become deadly teens. (7)_____ what about the other 10% of kids who kill: the boys who have (8)_____ parents and are not poor? Are their parents to blame when these kids become (9)_____? Most children do fine while young enough to be (10)_____ by loving parents, but change as adolescents subjected to peer competition, bullying and rejection, (11)_____ in big high schools. The "normal" culture of adolescence today contains elements that are so nasty that it becomes hard for parents to (12)_____ between what in a teenager"s talk, dress and taste in music, films and video games indicates (13)_____ trouble and what is simply a (14)_____ of the times. Most kids who have multiple body piercing, or listen to Marilyn Manson, or play the video games are normal kids caught in a toxic (15)_____ Intelligent kids with good social skills can be quite skillful at hiding who they really are from their parents. They may do this to (16)_____ punishment, to escape being identified as "crazy", or to protect the parents they love from being (17)_____ or worried. Anyway, how many parents are (18)_____ of thinking the worst of their son—(19)_____, that he harbors murders fantasies, or that he could (20)_____ so far as acting them out.

If you are interested in job creation—and who isn't this days? —you should talk to someone like Morris Panner. In 1999, Panner and some others started a Boston software company called Ope-nAir. By 2008 they sold it for $31 million. The firm had then grown to about 50 workers. It turns out that entrepreneurship (essentially, the funding of new companies) is crucial to the job creation. Of course, Panner' s success is often a slog. What' s the frustrating and perplexing about the present job dearth is that the US economy has long been a phenomenal employment machine. Here is a record: 83 million jobs are added from 1960 to 2007, with only six year of declines. Conventional analysis blames today's poor performance on weak demand. Because people aren't buying, businesses aren't hiring. Though true, this omits the vital role of entrepreneurship. In any given year, employment may reflect the ups and downs of the business cycle. But over longer periods, almost all job growth comes from new businesses. The reason: the high death rate of exiting firms. Even successful firms succumb to threats: new competitions and technology; mature market; the death of flinders; shifting consumers' tastes; poor management and unprofitability. A company founded today has an 80% chance of disappearing over the next quarter century, reports a study by Dane Stangler and Paul Kedrosky of the Kauffman Foundation. True, some blue-chips firms endure. Four fifth of the Fortune 500 were founded before 1970. But they are exception, and many blue chips have died. The debate over whether small or big firms create more jobs is misleading. The real distinction is between new and old. American workers are roughly split between firms with fewer or more than 500 employees. In healthy times, older companies of all sizes do create a lot of jobs. But they also lose jobs, as some businesses shrink or vanish. On balance, job creation and destruction cancel. All the network increases occur among startups, finds a study of the 1992—2005 period by economists John Haltiwanger of university of Maryland and Ron Jarmin and Javier Miranda of the Census Bureau. To be sure, entrepreneurship has a downside: booms and busts. Remember the dotcom "bubble", but more damaging are widespread popular misconceptions about what it isn't the engine of job adding. Although the entrepreneurial instinct seems powerful and American ambition and creative, venture capital for startups is scarce and that political leaders seem largely oblivious to burdensome government policies. This needs to be addressed. Entrepreneurship won't instantly cure American job deficit, but without, there will be no strong recovery.

In 2004 a few dozen members of Congress asked the Federal Communications Commission whether the government could define and regulate "excessively violent programming that is harmful to children" without violating the First Amendment. Last month, after thinking about it for three years, the FCC had an answer; Sure. Go ahead. Emboldened by the FCC report, Sen. Jay Rockefeller plans to introduce legislation aimed at regulating TV violence any day now. If he takes the same approach he did in a 2005 bill he sponsored, he will knock the ball back to the FCC, asking it to define excessively violent programming and adopt measures to protect children from it. There"s a reason no one is keen to define excessively violent programming. Anyone who tries will face insoluble practical and constitutional problems. Because opinions about what is appropriate for children vary widely, any definition of excessively violent programming would be attacked as too narrow, too broad, or both. Some critics say TV violence encourages imitation; others worry that it causes anxiety by making the world seem dangerous. The most troubling violence, some say, is the "explicit" and "graphic" kind, because it"s both disturbing and desensitizing. Others worry about the "sanitized" and "glamorized" kind, which separates violence from its real-world consequences. I"d say CSI, Schindler" s List, and History Channel war documentaries are not appropriate for small children. Does that mean such programming should be banished to late-night hours, a solution the FCC proposes? If not, what use is "time channeling"? If so, it"s hard to see why news shows covering crime and war, or sports such as football and boxing, should be exempt. For those who worry about imitation of sanitized violence, even children"s cartoons are not appropriate for children. Should Teenage Mutant Ninja Turtles be shown only between 10 p. m. and 6 a. m. ? Another FCC suggestion, forcing cable and satellite companies to offer channels "a la carte," is even less promising. Blocking entire channels is a clumsy way to shield kids from inappropriate material. In any case, cable and satellite subscribers already have this ability, the FCC is just saying they shouldn"t have to pay for the channels they decide to block. The effectiveness of these rules will be an important question when courts address their constitutionality, since content-based speech regulation generally can be justified only if it"s the least restrictive means of serving a compelling government interest. No restriction on violent entertainment has ever met this test. As the First Amendment lawyer Robert Corn-Revere notes, regulations that take the context of violence into account would be scrutinized especially closely, because the government would be targeting speech based on viewpoint as well as subject. " Any attempt to regulate televised violence would face insurmountable First Amendment barriers," he concludes.

BSection I Use of EnglishDirections: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D./B

This room is three times larger than that one.

[A]Studythefollowingcartooncarefullyandwriteanessayinnolessthan150words.[B]YouressaymustbewrittenclearlyonANSWERSHEET2.(15points)[C]Youressayshouldmeettherequirementsbelow:1.Writeoutthemessagesconveyedbythecartoon.2.Giveyourcomments.

The Lakers" forward Kobe Bryant has scored 50 or more points in four straight games, second in the NBA only to Wilt Chamberlain"s seven. He also now is tied with Michael Jordan for second with four behind Chamberlain"s 32 in most 60-point games. "He"s doing something I"ve never seen", Lakers coach Phil Jackson said in an e-mail Saturday. "This has been historic". He should know because he coached Jordan and played against Chamberlain. Bryant is not going to win the MVP award, which likely will go to Dirk Nowitzki or Steve Nash. But his scoring brilliance again seems to answer the question of who"s the best player in the league and it also provides more evidence in the similarity of Bryant and Jordan in their talent and approach to the game. In any ease, Bryant is the player now firmly holding that mythical torch of greatness, sporting celebrity and creativity that Jordan once took from Julius "Dr. J" Erring. "Kobe has the verdant green light to hoist it up until he cools down", Jackson said. "Wonders never cease in this game". Certainly, Bryant has been wonderful in the four games, averaging 56.3 points with two games of at least 60. Moreover, he hardly has been selfish or working outside the offense because most of his field goals have come on long jumpers, including 17 of 33 on three-pointers. Bryant is shooting 54 percent. "It"s phenomenal. It"s incredible", Jackson told Los Angeles reporters. "He"s shooting [outside] more than Michael was. Michael was probably doing more post-up, more penetration, more at-the-basket kind of stuff. But Kobe"s doing a whole range of things. I think his shooting has just been remarkable, the way he is raising up over people and knocking the ball down". It"s still a long way off, but because he started in the NBA when he was 18, Bryant, 28, can pass Kareem Abdul-Jabbar as the league"s all-time scorer if he can stay healthy and average 25 points until he is 38. "The best part of it all is that we"re winning", Bryant said. "The second is that this generation of players who might not have ever heard of the Elgin [Baylors] or Wilts [and their] greatness will now take notice so the legacy of their brilliance will live on. "As far as myself, I can"t explain it. All is in slow motion all the time. I don"t know why or how, but it"s trippy". That"s probably what Chamberlain said during his record run.