We don't think we can put the business through（)you revise your terms and conditi

A . lorry B . car C . van D . cart

A．Mr． Steward is honest． B．Mr． Steward looks honest． C．Mr． Steward looks dishonest． D．Mr． Steward is dishonest．

M: Yes ... well ... in 1990, EBS's total sales were $11 billion. But in 1996, our sales grew by more than 5 billion and the sales total for the year was $27 billion. So ... while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 50% ... though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees... in Asia alone, it'll be 60,000. The real development during this period will be concentrated in East Asia—mostly in China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to $100 billion. A few years ago, I'd never have dreamed that we'd be selling $3 billion dollars worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about EBS University itself？ Can you explain—simply—how it works, and who it's for？ M: I suppose it's really similar to a community-based education system—a bit like a village school—except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues—both for people and services. We also offer a range of options, everything from personnel, finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days' training a month, the minimum is fixed at three days a year. We also have a feedback system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training—to 'maintain them', if you like, because we think they're important. A piece of machinery, however, gets as much as 10%-12% of its purchase price spent oil maintenance now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that EBS is more broad-minded than many firms in its approach to educating and training its employees. M: Well, EBS has been in a state of constant renewal since it was founded in 1938, but it wasn't until the late seventies onwards that the company started trying out new methods of training and education. EBS University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes EBS from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Rice, and I hope that EBS University continues to do well in its educational role. &8226;You will hear a radio interview with Brian Rice, president of EBS University, the training and educational body set up by the electronics company, Torntec. &8226;For each qu A．5 billion dollars. B．11 billion dollars. C．27 billion dollars.

W：But big parties are so impersonal．I think we should have several small ones instead． Q：How does the woman feel about parties？ (15) A．She feels she has to pay a lot to hold parties. B．She feels small parties are impersonal. C．She feels big parties are very. personal. D．She dislikes many people at home at the same time.

A．Because B．Where C．Although D．Whatever

A．face B．reality C．practice D．deed

W: But big parties are so impersonal. I think we should have several small ones instead. Q: How does the woman feel about parties？ (17) A．She feels small parties are very impersonal. B．She feels big parties are very personal. C．She feels she has to pay much money to hold parties. D．She dislikes many people at home at the same time.

M: Yes…Well…in 2000, Thorntec's total sales were 20 billion. But in 2005, our sales grew by more than 5 billion. So…while we used to think that 15% growth was good, for some time we were reckoning on achieving 20 to 25%…though recent developments have changed that. F: And what about international expansion？ Where are your big growth markets？ M: Over the next five years, we'll be hiring 100,000 new employees…in Asia alone, it'll be 60,000.The real development during this period will still be concentrated in Asia -- mostly China, India and Vietnam. We're hoping that one day the market there will be as big as Europe. Over a longer period, we're also planning to expand into the Middle East and into Southern Africa. All this development is very important for the company. For example, the plans for China will bring investment up to '100 billion. A few years ago, I'd never have dreamed that we'd be selling '2 billion dollars' worth of products there, which we did last year. It's hard to believe that only seven years ago we sold nothing there at all. F: Can we talk about Thorntec University itself？ Can you explain -- simply -- how it works, and who it's for？ M: I suppose it's really similar to a community-based education system -- a bit like a village school -- except, of course, this is a global village. Basically, it's designed to provide education and training for every single member of staff, from the Managing Director to the newest recruit. F: And what kind of education and training is actually on offer？ M: Well, we have core courses that everyone is required to attend. They focus on things like reducing manufacturing time as well as quality issues -- both for people and services. We also offer a range of options, everything from personal finance to languages. We run courses, for example, in French, Japanese, Korean and Mandarin. F: Can we turn now to the question of motivation and how you go about keeping people interested in their work？ M: We never underestimate training. It's a challenge, for example, keeping someone aged 20 skilled until they're aged 60. So we do what we can. While some employees get as much as three days training a month, the minimum is fixed at three days a year. We also have a feed back system in the form. of a questionnaire that employees answer every six months, and in this way we can keep up-to-date with employees' opinions. F: So you really do believe in investing in your employees？ M: That's right. We allow an amount equivalent to about 4% of an employee's salary for his or her training -- to "maintain them", if you like, because we think they're important. A piece of machinery, however, gets as much as 10-12% of its purchase price spent on maintenance…now, I believe that people are more important than machines, so we still have a long way to go. F: It would seem, though, that Thorntec is more broad-minded than many firms in its approach to educating and training its employees. M: Well, Thorntec has been in a state of constant renewal since it was founded in 1928, but it wasn't until the late sixties onwards that the company started trying out new methods of training and education. Thorntec University was the result of those experiments and has been operating very successfully for the last fifteen years. I suppose overall what distinguishes Thorntec from other multinationals is that we educate all our employees and not just management. F: Thank you, Mr. Winter, and I hope that Thorntec University continues to do well in its educational role. You will hear a talk between a young employee and a senior cashier of a firm. You have to complete the sentences 23-30 by choosing the correct answer. Mark one letter A, B A．20 billion dollars B．26 billion dollars C．23 billion dollars

-Can you tell us why you think this makes good business sense to you？ -We've been doing quite well on our own and we could probably survive like this for quite a few more years to come, but if we really want to take it to the next level, ____________. ：A the board of directors needn't take the present economic situation into consideration ; B it's not necessary for us to develop the company any more ; C we are going to have to consider finding more investors

M: As far as the work efficiency is concerned, why not the typist？ Q: What does the man imply？ (19) A．They should find a new place for the old typewriter. B．They should find a new place for the typist, C．They should find a new typist. D．They should buy a new typewriter.

(21)

A、stick B、stressed

W: Yes, well, um, we've done a survey on local entertainment. Basically, we tried to find out how students feel about the entertainment in the town and how much they use it. So we've called our project "Out and About"... M: Yes, that's a good title! W: We wanted to find out how well students use the entertainment facilities in town... whether they get to see the latest plays, films... that kind of thing. Actually there were a lot of areas to choose from but in the end we limited ourselves to looking at two general categories: cinema and theatre. M: Right. W: OK. Well, first of all the cinema. In the town, there are three main places where you can see films. There's the new multi-screen cinema complex, the old park cinema, and a late-night odeon. In terms of audience size, the multi-screen complex accounts for 75% of all cinema seats, the park cinema accounts for 20% of seats and the late-night odeon has just 5% of seats. M: Yes, as is shown in your chart. W: As you probably know, the complex and the park show all the latest films, while the late-night cinema tends to show cult films. So, when we interviewed the students, we thought the complex would be the most popular choice of cinema... but surprisingly it was the late-night odeon. Most students said that if they wanted to see a film, they waited for it to show at the park because the complex is more expensive and further out of town so you have to pay more to get there as well. M: Yes, and that adds to the cost, of course, and distracts from the popularity, evidently. W: Well, next, we looked at theatres. There's the Stage Theatre in town, which is very old and architecturally quite beautiful. And there's also the large, modem theatre, the Ashtop, that has recently been built. But the thing about the theatres is that there's a whole variety of seat prices. Also, the types of performance vary... so students tend to buy seats at both and like using both for different reasons and if they want cheap seats at the Ashtop, they can just sit further from the front. M: And anything else？ W: Yes. What we did find that was very interesting is that there are periods during the year when students seem to go to the theatre and periods when they go to the cinema and we really think that's to do with the budget. There's a peak around November and December when they go to the theatre more and then a period in April and May when neither is particularly popular and then theatre viewing seems to tail off virtually while the cinema becomes quite popular in June and July. M: Mmm. I think you're probably right about your conclusions... (23) A．The entertainment on campus. B．The entertainment facilities students use in town. C．The kinds of films and plays students enjoy. D．The cinemas and theatres students like to go to.

A．It will snow for a long time. B．People are ready for snow. C．It has been snowing for some time. D．The snow is disappearing.

A.of B.why C.that D.when

(3) A．We are the credit card holders. B．We are the bank who can encash the card. C．We are the credit card company. D．We stopped your card losing.

I've twice been to the wars, and as I survey the battlefield, something different is happening. It's the one-upmanship among parents. We see our kids' college rating as medals proving how well or how poorly we've raised them. But we can't acknowledge that our obsession is more about us than them. So we've contrived various justifications that turn out to be half-truths, prejudices or myths. It actually doesn't matter much whether Aaron and Nicole go to Stanford. Admissions anxiety afflicts only a minority of parents. It's true that getting into college has generally become tougher because the number of high-school graduates has grown. From 1994 to 2006, the increase is 28 percent. Still, 64 percent of freshmen attend schools where acceptance rates exceed 70 percent, and the application surge at elite schools dwarfs population growth. Take Yale. In 1994, it accepted 18.9 percent of 12,991 applicants; this year it admitted only 8.6 percent of 21,000. We have a full-blown prestige panic; we worry that there won't be enough medals to go around. Fearful parents prod their children to apply to more schools than ever. "The epicenters (of parental anxiety) used to be on the coasts, Boston, New York, Washington, Los Angeles", says Tom Parker, Amherst's admissions dean. "But it's radiated throughout the country". Underlying the hysteria is the belief that scarce elite degrees must be highly valuable. Their graduates must enjoy more success because they get a better education and develop better contacts. All that's plausible and mostly wrong. "We haven't found any convincing evidence that selectivity or prestige matters", says Ernest T. Pascarella of the University of Iowa, co author of "How College Affects Students", an 827-page evaluation of hundreds of studies of the college experience. Selective schools don't systematically employ better instructional approaches than less-selective schools, according to a study by Pascarella and George Kuh of Indiana University. Some do; some don't. On two measures professors' feedback and the number of essay exams selective schools do slightly worse. In the author's eyes, parents pushing their kids to an elite degree are ______. A．aggressive B．misguided C．reasonable D．failing

A.That's a good idea. B.I've lost a lot of weight. C.We used to go there very often.

A:if; B:unless; C:in addition; D:besides