试题库在线考试题库-历年真题模拟试题及答案-考博英语在线试题测试中心-希赛网

西北工业大学

John Fisher, a builder, and his wife Elizabeth wanted more living space, so they left their small flat for an old-metre-high castle tower. They have spent five years turning it into a beautiful home with six floors, winning three architectural prizes.“I love the space, and being private，” Elizabeth says. “You feel separated from the world. If I’m in the kitchen, which is 25 metres above the ground floor, and the doorbell rings, I don’t have to answer it because visitors can’t see I’m in!”“There are 142 steps to the top, so if I go up and down five or six times a day, it’s very good exercise! But having to carry heavy things to the top is terrible, so I never buy more than two bags of shopping from the supermarket at a time. Apart from that, it’s a brilliant place to live.”“When we first saw the place, I asked my father’s advice about buying it, because we couldn’t decide. After paying for it, we were a bit worried because it looked awful. But we really loved it, and knew how we wanted it to look.”“Living here can be difficult-yesterday I climbed a four metre ladder to clean the windows. But when you stand on the roof you can see all the way out to sea on a clear day, and that’s a wonderful experience. I’m really glad we moved.”1.What is the writer trying to do in the text?2.From this text, a reader can find out（） .3.Which of the following best describes Elizabeth’s feelings about the tower?4.What problem does Elizabeth have with living in such a tall building?5.How will John and Elizabeth advertise their tower if they sell it?

MR BROWN Tall, attractive man, single, aged 30. Outdoor type, sports-loving. Plays football, tennis and squash. Enjoys swimming and skiing. Beer drinker. PE instructor at boys’ school.MR GREEN Unemployed, unmarried, undernourished English Lit. graduate, aged 23. Indoor type, plays ‘Dungeons and Dragons’ and any other role-playing adventure games. Enjoys rock and jazz records and sci-fi films and books. Lives in London.MR BLACK Mature man of 50, recently widowed with one son of 15. Own business and home. Enjoys bridge, French food and good claret. Very sociable, likes entertaining and travel. City dwellerMR WHITE Quiet, shy, peace-loving man, aged 35. Divorced, non-smoker. Ecologist, lives and works in the country. Enjoys chess, walking and reading. Likes eighteenth-century classical music and dry white wine. Dislikes noise and energetic sports.1.Which one would most probably appeal to a young woman of 25 who doesn’t like living in town and who enjoys playing sports?2.Mr. Black is most likely to be attracted to （）.3.Which of these women students would probably find Mr. Green interesting?4.Which one would most probably appeal to a woman of 30 who used to be a volleyball player and now is a referee of the game?5.What kind of publication might these people advertise in?

Giving Employees What They Want: The Returns are HugeDavid Sirota, co-author of The Enthusiastic Employee: How Companies Profit by Giving Workers What They Want, finds that firms where employee morale is high tend to outperform competitors. He told us: "People at work have various basic goals. First, they want to be treated fairly. Employees want to know they are getting what is normally defined as competitive pay. If I feel underpaid, there is not much an organization can do to boost my morale. Second, employees want a sense of achievement from work. The key element is to be proud of your job and proud of the organization for which you are doing it. The third element is camaraderie. This is also not mentioned much in our field, but it’s key——not only in the sense of having a friend, but working well together as a team.”And, he says, there are a number of other things companies can do to boost morale: “First, provide security. Laying off people should be the last resort, not the first thing you do. Some companies use a ring of defense. If the business is having difficulties, they retrain workers or bring work inside from subcontractors. There are a number of steps you can take before making people redundant.Second, where there are difficulties in getting work done, we suggest self-managed teams. Toyota is a good example in having a team of workers manage part of the assembly line. The team could look at quality and at whatever kinds of maintenance and support were needed, and it could decide how to rotate workers. As opposed to the usual top-down management, this approach is tremendously satisfying for workers, and thus reduces the need for bureaucracy because the people essentially are managing themselves.“Recognition is also important. Organization-wide awards should be like the Nobel Prize, where peers are involved in the selection of the individuals who receive the award for outstanding achievement, not day-to-day work.“The traditional merit pay systems with an appraisal and pay increase are quite negative. Workers feel no relation between what they do and their pay increase. A reward has to be felt as such. Research has verified a system such as ‘gain sharing’, in which a group of workers judges its performance over time. If productivity goes up 20% and the workforce increases 10%, then that means there is greater efficiency.“In the 1980s and 1990s, we had a reaction to particular forms of management. We talk about four kinds: the first one is paternalism, where workers are treated as children. Then there is adversarial, where workers are the enemy. Then there is transactional, where workers are like ciphers. Management does not know what they are like as individuals. The attitude is, ‘We paid you, now we are even. We don’t owe you anything.’ That’s where most companies have gone today. Loyalty is dead.“The fourth is what we have been talking about, which is the partnership organization. It does not mean that because I paid you, we are now even. You don’t treat partners that way because you might need them to help you out sometime, and they might need you. It’s more like a relationship between mature adults -- not like children or enemies, but allies.”1.In paragraph 1, what effect of high morale is mentioned?2.Which of these does Sirota suggest is good reaction for a company with financial problems?3.How did Toyota motivate workers on assembly lines?4.How should bonuses be awarded, according to Sirota?5.What, nowadays, is the typical management-worker relationship?

At the InterviewIn the interview to find jobs, you need to do the following things.1. The first two or three minutes are important in establishing rapport. Try to develop a friendly approach, smile, relax, shake hands, address the person by name. Look at the interviewer and show interest in what is being said.2. Take a moment to think about the answers to the questions. Listen carefully; speak clearly and do not rush.3. Be natural and honest. Be positive and concentrate on achievements and experience. Do not make false claims.4. Do not answer just ’'yes” or "no"; support your answers with examples and give reasons for your opinions. At the same time, stick to the point and remember that the interviewer's time is limited.5. The status of the person interviewing you may have a bearing on the way you approach your meeting. A personnel office assessing, candidates for a short list will usually not be in a position to discuss technicalities, any more than the sales manager can give you the details of the company pension scheme. However, occasionally personnel staff are equipped with lists of highly technical questions and trained to assess your response even though they are not experts themselves.6. Use the interview to find out what you want to know about the job and the organization. Have a list of questions ready to cover any topics not dealt with by the interviewer. Make sure you have all the information you need, not only about the actual post, but about the organization itself, including such aspects as career prospects, pension scheme, and fringe benefits.7. Use every opportunity to stress that you are not just after any old job but that you are really keen to work for the company which is interviewing you.About all, try not to treat the interview as an examination in which you are always on the receiving end. Use it instead as an opportunity for a full and frank exchange of information. Don’t be afraid to ask for more information or to put your own questions.1.It is important for the interviewee to be （） at an interview.2.Personnel officers are （） to discuss technicalities . 3.It is wise to have a list of questions to ask （）. 4.Show the interviewer that you are （） to work for his company . 5.At an interview the interviewee（）.

Every means（） tried out but never with success, as far as my knowledge goes.

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