21. A. told B. made C. required D. found 22. A. salary B. wage C. payment D. amount 23. A. living B. practice C. labor D. task
24. A. declaring B. expressing C. outlining D. designing 25. A. do B. provide C. achieve D. succeed 26. A. amateur B. unprofessional C. casual D. informal 27. A. organizations B. situations C. activities D. sports 28. A. bid B. tender C. valuation D. quotation 29. A. charge B. terms C. invoice D. contract 30. A. out B. up C. off D. over 31. A. figures B. bills C. costs D. prices 32. A. come B. fly C. flow D. blow 33. A. agreed B. realized C. understood D. knew
Ⅳ 汉译英
34. 两百年前，几乎每一个国家的绝大部分人居住在农村并从事农业劳动。
35. 由于服务行业的发展和随着制造业往‘发展中国家’迁移而萎缩，许多人已经在谈论“后工业化国家”时代。
36. 我们之所以担心先进的工业化国家失业率会上升和制造业会萎缩，唯一的原因在于我们没有看到到更大范围内的社会发展。
37. 发达国家也可以制造产品，因为事实上发达国家所拥有的生产技术意味着其制造业仅需极少的劳力支出。
38. 一个国家三大经济成分的规模和复杂程度是其经济发展水平的最重要决定因素。
Ⅴ 写作
39. 随着出口贸易的进一步发展，中国的制造业继续蓬勃发展，中国也已成为了当之无愧的“世界工厂”。但是近年来，中国制造多次在西方国家遭遇了滑铁卢，使得国内的相关制造产业如玩具制造业等遭受重创。请结合实际，谈谈你对“中国制造”的看法，字数为150字左右。
Key:
Unit 1 the Three Sectors of the Economy
Ⅰ阅读理解
1-5 A C D C C 6-10 B D D B C
Ⅱ 词汇与结构
11-15 C A D B B 16-20 B C A D C
Ⅲ 完形填空
21-25 B C A C B 26-30 A A D D A 31-33 C C B
Ⅳ 汉译英
34. Two hundred years ago, the vast majority of the population of virtually every country lived in the countryside and worked in agriculture.
35. Some people already talk about ―the post-industrial countries‖, because of the growth of service industries, and the decline of manufacturing, which is moving to ―the developing countries‖.
36. We worry about unemployment and the loss of manufacturing industry in the advanced industrial countries only because we don‘t look at the larger social developments.
37. Products can be made in the advanced countries because in fact the technology of production means you need very little labor input.
38. The size and sophistication of a country‘s three economic sectors are the most important determinants of its level of economic development.
Unit 2 Management
Ⅰ阅读理解
John Tiernan has spent five years trouble-shooting as an interim manager, hired on short-term assignments by a variety of companies to sort out their problems. He has no desire to return to the certainties of a permanent position, because now, whichever company he is working for, he is perpetually involved in a meaningful task that‘s critical to the business at that time, though he admits that sorting out the aftermath of other people‘s misjudgments can be frustrating. At first he found the gaps between jobs traumatic, but now he has got used to them, so when a job ends he simply books a holiday.
Mr. Tiernan is part of a relatively small pool of managers used by agency BIE. Whereas most suppliers of interim managers have large databases, which they tap into in order to match a manager‘s qualifications and experience with a client company‘s requirements, BIE tries to develop a good understanding of its managers‘ personalities and of how they are likely to fit into a company through interviews and from feedback on their previous assignments. He is very happy with the way the agency treats him, though he admits that he has no idea how this compares with other agencies. One advantage he finds of being one of a small number of managers is that they can get to know each other well, through the agency‘s social and professional development activities.
Interim jobs are frequently highly pressured and can be uncomfortable. John Tiernan was recently brought in to improve customer service at a division of Jarvis Porter Group, a printing and packaging company. Initial resistance from staff fairly soon melted away, but then Mr. Tiernan realized that the division‘s trading position was unsustainable, and it soon became clear that what was needed was a shutdown, not a rescue. Mr. Tiernan managed the closure, in which about 250 jobs were lost.
1. What does John Tiernan like about interim management?
A. the opportunities to have extended holidays B. the chance to learn from other people‘s mistakes C. the contact with a number of different companies D. the knowledge that the work he is doing is important
2. Which of the following is untrue about interim manager agencies?
A. They usually have large database of interim managers.
B. They try to match a manager‘s qualifications and experience with clients‘ requirements.
C. They offer trainings for the managers to improve their management expertise. D. They collect feedbacks from clients to evaluate the performance of the interim managers.
3. Concerning the way that he gets jobs, John Tiernan believes that
A. he would benefit from being on a computer database. B. the agency knows him well through personal contact.
C. he would benefit from meeting more interim managers. D. the agency treats him better than other agencies would.
4. What did John Tiernan find about his assignment with Jarvis Porter Group?
A. the task proved different from what he had been asked to do. B. the customer service staff did not co-operate with him. C. he thought it unnecessary to close the division down. D. customer service was worse than he had expected. 5. Which of the following is true about interim jobs?
A. Interim jobs are often critical to the business of the company during the
interim period.
B. Interim jobs are much less pressured than regular and permanent jobs. C. Interim jobs will not be resisted by the staff even at the initial stage.
D. Interim jobs can be very comfortable as interim managers have no
commitment to the company.
The secret is always to keep channels of communication open. Making oneself known to the whole range of employees is useful, although it may not be enough to prove one‘s value to the company. Keeping the company‘s Chief Executive informed is essential for the interim manager‘s actions to be understood and accepted. Agencies, too, often like to keep track of what their managers are doing for their clients, though few have gone as far as W&S. This Dutch company arranges for its interims to be assisted by expert ?shadow managers‘ back at base, who act as a sounding board for their ideas and actions.
Client companies hire interim managers to deal with temporary situations, such as mergers or delays in filling senior posts. Although interim managers don‘t come cheap, inaction may be even more costly, and if the company has established a good relationship with an agency, it can trust in the latter‘s ability to supply someone suitable. The interim manager arrives without corporate baggage or vested interests, which may be an advantage in the effect they have on staff, but the potential downside, which deters some companies from using them, is a fear that having only a short-term commitment to the company, they might not have its long-term interests at heart.
Interim management provider‘s defense is that the success of the system is precisely due to the reputation of managers such as Mr. Tiernan. But there are fears that the growing demand for interim managers is encouraging too many new agencies to be set up, and the absence of uniform practices is endangering quality and leading to an overall fall in standards. Whatever happens, though, it looks as though interim managers are here to stay.
6. According to the writer, which type of communication is uncommon for interim managers?
A. maintaining close contact with the company‘s Chief Executive B. getting to know people at all levels in the company
C. receiving feedback from somebody outside the company
D. sending regular reports to the agency about the work being done 7. What advantage is mentioned in using interim managers?
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