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单选题Extract 1 A stylish dining room with cream walls and curtains and black carpet as perfect foil to an eclectic array of furniture. Many of the pieces are classics of their particular era, and demonstrate how old and new designs can be happily mixed together. The prototype chair in the foreground has yet to prove its staying power and was thought up by the flat"s occupant. He is pictured in his living room which has the same decorative theme and is linked to the dining room by a high Medieval-styled archway where was once a redundant and uninspiring fireplace. Extract 2 Old bathrooms often contain a great deal of ugly pipework in need of disguising. This can either be done by boxing in the exposed pipes, or by fitting wood paneling over them. As wood paneling can be secured over almost anything — including old ceramic tiles and chipped walls — is an effective way of disguising pipework as well as being an attractive form of decoration. The paneling can be vertical, horizontal or diagonal. An alternative way to approach the problem of exposed pipes is to actually make them a feature of the room by picking the pipework out in bright strong colours. Extract 3 Cooking takes second place in this charming room which; with its deep armchairs, is more of a sitting room than a kitchen, and the new Rayburn stove as a good Choice, as it blends in well with the old brick and beamed fireplace. There are no fitted units or built-in appliances, so all food preparation is done at the big farmhouse table in the foreground; and the china, pots and pans have been deliberately left on show to make an attractive display, What about the kitchen sink? It"s hidden away behind an archway which leads into a small scullery. Here there"s a second cooker and — in the best farmhouse tradition — a huge walk-in larder for all food storage.

单选题Questions 6～10 Lighting up a cigarette at home could bring a visit from Honduran police if a family member or even a visitor complains about secondhand smoke. A new law that took effect on Monday banning smoking in most public and private spaces doesn't actually outlaw cigarettes inside homes, but it does have a provision allowing people to file complaints about secondhand smoke in homes. Violations would bring a verbal warning on the first offense. After that could come arrest and a $311 fine—the equivalent of the monthly minimum wage in this Central American country. Even some anti-smoking advocates suspect that part of the law may not work. "It seems its intention is to educate by way of complaints, a move that I do not find very feasible," said Armando Peruga, a program manager at the World Health Organization's Tobacco-Free Initiative. He did praise Honduras for adopting a broad anti-smoking law, noting it is only the 29th nation to adopt such a law out of WHO's 193 member states. But Peruga said the clause allowing family members to call police on their smoker relatives is confusing. The clause "does not make much sense since the law clearly does not prohibit smoking at homes". The law bans smoking in most closed public or private spaces and orders smokers to stand at least 1.8 meters away from nonsmokers in any open space. The law explicitly bans smoking in schools, gas stations, nightclubs, restaurants, bars, buses, taxis, stadiums and cultural centers hut it doesn't clearly ban smoking at home. Still, one clause says that "families or individuals may complain to law enforcement authorities when smokers expose them to secondhand smoke in private places and family homes". "The law is clear and we will comply with it," said Rony Portillo, director of the Institute to Prevent Alcoholism and Drug Addiction. "Authorities will intervene (at a home) when someone makes a complaint. " Some say the law will be almost impossible to enforce in a country of 8 million people with a rampant crime problem and only 12,000 police officers. "Police won't be able to enforce it because they can barely keep up with the crime wave that has been overwhelming us to be able to go after those who are smoking at home," said Jose Martinez, a 38-year-old computer engineer who has smoked for 20 years. The law also outlaws all advertising for tobacco products and requires photos of lungs affected by cancer to be placed on cigarette packs. Tobacco and cigarette companies have 60 days to comply with both requirements. In Honduras, 30 percent of the people smoke, and nine out of 10 Hondurans suffering from acute bronchitis live in homes where there is a smoker, according to Honduran health authorities.

单选题Working an eight-hour day is a luxury for most professional people. Nowadays, the only way to guarantee an eight-hour working day is to have the kind of job where you clock on and off. Those professionals who have managed to limit their hours to what was, 20 years ago, the average do not wish to identify themselves. "I can quite easily achieve my work within a normal day, but I don"t like to draw attention to it," says one sales manager. "People looked at me when I left at 5 o"clock. Now, I put paperwork in my bag. People assume I"m doing extra hours at home." But more typical is Mark, who works as an account manager. He says, "My contract says I work from 9 until 5 with extra hours as necessary. It sounds as if the extra hours are exceptional. In fact, my job would be enough not only for me, but also for someone else part-time. The idea of an eight-hour day makes me laugh!" He says he has thought about going freelance but realises that this doesn"t guarantee better working hours. Professor Caw Cooper, occupational psychologist at the University of Manchester, is the author of the annual Quality of Working Life survey. The most recent survey found that 77% of managers in Britain work more than their contracted hours, and that this is having a damaging effect on their health, relationships and productivity. Professor Cooper is critical of the long-hours culture. He says that while bosses believe long hours lead to greater efficiency, there is no evidence to support this. "In fact, the evidence shows that long hours make you ill." There are, he says, steps that can be taken. One is to accept that the in-tray will never be empty. "There are always things to do. You just have to make the rule that on certain days you go home early." Prioritising work and doing essential tasks first helps, he says. He also thinks it"s time to criticize bad employers and unreasonable terms of employment. "By all means, show commitment where necessary but when expectations are too high, people have to begin saying openly that they have a life outside of work." Personal development coach Mo Shapiro agrees that communication is important. Staff need to talk to managers about the working practices within a company. Both parties should feel that the expectations are realistic and allow them to have responsibilities and interests outside work. She recognises, however, that in many organizations the response might well be, "If you want more interests outside work, then find another job." She believes that senior staff have a duty to set an example. "I recently worked for a firm of solicitors where the partners started at 7:30 am. What kind of message is that to send to the staff?" She believes there is no shame in working sensible hours—in fact quite the reverse. "Some people might be in at 7:30 am but will be doing very little. You can work really hard from 9 to 5 and achieve the same. If you find it difficult to achieve an eight-hour day, there is, as a last resort, the old trick of leaving your jacket on your chair and your computers switched on, even after you have left the building."

单选题A.Evidenceshowsthatwildanimalscantransmitvirustoman.B.ScientistsreporttheextinctionofsomeendangeredwildanimalsC.Menandwomencannotprotectthemselvesfromtheattackofvirus.D.Huntingoreatinganimalswillnotbringtheriskofbeinginfectedbyvirus.

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单选题 Questions 6-10 It was the worst tragedy in maritime history, six times more deadly than the Titanic. When the German cruise ship Wilhelm Gustloff was hit by torpedoes fired from a Russian submarine in the final winter of World War Ⅱ, more than 10,000 people--mostly women, children and old people fleeing the final Red Army push into Nazi Germany--were packed aboard. An ice storm had turned the decks into frozen sheets that sent hundreds of families sliding into the sea as the ship tilted and began to go down. Others desperately tried to put lifeboats down. Some who succeeded fought off those in the water who had the strength to try to claw their way aboard. Most people froze immediately. "I'll never forget the screams," says Christa Ntitzmann, 87, one of the 1,200 survivors. She recalls watching the ship, brightly lit, slipping into its dark grave—and into seeming nothingness, rarely mentioned for more than half a century. Now Germany's Nobel Prize-winning author Guenter Grass has revived the memory of the 9,000 dead, including more than 4,000 children--with his latest novel Crab Walk, published last month. The book, which will be out in English next year, doesn't dwell on the sinking; its heroine is a pregnant young woman who survives the catastrophe only to say later. "Nobody wanted to hear about it, not here in the West (of Germany) and not at all in the East. " The reason was obvious. As Grass put it in a recent interview with the weekly Die Woche: "Because the crimes we Germans are responsible for were and are so dominant, we didn't have the energy left to tell of our own sufferings. " The long silence about the sinking of the Wilhelm Gustloff was probably unavoidable--and necessary. By unreservedly owning up to their country's monstrous crimes in the Second World War, Germans have managed to win acceptance abroad, marginalize the neo-Nazis at home and make peace with their neighbors. Today's unified Germany is more prosperous and stable than at any time in its long, troubled history. For that, a half century of willful forgetting about painful memories like the German Titanic was perhaps a reasonable price to pay. But even the most politically correct Germans believe that they've now earned the right to discuss the full historical record. Not to equate German suffering with that of its victims, but simply to acknowledge a terrible tragedy.

单选题 {{B}}Questions 11 to 15 are based on the following interview.{{/B}}

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单选题 {{B}}Questions 27-30{{/B}}

单选题{{B}}Statements{{/B}}{{B}}Directions:{{/B}} In this part of the test, you will hear several short statements. These statements will be spoken{{B}} ONLY ONCE{{/B}}, and you will not find them written on the paper; so you must listen carefully. When you hear a statement, read the answer choices and decide which one is closest in meaning to the statement you have heard. Then write the letter of the answer you have chosen in the corresponding space in your {{B}}ANSWER BOOKLET.{{/B}}

单选题Questions 6～10 Steven Spielherg has taken Hollywood"s depiction of war to a new level. He does it right at the start of Saving Private Ryan , in a 25 minute sequence depicting the landing of American forces on Omaha Beach in 1944. This is not the triumphant version of D-Day we"re used to seeing, but an inferno of severed arms, spilling intestines, flying corpses and blood-red tides. To those of us who have never fought in a war, this reenactment—newsreel-like in its verisimilitude, hallucinatory in its impact—leaves you convinced that Spielberg has taken you closer to the chaotic, terrifying sights and sounds of combat than any filmmaker before him. This prelude is so strong, so unnerving, that I feared it would overwhelm the rest of the film When the narrative proper begins, there"s an initial feeling of diminishment, it"s just a movie, after all, with the usual banal music cues and actors going through their paces. Fortunately, the feeling passes. Saving Private Ryan reasserts its grip on you and, for most of its 2 hour and 40 minute running time, holds you in thrall. Our heroes are a squad of eight soldiers lucky enough to survived Omaha Beach. Now they are sent, under the command of Captain Miller (Tom Hanks), to find and safely return from combat a Private Ryan (Matt Damon), whose three brothers have already died in action. Why should they risk their lives to save one man? The question haunts them, and the movie. The squad is a familiar melting-pot assortment of World War Two grunts—the cynical New Yorker (Edward Burns) who doesn"t want to risk his neck; the Jew (Adam Goldberg); the Italian (Vin Diesel); the Bible-quoting sniper from Tennessee (Barry Pepper); the medic (Giovanni Ribisi). The most terrified is an inexperienced corporal (Jeremy Davies) brought along as a translator. Davies seems to express every possible variety of fear on his eloquently scrawny face. Tom Sizemore is also impressive as Miller"s loyal second in command. As written by Robert Rodat, they could be any squad in any war movie. But Spielberg and his actors make us care deeply about their fate. Part of the movie"s power comes from Hank"s quietly mysterious performance as their decent, reticent leader (the men have a pool going speculating about what he did in civilian life). There"s an unhistrionic fatalism in Captain Miller; he just wants to get the job done and get home alive, but his eyes tell you he doesn"t like the odds. The level of work in Saving Private Ryan —from the acting to Janusz Kaminski"s brilliantly bleached-out color cinematography to the extraordinary sound design by Gary Rydstorm—is state of the art. For most of Saving Private Ryan , Spielberg is working at the top of his form, with the movie culminating in a spectacularly staged climactic battle in a French village. The good stuff is so shattering that it overwhelms the lapses, but you can"t help noticing a few Hollywood moments. Sometimes Spielberg doesn"t seem to trust how powerful the material is, and crosses the line into sentimentality. There"s a prelude and a coda, set in a military cemetery, which is written and directed with a too-heavy hand. But the truth is, this movie so wiped me out that I have little taste for quibbling. When you emerges from Spielberg"s cauldron, the world doesn"t look quite the same.

单选题The passage suggests that issues of a free press ______.

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单选题The study of management is at a turning point. What began as the study of "best practice" among large manufacturing firms has grown to encompass specialized fields ranging from finance to government. As the subject matter has changed, so has the role played by its masters. Business schools and management consultants used to spend most of their time training the inexperienced, bringing them up to speed on case studies of "excellent" companies. Now they also create their own theories to challenge the wisdom of businessmen. And those theories have the power to change the ways in which even the best companies do business. The new scope and power of management theories have created an identity crisis. Are teachers of management like historians, distilling the wisdom of the world into a form that others can absorb and imitate? Or are they innovators, changing the world with their new theories and ideas? And, if they are to be innovators, what are to be the doctrine and dogma from which their theories spring? Bright management ideas abound, but two factors make it hard to separate the wheat from the chaff. One is the "Hawthorne effect". Early in the twentieth century, managers at General Electric"s Hawthorne plant began a study of how better lighting might increase productivity. They turned up the lights. Productivity went up. For exactitude, they also turned down the lights, expecting productivity to fall. It didn"t; it went again. In fact, just about anything done to the Hawthorne workers increased productivity. They liked the attention. Given workers" ability to respond positively to extra attention—however abjectly lunatic and misguided—a fallback criterion for measuring the success of a management theory is profits. But here the past seven years of steady economic growth, combined with roaring bull markets, have shown virtually all business ideas in their kindest light. For the time being, professors themselves are left with great leeway to decide which ideas are worth teaching and which are best forgotten. But the perspectives from which they make such decisions are changing fast. Management schools first started cropping up in America at the tuna of the century. Their role was to mould a new type of top manager to run a new type of corporation: the diversified manufacturer. Paragon of the new breed of company was General Motors—as redesigned by Alfred Sloan, who also founded the Sloan School of Management at MIT. To tap economies of scale and scope GM was one of the first firms to organize management by function, creating a finance department, a marketing department, an engineering department and so on. This new organization, in turn, required a new breed of manager at the top—where the functional divisions came together—who could get the most out of the vast and specialized resources spread out beneath him. The new breed of magnate had to understand the various skills he commanded, from finance to manufacturing. Few had time to gain all that knowledge on shop—and trading-room-floors. The new managers also had to be able to translate their knowledge into a common language, which often meant the rows and columns of management accounting. And, because of the complexity of their empires, they had to be more conscious of the theory and practice of organization. In many ways, the logical culmination of this management philosophy was Harlod Geneen of ITT (MBA, Harvard). He created a vast conglomerate based on "management by numbers"—the idea that if one could read management accounts right, one could manage just about anything. But neither conglomerateers nor big manufacturers have had an easy time of late. Not only have economies shifted towards service industries, but the turbulence of recent years has encouraged the break-up of big firms into smaller chunks. Though the required "core" curriculum of most business schools still prepares graduates for life in a firm like GM, only a minority of MBAs now go into big manufacturing companies. Some of the best-publicized successors to Harold Geneen"s manage-by-numbers philosophy have drifted into the mergers and acquisitions departments of investment banks. Others have scattered across the world of business. If today"s MBA can be said to have a typical career, he would begin in finance or consulting and end up founding a business. Business schools, meanwhile, encourage diversity by expanding the number of subjects which they teach. Though programs vary greatly, most MBA curricula can be divided roughly into three parts: a core curriculum of required subjects; a specialized subject that the MBA studies in greater depth; and the educational process itself, which emphasizes the sort of teamwork that MBAs will have to adopt in the real world. The core curriculum includes the facts and skills which every MBA must master. At most business schools it includes marketing (how to discover who might want to buy your product and why), finance (how to get and use capital), management accounting (how to keep financiers abreast of how you are doing), organization (how to create teams that work), manufacturing (how to tell people who make things what to do), and information technology (what computers can do). By the standards of any other graduate program, much of the core MBA is remarkably rudimentary. Business-school students are not expected to know what a bond is, or a share. Accounting courses do not take for granted even the basic principles of double-entry bookkeeping, let alone the basics of reading a balance sheet. Though the level of these courses is a humbling reminder of the lack of business education elsewhere—the average 18-year-old in America or Britain probably knows more about nuclear physics than about business—it can hardly justify MBAs high salaries and high-flying reputations. For that, MBAs must rely on their specialized studies and the sheer process of MBA instruction. Mr. David Norburn, head of the MBA program of London"s Imperial College, is fond of ribbing his students and staff with the argument that his school might as usefully offer a "Masters of Advanced Plumbing" as an MBA. Much of the real value of an MBA, he argues, lies in recreating in MBA studies the feeling of working in business. Problems are structured so that they can be solved only by teams. Pressure is kept high. There is never enough time or information to reach definite conclusions, encouraging inspired guessing and "quality bluffing". And, at the end of the day, there is no pretence of sharing rewards equally among the team—an individual takes the best prizes. For employers, the best part of an MBA often lies in his specialized training. Given inflation into the technicalities of, say, bond trading or market analysis, an MBA can often go straight to work at a level which untrained colleagues may take a year or more to reach on the job. Better, he can bring new ideas to an organization; most home-grown experts cannot. So it is no surprise that some of the most frantic innovation in business schools is the fine- tuning of specialized curricula, and the introduction of new special subjects. The dean of the Stanford School of Business, Mr. Robert Jaedicke, has compiled a list of the new features proposed for tomorrow"s MBAs. It includes: Globalization. As competition increasingly ignores national boundaries, so too must managers. That means that managers must be able to build teams which include various nationalities working side by side. Regulation. Governments and regulatory agencies from GATT to America"s Food and Drug Administration—play a growing role in defining how businesses compete. Managers must be increasingly good at working with (or around) them. Ethics and social responsibility. Businesses have gradually assumed a broad social and political role. They are patrons of the arts. They have become embroiled in social and political change—e. g., in the controversy over apartheid in South Africa and, at home, in "affirmative action programmes" to promote minorities. That means that managers must become sophisticated about balancing their duties to shareholders with their social roles. How will business schools get all this new knowledge? Mr. Jaedicke, for one, plans to borrow it from other parts of his university. He is now trying to get political scientists interested in the problems of business and regulation. He wonders whether, in a few years, he might be recruiting moral philosophers to help businessmen sort out their ethics. Borrowing, he argues, is how management theory grows most healthily—witness the transformation that economists recruited by business schools in the 1960s have wrought on financial markets.

单选题Questions 27-30

单选题Questions 19-22