She applied to her____ （employ) for a pay rise, but she was refus

A.A. allowance

B.B. promise

C.C. permit

D.D. agreement

A. Reset the password for the computer account.

B. Unlock the user account.

C. In the user account properties, select the Password never expires check box for the user account.

D. In the user account properties, select the User must change password on next logon check box for the user account.

In certain cases, a woman could draw upon the folk wisdom and remedies she had learned back home; Western mosquitoes, for example, proved to be as repelled by a paste of vinegar and salt as were their Eastern cousins. More often, however, a woman was guided only by her own ingenuity in concocting (调制的) tonics (补药), powders, poisons, and polishes from whatever she had at land: salt made a passable toothpaste, gunpowder was applied to wants, and turpentine to open cuts, goose grease, skunk oil, and the ever present lard were basic liniments; medicinal teas and tonics were brewed from sunflower seeds and roots.

Which of the following statements best expresses the main idea of the passage？ ()

A．Many people who went West were doctors.

B．Medicine and the people who sold it were not reliable.

C．Many pioneer women died from bites inflicted by snakes and mosquitoes.

D．Pioneer women had to invent their own remedies when they moved West.

&8226;Read this text taken from an article on theories of management,

&8226;Choose the best sentence from the opposite page to fill each of the gaps.

&8226;For each gap 9-14, mark one letter (A-H) on your Answer Sheet.

&8226;Do not use any letter more than once.

&8226;There is an example at the beginning (O).

Don't follow that theory - think for yourself!

In the 1990s, according to US author Eileen Shapiro, managers have abandoned the right to manage. She argues that managers in the USA have lost confidence. (0) H

She describes a corporate culture which is extremely defensive and which has as its motto 'Managers should always follow the latest short-lived management theory, no matter how irrelevant it may be'. (9) In turn, these have been followed blindly by managers who have given up their central responsibility - taking decisions about their own business in their own particular circumstances.

"I really believe a manager's job is to manage", she says. But increasingly, she feels, they do everything but that. (10) That's because this, the identification of problems and opportunities, is the scariest part of management. Managers try to avoid the anxiety it brings by simply applying the latest theory to any problem. (11) Managers should, she believes, confront these head-on.

It is not that Ms Shapiro does not believe in cutting out unnecessary management layers and opening up organisations. Her criticism is that theories are often presented unthinkingly as solutions and are applied by managers who do not really understand what they are saying.

"Theories are often regarded as if they are some sort of miraculous cure for any type of problem", she says. "However, many projects have failed because theories have been applied which were not appropriate to the situation." (12) The blame for this inappropriate application of theories lies, she claims, mainly at the door of consultancy firms. It is difficult for big firms of consultants to specialise sufficiently. They cannot hope to offer exactly the service that a company requires at a price which the client is able to afford. (13) This is worse than having no help at all.

One of the most serious potential consequences of following theories without considering whether they are appropriate or not is a loss of staff morale and motivation. Obviously, this is something to be avoided. (14) However, Ms Shapiro believes that, unfortunately, unless managers begin again to take responsibility for their own actions that is exactly what will happen.

A. They therefore end up developing generalised solutions which are offered to clients regardless of an organisation's specific problems.

B. There are many firms of consultants offering help to companies.

C. No manager in their right mind would want to work with an angry, cynical or alienated workforce.

D. Just because a course of action has succeeded in one context, it does not mean it will be right in other circumstances.

E. From 'mission statements' to 're-engineering' she shows how one theory has replaced another in quick succession.

F. But in doing so, they often fail to address the real issues.

G. They fail to tackle the central management task, which is diagnosis.

H. They therefore no longer have the courage or the ability to take responsibility for their decisions.

(9)

Questions are based on the following passage．

England has long been the jurisdiction （辖区） of choice for wives who have the luxury of being able to choose where they divorce．English law tries to（36）lifelong need and fairness．The poorer partner（37）a wife bringing up children——can expect housing and many years of income， especially if she has（38）her career for the marriage．

A court ruling on February 23rd has nonetheless continued a recent（39）of turning the scales a little for husbands．Tracey Wright objected to her ex-husband"s bid to cut her ￡ 75，000 annual（40）， awarded after an 11-year marriage failed in 2008． She argued that she was too busy with the two children even to look for work．She lost， on（41）Lord Justice Pitchford said Mr．Wright"s payments should drop off as he neared retirement and that his ex-wife should get a job．

The ruling is a（42）landmark chiefly because it sets out a mother"s duty at least to have to seek a job as her children grow older．As David Hodson， a specialist lawyer， notes， that principle has long applied to poor women when it comes to（43）welfare benefits．But an ex-wife will still be able to argue that no（44）work is available for her and that she needs her ex-husband"s help in order to keep up her own and her children"s living standards．Such arguments would（45）little ice in most other countries．

A．appeal

B．balance

C．claiming

D．currently

E．cut

F．decent

G．legal

H．maintenance

I．provide

J．purpose

K．sacrificed

L．suitable

M．suspended

N．trend

O．Typically

第（36）题应填__________ 查看材料

2 The risk committee at Southern Continents Company (SCC) met to discuss a report by its risk manager, Stephanie

Field. The report focused on a number of risks that applied to a chemicals factory recently acquired by SCC in another

country, Southland. She explained that the new risks related to the security of the factory in Southland in respect of

burglary, to the supply of one of the key raw materials that experienced fluctuations in world supply and also an

environmental risk. The environmental risk, Stephanie explained, was to do with the possibility of poisonous

emissions from the Southland factory.

The SCC chief executive, Choo Wang, who chaired the risk committee, said that the Southland factory was important

to him for two reasons. First, he said it was strategically important to the company. Second, it was important because

his own bonuses depended upon it. He said that because he had personally negotiated the purchase of the Southland

factory, the remunerations committee had included a performance bonus on his salary based on the success of the

Southland investment. He told Stephanie that a performance-related bonus was payable when and if the factory

achieved a certain level of output that Choo considered to be ambitious. ‘I don’t get any bonus at all until we reach

a high level of output from the factory,’ he said. ‘So I don’t care what the risks are, we will have to manage them.’

Stephanie explained that one of her main concerns arose because the employees at the factory in Southland were not

aware of the importance of risk management to SCC. She said that the former owner of the factory paid less attention

to risk issues and so the staff were not as aware of risk as Stephanie would like them to be. ‘I would like to get risk

awareness embedded in the culture at the Southland factory,’ she said.

Choo Wang said that he knew from Stephanie’s report what the risks were, but that he wanted somebody to explain

to him what strategies SCC could use to manage the risks.

Required:

(a) Describe four strategies that can be used to manage risk and identify, with reasons, an appropriate strategy

for each of the three risks mentioned in the case. (12 marks)

However, three days later, a letter arrived, calling me to Croydon for a meeting with the headmaster. It was clearly the headmaster himself __2__ open the door. He was short and round.

"The school," he said, "is made up of one class of twenty-four boys between seven and thirteen." I should have to teach all the subjects except art, which he taught himself. I should have to divide the class into three groups and teach them in turn at three different __3__. And I was disappointed at the thought of teaching maths, a subject at which I wasn't very good at school. Worse perhaps was the idea of __4__ to teach them on Saturday afternoon because most of my friends would be enjoying themselves at that time.

Before I had time to ask about my salary, he got up to his __5__. "Now," he said, "you'd better meet my wife. She is the one who really runs this school."

1)、A.that

B.experience

C.having

D.feet

E.levels

2)、A.that

B.experience

C.having

D.feet

E.levels

3)、A.that

B.experience

C.having

D.feet

E.levels

4)、A.that

B.experience

C.having

D.feet

E.levels

5)、A.that

B.experience

C.having

D.feet

E.levels

Mrs. Wilson and her daughters went to look at the house. Sure enough, there was a For Rent sign in the window. A woman next door told them that the owner was Antonio Pompei, who owned a bakery farther up the street.

Mrs. Wilson has great difficulty walking for she is almost blind, so she waited in the car while her daughters went along to the bakery. The daughters met Mr. Pompei, who agreed to rent the house. However, the daughters wanted to see the inside of the house before they agreed to rent it. One of the bakery employees went with them to the house, where he met Mrs. Wilson.

All three women liked the house and returned to the bakery to tell Mr. Pompei that they would rent it.

When Mr. Pompei saw Mrs. Wilson, he quickly walked out of the bakery. He had not realized Mrs. Wilson was Indian. Her daughters look more like their father, who is of a different ethnic(种族) origin. The next day, Mrs. Wilson and her daughters returned to the bakery in an attempt to rent the house. Because of her blindness, Mr. Wilson was helped out of the car and guided into the bakery by one of her daughters. Mr. Pompei told the women that the house was already rented.

The Wilsons suspected discrimination. As soon as they got home, Mrs. Wilson phoned Mr. Pompei, without identifying herself, Mr. Pompei lost his temper.

Mrs. Wilson complained to the Human Rights Commission. Their examination discovered that the tenants who did rent the house had not even seen it at the time when Mrs. Wilson visited it. They applied to rent it a full week after Mrs. Wilson had applied.

(1)According to the passage, Mrs. Wilson was _____________.

A、to rent the house for her daughters

B、to rent the house for someone else

C、to rent the house for her family

D、to sublet (转租) the house

(2)According to the passage, we are certain that Mr. Wilson was _____________.

A、an Indian

B、not an Indian

C、an Asian

D、from India

(3)Mrs. Wilson found Mr. Pompei’s discrimination by _____________.

A、complaining to the Human Rights Commission

B、making the bakery owner angry

C、making an unidentifiable phone call

D、pretending to be a woman of wealth

(4)In the end Mrs. Wilson couldn’t rent the house simply because _____________.

A、she was of Indian origin

B、she needed assistance while walking

C、the owner of the house asked for more money

D、she was almost blind

(5)Which of the following statement is NOT TRUE？

A、Mr. Wilson had at least two daughters.

B、The house had been rented to someone else a week before.

C、Mrs. Wilson was almost blind.

D、Mr. Pompei was practicing racial discrimination.

This campaign urged manufacturers to sign the Workplace Code of Con duct, a promise to serf-regulate that has since been adopted by a handful of retailers and many of the nation's largest manufacturers, including Nike and L.L. Bean. However, the Department of Defense, which has a $1 billion garment business that would make it the country's 14th largest retail apparel outlet, has not signed the Code of Conduct. In addition, it has not agreed to demand that its contractors submit to periodic inspections. Because the Department of Defense has not agreed to adhere to the cede, the job of stopping public sector sweatshops falls to the Department of Labor. Federal contractors that persist in violating wage laws or safety and health codes can lose their lucrative taxpayer financed contracts. But Suzanne Seiden, a deputy administrator at the Department of Labor, says that to her knowledge, the department has never applied that rule to government apparel manufacturers. "I just assume that they are adhering to safety and health requirements," she says. According to records obtained by Mother Jones, through a Freedom of Information Act request, the Occupational Safety and Health Administration has cited Lion 32 times for safety and health violations in the past 12 years.

What is this passage mainly concerned with？

A．The functions of the Department of Labor in America.

B．A serious problem threatening American economy.

C．The successful attempt of regulating sweatshops in America.

D．The seriousness of the problem of sweatshops in America.

材料：

MV Magellan was inbound from Rotterdam to berth 207 at Southampton Container Terminal．At 0530 the pilot boarded the ship at the Nab Tower pilot station．The pilot&39;s and the master&39;s passage plans were exchanged and the ship&39;s pilot card was given to the pilot．

The passage continued along the East Solent，during which time there were various VHF radio conversations between vessels and Southampton VTS，about restricted visibility．The VTS officer gave the pilot a countdown from 5 to 2 cables to the Gurnard buoy．This was given so that the pilot could judge the timing of the wheel-over manoeuvre for the 141° turn into the narrow Thorn Channel．The wheel-over occurred at about 0652 and the ship began to turn．

At this time，the W Bramble and NE Gurnard buoys，which are at the entrance to Thorn Channel，could not be seen because of restricted visibility．Various helm and engine movements were made during the turn．However，when W Bramble and NE Gurnard buoys appeared，the pilot realized that the ship was in the wrong position for the heading she was on．Despite further helm and engine orders，the vessel grounded soon after，at 0700．It was not until about 0710 that the escort harbor launch informed VTS of the grounding．With the assistance of two tugs，the ship was refloated near the time of high water，and she safely berthed at 1232．

问题：

MV Magellan applied wheel at ________ to turn into the narrow Thorn Channel．

A.0530

B.0652

C.0700

D.0710

The important navigational mark or marks at the entrance to the Thorn Channel is（are）________．A.Southampton Container Terminal

B.the East Solent

C.the Nab Tower

D.the W Bramble and NE Gurnard buoys

The suggestion of a countdown from 5 to 2 cables to the Gurnard buoy is ________．A.for the pilot to judge easily when the wheel should be used to make the turn into the narrow Thorn Channel

B.to remind the pilot that the depth around there is not sufficient for MV Magellan

C.to inform the pilot that the visibility around the buoy is reduced further

D.to request the pilot that further consideration should be given to the wheel-over manoeuvre for the 141° turn

It can be concluded that the cause of the grounding was that ________．A.the Bramble and NE Gurnard buoys were disappeared

B.the VHF radio conversations between vessels and Southampton VTS，about restricted visibility，were insufficient and improper

C.Thorn Channel was too narrow

D.there was an error of judgment by the pilot during the execution of the turn into Thorn Channel

请帮忙给出每个问题的正确答案和分析，谢谢！