单选题 Questions 6 to 10 are based on the following news.

单选题In the sentence "his successor, John Reid, is busily putting the boot into everyone else, lambasting judges for being soft on crime and scaring the daylights out of his department.", the phrase "scare the daylight out of" is closest in meaning to ______.

单选题The boy wanted to ride his bicycle in the street, but his mother told him ______. [A] not to [B] not to do [C] not do it [D] do not

单选题 {{B}}Questions 16 to 20 are based on the following talk.{{/B}}

单选题Questions 15-18

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单选题The author did not expect he would ever be able to_________________.

单选题Questions 15-18

单选题Questions 16～20 It is already common knowledge, on the beaches and in the cafes of mainland Europe, that Americans work too hard—just as it is well known on the other side of the Atlantic that Europeans, above all the French and the Germans, are slackers who could do with a bit of America's vigorous work ethic. But a new survey suggests that even those vacations American employees do take are rapidly vanishing, to the extent that 40 per cent of workers questioned at the start of the summer said they had no plans to take any holiday at all for the next six months, more than at any time since the late 1970s. It is probably mere coincidence that George W. Bush, one of the few Americans who has been known to enjoy a French-style month off during August, cut back his holiday in Texas to a fortnight. But the survey by the Conference Board research group, along with other recent statistics, suggests an epidemic of overwork among ordinary Americans. A quarter of people employed in the private sector in the US get no paid vacation at all, according to government figures. Unlike almost all other industrialized nations, including Britain, American employers do not have to give paid holidays. The average American gets a little less than four weeks of paid time off, including public holidays, compared with 6.6 weeks in the UK—where the law requires a minimum of four weeks off for full-time workers—and 7.9weeks for Italy. One study showed that people employed by the US subsidiary of a London-based bank would have to work there for 10 years just to be entitled to the same vacation time as colleagues in Britain who has just started their jobs. Even when they do take vacations, overworked Americans find it hard to switch off. One in three find not checking their email and voicemail more stressful than working, according to a study by the Travelocity website, while the traumas of travel take their own toll. "We commonly complain we need a vacation from our vacations," the author Po Bronson wrote recently. "We leave home tired; we come back exhausted " Christian Schneider, a German-born scholar at the Wharton business school in Philadelphia, argues that there is "a tendency to really relax in Europe, to disengage from work. When an American finally does take those few days of vacation per year they are most likely to be in constant contact with the office. " Mindful that well-rested workers are more productive than burnt-out ones, the accounting firm PricewaterhouseCoopers has started closing all its US offices completely twice a year, for 10 days over Christmas and about five around Independence Day. "We wanted to create an environment where people could walk away and not worry about missing a meeting, a conference call or 300 emails," Barbara Kraft, a partner at the company, told the New York Times. Left to themselves, Americans fail to take an average of four days of their vacation entitlement—an annual national total of 574 million unclaimed days.

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单选题A.Workingabroadisnotalwaysarequirementofforeignlanguageteachers.B.Whenyouarriveinaforeigncountry,youmustfindajobfirst.C.Theadvantageofworkingabroadisfluencyinotherlanguages.D.Themasteringofaforeignlanguagewillhelpyoufindajoboverseas.

单选题 {{B}}Questions 6 to 10 are based on the following news.{{/B}}

单选题In the sentence beginning "Like certain" (last para), the author's approach shifts from ______.

单选题Whatwastheresultofthegame?[A]Itwasunfinished.[B]Itwasanexcitinggame.[C]Neitheroftheteamswonthegame.

单选题Which of the following can NOT be concluded from 'the statement "it is harder to talk about immigration as an economic issue."? (Para. 4)

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单选题 However attractive the figures may look on paper, in the long run the success or failure of a merger depends on the human factor. When the agreement has been signed and the accountants have departed, the real problems may only just be beginning. If there is a culture clash between the two companies in the way their people work, then all the efforts of the financiers and lawyers to strike a deal may have been in vain. According to Chris Bolton of KS Management Consultants, 70% of mergers fail to live up to their promise of shareholder value, not through any failure in economic terms but because the integration of people is unsuccessful. Corporates, he explains, concentrate their efforts before a merger on legal, technical and financial matters. They employ a range of experts to obtain the most favourable contract possible. But even at these early stages, people issues must be taken into consideration. The strengths and weaknesses of both organisations should be assessed and, if it is a merger of equals, then careful thought should be given to which personnel, from which side, should take on the key roles. This was the issue in 2001 when the proposed merger between two pharmaceutical companies promised to create one of the largest players in the industry. For both companies the merger was intended to reverse falling market share and shareholder value. However, although the companies' skill bases were compatible, the chief executives of the two companies could not agree which of them was to head up the new organisation. This illustrates the need to compromise if a merger is to take place. But even in mergers that do go ahead, there can be culture clashes. One way to avoid this is to work with focus groups to see how employees view the existing culture of their organisation. In one example, where two global organisations in the food sector were planning to merge, focus groups discovered that the companies displayed very different profiles. One was sales-focused, knew exactly what it wanted to achieve and pushed initiatives through. The other got involved in lengthy discussions, trying out options methodically and making contingency plans. The first responded quickly to changes in the marketplace; the second took longer, but the option it eventually chose was usually the correct one. Neither company's approach would have worked for the other. The answer is not to adopt one company's approach, or even to try to incorporate every aspect of both organisations, but to create a totally new culture. This means taking the best from both sides and making a new organisation that everyone can accept. Or almost everyone. Inevitably there will be those who cannot adapt to a different culture. Research into the impact of mergers has found that companies with differing management styles are the ones that need to work hardest at creating a new culture. Another tool that can help to get the right cultural mix is intercultural analysis. This involves carrying out research that looks at the culture of a company and the business culture of the country in which it is based. It identifies how people, money and time are managed in a company, and investigates the business customs of the country and how its politics, economics and history impact on the way business is done.

单选题What is the best title for the passage?

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