1、IELTS(雅思)3 及答案解析(总分：10.02，做题时间：120 分钟)一、Listening Module(总题数：4，分数：4.00)(A) Malcolm sits by the window. (B) Malcolm lives in New York? (C) Elsa lives in Florida. (D) Elsa changed her seat because a man next to her was smoking. (E) Elsas boyfriend and she still live near Spaceport. (F) Malcolm still l
2、ives a few miles from Spaceport. (G) Malcolm sold the house and the furniture a few miles from Spaceport and moved to his friends in Florida. (H) Malcolm has move to New York. （分数：1.00）A.B.C.D.A.B.C.D.A.B.C.D.E.A.B.C.D.E.F.G.H.填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_PERSONAL DETAILS FORM Name: (1)
3、 1 Membership number: (2) 2 Address: 17 Lincoln Road, Annandale Fax number: (3) 3 Telephone number: Daytime: 579 6363 Evening: (4) 4 （分数：1.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_A.3 weeksB.2 weeksC.5 weeksD.6 weeksA.cashB.credit cardC.money order填空项 1:_填空项 1:_填空项 1:_填空项 1:_Applying for your student loan can
4、 take up to (11) 1 to process, you can specify whether you wish to receive the (12) 2, or to give you (13) 3, one each term. If you think you are likely to spend too much money in the first term, you should seriously consider the payment in (14) 4. Most banks now offer (15) 5of up to a few hundred p
5、ounds to all students. （分数：1.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_How long does the runs?（分数：1.00）A.1.5 hourB.30 minutesC.an hourA.3B.9C.12A.the first floorB.the second floorC.the third floorA.the first floorB.the second floorC.the third floorA.the second floorB.t
6、he third floor and the fourth floorC.the third floorA.Floors Five, Six and SevenB.the Mathews building annexC.Floor ThreeA.Floor Eight and NineB.Floors Two, Three and Four of the annexC.Floor Nine only_二、Reading Module(总题数：3，分数：3.00)A Brief Introduction about Getech Group About Getech Group Getech L
7、imited operates from purpose-built headquarters in Ipswich, UK and has a current turnover of over 27 million and boasts over 100 staff. Over the years Getech Limited has developed into one of the UKs largest independent value added distributors and maintainers of desktop devices. Outside of its key
8、vertical markets, such as the education sector and manufacturing services, Getech has adopted a sales, support and logistics structure which is totally focused on developing on-going relationships with the reseller community and the core philosophy in Getechs growth strategy, and a major reason for
9、its past success, has been its unrivalled commitment as a value added distributor to the reseller channel. Getech is presently the number one thin client distributor in the UK, having built strong relationships with a number of proactive thin client resellers. Getech intends to emulate its success i
10、n the UK and work with European resellers to build a similar network of thin client specialists throughout EMEA. Taking advantage of brand new Pan-European Distribution Agreements with British Telecom, Wyse Technology, UMS, ChipPC, eSoft, Neoware Systems Inc and Sitara Networks, Getech has extended
11、its server-based computing offering throughout Europe, Middle East and Africa. Launched on the 1st December 2002, Getech Europe has its headquarters at The Hague, The Netherlands and representation in Paris, Munich, Vienna and Stockholm. Getechs global marketing strategy focuses on establishing long
12、-term relationships with resellers who are committed to delivering superior solutions to their customers. Unique services and established dedicated, specialised divisions Getech has introduced a number of unique services and established dedicated, specialized divisions which set Getech apart from th
13、e rest of the market suppliers and has played an important part in the companys success to date. Whichever Getech division you choose to deal with, you will receive the same level of advice and quality of information on the best product or service to meet your individual requirements. Getech does no
14、t favour or endorse specific manufacturer products and is completely brand-independent. The Getech Distribution Team is dedicated to supplying value added commodity products combined with competitive pricing, efficient service and next-day delivery. The Getech Higher Education Division is a speciali
15、st division devoted solely to the supply of a wide range of hardware, software and support services to the Higher Education Sector. In 1995 Getech Limited recognized the need for a specialist division committed to the emerging thin client market. Over the last seven years Getech Limited has invested
16、 heavily in the thin client arena and, as a result of this, is currently the leading supplier The Getech Thin Client Division is made up of internal and external sales teams, all experts with a full understanding of thin client technology and the various hardware and software options available. This
17、 expert team of thin client specialists can assist with implementation strategy and advise on the installation and configuration process. The Getech Telecommunication and Data Solutions Division was established to provide customers with access to sales and technical personnel dedicated solely to the
18、 supply and support of voice/data products and fully-conversant in this specialist market. Please click here for further information on the telecoms product portfolio The Getech Repair Centre is committed to providing rapid-response maintenance and customer support, both in the field and at its full
19、y-equipped workshops. Getech has recently made a substantial investment in its Repair Centre, which now boasts some of the most advanced facilities available for the repair of computer products, including full ESD compliant workshops and computerised logistics handling facilities. Please click here
20、for further information on the Getech Repair Centre. The Getech Technical Services Division offers a range of support services including Pre and Post Sales Consultancy, Installation, Configuration, Testing and Documentation, Network Design and Project Management. Please click here for further inform
21、ation on the technical services offered by Getech. The Getech Training Division is able to offer a comprehensive range of training options, for both operating systems and applications, and can tailor training programmes to meet individual customer requirements. Please click here for further informat
22、ion on the Getech Training Division. （分数：1.05）(1).How many divisions do Getech have? Who are they?（分数：0.07）_A.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENA.TrueB.FalseC.NOT GIVENDont laugh at gilded but
23、terflies Part A The Gillette companys website flashes out a message to the e-visitor: “Innovation is Gillette“, it claims. There are few big companies that would not like to make a similar claim; for they think innovation is a bit like Botox inject it in the right corporate places and improvements a
24、re bound to follow. But too many companies want one massive injection, one huge blockbuster, to last them for the foreseeable future. Unfortunately, successful innovation is rarely like that. The latest manifestation of Gillettes innovative skill will appear in stores in North America next month. Th
25、e global leader in mens “grooming products“ is rolling out a successor to its popular three-bladed Mach3 range. It will not, as comedians had long anticipated, be a four-bladed version. Rather, it will be the worlds first vibrating “wet shave“ blade. The battery-powered M3Power is designed to bounce
26、 around on your skin to give “a smoother, more comfortable shave“. For a company that claims to embody innovation, this is less than earth-shattering. On the innovation scale it falls closer to Brooks Brothers new stain-proof tie than to the video-cassette recorder or the digital cameraespecially si
27、nce there is a suspicion that Gillette may be keener to create synergy between its razor and its batteries division than it is to usher in a genuinely new male-grooming experience. Even in relatively zippy businesses like pharmaceuticals, genuinely new products are fewer and further between. Spendin
28、g on pharmaceutical R but they never made a penny out of them. Indeed, says Mr. Baumol, the record shows that small companies have dominated the introduction of new inventions and radical innovations independent inventors come up with most of tomorrows clever gizmos, often creating their own commerc
29、ial ventures in the process. But big companies have shifted their efforts. Mr. Baumol reckons they have been forced by competition to focus on innovation as part of normal corporate activity. Rather than trying to make money from science, companies have turned R that most things are part of a system
30、 in which everything interacts; that their job is to worry about trade-offs; and that they must continually be measuring the robustness of the systems they set up. Such a frame of mind, he believes, fosters innovation. It may be no coincidence that many of the greatest corporate leaders in America,
31、Europe and Japan, past and present, trained first as engineers. Companies are being encouraged to embrace other forms of innovation too. In a recent issue of the MIT Sloan Management Review, Christopher Trimble and Vijay Govindarajan, two academics from Dartmouth Colleges Tuck School of Business, re
32、commend that they try a little “strategic innovation“. The authors point to examples such as Southwest Airlines, a low-cost American regional carrier, and Tetra Pak, a Swedish company whose packaging products are handled at least once a day by most citizens of the western world. Such companies succe
33、ed, they say, “through innovative strategies alone, without much innovation in either the underlying technologies or the products and services sold to customers. “ Tetra Paks strategic innovation involved moving from the production of packages for its customers to the design of packaging solutions f
34、or them. Instead of delivering ready-made containers, the company increasingly provides the machinery for its customers to make their own packages: the fishing rod, not the fish. Part D In the book, “The Innovators Solution“, published late last year, Mr. Christens en argued that established compani
35、es should try to become disruptive innovators themselves. He cites, for example, Charles Schwab, which turned itself from a traditional stockbroker into a leading online broker, and Intel, which reclaimed the low end of the semiconductor market with the launch of its Celeron chip. There are, says Mr
36、. Christensen, things that managers can do to make such innovations more likely to happen within their organizations. For example, projects with potential should be rapidly hived off into independent business units, away from the smothering influence of the status quo. The ultimate outcome of any on
37、e disruptive innovation may still be unpredictable; the process from which it emerges is not. In the end, though, “no single innovation conveys lasting advantage,“ says Mr. Hammer. In the toys and games business today, up to 40% of all products on the market are less than one year old. Other sectors
38、 are only a little less pressured. Innovation and, yes, invention too, has to take place continually and systematically. Questions 30 - 33 Below is a list of headings , choose the most suitable choices for parts (A-D) and write the appropriate numbers (i-iv) on your answer sheet. NB: There are more
39、headings than you need so you will not use all of them and you may use any heading more than once. List of heading i. Innovative lessons ii. The dilemma solved? iii. Finding a niche iv. big companies should focus on making lots of small improvements rather than chasing wonderful new products （分数：0.9
40、9）(1).Part A（分数：0.09）填空项 1:_(2).Part B（分数：0.09）填空项 1:_(3).Part C（分数：0.09）填空项 1:_(4).Part D（分数：0.09）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_NHS chief praises fall in waiting list times The National Health Service could hit its most politically sensitive target early, Sir Nigel Crisp,
41、the NHS chief executive, said on Friday. In his most bullish annual report since taking office four years ago, Sir Nigel said waiting times were falling faster and further than ever before, quality was improving and services were being redesigned. And productivity hard though it is to measure was im
42、proving, he said. “Something big is happening within the NHS,“ Sir Nigel said, as the government reported that it had reached its target in March with only 48 patients waiting more than nine months for an operation. The maximum wait for an out-patient appointment is down to 17 weeks from 21 weeks a
43、year ago. Just over 40,000 are now waiting over 13 weeks for an appointment against 400,000 in March 2000. The service has also reduced by almost 60,000 the number of people waiting between six and nine months for in-patient procedures. The reduction seems to suggest that genuine changes are taking
44、place in the way the NHS is organising services to make them more efficient rather than simply achieving the shorter maximum waits by “tail-gunning“ the end of the waiting list. What is as yet missing is robust data to show that average waits are also starting to fall significantly. “Not only are we hitting all of our targets in order to speed up patient care, but by reforming the way we work we are also improving the quality of patients care,“ Sir Nigel said. “The NHS
