英语专业8级试题及答案.docx

英语专业8级试题及答案.docx

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英语专业8级试题及答案

TESTFORENGLISHMAJORS（2002）

一GRADEEIGHT—

TIMELIMIT：

195MIN

PARTILISTENINGCOMPREHENSION（35MIN）

SECTIONANOTE．TAKING＆GAP－FILLING

Inthissectionyouwillhearamini-lecture．YouwillhearthelectureONCEONLY.Whilelisteningtothelecture。

takenotesontheimportantpoints．Yournoteswillnotbemarked，butyouwillneedthemtocompleteal0-minutegap－fillingtaskonANSWERSHEETONEafterthemini-1ecture．Usetheblankpaperfornote-taking．

SECTIONBINTERVIEW

InthissectionyouwillheareverythingONCEONLY．Listencarefullyandthenanswerthequestionsthatfollow．Markthecorrectanswertoeachquestiononyourcolouredanswersheet．Questionslto5arebasedonaninterview．Attheendoftheinterviewyouwillbegiven15secondstoanswereachofthefollowin9，fivequestions．Nowlistentotheinterview．

1．AccordingtoJanet，thefactorthatWouldmostaffectnegotiationsis

[A]Englishlanguageproficiency．

[B]differentculturalpractices．

[C]differentnegotiationtasks．

[D]theinternationalAmericanizedstyle．

2．Janet’sattitudetowardstheAmericanizedstyleasamodelforbusinessnegotiationsis

[A]supportive．

[B]negative．

[C]ambiguous．

[D]cautious．

3．WhichofthefollowingcanNOTbeseenasadifferencebetweenBrazilianandAmericannegotiators?

[A]Americanspreparemorepointsbeforenegotiations．

[B]Americansaremorestraightforwardduringnegotiations．

[C]Braziliansprefermoreeyecontactduringnegotiations．

[D]Braziliansseekmorebackgroundinformation．

4．Whichgroupofpeopleseemstobethemoststraightforward?

[A]TheBritish．

[B]Germans．

[C]Americans．

[D]Notmentioned．

5．WhichofthefollowingisNOTcharacteristicofJapanesenegotiators?

[A]Reserved．

[B]Prejudiced．

[C]Polite．

[D]Prudent．

SECTIONCNEWSBROADCAST

InthissectionyouwillheareverythingONCEONLY．Listencarefullyandthenanswerthequestionsthatfollow．Markthecorrectanswertoeachquestiononyourcolouredanswersheet．Question6isbasedonthefollowingnews．Attheendofthenewsitem，youwillbegivenl0secondstoanswerthequestion．Nowlistentothenews．

6．Thenewsitemismainlyabout

[A]acallforresearchpaperstobereadattheconference．

[B]aninternationalconferenceontraditionalTibetanmedicine．

[C]thenumberofparticipantsattheconferenceandtheirnationalities．

[D]thepreparationsmadebythesponsorsfortheinternationalconference．

Questions7and8arebasedonthefollowingnews．Attheendofthenewsitem，youwillbegiven20secondstoanswerthequestions．Nowlistentothenews．

7．ThenewsitemmainlyconcernsinHongKong．

[A]Internetcentres

[B]anIBMseminar

[C]e-government

[D]broadcasting

8．TheaimsofthethreepolicyobjectivesincludeallthefollowingEXCEPT

[A]improvementofgovernmentefficiency．

[B]promotionofe．commerce．

[C]integrationofservicedelivery．

[D]formulationofDigital21Strategy．

Questions9andloarebasedonthefollowingnews．Attheendofthenewsitem，youwillbegiven20secondstoanswerthequestions．Nowlistentothenews．

9．WhichofthefollowingrecordswasthesecondbesttimeoftheyearbyDonovanBailey7

[A]9．98．

[B]9．80．

[C]9．91．

[D]9．95．

10．TherecordshowsthatBaileywas

[A]stillsufferingfromaninjury．

[B]gettingbackinshape．

[C]unabletocompetewithGreene．

[D]lessconfidentthanbefore．

PARTⅡREADINGCOMPREHENSION（30MIN）

Inthissectiontherearefourreadingpassagesfollowedbyatotalof20multiple-choicequestions．Readthepassagesandthenmarkyouranswersonyourcolouredanswersheet．

TEXTA

Doyoueverfeelasthoughyouspendallyourtimeinmeetings?

HenryMintzber9，inhisbookTheNatureofManagerialWork，foundthatinlargeorganizationsmanagersspent22percentoftheirtimeattheirdesk，6percentonothertelephone，3percentonotheractivities，butawhoppin969percentinmeetings．

Thereisawidely-heldbutmistakenbeliefthatmeetingsarefor“solvingproblems”and“makingdecisions”．Forastart。

thenumberofpeopleattendingameetingtendstobeinverselyproportionaltotheircollectiveabilitytoreachconclusionsandmakedecisions．Andthesearetheleastimportantelements．

Insteadhoursaredevotedtosideissues，playingelaborategameswithoneanother．Itseems，therefore，thatmeetingsservesomepurposeotherthanjustmakingdecisions．

Allmeetingshaveonethingincommon：

role-playin9．Themostformalroleisthatofchairman．Hesetstheagenda，andagoodchairmanwillkeepthemeetingrunningontimeandtothepoint．Sadly，theother，informal，role-playersareoftenabletogaintheupperhand．Chiefisthe“constanttalker”，whojustlovestohearhisorherownvoice．

Thentherearethe“can’tdo”typeswhowanttomaintainthestatusquo．Sincetheyhaveoftenbeenintheorganizationforalongtime，theyfrequentlyquotehistoricalexperienceasanexcusetoblockchange：

“Itwon’twork，wetriedthatlastyearanditwasadisaster．”Amoresubtleversionofthe“can’tdo”type，the“Yes，but…”hasemergedrecently．Theyhavelearntabouttheneedtosoundpositive．buttheystillcan’tbeartohavethingschange．

Anotherwholesub．setofcharactersarepeoplewh010vemeetingsandwantthemtocontinueuntil5：

30pmorbeyond．Irrelevantissuesaretheirspeciality．Theyneedtocallorattendmeetings，eithertoavoidwork，ortojustifytheirlackofperformance，orsimplybecausetheydonothaveenoughtodo．

Thentherearethe“counter-dependents”．thosewhousuallydisagreewitheverythingthatissaid，particularlyifitcomesfromthechairmanorthroughconsensusfromthegroup．Thesepeopleneedtofightauthorityinwhateverform．

Meetingscanalsoprovideattenderswithasenseofidentificationoftheirstatusandpower．Inthiscase，managersarrangemeetingsasameansofcommunicatingtootherstheboundariesoftheirexclusiveclub：

whois“in”，andwhoisnot．

Becausesomanymeetingsendinconfusionandwithoutadecision，anothergameisplayedattheendofmeetings，calledreachingafalseconsensus．Sinceitisimportantforthechairmantoappearsuccessfulinproblem-solvingandmakingadecision，thegroupreachesafalseconsensus．Everyoneishappy，havingspenttheirtimeproductively．Therealityisthatthedecisionissoambiguousthatitisneveractedupon，orifitis，thereiscontinuingconflict，forwhichan-othermeetingisnecessary．

Intheend．meetingsprovidetheopportunityforsocialintercourse，toengageinbattleinfrontofourbosses，toavoidunpleasantorunsatisfyingwork，tohighlightoursocialstatusandidentity．Theyare，infact，anecessarythoughnotnecessarilyproductivepsychologicalside-show．Perhapsitisourcivilizedwaytomoderatin9，ifnotpreventin9，change．

★11．Theword“whopping”inthesecondParagraphprobablymeans

[A]colossal．

[B]equitable．

[C]reversible．

[D]subversive．

12．Onrole．playing，thepassageseemstoindicatethatchairman

[A]talksasmuchasparticipants．

[B]isusuallya“constanttalker”．

[C]preferstotaketheroleofanobserver．

[D]isfrequentlyoutshonebyparticipants．

13．WhichofthefollowingisNOTadistinctcharacteristicofthethreetypesofparticipants?

[A]Submissiveness．

[B]Stubbornness．

[C]Disobedience．

[D]Lackoffocus．

14．Thepassagesuggeststhatafalseconsensuswasreachedattheendofameetinginorderto

[A]makeroomforanothermeeting．

[B]bringanillusorysenseofachievement．

[C]highlighttheimportanceofameeting．

[D]goaheadwiththeagreedprogramme．

TEXTB

Cooperativecompetition．Competitivecooperation．Confused?

Airlineallianceshavetravellersscratchingtheirheadsoverwhat’sgoingonintheskies．Somefolksviewalliancesasablessingtotravellers，offeringseamlesstravel，reducedfaresandenhancedfrequent-flyerbenefits．Othersseeaconspiracyofbigbusinesses，causingdecreasedcompetition，increasedfaresandfewerchoices．Whateveryouropinion，there’snoescapingairlinealliances：

themarketinghypeisunrelenting，witheachofthetwomega-groupings，OneworldandStarAlliance，promotingitselfasthebestchoiceforalltravellers．And，evenifyouturnawayfromtheirads,chancesarethattheywillfigureinanyofyourtravelplans．BytheendoftheYear,OneworldandStarAlliancewillbetweenthemcontrolmorethan40%ofthetrafficinthesky.SomePunditspredictthatfigurewillbemorelike75%in10years.

Butwhy，afteryearsofoftenferociouscompetition，haveairlinesdecidedtobandtogether?

Let，sjustsaythetimingismutuallyconvenient．NorthAmericanairlines，havingexhausteda11meansofearningcustomerloyaltyathome，havebeenlookingforwaystoreachouttotor-eignflyers．Asiancarriersarestillhurtingfromtheregion.wideeconomicdownturnthatbegantwoyearsago一justwhensomeoftheairlinesweretakingdeliveryofnewaircraft.Alliancesalsoallowcarrierstocutcostsandincreaseprofitsbypoolingmanpowerresourcesontheground（ratherthaneachairlinemaintainingitsowngroundcrew）andcode-sharing一thePracticeoftwopartnerssellingticketsandoperatingonlyoneaircraft.

Soalliancesareterrificforairlines-butaretheygoodforthepassenger?

Absolutely,saytheairlines：

thinkofthelounges，thejointFFP（frequentflyerprogramme）benetits，theround．the．worldfares，andtheglobalservicenetworks．Thenthere’sthepromlseof”seamlesstravel：

theabilityto，say，travelfromSingaporetoRometoNewYorktoRiodeJaniero，allononeticket，withouthavingtowaithoursforconnectionsorworryaboutYourbags.SoundsUtopian?

PeterBueckin9，CathayPacific’sdirectorofsalesandmarketin9，thinksthatseamlesstravelisstillevolvin9．“It’sfairtosaythattheselinksareonlyintheirinfancy.Thekeytoseam.1essnessrcstsininfrastructureandinformationsharing．We’reworkingonthis.”He