单选题The president of the college, together with the deans, ______ a conference for the purpose of laying down certain regulations. A. is planning B. are planning C. are to plan D. have planned

单选题He told us a lot of jokes and had us ______ all through the meal. A. laughing B. laugh C. laughed D. to laugh

单选题Travel around Japan today, and one sees foreign residents holding a wide ______ of jobs. A. range B. field C. scale D. area

单选题The newcomers found it impossible to ______ themselves to the climate sufficiently to make permanent homes in the new country. A. suit B. adapt C. regulate D. coordinate

单选题They were expected to be models of virtue, honoured as ______ for their character as for their learning. A. much B. more C. great D. many

单选题{{B}}练习十八{{/B}} Marriage guidance counsellors never stop hearing it. "He (or she) never listens," warring couples complain, again and again, as if they were chanting a mantra(吟颂祷文) . And it is the same at work. Bosses say it of executives they are displeased with, and the executives return the compliment with interest when complaining about their bosses. Customers say it about suppliers who have cocked up, and suppliers—having patiently explained why on this occasion they cannot provide exactly what is wanted—say the same about their customers. Like married couples, we all shout the accusation at others, pretending that we ourselves are faultless. Yet in our hearts we know many of the mistakes we make come about because we haven't listened sufficiently carefully. We get things wrong because we haven't quite understood what was wanted, or haven't sussed out(推断出) the implications of what we were told. Anyone who has ever written the minutes of a long meeting will know how hard it is to remember—even with the benefit of notes—exactly what everyone said and, more importantly, exactly what everyone meant. But success depends on getting things right and that means listening; listening, listening, listening. Hearing is not listening. Listening is not a passive activity. It is hard work. It demands attention and concentration. It may mean probing the speaker for additional information. If you allow your mind to wander, even for a few minutes, you'll naturally miss what the speaker is saying—probably at the very moment when the speaker is saying something crucial. But not having heard, you won't know you've missed. Until too late. The most common bad habit we all have is to start thinking of what we are going to say long before the other speaker has finished. Then we stop listening. Worse still, this often adds rudeness to inattentiveness, as once you have determined what you intend to say there is a fair chance you will rudely butt in on the other person to say it. The American wit Letitia Baldridge quipped: "Good listeners don't interrupt ever—unless the building's on fire." It's a good rule of thumb. One of the key ways to improve your listening ability is by learning to keep a wary eye on the speakers' body language. The ways people move and position themselves while they are speaking can reveal a great deal about what they are saying. Being a good listener involves being a good watcher: eyes and ears must go hand in hand. For example, people who cover up their mouths with their hands while they are speaking are usually betraying insecurity, and may well be lying. When people rub their noses, it generally indicates they are puzzled; when they shrug their shoulders they are indifferent; when they hug themselves they are feeling threatened. If they are smiling as they speak they want you to feel the message is friendly, even if its content sounds hostile. On the other hand, if they are clenching their fists and drumming their fingers they may be restraining their anger, and may be much more furious than their words suggest. The American psychologist Robert C. Beck, who has specialized in research into how people can teach themselves to be better listeners, offers the following half-dozen rules for self-improvement. Be patient—accept that many people are not very good communicators, encourage them to make things crystal clear, and don't interrupt impatiently or jump to conclusions. Be empathetic—put yourself in the other person's shoes, both intellectually and emotionally; it will help you understand what they are getting at. Don't be too clever—faced with a know-all, many people become silent, either because they don't want to look foolish .or because they see no point in bothering to continue. Use self-disclosure—admitting to your own problems and difficulties, and to your own mistakes, will encourage people to speak openly and honestly about theirs. Ask for explanations—get people to explain points or words you have not fully understood; it is always better to ask than to press on regardless—and then get things wrong. Ask "opening up" questions—these are gentle, unthreatening and open-ended; they cannot be answered with a mere "yes" or "no" and should provide no clues as to the answer the questioner might want to hear. Finally, it is almost always worth summing up the gist of what you have just been told, as quickly and briefly as you can, before the discussion ends. Nobody is ever offended by having what they have just said repeated to them. It ensures you have listened accurately and grasped the correct messages. If things go pear-shaped thereafter, at least the pears can't be dumped on your doorstep.

单选题On ______ of the school, I'd like to welcome you all. A. behalf B. dairy C. decade D. delight

单选题A child hears his mother tongue spoken from morning till night in its Ugenuine/U form.

单选题How long has Lidai Diwang Miao been in part of a middle school in Beijing?

单选题The last half of the nineteenth century ______ the steady improvement in the means of travel.

单选题(Unlike) a stock market, a money market -- a network of brokers, buyers, and (selling) – (is not) (located in) a specific place.

单选题His excuse for being late this morning was his car had ______ in the snow.

单选题I was held up by the traffic jam, otherwise I ______ here 50 minutes sooner. A. would be B. ought to have been C. would have been D. must have been

单选题Older people must be given more chances to learn if they are to contribute to society rather than be a financial burden, according to a new study on population published recently. The current approach which (1) on younger people and on skills for employment is not (2) to meet the challenges of demographic (人口结构的) change, it says. Only 1% of the education budget is (3) spent on the oldest third of the population. The (4) include the fact that most people can expect to spend a third of their lives in (5) , that there are now more people over 59 than under 16 and that 11.3 million people are (6) state pension age. " (7) needs to continue throughout life. Our historic concentration of policy attention and resources (8) young people cannot meet the new (9) ," says the report's author, Professor Stephen McNair. The major (10) of our education budget is spent on people below the age of 25. (11) people are changing their jobs, (12) , partners and lifestyles more often than (13) , they need opportunities to learn at every age. (14) , some people are starting new careers in their 50s and later. People need opportunities to make a" midlife review" to (15) to the later stages of employed life, and to plan for the transition (16) retirement, which may now happen. (17) at any point from 50 to over 90, says McNair. And there should be more money (18) to support people in establishing a (19) of identity and finding constructive (20) for the "third age", the 20 or more years they will spend in healthy retired life.

单选题It's reported that by the end of this month the output of cement in the factory ______ by about 10000000 tons. A. will have risen B. has risen C. will be rising D. has been rising

单选题______ all the writers of the time, Lu Xun enjoyed the greatest popularity among the people. A. In B. About C. Of D. Over

单选题Whether the game will be played depends on the weather and ______ the committee.

单选题The work was almost complete when we received the order to ______ no further with it.

单选题{{B}}练习十一{{/B}} The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best, left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone's experience in the organization. Consider the novel view of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, Coca-Cola, and Merth. Coleman says that based on what he's seen at big companies, he weighs the different elements that make for long-term career success as follows: performance counts a mere 10%, image, 30%, and exposure, a full 60%. Coleman concludes that excellent performance is so common these days that while doing your work well may win you pay increases, it won't secure you the big promotion. He finds that advancement more often depends on how many people know you and your work, and how high they are. Ridiculous beliefs? Not to many people, especially many women and members of minority races who, like Coleman, feel the scales (障眼物) have dropped from their eyes. "Women and blacks in organizations work under false beliefs," says Kaleel Jamison, a New York-based management consultant who helps corporations deal with these issues. "They think that if you work hard, you'll get ahead—that someone in authority will reach down and give you a promotion," she adds. "Most women and blacks are so frightened that people will think they've gotten ahead because of their sex or color that they play down (使…不突出) their visibility." Her advice to those folks: learn the ways that white males have traditionally used to find their way into the spotlight.