IELTS(雅思)6及答案解析.doc

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1、IELTS(雅思)6 及答案解析(总分：9.99，做题时间：120 分钟)一、Listening Module(总题数：4，分数：4.00)NEWS HEADINES (A) Thousands of people have marched in Northamptonshire. (B) The numbers of doctors, nurses and other staff have decreased. (C) The EEC is to give another 31 million to Britains poorer areas. (D) The EEC is to give

2、10 million for industrial improvement and road works in the north of England. (E) The EEC is to give 10 million for Northern Ireland (F) Kent County Council has said that 17 dogs, 5 cats, 3 rabbits and 3 hamsters have been landed illegally. (G) A derailed coal train is in North Yorkshire (H) A coal

3、train derailed in Newcastle and disrupted rail services through the south of England. （分数：1.00）A.B.C.D.A.B.C.D.A.B.C.D.A.B.C.D.E.F.G.填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_(11) 1（分数：1.00）填空项 1:_填空项 1:_填空项 1:_(4).suitable for people who like living high up（分数：0.10）A.the BarbicanB.St Johns WoodC.Ba

4、ttersea(5).has a walled garden（分数：0.10）A.the BarbicanB.St Johns WoodC.Battersea(6).get a wonderful view of the Thames（分数：0.10）A.the BarbicanB.St Johns WoodC.Battersea(7).quiet in the evening（分数：0.10）A.the BarbicanB.St Johns WoodC.Battersea(8).near Londons theatres and shops（分数：0.10）A.the BarbicanB.S

5、t Johns WoodC.Battersea(9).for people prefer grand mansions to garden（分数：0.10）A.the BarbicanB.St Johns WoodC.Battersea(10).favored mostly by upper-middle class families（分数：0.10）A.the BarbicanB.St Johns WoodC.BatterseaWhere can the students buy the textbooks?（分数：1.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1

6、:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_(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 lives a few miles from Spaceport. (

7、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:_二、Reading Module(总题数：3，分数：3.00)H-Tech Services for Client A H-Tec

8、h can offer customers a host of managed services that can enhance their own existing IT support infrastructure or provide a reliable, cost-effective alternative to in-house resources. Because your communication system is equally as important as your IT infrastructure, H-Techs managed services offeri

9、ng also encompasses your communication network, providing a full range of telecom services, supporting both voice and data environments. B H-Tech can provide both administrative call desk and technical help desk facilities for clients utilizing our in-house systems or by remote access to clients est

10、ablished systems. The provision of a centralized call desk facility allows the production of extensive management information and reporting to clients across a wide spectrum of data. C H-Tech provides comprehensive consultancy services to ensure that the right IT infrastructure is set in place to me

11、et your requirements. H-Tech can work with organizations to identify key business goals and evaluate the need for scalability, availability, manageability and security and will provide you with the optimum solution for your computing needs, providing IT assessment, design and implementation on a var

12、iety of computing platforms. D All organizations need to keep their IT capabilities current to remain productive and competitive in todays marketplace, this often means you end up with idle assets in the form of desktops, laptops, printers etc that no longer meet business requirements but still repr

13、esent a significant investment. H-Tech provides asset management and will refurbish, re-deploy, dispose or recycle these assets on your behalf, to ensure that you obtain the most value from this equipment and comply with European Environmental Legislation. E Recognizing the need for quick and cost-e

14、ffective implementation that minimizes business disruption, H-Tech will oversee the careful planning and management of the entire project. F H-Tech will supply an engineering resource to provide the desktop installation/ Upgrade of PCs, laptops and peripherals directly to the users desk. The new dev

15、ice is connected to the users existing equipment (printer, zip drive, scanner etc) and the engineer would then fully test the equipment and deal with any legacy problems. Once a new desktop has been installed and peripheral items tested, the redundant equipment can be re-deployed (cascaded) to anoth

16、er user ensuring that the machine is re-configured accordingly. G H-Tech can provide a service to remove the packaging at the time of installation and will dispose of or recycle it in an environmentally friendly way. H For larger rollouts, H-Tech can store a large number of systems on behalf of the

17、Client and manage the logistics of multiple deliveries. Because H-Tech can co-ordinate both delivery and implementation, continuity of services is assured. I H-Techs maintenance services have evolved to provide repair and maintenance services to major sites through the deployment of site-based engin

18、eers delivering fast responses to users. The engineers on site are supported by our extensive repair centre, which offers component level repairs across a wide product portfolio. Locally held and managed back-up equipment, facilitates minimum down time for users and allows IT departments to concentr

19、ate on developing and maintaining the infrastructure and systems. H-Tech undertakes to comply with clients SLA requirements and monitors and reports Key Performance Indicators through its Call Management Systems, all of which are available to customers via the Web. Please click here for further info

20、rmation on the H-Tech Repair Centre. J H-Tech can offer the recycling of all redundant IT equipment and the certified disposal and destruction of materials and the safe disposal of hazardous and special waste. Please click here for further information on the H-Tech Recycle initiative. K The H-Tech T

21、echnical Support Division can provide on-going support to ensure that customers get the most from their IT system, ensuring that mission critical applications are protected and the IT environment develops and grows with your company. H-Tech can provide tailored support agreements to meet individual

22、customer requirements. Please click here for further information on the IT technical support services offered by H-Tech. Please click here for further information on the more specific telecom technical support services offered by H-Tech. L H-Tech recognises the need for customers to enhance their ow

23、n technical knowledge and can offer tailored training courses to support IT departments and end users during major new deployments. Training can be provided at H-Techs purpose built training facility in Ipswich or can be held on customer site to ensure minimum disruption to the clients core business

24、. Questions 1-9 Read a computer companys Services for Client above. Each paragraph AL describes a different service provided by the H-Tech company. From the list below (i xii) choose the most suitable items for paragraphs A L. Write the appropriate numbers (i-xii) in boxes 1-9 on your answer sheet.

25、i System and infrastructure management services ii Storage and delivery iii Recycle Services iv Training v Design and consultancy vi Desktop installation and peripheral configuration/upgrades vii Help-desk services viii H-Tech Managed Services ix Maintenance services x Asset management xi Packaging

26、removal xii Technical Support （分数：1.04）(1).Paragraph A（分数：0.08）填空项 1:_(2).Paragraph L（分数：0.08）填空项 1:_(3).Paragraph C（分数：0.08）填空项 1:_(4).Paragraph E（分数：0.08）填空项 1:_(5).Paragraph F（分数：0.08）填空项 1:_(6).Paragraph G（分数：0.08）填空项 1:_(7).Paragraph H（分数：0.08）填空项 1:_(8).Paragraph I（分数：0.08）填空项 1:_(9).Paragraph

27、 K（分数：0.08）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_Dont laugh at gilded butterflies 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

28、 like Botox inject it in the right corporate places and improvements are 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

29、innovative skill will appear in stores in North America next month. The 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 vibratin

30、g “wet shave“ blade. The battery-powered M3Power is designed to bounce 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

31、than to the video-cassette recorder or the digital cameraespecially since 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 pharmace

32、uticals, genuinely new products are fewer and further between. Spending 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

33、with most of tomorrows clever gizmos, often creating their own commercial 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

34、science, companies have turned R that most things are part of a system 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 n

35、o coincidence that many of the greatest corporate leaders in America, 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 Govindara

36、jan, two academics from Dartmouth Colleges Tuck School of Business, recommend 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

37、once a day by most citizens of the western world. Such companies succeed, 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 productio

38、n of packages for its customers to the design of packaging solutions for 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“, publ

39、ished late last year, Mr. Christens en argued that established companies 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 semico

40、nductor market with the launch of its Celeron chip. There are, says Mr. 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

41、smothering influence of the status quo. The ultimate outcome of any one 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% o

42、f all products on the market are less than one year old. Other sectors 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 th

43、e appropriate numbers (i-iv) on your answer sheet. NB: There are more 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

44、 small improvements rather than chasing wonderful new products （分数：0.99）(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:_US job creation sharply higher than forecast By Christopher Swann in Washin

45、gton and Andrew Balls in New York The US economy generated 288,000 new jobs in April, surpassing even the most upbeat forecasts and bolstering confidence that the US economic recovery will be self-sustaining. Economists had expected a more modest figure after 337,000 jobs were created in March. Incl

46、uding upward revisions to March and February, the US economy has now generated one million jobs over the past eight months. The resurgence brings to an end a period in which strong economic growth failed to lead to fresh hiring and will help lay to rest concerns that the US economy would run out of steam after the temporary impact of tax cuts and mortgage refinancing had worked through the system. “These figures show that the Federal Reserve has succeeded in spades in extricating the US economy from its post bubble malaise,“ said Stuart Schweitzer, global markets strategist at JP Morg