[外语类试卷]专业英语八级模拟试卷550及答案与解析.doc
《[外语类试卷]专业英语八级模拟试卷550及答案与解析.doc》由会员分享,可在线阅读,更多相关《[外语类试卷]专业英语八级模拟试卷550及答案与解析.doc(26页珍藏版)》请在麦多课文档分享上搜索。
1、专业英语八级模拟试卷 550及答案与解析 SECTION A MINI-LECTURE Directions: In this section you sill hear a mini-lecture. You will hear the lecture ONCE ONLY. While listening, take notes on the important points. Your notes will not be marked, but you will need them to complete a gap-filling task after the mini-lecture.
2、 When the lecture is over, you will be given two minutes to check your notes, and another ten minutes to complete the gap-filling task on ANSWER SHEET ONE. Use the blank sheet for note-taking. 0 Computer Literacy Today well discuss computer literacy. I. Common ways of (1)_will be changed. A. E-mail
3、will replace mail delivery. B. Bills and pay checks will be delivered in the (2)_version. C. Greeting cards will be sent from computers. D. Shopping malls will be cyber malls. II. Our homes will be run by computers. A. Computers will adjust the temperature. B. (3)_will be linked to the computer. C.
4、Light fixtures will adjust to the right level of light. III. The way of business will be entirely changed. A. Business will be conducted via interactive (4)_. B. Documents and files will be stored on computer hard drives. C. Many workers will work (5)_via the computer. D. On-board computer will guid
5、e directions. IV. The (6)_will also join the computer age. A. Every student will have access to a computer. B. Text books will be on disks. C. Students will have access to reference materials via the computer. D. Students turn in the (7)_of their homework. E. (8)_will be given at the end of tests vi
6、a computer. F. Some classes will be conducted by interactive teleconferences. V. Our (9)_will also be affected by the use of computers. A. The home communication system and TV-service will be integrated into one system. B. Newspapers and magazines will be read (10)_. VI. Conclusion: In the future pe
7、ople will need to acquire computer literacy to become productive. SECTION B INTERVIEW Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Questions 1 to 5 are based on an interview. At the end of the interview you will be given
8、10 seconds to answer each of the following five questions. Now listen to the interview. 11 According to Janet, the factor that would most affect negotiations is _. ( A) English language proficiency ( B) different cultural practices ( C) different negotiation tasks ( D) the international Americanized
9、 style 12 Janets attitude towards the Americanized style as a model for business negotiations is _. ( A) supportive ( B) negative ( C) ambiguous ( D) cautious 13 Which of the following CANNOT be seen as a difference between Brazilian and American negotiators? ( A) Americans prepare more points befor
10、e negotiations. ( B) Americans are more straightforward dung negotiations. ( C) Brazilians prefer more eye contact during negotiations. ( D) Brazilians seek more background information. 14 Which group of people seems to be the most straightforward? ( A) The British. ( B) Germans. ( C) Americans. ( D
11、) Not mentioned. 15 Which of the following is NOT characteristic of Japanese negotiators? ( A) Reserved. ( B) Prejudiced. ( C) Polite. ( D) Prudent. SECTION C NEWS BROADCAST Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. At
12、 the end of each news item, you will be given 10 seconds to answer the questions. 16 Yesterdays strike led to complete confusion for_. ( A) tourists ( B) commuters ( C) employers ( D) bus drivers 17 Railway workers joined in the strike because they_. ( A) attempted to halt the whole network for trai
13、n travel ( B) wanted to support workers from other unions ( C) were dissatisfied with proposed rise in unemployment ( D) were unhappy with their working conditions 17 Replying to our Christmas “good guru guide“, Peter Drucker, the grand old man of management theory, speculated that the word “guru“ h
14、ad become popular only because “charlatan“ was too long a word for most headlines. Few people are easier to ridicule than management gums. Irrepressible self-publicists and slavish fashion-merchants, they make a splendid living out of recycling other peoples ideas (“chaos management“), coining euphe
15、misms (“downsizing“) and laboring the obvious (“managing by wandering around“ or the customer is king“). Their books draw heavily on particular case studies often out-of-date ones that have nasty knack of collapsing later. And their ideas change quickly. Tom Peters, once a self-confessed sycophant t
16、o the corporate behemoth is now an apostle of the small, chaotic, “virtual“ organization. Gurus do have their uses, however. Begin with the circumstantial evidence. In America, where management theories are treated with undue reverence, business is bouncing back. In Germany, where business schools h
17、ardly exist and management theory is widely seen as an oxymoron, many companies are in trouble. German business magazines are suddenly brimming with articles about “downsizing“ and “business process re-engineering“ In Japan firms are once again turning to business theories from America just as their
18、 fathers learnt after the Second World War from American quality-control techniques. Coincidence does not prove causation: American firms were just as much in love with gurus when they were doing badly. But the fact that Germans and Japanese are paying attention again does offer some clues. The most
19、 important point in favor of management theories is that they are on the side of change. In 1927 a group of psychologists studying productivity at Western Electrics Hawthorne factory in Illinois found that workers increased their output whenever the level of lighting was changed, up or down. At the
20、very least, theorists can make change easier by identifying problems, acting as scapegoats for managers or simply making people think. A vested interest in change can lead to faddism. But, taken with a requisite dose of scepticism, it can be fine complacency-shaker. A second argument for gurus relat
21、es to knowledge. The best management theorists collect a lot of information about what makes firms successful. This varies from the highly technical, such as how to discount future cash flow, to softer organizational theories. Few would dispute the usefulness of the first. It is in the second area t
22、he land of “flat hierarchies“ and “multi-functional teams“ that gurus have most often stumbled against or contradicted each other. This knowledge is not obviously providing a strategic recipe for success: there are too many variables in business, and if all competitors used the same recipe it would
23、automatically cease to work. But it does provide something managers want: information about, and understanding of, other companies experience in trying out tactics thinner management structures, handing power to workers, performance-related pay, or whatever. A good analogy may be with diets. There i
24、s no such thing as the “correct“ diet, but it is clear that some foods, in some quantities, arc better for you than others: and it is also likely that the main virtue of following a diet is not what you eat but the fact that it forces you to think about it. If management diets come with a lot of hyp
- 1.请仔细阅读文档,确保文档完整性,对于不预览、不比对内容而直接下载带来的问题本站不予受理。
- 2.下载的文档,不会出现我们的网址水印。
- 3、该文档所得收入(下载+内容+预览)归上传者、原创作者;如果您是本文档原作者,请点此认领!既往收益都归您。
下载文档到电脑,查找使用更方便
2000 积分 0人已下载
下载 | 加入VIP,交流精品资源 |
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 外语类 试卷 专业 英语 模拟 550 答案 解析 DOC
