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How long do you think ______ to finish this urgent task？
A．did it take you
B．it will take you
C．will it take you
D．it to take you
A. would
B. are
C. were
D. could
A．how old are you
B．you are how old
C．how you are old
D．how old you are
A: Hello, Mr．Kubat．I am glad to meet you here at the fair.
B: Likewise．Take a seat, please．How about a cup of tea？
A: Sure．Thank you．It seems your business is prosperous．There are many customers here.
B: Yes, it's not too bad．Our sales are going up year after year．And we still have a large potential production capacity.
A: Well, what do you think of choosing a commission representative or agent abroad to promote your sales？
B: That's a good idea．So far, we have several agents abroad.
A: We are willing to be your agent in Thailand for hand-held tools．What do you think？
B: That sounds good.
A : Then , what's your usual commission rate for your agents？
B: Usually, we give a commission of 3% to our agents.
A: 3% is too low, I think．You see, we have a lot of work to do in sales promotion such as advertising on radio or TV, printing booklets, leaflets, catalogues and so on．It all costs money．3% is not enough.
B: Don't worry．We'll allow you a higher commission rate if your sales score a substantial increase.
A: You mean to say.--
B: Now, if you sell US ＄2 million worth of hand-held tools annually, we can only allow 3% commission．If the annual turnover exceeds US ＄5 million, you can get 5% commission．What do you think of that？
A: It sounds OK．Then how do you pay the commission？
B: We may deduct the commission from the invoice value directly or remit it to you after payment.
A: All right．If it's okay, we would like to sign an agency agreement with you immediately.
B : Think it over．We hope to keep a good business relationship with you.
A: Thank you for your help.
Why do we go wrong about our friends or our enemies？ Sometimes what people say hides their real meaning. And if we don't really listen, we miss the feeling behind the words. Suppose someone tells you, "You' re a lucky dog. " Is he really on your side？ If he says, "You' re a lucky guy. " or "You' re a lucky gal. " , that's being friendly. But" lucky dog" ？ There's a bit of envy in those words. Maybe he doesn't see it himself. But bringing in the "dog" bit puts you down a little. What he may be saying is that he doesn't think you deserve your luck.
"Just think of all the things you have to be thankful for" is another noise that says one thing and means another. It could mean that the speaker is trying to get you to see your problem as part of your life as a whole. But is he？ Wrapped up in this phrase is the thought that your problem isn't important. It's telling you to think of all the starving people in the world when you haven't got a date for Saturday night.
How can you tell the real meaning behind someone's words？ One way is to take a good look at the person talking. Do his words fit the way he looks？ Does what he says square with the tone of voice？ His posture？ The look in his eyes？ Stop and think. The minute you spend thinking about the real meaning of what people say to you may save another mistake.
When the writer recalls the things that happened between him and his friends, he
A．feels happy, thinking of how nice his friends were to him
B．feels he may not have"read" his friends'true feelings correctly
C．thinks it was a mistake to view Jim as a friend
D．is sorry that his friends let him down
Why do we go wrong about our friends or our enemies？ Sometimes what people say hides their real meaning. And if we don' t really listen closely we miss the feeling behind the words. Suppose someone tells you, "You' re a lucky dog." That' s being friendly. But "lucky dog？" There' s a bit of envy in those words. Maybe he doesn' t see it himself. But bringing in the "dog" puts you down a little. What he may be saying is that he doesn' t think you deserve your luck.
"Just think of all the things you have to be thankful for is another noise that says one thing and means another. It could mean that the speaker is trying to get you to see your problem as part of your life as a whole. But is he？ Wrapped up in this phrase is the thought that your problem isn' t important. It' s telling you to think of all the starving people in the world when you haven't got a date for Saturday night.
How can you tell the real meaning behind someone' s words？ One way is to take a good look at the person talking. Do his words fit the way he looks？ Does what he says agree with the tone of voice？ His posture？ The look in his eyes？ Stop and think. The minute you spend thinking about the real meaning of what people say to you may save another mistake.
This passage is mainly about ______.
A．how to interpret what people say
B．what to do when. you listen to others talking
C．how to avoid mistakes when you communicate with people
D．why we go wrong with people sometimes
Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A,B, C or D. Mark your answers on ANSWER SHEET I. (40 points)
Text 1
We can make mistakes at any age. Some mistakes we make are about money. But most mistakes are about people. "Did Jerry really care when I broke up with Helen？ .... When I got that great job, did Jim really feel good about it, as a friend？ Or did he envy my luck？" "And Paul—why didn't pick up that he was friendly just because I had a car？" When we look back, doubts like these can make us feel bad. But when we look back, it' s too late.
Why do we go wrong about our friends or our enemies？ Sometimes what people say hides their real meaning. And if we don' t really listen we miss the feeling behind the words. Suppose someone tells you, "You' re a lucky dog." That' s being friendly. But "lucky dog？" There's a bit of envy in those words. Maybe he doesn't see it himself. But bringing in the "dog" bit puts you down a little. What he may be saying is that the doesn't think you deserve your luck.
"Just think of all the things you have to be thankful for," is another noise that says one thing and means another. It could mean that the speaker is trying to get you to see your problem as part of your life as a whole. But is he？ Wrapped up in this phrase is the thought that your problem isn’t important. It' s telling you to think of all the starving people in the world when you haven' t got a date for Saturday night.
How can you tell the real meaning behind someone' s words？ One way is to take a good look at the person talking. Do his words fit the way he looks？ Does what he says agree with the tone of voice？
His posture？ The look in his eyes？ Stop and think. The minute you spend thinking about the real meaning of what people to you may save another mistake.
21. This passage is mainly about______.
A) how to interpret what people say
B) what to do when you listen to others talking
C) how to avoid mistakes when you communicate with people
D) why we go wrong with people sometimes
Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: "Employability." If managers offer the right kinds of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job—even if it is with a different company.
Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth. The real disappointment comes when they attempt to show how firms might actually create such an environment. At its hub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine.
The authors offer a few inspiring example of companies—they include Motorola, 3M and ABB—that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable？ How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm？ How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy？ Most of their answers are platitudinous, and when they are not they are unconvincing.
We can infer from the passage that in the past an employee______.
A．had job security and opportunity of promotion
B．had to compete with each other to keep his job
C．had to undergo training all the time
D．had no difficulty climbing the corporate ladder
"We had to be careful and not overdo it," Edward admits. Now Caspar is at Oxford—which once looked unlikely because he is also slightly dyslexic. In fact, when he was applying to Oxford, none of his school teachers thought he had a chance. "So then we did several thinking sessions," his father says, "using my techniques and, when he went up for the exam, he did extremely well." Soon after, Edward de Bono decided to write his latest book, "Teach Your Child How to Think", in which he transforms the thinking skills he developed for brain-storming businessmen into informal exercises for parents and children to share.
Thinking is traditionally regarded as something executed in a logical sequence, and everybody knows that children aren't very logical. So isn't it an uphill battle, trying to teach them to think？ "You know," Edward de Bono says, "if you examine people's thinking, it is quite unusual to find faults of logic. But the faults of perception are huge! Often we think ineffectively because we take too limited a view."
"Teach Your Child How to Think" offers lessons in perception improvement, of clearly seeing the implications of something you are saying and of exploring the alternatives.
What is TRUE about Caspar？
A．He is Edward's son.
B．He is an adventurous thinker.
C．He first described lateral thinking.
D．He is often scolded by his teacher.
