题目
第3题
As part of the application procedure (手续) , Dr. Ginoux was asked to prepare a list of all the operations performed in the previous even years. Slowly, as she worked on the long list, she began to feel uncertain. She began to question some of her decisions. Had she used the best technique in that case? Maybe, in this case, she should have given one more test before operating? On the other hand, maybe she should have. . . Would the doctors on the selection committee understand that, as the only trained surgeon in the area, she usually could not get advice from others and therefore, had to rely completely on her own judgment? For the first time, Dr. Ginoux felt lonely and isolated.
The longer Dr. Ginoux worked on the application forms, the more depressed she became. As hope faded, she wondered if a "country doctor"had a realistic chance of being accepted by the American College of Surgeons.
Dr. Ginoux was working in______.
A.a large city
B.the American College of Surgeons
C.an area far from any big city
D.a selective organization
第4题
听力原文: Amy Johnson was a very ambitious and energetic person. She didn't have much in common with other girls in her school, however. She played football better than most boys, and unfortunately she made a rather bad impression on many of her teachers. Amy just didn't act the way they thought a girl should. She studied at a university and later took a job as a typist. Although she was enthusiastic and did her best, she made a lot of mistakes and was poorly paid. She didn't want to be a typist anyway -- she dreamed of becoming a pilot!
Amy moved to London, borrowed some money, and learned to fly. Nobody, however, wanted to hire a female pilot. She decided to fly alone to Australia to prove that she could fly as well as any man. Her parents lent her money to buy an airplane.
Amy set off on May 5,1930. Her route took over Vienna, Constantinople, and Baghdad. She was caught in a sandstorm and had to make an emergency landing in the desert. But she landed in India six days later. She had broken the record to India by two days. Over Burma, she ran into a monsoon, and was able to save herself only by landing on a football field. She finally reached Australia. The plane propeller had been broken during her last landing, and she had to crash-land. But Amy had proved that she could fly -- and that a woman could do almost anything she really put her mind to.
(33)
A.Because she played football better than most boys.
B.Because she made a lot of mistakes though she did-her best.
C.Because she performed poorly in her studies.
D.Because she didn't act the way the teachers thought a girl should.
第5题
The next test was more complex, requiring all to scan sequences of 20 identical letters and respond the instant one of letters transformed into a different one. Nonsmokers were faster, but under the stimulation of nicotine active smokers were faster than deprived smokers.
In the third test of short - term memory, nonsmokers made the fewest errors, but deprived smokers committed fewer errors than active smokers.
The fourth test required people to read a passage, then answer questions about it. Nonsmokers remembered 19 percent more of the most important information than active smokers, and deprived smoker bested those who had smoked a cigarette just before testing. Active smokers tended not only to have poorer memories but also had trouble separating important information from insignificant details.
As our tests became more complex, sums up Spilich, "nonsmokers performed better than smokers by wider and wider margins." He predicts, "smokers might perform. adequately at many jobs——until they got complicated. A smoking airline pilot could fly adequately if no problems arose, but if something went wrong, smoking might damage his mental capacity."
The purpose of George Spilich's experiments is _________.
A.to test whether smoking has a positive effect on the mental capacity of smokers
B.to show how smoking damages people's mental capacity
C.to prove that smoking affects people's regular performance
D.to find out whether smoking helps people's short-term memory
第6题
A.analyzable
B.unavoidable
C.uncontrollable
D.communicable
第7题
Project X is a program that uses drama, dance, poetry and other creative outlets to help students discuss the tough and sometimes painful problems they face as pre-teen immigrants with significant language barriers. A final unveiling of their creation will be performed for friends and family at the end of the year at Imagination Stage.
Wanjiru Kamau, coordinator of White Oak's African Club said it's important to give troubles to group members to help them find their place at the school. "It comforts those who are uncomfortable, and it discomforts those who are comfortable," Kaman said of Project X.
Kamau teamed up with Imagination Stage after she noticed that many African students seemed uncomfortable talking about problems, such as being laughed at by their fellow students about how they look and talk. When most of the kids join the club, they speak little or no English, Kamau said. Each week, the club typically draws five to 10 students who are originally from Africa for discussion sessions and the Project X program.
"We're going to express ourselves through our words and our actions, and that's powerful," said teaching artist Meg Green as she introduced fill-in-the-blank poems the students wrote about their identities.
One student, Franck Ketchouang, 13, wrote, "I am from the world; I am love," which drew oohs and aahs from the group. Ketchouang has been in the United States less than a year, said Program Coordinator Chad Dike. When Ketchouang started attending Project X, he had been in the United States for two months and spoke no English. Now he's one of the group's most outgoing members and helps translate instructions from English to Creole for the group's newest member, who is from Haiti.
Many people will give up when there's a language barrier, "but these students prove them wrong," Kamau said. "You do have something to give. You are important. When TV, media, etc. are bringing them down, this program is bringing them up."
Project X is intended for helping the young African immigrants to______.
A.get over language barriers
B.overcome tough problems
C.enrich after-school life
D.become more creative
第8题
C
A woman:heads into apopular New York City coffee shop on a cold: winter rooming. Just ahead of her, a man drops a few papers. The woman pauses to help gather them. A clerk ata busy store thanks a customer who has just bought something. "Enjoy" the young woman says, smiling widely. "Have a nice day." She sounds like she really means it. These arethe common situations we may see every: day.
However, in her best-selling book Talk to the Hand, Lynne Truss argues that common good manners such as saying "Excuse me" almost no longer exist. There are certainly plenty who would agree with her. According to one recent study, 70 percent of the U.S. adults (成A.)said people are ruder now than they were 20 years ago.
Is it really true? We decided to find out if good manners are really hard to see. In this politeness study, reporters were sent to many cities in the world. They performed three experiments: "door tests" (would anyone hold the door open for them?); "paper drops" (who would help them gather a pile of "accidentally" dropped papers?); and "service tests" (which salesclerks would thank them for a purchase [购物]?)
In New York, 60 tests (20 of each type)were done. Along the way, the reporters met all types of people: men and women of different races, ages, professions (职业), and income levels. And guess what? In the end, four out of every five :people they met passed their: politeness test making New York the most polite city in the study.
44, What does Lynne Truss argue in Talk to the Hand?.
A. People are not as polite as they used to.
B. "Excuse me" is not welcome nowadays.
C. Of all the adults in the US 70% are rude,
D. People don't care about manners any more.
第9题
TQ Company, a listed company, recently went into administration (it had become insolvent and was being managed by a firm of insolvency practitioners). A group of shareholders expressed the belief that it was the chairman, Miss Heike Hoiku, who was primarily to blame. Although the company’s management had made a number of strategic errors that brought about the company failure, the shareholders blamed the chairman for failing to hold senior management to account. In particular, they were angry that Miss Hoiku had not challenged chief executive Rupert Smith who was regarded by some as arrogant and domineering. Some said that Miss Hoiku was scared of Mr Smith.
Some shareholders wrote a letter to Miss Hoiku last year demanding that she hold Mr Smith to account for a number of previous strategic errors. They also asked her to explain why she had not warned of the strategic problems in her chairman’s statement in the annual report earlier in the year. In particular, they asked if she could remove Mr Smith from office for incompetence. Miss Hoiku replied saying that whilst she understood their concerns, it was difficult to remove a serving chief executive from office.
Some of the shareholders believed that Mr Smith may have performed better in his role had his reward package been better designed in the first place. There was previously a remuneration committee at TQ but when two of its four non-executive members left the company, they were not replaced and so the committee effectively collapsed.
Mr Smith was then able to propose his own remuneration package and Miss Hoiku did not feel able to refuse him.
He massively increased the proportion of the package that was basic salary and also awarded himself a new and much more expensive company car. Some shareholders regarded the car as ‘excessively’ expensive. In addition, suspecting that the company’s performance might deteriorate this year, he exercised all of his share options last year and immediately sold all of his shares in TQ Company.
It was noted that Mr Smith spent long periods of time travelling away on company business whilst less experienced directors struggled with implementing strategy at the company headquarters. This meant that operational procedures were often uncoordinated and this was one of the causes of the eventual strategic failure.
(a) Miss Hoiku stated that it was difficult to remove a serving chief executive from office.
Required:
(i) Explain the ways in which a company director can leave the service of a board. (4 marks)
(ii) Discuss Miss Hoiku’s statement that it is difficult to remove a serving chief executive from a board.
(4 marks)
(b) Assess, in the context of the case, the importance of the chairman’s statement to shareholders in TQ
Company’s annual report. (5 marks)
(c) Criticise the structure of the reward package that Mr Smith awarded himself. (4 marks)
(d) Criticise Miss Hoiku’s performance as chairman of TQ Company. (8 marks)
第10题
A.be performed
B.performing
C.performed
D.being performing
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