My fellow leaders, Let me begin by saying it is a great honor to have this unprecedented gathering

A.rest

B.have

Questions are based on the following passage.

Young people tend to be critical of their parents at times and blame them for most ofthe misunderstandings between them. I think it is true that parents often underestimate theirteenage children and also（36）how they themselves felt when young.

For example， young people like doing things on spur of the moment: it is one of theirways of showing that they can accept a（37）. Older people worry more（38）; most ofthem plan things ahead， at least in the back of their minds， and do not like their plans to beupset by something（39）.

So my advice to you is this: when you want to borrow the family car or get your mother tomend something for you， you will have better success ifyou can possibly ask in advance.

Young people also make it harder for their parents to trust them because they liketo（40）them. They say things like "Everybody we know drives at ninety miles anhour"， or "We"ve all decided we won"t study for our final examinations —— it"s（41）"Young people often irritate their parents with their choices in clothes and hairstyles，in entertainers and music. This is not their main（42）. They feel cut off from the adultworld， into which they have not yet been accepted. So they（43）a culture and society oftheir own. Then， if it tums out that their music or entertainers or vocabulary or clothes orhairstyles irritate their parents， this gives them（44）enjoyment. They feel they are（45），at least in a small way， and that they are leaders in style. and taste.

A．create

B．worse

C．additional

D．superior

E. challenge

F. recall

G. importantly

H. unexpected

I . shock

J . easily

K. benefit

L . motive

M. forget

N. helpful

O. Useless

第（36）题应填__________

查看材料

【B1】

A．fell

B．felt

C．feel

D．fall

, companies are in even greater need of technology talent than they were in the late l 990s, and that talent is in even shorter supply. Computer science enrollments are at an all-time low; baby-boomer workers are retiring and taking all of that legacy - systems knowledge with them; and Silicon Valley is hot again. Would that young, brilliant developer rather join the next Zynga or upgrade the payroll systems at your insurance company？

Two weeks ago, I asked the IT executive readership of my weekly newsletter, The Heller Rep ort, to answer the question: If you had a magic wand, which one talent problem would you solve？ Responses poured in and addressed challenges around recruiting, developing leaders, and retaining the talent that they currently have. But more than 70 percent of readers would use their magic wand to do only one thing: give business skills to their technologists. Their people, they worry, are so narrowly focused on the technology that they fail to see the forest for the trees. They do not understand the business context of their technology work , nor can they have meaningful discussions with the leaders of the business areas about their technology support.

This lack of business-savvy techno logy talent is a serious problem for every company that relies on technology to exist (which is, of course, every company). Those beautifully " blended executives," who can talk technology in one meeting and can talk business in another, are rare birds. Yet with technology moving directly into the revenue stream of your company, you need them, and your need is only going to increase.

One option is to spend all of your time and money on recruiting blended executives from the outside. You will be in heated competition with every other company in your market, and if your recruiting function is not a competitive weapon for you, you will find yourself in a losing battle. You would be much better off growing your own. Here are some ideas:

Build a rotational program. Encourage your head of human resources to work with your CIO and a few of your other business leaders to build a program that rotates lT people into different functions of the business. This kind of program is not easy, with your CIO having to survive without a trusted IT leader for a period of time, but the long-term result of a good rotational program can be tremendous. It may we!I be worth the investment.

Involve your business leaders. If a rotational program is too much to take on right now, build a leadership development program for IT that involves your business executives. Encourage your CIO to invite the heads of your major business units to meet regularly with the senior IT team to educate them on their business area. And be sure that you, CFO, are spending enough time with IT. Use that interaction to chip away at the long-standing wall that often exists between the business and IT.

1.Companies are in greater need of technology talent NOT because of .

A.the accumulation of more data

B.the need to serve consumers

C.the rising demand for cloud computation

D.the development of medical industry

2.The main idea of Paragraph 2 is that .

A.profound discussion is required

B.IT employees should be business-savvy

C.technology support is expected

D.there are challenges in recruiting developers

3.The phrase " recruiting function" underlined in Paragraph 4 refers to

A.recruitment of a particular firm

B.the functionality of recruitment

C.competitive recruitment strategy

D.employment of IT workers for a certain employer

4.A rotational program DONESN'T involve

A.belended IT executives

B.CIO

C.CEO

D.all business leaders

LVIP’s successes have defined this region, including its economy, its residents’ working lives, even the look of broad areas across Lehigh and Northampton counties.

People are duly observing the date with banquets, awards and other festivities. But they ought to know about a few facts in order to appreciate the importance of what was begun 50 years ago.

LVIP now comprises seven planned parks. They are home to 460 companies. Those companies provide 22,000 jobs. LVIP has borrowed more than $436 million in private investment over the years. It has paid tens of millions of property and payroll taxes.

We can imagine what will happen to this area if there aren’t those jobs. Obviously, we ought to appreciate the genius of LVIP’s founders. Fifty years ago, Bethlehem Steel Corp. and other integrated steelmakers were hit by the fifth nationwide strike in 15 years. Those cycles of strikes affected every part of the local economy.

Contractor Frank L. Marcon told fellow board members at the Bethlehem Chamber of Commerce that a more diverse economy could be fostered if public and private leaders acted together. In those days, there were no state or federal economic development programs. So, 18 individuals pooled $250,000 of their own money and LVIP sold bonds to raise $400,000 more to buy four farms along Airport Road. The City of Bethlehem contributed planning work, amended its zoning code and worked out an affordable way to add streets, curbs and sewers. Companies like Bethlehem Steel made major contributions, creating a new model for cooperation.

Another important decision was made that year. It made “Lehigh Valley” part of the name of the new endeavor. The late Walter Dealtrey, a former LVIP board president, used to tell people that back then, decades before “regionalization” became part of the public vocabulary. Those leaders knew their vision had to carry the stamp of big ideas. That first 226 acre tract could have been called “Bethlehem Industrial Park,” because that’s where it was.

1. Lehigh Valley Industrial Park is fifty years old now. {T; F}

2. Lehigh Valley Industrial Park plays a very important role in the local people’s lives. {T; F}

3. People don’t really know the history of Lehigh Valley Industrial Park. {T; F}

4. Steelmakers created Lehigh Valley Industrial Park. {T; F}

5. Only private leaders acted together to foster a more diverse economy. {T; F}

I: Tell me about yourself.

A: I was born and raised in Beijing．I attended Peking University and received my bachelor degree in Economics．I have worked for 2 years as a financial consultant in Beijing for China Pacific Insurance Co．Ltd．I enjoy playing tennis in my free time and learning foreign languages.

I: What type of position are you looking for7

A: I am looking for a position in which I can utilize my experience.

I: Are you interested in a full-time or part-time position？

A: I am more interested in a full-time position．However, I would also consider a part-time position.

I: Can you tell me about your responsibilities at your last job？

A: I advised customers on financial matters．After I consulted the customer, I completed a customer inquiry form and catalogued the information in our database．I then collaborated with colleagues to prepare the best possible package for the client．The clients were then presented with a summarized report on their financial activities that I formulated on a quarterly basis.

I: What is your greatest strength？

A: I am an excellent communicator．People trust me and come to me for advice．One afternoon, my colleague was involved with a troublesome customer who felt he was not being served well．I made the customer a cup of coffee and invited both my colleague and the client to my desk where we solved the problem together.

I: What is your greatest weakness？

A: I tend to spend too much time making sure the customer is satisfied．However, I began setting time-limits for myself.

I: Why do you want to work for our company？

A: After following your firm's progress for the last 3 years, I am convinced that your company is becoming one of the market leaders and I would like to be a part of that team.

I: When can you begin？

A: Immediately.

They discussed what Mother and I should do during the day, what Santa Claus should give a fellow for Christmas, and what steps should be taken to brighten the home. There was that little matter of the baby, for instance. Mother and I could never agree about that. Ours was the only house in the neighborhood without a new baby, and Mother said we couldn't afford one till Father came back from the war because it cost seventeen and six. That showed how foolish she was. The Geneys up the road had a baby, and everyone knew they couldn't afford seventeen and six. It was probably a cheap baby, and Mother wanted something really good, but I felt she was too hard to please. The Geneys' baby would have done us fine. Having settled my plans for 'the day, I got up, put a chair under my window, and lifted the frame. high enough to stick out my head. The window overlooked the front gardens of the homes behind ours, and beyond these it looked over a deep valley to the tall, red-brick house up the opposite hillside, which were all still shadow, while those on our side of the valley were all lit up, though with long storage shadows that made them seem unfamiliar, stiff and painted.

The boy usually felt ________ early in the morning.

A．frightened

B．cheerful

C．worded

D．puzzled