单选题On an average of six limes a day, a doctor in Holland practices "active" euthanasia: intentionally administering a lethal drug to a terminally ill patient who has asked to be relieved of suffering. Twenty times a day, life-prolonging treatment is withheld or withdrawn when there is no hope that it can affect an ultimate cure. "Active" euthanasia remains a crime on the Dutch statute books punishable by 12 years in prison. But a series of court cases over the past 15 years has made it clear that a competent physician who carries it out will not be prosecuted. Euthanasia, often called "mercy killing", is a crime everywhere in Western Europe. But more and more doctors and nurses in Britain, West Germany, Holland and elsewhere readily admit to practicing it, most often in the "passive" form of withholding or withdrawing treatment. The long simmering euthanasia issue has lately boiled over into a sometimes fierce public debate, with both sides claiming the mantle of ultimate righteousness. Those opposed to the practice see themselves up-holding sacred principles of respect for life, while those in favor raise the banner of humane treatment. After years on the defensive, the advocates now seem to be gaining ground. Recent polls in Britain show that 72 percent of British subjects favor euthanasia in some circumstances. An astonishing 76 percent of respondents to a poll taken late last year in France said they would like the law changed to decriminalize mercy killings. Reasons for the latest surge of interest in euthanasia are not hard to find. Europeans, like Americans, are now living longer. The average European male now lives to the age of 72, women to almost 80. As Derek Humphrey, a leading British advocate of "rational euthanasia" says, "lingering chronic diseases have replaced critical illnesses as the primary cause of death." And so the euthanasists have begun to press their case with greater force. They argue that every human being should have the right to "die with dignity", by which they usually mean the right to escape the horrors of a painful or degrading hospitalization. Most advocates of voluntary euthanasia have argued that the right to die should be accorded only to the terminally and incurably ill, but the movement also includes a small minority who believe in euthanasia for anyone who rationally decides to take his own life. That right is unlikely to get legal recognition any time in the near future. Even in the Netherlands, the proposals now before Parliament would restrict euthanasia to a small number of cases and would surround even those with elaborate safeguards.

单选题Questions 17 to 20 are based on the following job interview. You now have 20 seconds to read Questions 17 to 20.

单选题Nuclear science be developed to benefit the people ______ harm them.

单选题Questions 14 to 16 are based on the following conversation. You now have 15 seconds to read Questions 14 to 16.

单选题 Questions 15—17 are based on the following talk.

单选题What makes Reader's Digest the most successful magazine in publishing history? Beneath the fun and excitement that fill our pages, it is, above all else, a serious magazine. Our readers are serious people. The Digest never loses sight of the fact that each day all of us confront a tough, challenging world. To millions who know our record of viewing this world, we are not a luxury; we are a necessity. Basic to our magazine is a steady focus on the power of the individual. We show that man's greatest ideas and accomplishment, his often stunning (极好的) faith and courage and hope, can be seen in the conduct of ordinary men and women. We reflect the universal skepticism that government can solve our problems; we herald the unending promise of self-determination and individual enterprise. Readers depend upon us for truth and accuracy, logic and common sense. Our stories come from the grit of human experience—the tough, the tender, the funny. These stories—always told in a powerful narrative style—spring from love and caring, from a sense of right and wrong, from a dedication to the vitality (生命力) of the human spirit. We are at the forefront of major issues of medicine, health, environment, human rights. We take readers behind the headlines to the cause and meaning of world events. We celebrate courage, champion adventure and always seek to expand the mind, and to enrich the spirit and the body. It is this clear voice—never preaching (说教), always showing—that has made readers set us apart from all other magazines. Deep within our widely varied package of humor, drama, and helpful information, there hums (哼唱) a subtle power that guides people in every aspect of their lives. They listen because what we put forth rings true. They are comfortable with our clear, concise words that inform them, entertain them, and remind them of those eternal values that fortify all decent people as they seek clarity and coherence in a confusing world. Our readers recognize that our compass is good for the long haul—that our principles are good for all seasons, good for all ages, good for all those who wish to play a role in making their world a better place. So long as we never lose sight of these powerful principles that are at the soul of our magazine—and so long as we remain at the cutting edge of life in our world—then we are prepared to lay claim to a future as brilliant and as exciting as our past.

单选题Eskimo villages today are larger and more complex than the traditional nomadic groups of Eskimo kinsmen. Village decision making is organized through community councils and co-operative boards of directors, institutions which the Eskimos were encouraged by the government to adopt. They have been more readily accepted in villages like Fort Chimo where there is an individualistic wage ethos and where ties of kinship are less important than in the rural village such as Port Burwell, where communal sharing between kinsmen is more emphasized. Greater contact with southern Canadians and better educational facilities have shown Fort Chimo Eskimos that it is possible to argue and negotiate with the government rather than to acquiesce passively in its policies. The old-age paternalism of southern Canadians over the Eskimos has died more slowly in the rural villages where Eskimos have been more reluctant to voice their opinions aggressively. This has been a frustration to government officials trying to develop local leadership amongst the Eskimos, but a blessing to other departments whose plans have been accepted without local obstruction. In rural areas the obligations of kinship often ran counter to the best interests of the village and potential leaders were restrained from making positive contributions to the village council. More recently, however, the educated Eskimos have been voicing the interests of those in the rural areas. They are trying to persuade the government to recognize the rights of full-time hunters, by protecting their hunting territories from mining and oil prospector, for example. The efforts of this active minority are percolating through to the remoter villages whose inhabitants are becoming increasingly vocal. Continuing change is inevitable but future development policy in ungave must recognize that most Eskimos retain much of their traditional outlook on life. New schemes should focus on resources that the Eskimos are used to handling as the Port Burwell projects have done, rather than on enterprises such as mining where effort is all to easily consigned to an unskilled labor force The musk-ox project at Fort Chimo and the tourist lodge at George River are new directions for future development but there are pitfalls. Since 1967 musk oxen have been reared near Fort Chimo for their finer-than-cashmere undercoat which can be knitted. But the farm lies eight kilometers from the village, across a river, and it has been difficult to secure Eskimo interests in the project. For several months of the year-at the freeze-up and break -- up of the river ice -- the river cannot be crossed easily, and a small number of Eskimo herdsmen become isolated from the amenities and social life of Fort Chimo. The original herd of fifteen animals is beginning to breed but it will be difficult to attract more herdsmen as long as other employment is available within the village. The Eskimo-owned tourist lodge near George River has been a success. American fishermen spend large amounts of money to catch trout and Arctic char, plentiful in the port sub-Arctic rivers. The lodge is successful because its small size allows its owner to communicate with his employees, fellow villagers in George River, on a personal basis. This is essential when Eskimos are working together. If the lodge were to expand its operations, the larger number of employees would have to be treated on a more impersonal and authoritarian basis. This could lead to resentment and a withdrawal of labor.

单选题 {{I}} Questions 11 to 13 are based on a talk about philanthropist Chuck Feeney. You now have 15 seconds to read Questions 11 to 13.{{/I}}

单选题Whatarethespeakersdoing?A.Visitingthenewrestaurant.B.Watchingaparade.C.Havingapicnic.D.Goingtothebeach.

单选题Questions 21 to 24 are based on the following talk. You now have 20 seconds to read Questions 21 to 24.

单选题Whatarethetwopeopletalkingabout?A．Email.B．Acomputerclass.C．Computeringeneral,D．Theiroldcomputer.

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单选题{{B}}TEXT 1{{/B}} A report consistently brought back by visitors to the US is how friendly, courteous, and helpful most Americans were to them. To be fair, this observation is also frequently made of Canada and Canadians, and should best be considered North American. There are, of course, exceptions. Small-minded officials, rude waiters, and ill-mannered taxi drivers are hardly unknown in the US. Yet it is an observation made so frequently that it deserves comment. For a long period of time and in many parts of the country, a traveler was a welcome break in an otherwise dull existence. Dullness and loneliness were common problems of the families who generally lived distant from one another. Strangers and travelers were welcome sources of diversion, and brought news of the outside world. The harsh realities of the frontier also shaped this tradition of hospitality. Someone traveling alone, if hungry, injured, or ill, often had nowhere to turn except to the nearest cabin or settlement. It was not a matter of choice for the merely a charitable impulse on the part of the settlers. It reflected the harshness of daily life if you didn't take in the stranger and take care of him; there was no one else who would. And someday, remember, you might be in the same situation. Today there are many charitable organizations that specialize in helping the weary travelers. Yet, the old tradition of hospitality to strangers is still very strong in the US, especially in the smaller cities and towns away from the busy tourist trails. "I was just traveling through, got talking with this American, and pretty soon he invited me home for dinner, amazing." Such observations reported by visitors to the US are not uncommon, but are not always understood properly. The casual friendliness of many Americans should be interpreted neither as superficial nor as artificial, but as the result of a historically developed cultural tradition. As is true of any developed society, in America a complex set of cultural signals, assumptions, and conventions underlies all social interrelationships. And, of course, speaking a language does not necessarily mean that someone understands social and cultural patterns. Visitors who fall to "translate" cultural meanings properly often draw wrong conclusions. For example, when an American uses the word "friend", the cultural implications of the word may be quite different from those it has in the visitor's language and cultural implications of the word may be quite different from those it has in the visitor's language and culture. It takes more than a brief encounter on a bus to distinguish between courteous convention and individual interest, Yet, being friendly is a virtue that many Americans value highly and expect from both neighbors and strangers.

单选题Questions 1--4 Choose the best answer.

单选题 Questions 14 to 16 are based on a talk on Korean and Japanese table manners. You now have 15 seconds to read Questions 14 to 16.

单选题What is the article's criticism of the two books?

单选题Questions 4--8 Complete the following sentences with NO MORE THAN four words for each blank.

单选题Questions 11 to 13 are based on the following talk on printing. 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 Questions 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. No matter what your situation is, one of the greatest dangers now is that you'll stop doing what you're already doing right. 66. ______. The first fundamental is maintaining a clear-eyed view of reality, no matter how unpleasantly it may differ from what you expected. It's amazing how many executives are driven by management fads and slogans, big hairy audacious goals (BHAGs), quantum leaps, inspirational leadership-and then refuse to deviate from course even when the environment changes dramatically. 67. ______. As the economy slows, you need to wipe your whiteboard clean and rethink your strategy based on what's realistically achievable. We know of a major chemical company that in the recent era of super growth declared a goal of growing ten times bigger in ten years. It's a wonderful aspiration, but it shouldn't be the company's focus now. 68. ______. The second fundamental-like the others, it must be non-is to focus on the quality of your people. We hope it's no longer necessary to argue that this is increasingly your company's only source of competitive advantage. Yet when times get tough, many companies ease up on recruiting, figuring a slow economy will drive more applicants their way, and they spend less on training as a way to raise profits quickly without doing immediate damage to the business. That's just dumb, people do become obsolete; they also grow. To put "it in old economy terms, can you imagine postponing maintenance on an aircraft for six months? You wouldn't consider it, yet you may be tempted to do something even worse. Successful companies avoid this mistake. 69. ______. The third fundamental is continual, day by day insistence on improving productivity. In a slowdown, productivity typically tanks, leading some people to conclude that it is an unavoidable fact of Fife. It isn't, and improving productivity during a downturn puts a company in a stronger competitive position when things turn up. 70. ______. Maintaining a commitment to reality, a focus on people, and rising productivity-assuming you can keep those three plate spinning, you'll want to make several other moves quickly. (No one said this was easy. ) Speed is the key. Most companies will make most of these eventually, when they're forced to. Your challenge is to make them first. A. Indeed, researchers have found that when the pressure is on, people exhibit a dismaying tendency to focus on insignificant problems while their perceptions become distorted and they insist on proving that their mistaken view of the situation is actually correct. B. Colgate Palmolive has a remarkable record of improving productivity, as reflected in gross margin, virtually every year for the past 15 years, even during the last recession. In the brutally competitive slow growing business of household products, Colgate's stock has risen an average of 28% annually over the past five years. C. This company, like most, should be asking how it's going to be No. l in a new environment. The winning strategies and tactics will not be the same as those for growing tenfold in ten years. All managers will have to be prepared for more frequent shifts in ten years. All managers will have to be prepared for more frequent shifts in priorities, not just at their own companies but also with customers and supply chain partners. D. Based on our long experience-as a consultant working with some of America's most important companies and as a journalist investigating them-we're confident that as the economy slows, you'll be tempted to forget three of the most important fundamentals for keeping any business successful. This is the time when it's most crucial not to forget them. E. We need to acknowledge when we haven't done things as well as we would like or when we do something wrong, but getting things wrong does not make us useless people. That does not mean we should not face up to our deficiencies, but facing up means moving forward, not allowing in the past. F. The most valuable airline in the world, Southwest, is one of America's most desirable employers and in 1999 received 170,000 applications for just 6,000 positions. Yet the company recruits vigorously and never lets up, nor does it get stingy on training. The story is similar at Trilogy, General Electric, McKinley-getting the best people and malting them better is in the DNA of the most successful companies.

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