题目内容
（请给出正确答案）
A.How do I get to …
B.Where exactly am I？
C.Could you tell me the best way to get to…
D.What is the quickest way to get to…
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更多“To ask for directions, you can…”相关的问题
A.Good idea!
B.Don’t bother
C.Of course not
D.Sorry, I can’t
--- Excuse me, is this the right direction for the school？ --- __________ .
A.Well, no, you’re going in the wrong direction
B.No, don’t ask me
C.No, I don’t know
D.Don’t go this way
听力原文： "Where is the university？" is a question many visitors to Cambridge ask, but no one now could point them in any one direction because there is no campus. The university consists of thirty-one self-governing colleges. It has lecture halls, libraries, laboratories, museums and offices throughout the city.
Individual colleges choose their own students, who have to meet the minimum entrance requirements set by the university. Undergraduates usually live and study in their colleges, where they are taught in very small groups. Lectures, and laboratory and practical work are organized by the university and held in university buildings.
There are over 10,000 undergraduates and 3,500 postgraduates. About forty percent of them are women and some eight percent from overseas. As well as teaching, research is of major importance. Since the beginning of the 20th century more than sixty university members have won Nobel prizes.
The university has a huge number of buildings for teaching and research. It has more than sixty specialist subject libraries, as well as the University Library, which, as a copy-right library, is entitled to a copy of every book published in Britain.
Examinations are set and degrees are awarded by the university. It allowed women to take the university exams in 1881, but it was not until 1948 that they were awarded degrees.
(26)
A．Because there are no signs to direct them.
B．Because no tour guides are available.
C．Because all the buildings in the city look alike.
D．Because the university is everywhere in the city.
1.A.wallet
B.hotel
C.way
D.Meals
2.A.with
B.what
C.it
D.that
3.A.difficultly
B.stupidly
C.unhappily
D.pleasantly
4.A.mind
B.brain
C.heart
D.idea
5.A to
B.for
C.by
D.on
1.A.hotel
B.wallet
C.way
D.meals
2.A.with
B.what
C.that
D.it
3.A.stupidly
B.unhappily
C.pleasantly
D.difficultly
4.A.idea
B.heart
C.mind
D.brain
5A.to
B.for
C.on
D.by
I did not get what I wanted when I did not ask for it. We had cubicle(小隔间) offices and window offices. I set in the cubicles with several male colleagues. One by one they were moved into window offices, while I remained in the cubicles, several males who were hired after me also went to offices. One in particular told me he was next in line for an office and that it had been part of his negotiations for the job. I guess they thought me content to stay in the cubicles since I did nut voice my opinion either way.
It would be nice if we all received automatic pay increases equal to our merit, but "nice" isn't a quality attributed to most organizations. If you feel you deserve a significant raise in pay, you'll probably have to ask for it.
Performance is your best bargaining chip(筹码) when you are seeking a raise. You must be able to demonstrate that you deserve a raise. Timing is also a good bargaining chip. If you can give your boss something he or she needs(a new client or a sizable contract, for example) just before merit pay decisions are being made, you are more likely to get the raise you want.
Use information as a bargaining chip, too. Find out what you are worth on the Open market. What will someone else pay for your services？
Go into the negotiations prepared to place your chips on the table at the appropriate time and prepared to use communication style. to guide the direction of the interaction.
According to the passage, before taking a job, a person should ______.
A．demonstrate his capability
B．give his boss a good impression
C．ask for as much money as he can
D．ask for the salary he hopes to get
I confess that I am less horror-struck than some people at the prospect, which seems to me unavoidable, of an ultimate power of what is called direction of labor resting in some arm of society, whether in an organ of state or of trade unions. I should indeed be horrified if I identified this prospect with a return to the conditions of the pre-capitalist era. The economic whip of laissea-faire undoubtedly represented an advance on the serf-like conditions of that period: in that relative sense, the claim of capitalism to have established for the first time a system of "free" labour deserves respect But the direction of labour as exercised in Great Britain in the Second World War seems to me to represent as great an advance over the economic whip of the heyday of capitalist private enterprise as the economic whip represented over pre-capitalist serfdom, Much depends on the effectiveness of the positive incentives, much, too, on the solidarity and self-discipline of the community. After all, under the system of laissea-faire capitalism the fear of hunger remained an ultimate sanction rather than a continuously operative force. It would have been intolerable if the worker had been normally driven to work by conscious fear of hunger; nor, except in the early and worst days of the Industrial Revolution, did that normally happen. Similarly in the society of the future the power of direction should be regarded not so much as an instrument of daily used but rather as an ultimate sanction held in reserve where voluntary methods fail It is inconceivable that, in any period or in any conditions that can now be foreseen, any organ of state in Great Britain would be in a position, even if it had the will, to marshal and deploy the labour force over the whole economy by military discipline like an army in the field. This, like other nightmares of a totally planned economy, can be left to those who like to frighten themselves and others with scarecrows.
The word "sanction" (Para. 1) is closest in meaning to
A．corrective measures.
B．encouraging methods.
C．preventive efforts.
D．revolutionary actions.
I confess that I am less horror-struck than some people at the prospect, which seems to me unavoidable, of an ultimate power of what is called direction of labour resting in some arm of society, whether in an organ of state or of trade unions. I should indeed be horrified if I identified this prospect with a return to the conditions of the pre-capitalist era. The economic whip of laissez-faire undoubtedly represented an advance on the serf-like conditions of that period: in that relative sense, the claim of capitalism to have established for the first time a system of “free” labour deserves respect. But the direction of labour as exercised in Great Britain in the Second World War seems to me to represent as great an advance over the economic whip of the heyday of capitalist private enterprise as the economic whip represented over pre-capitalist serfdom.
Much depends on the effectiveness of the positive incentives, much, too, on the solidarity and self-discipline of the community. After all, under the system of laissez-faire capitalism the fear of hunger remained an ultimate sanction rather than a continuously operative force. It would have been intolerable if the worker had been normally driven to work by conscious fear of hunger; nor, except in the early and worst days of the Industrial Revolution, did that normally happen. Similarly in the society of the future the power of direction should be regarded not so much as an instrument of daily use but rather as an ultimate sanction held in reserve where voluntary methods fail. It is inconceivable that, in any period or in any conditions that can now be foreseen, any organ of state in Great Britain would be in a position, even if it had the will, to marshal and deploy the labour force over the whole economy by military discipline like an army in the field. This, like other nightmares of a totally planned economy, can be left to those who like to frighten themselves and others with scarecrows.
第31题：1. The word “sanction”(Line 2, Paragraph 1) is closest in meaning to______.
［A］ corrective measures
［B］ encouraging methods
［C］ preventive efforts
［D］ revolutionary actions
On a screen in front of the pilot, there will be a map of the【21】around the plane. The pilot's own【22】level or height and his own plane at the center of the【23】will show up. On the map any other planes in the airspace will【24】as spots of light with "tails" showing the direction of their light. The flight watch map is【25】for the other planes are not shown at their true【26】, but at their distances away in flying time. This【27】the problem of fast planes being too far away to be seen【28】likely to make contact in seconds and【29】planes that are close enough to be seen but so slow that there's no chance of【30】for, say, ten minutes.
The pilot will be able to see on the screen whether another plane's course conflicts with【31】. The screen will show him the flight number of the other plane, so he can contact air traffic control and ask them about the other plane’s course. Then he can take【32】action if necessary. The screen will show him whether his action puts him【33】from yet another aircraft.
Technically, the【34】will be quite complex. Computers will be necessary on the ground and【35】each aircraft to enable Flight watch to collect data about the plane courses and to calculate the distances between planes. But such small computers are now quite cheap, simple and reliable.
(36)
A．latitude
B．land
C．airspace
D．weather
But in Japan, the child will tell you "My daddy works for Mitsubishi" or for "Hitachi". But you will have no idea whether the father is the president of Hitachi or a worker of Hitachi.
In Japan, the most important thing is what organization you work for. This becomes very significant when you try to analyze the direction-taking or decision-making process. At least, it explains the greater job stability in Japan, in contrast to the greater job mobility in America.
While people differ in many ways, such differences are neither superior nor inferior to each other. A particular pattern of management behavior. develops from a complexity of unique cultural factors -- and will only work within a given culture.
For example, in any approach to a problem and in any negotiations in Japan, there is the "you to you" approach, as distinguished from the Western "i to you" approach.
The difference is this: in "I to you" , both sides present their arguments straight from their own point of view -- they state what they want and what they expect to get, Thus, a confrontation (对立)situation is set up, and Westerners are very skillful in dealing with this.
The "you to you" approach practiced in Japan is based on each side -- automatically and often unconsciously -- trying to understand the other person's point of view, and for the purpose of the discussion actually declaring this understanding. Thus, the direction of the meeting is a mutual attempt at minimizing confrontation and achieving harmony.
When asking about your occupation, Japanese emphasize ______.
A．what occupation you are engaged in
B．what company you are employed by
C．whether your job is stable
D．whether you earn a good salary
