[外语类试卷]专业英语八级模拟试卷92及答案与解析.doc

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1、专业英语八级模拟试卷 92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 Conversational Skills People who usually make us feel comfortable in conversations are good talkers. And t

3、hey have something in common, i.e. skills to put people at ease. 1. Skill to ask questions 1) be aware of the human nature: readiness to answer others questions regardless of【 1】 _ 【 1】 _ 2) start a conversation with some personal but unharmful questions e.g. questions about ones【 2】 _ 【 2】 _ questi

4、ons about ones activities in the【 3】 _ 【 3】 _ 3) be able to spot signals for further talk 2. Skill to【 4】 _ for answers 【 4】 _ 1) dont shift from subject to subject - sticking to the same subject:【 5】 _ in conversation 【 5】 _ 2) listen to【 6】 _ of voice 【 6】 _ - If people sound unenthusiastic, then

5、change subject. 3) use eyes and ears steady your gaze while listening 3. Skill to laugh Effects of laughter: 【 7】 _ 【 7】 _ help start【 8】 _ 【 8】 _ 4. Skill to part 1) importance: open up possibilities for future friendship or contact 2) ways: men: a smile, a【 9】 _ 【 9】 _ women: same as【 10】 _ now 【

6、10】 _ how to express pleasure in meeting someone 1 【 1】 2 【 2】 3 【 3】 4 【 4】 5 【 5】 6 【 6】 7 【 7】 8 【 8】 9 【 9】 10 【 10】 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 in

7、terview. At the end of the interview you will be given 10 seconds to answer each of the following five questions. Now listen to the interview. 11 In the first incident, the couple had planned to spend their weekend together （ A） in Boston. （ B） in New York. （ C） in Oslo. （ D） in Washington. 12 The c

8、ouple failed to meet each other as previously arranged due to （ A） the wifes early arrival. （ B） the husbands late arrival. （ C） a computer error. （ D） the receptionists negligence. 13 The 100-page-long leaflet the male speaker got at Oslo Airport contains （ A） funny information about restaurants. （

9、 B） quite boring information about restaurants. （ C） totally useless information about restaurants. （ D） insufficient information about restaurants. 14 The suitcase of the female speakers colleague was blown up by the security police probably because （ A） it failed to pass the security check. （ B） i

10、t was suspected of containing a bomb. （ C） it contained dirty disease-carrying clothes. （ D） it was suspected of containing smuggled goods. 15 After finally boarding the faulty plane in the Far East, the passengers all felt （ A） nervous and worried. （ B） sorry but helpless. （ C） sick and scared. （ D

11、） cheated and angry. SECTION C NEWS BROADCAST Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. At the end of each news item, you will be given 10 seconds to answer the questions. 16 The disappearance of the A-10 jet was due t

12、o （ A） unknown reasons. （ B） a training flight. （ C） the training formation. （ D） four bombs. 17 The three American officials arriving in Baghdad （ A） were allowed to work unimpeded. （ B） were forbidden to work at all. （ C） were asked to leave. （ D） were promptly detained. 18 With appeals from other

13、 countries, Baghdad leadership （ A） may cooperate with the UN. （ B） will stop driving out Americans. （ C） may permit the UN arms inspection. （ D） will still defy the UN arms inspection team. 19 Salman Rushdie is _ by origin. （ A） British （ B） American （ C） Indian （ D） Iranian 20 President Clinton re

14、ceived Salman Rushdie probably because （ A） Salman Rushdie is a professor at M. I. （ B） Salman Rushdie is a peace-loving fighter. （ C） the US is against the government of Iran. （ D） the US is against state-supported murder. 20 Harry Truman didnt think his successor had the right training to be presi

15、dent. “Poor Ike - it wont be a bit like the Army,“ he said. “Hell sit there all day saying do this, do that, and nothing will happen.“ Truman was wrong about Ike. Dwight Eisenhower had led a fractious alliance - you didnt tell Winston Churchill what to do - in a massive, chaotic war. He was used to

16、politics. But Trumans insight could well be applied to another, even more venerated Washington figure, the CEO-turned cabinet secretary. A 20-year bull market has convinced us all that CEOs are geniuses, so watch with astonishment the troubles of Donald Rumsfeld and Paul ONeill. Here are two highly

17、regarded businessmen, obviously intelligent and well-informed, foundering in their jobs. Actually, we shouldnt be surprised. Rumsfeld and ONeill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disap

18、pointment. In fact, with the exception of Robert Rubin, it is difficult to think of a CEO who had a successful career in government. Why is this? Well, first the CEO has to recognize that he is no longer the CEO. He is at best an adviser to the CEO, the president. But even the president is not reall

19、y the CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The secretary might think hes in charge of his agency. But the chairman of the congressional committee funding that agency feels the same, In his famous

20、 study “Presidential Power and the Modern Presidents,“ Richard Neustadt explains how little power the president actually has and concludes that the only lasting presidential power is “the power to persuade. Take Rumsfelds attempt to transform the cold-war military into one geared for the future. Its

21、 innovative but deeply threatening to almost everyone in Washington. The Defense secretary did not try to sell it to the Joint Chiefs of Staff, Congress, the budget office or the White House. As a result, the idea is collapsing. Second, what power you have, you must use carefully. For example, ONeil

22、ls position as Treasury secretary is one with little formal authority. Unlike Finance ministers around the world, Treasury does not control the budget. But it has symbolic power. The secretary is seen as the chief economic spokesman for the administration and, if he plays it right, the chief economi

23、c adviser for the president. ONeill has been publicly critical of the IMFs bailout packages for developing countries while at the same time approving such packages for Turkey, Argentina and Brazil. As a result, he has gotten the worst of both worlds. The bailouts continue, but their effect in bolste

24、ring investor confidence is limited because the markets are rattled by his skepticism. Perhaps the government doesnt do bailouts well. But that leads to a third rule: you cant just quit. Jack Welchs famous law for re-engineering General Electric was to be first or second in any given product categor

25、y, or else get out of that business. But if the government isnt doing a particular job at peak level, it doesnt always have the option of relieving itself of that function. The Pentagon probably wastes a lot of money. But it cant get out of the national-security business. The key to former Treasury

26、secretary Rubins success may have been that he fully understood that business and government are, in his words, “necessarily and properly very different.“ In a recent speech he explained, “Business functions around one predominate organizing principle, profitability . Government, on the other hand,

27、deals with a vast number of equally legitimate and often potentially competing objectives - for example, energy production versus environmental protection, or safety regulations versus productivity.“ Rubins example shows that talented people can do well in government if they are willing to treat it

28、as its own separate, serious endeavour. But having been bathed in a culture of adoration and flattery, its difficult for a CEO to believe he needs to listen and learn, particularly from those despised and poorly paid specimens, politicians, bureaucrats and the media. And even if he knows it intellec

29、tually, he just cant live with it. 21 For a CEO to be successful in government, he has to （ A） regard the president as the CEO. （ B） take absolute control of his department. （ C） exercise more power than the congressional committee. （ D） become acquainted with its power structure. 22 In commenting o

30、n ONeills record as Treasury secretary, the passage seems to indicate that （ A） ONeill has failed to use his power well. （ B） ONeills policies were well received. （ C） ONeill has been consistent in his policies. （ D） ONeill is uncertain about the package hes approved. 23 According to the passage, th

31、e differences between government and business lie in the following areas EXCEPT （ A） nature of activity. （ B） option of withdrawal. （ C） legitimacy of activity. （ D） power distribution. 24 The author seems to suggest that CEO-turned government officials （ A） are able to fit into their new roles. （ B

32、） are unlikely to adapt to their new roles. （ C） can respond to new situations intelligently. （ D） may feel uncertain in their new posts. 25 The author has offered _ explanation(s) for CEOs failure in government career. （ A） one （ B） two （ C） three （ D） four 25 In a natural disaster - a hurricane, f

33、lood, tornado, volcanic eruption, or other calamity - minutes and even seconds of warning can be the difference between life and death. Because of this, scientists and government officials are working to use the latest technological advances to predict when and where disasters will happen. They are

34、also studying how best to analyze and communicate this information once it is obtained. The goal is to put technology to effective use in saving lives and property when nature unleashes its power with devastating results. On September 29, 1998, Hurricane Georges made landfall in Biloxi, Mississippi,

35、 after devastating Haiti, the Dominican Republic, Puerto Rico, and several islands of the Caribbean with torrential rains and winds up to 160 km/h (100 mph). Few people lost their lives along the Gulf Coast of the United States, although hundreds died in the Caribbean. This was a very different outc

36、ome from 1900, when a powerful Gulf Coast hurricane made an unexpected direct hit on Galveston, Texas, killing at least 6,000 people. Vastly improved hurricane warnings explain the different circumstances at either end of the 20th century residents of Galveston had no advance warning that a storm wa

37、s approaching, while residents of Biloxi had been warned days in advance of Georgess approach, allowing for extensive safety precautions. At the same time that people in Biloxi were thankful for the advance warning, some residents of New Orleans, Louisiana, 120 km (75 mi) to the west, were less sati

38、sfied. A day before Georges made landfall, forecasters were predicting that the hurricane had a good chance of striking New Orleans. Because much of New Orleans lies below sea level, the city is at risk for flooding. In addition, because New Orleans has a large population in vulnerable locations, em

39、ergency management officials must begin evacuations well before a storm strikes. But evacuation costs money: businesses close, tourists leave, and citizens take precautionary measures. The mayor of New Orleans estimated that his citys preparations for Georges cost more than $ 50 million. After the f

40、ull fury of Georges missed New Orleans, some residents questioned the value of the hurricane forecasts in the face of such high costs. The differing views on the early warnings for Hurricane Georges illustrate some of the complexities involved in predicting disasters. Disaster prediction is more tha

41、n just forecasting the future with advanced technology it is also a process of providing scientific information to the government officials and other decision makers who must respond to those predictions. In general, the process has three phases. First, there is the challenge of forecasting the even

42、t itself. In the case of Georges, scientists worked to predict the future direction and strength of the hurricane days in advance. A second important challenge is communicating the forecast to decision makers. Because forecasts are always uncertain, a central factor in disaster predictions is commun

43、icating this uncertainty. Uncertainty is usually described in terms of odds or probabilities, much like daily weather forecasts. The media plays an important role in communicating predictions and their uncertainty to the public. The third part of the process is the use of predictive information by d

44、ecision makers. Even the most accurate information is of little value if the decision maker does not use it appropriately, for example in deciding whether to order an evacuation. If there is a breakdown in any of these three phases of prediction, the result is increased danger and a higher risk of l

45、oss of life. 26 According to the passage, the purpose of disaster prediction is to （ A） demonstrate the power of advanced technology. （ B） bring out the truth between life and death. （ C） prevent such natural disasters from happening. （ D） reduce human casualties and loss of property. 27 Which of th

46、e following areas suffered the most severe damage? （ A） Biloxi, Mississippi. （ B） The Gulf Coast of the US. （ C） Galveston, Texas. （ D） New Orleans. 28 The city residents of New Orleans were unsatisfied because （ A） they underwent a heavy hurricane attack. （ B） the forecast hurricane did not hit the

47、 city. （ C） the hurricane warning arrived rather late. （ D） its precautionary measures were wasted. 29 Which of the following phases does not belong to the disaster predication process? （ A） Accurate predictions of forthcoming disasters. （ B） Communication of forecasts and uncertainty. （ C） Evacuati

48、on from the disaster-stricken areas. （ D） Decision makers timely response to warnings. 29 Sign has become a scientific hot button. Only in the past 20 years have linguists realized that signed languages are unique - a speech of the hand. They offer a new way to probe how the brain generates and understands language, and throw new light on an old scientific controversy: whether language, complete with grammar, is innate in our species, or whether it is a learned behaviour. The current interest in sign language has roots in the pioneering work of one renegade te