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Early this year, Captain Startup was flying an aeroplane over New Zealand. There was a television camera crew on board. Suddenly, out in the night sky, a bright sphere came into view. Everyone on board saw it and everyone thought, "UFO" —Unidentified Flying Object. Many people believe that a UFO is a visiting craft from outer space. The camera crew went into action and started filming. That week people all over the world saw the film of this mysterious light on their television screens. Someone described the object as "a shining ping pong ball". What was it Was it a spaceship full of visitors from another planet The Captain and the film crew believed it was. Other observers had many different explanations. Some say it was Venus. Some say it was just a trick of light. The people on the aeroplane were not the only ones who saw the "UFO". An air traffic controller also saw it on his radar screen. When a reporter asked him if he believed in UFOs, he said, "I don’ t know what they are, but I’ ve got an open mind on them. " Like many scientists, he thought that a flock of birds caused dots on his radar Screen when the UFO appeared.Most astronomers now believe that what these people saw was almost certainly the planet Venus. At that time of year it is very bright and easy to see. And from a moving aeroplane it can appear to be moving fast. So far there is no proof that UFOs or spaceships from other planets do exist. According to the passage, the writer probably means to say that（）
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Conversation 1M: I’ ve got two tickets for a volleyball match this evening. Why don’ t you comeM: Uh, no, thanks. I’ m not very interested in it.W: Oh, why not Have you ever seen it playedM: No, I haven’ t. But...W: That’ s what I thought. You don’ t know what you’ ve missing.M: Don’ t I WhyW: Because it’ s very fast, with lots of action.M: Really Who’ s playingW: Two of the best men’ s teams in the world, one from Finland and the other from Belgium.M: It sounds exciting. Hmm, well, perhaps I’ ll come after all. Why does the woman hesitate to accept the invitation to the match（）
The spaceship flew around the new planet several times. The planet was blue and green. They couldn’t see the surface of the planet because there were too many white clouds. The spaceship descended slowly through the clouds and landed in the middle of a green forest. The two astronauts put on their space suits, opened the door, climbed carefully down the ladder, and stepped onto the planet. The woman looked at a small control unit on her arm. "It’ s all right," she said to the man. "We can breathe the air... it’ s a mixture of oxygen and nitrogen. " Both of them took off their helmets and breathed deeply.They looked at everything carefully. All the plants and animals looked new and strange. They could not find any intelligent life. How many astronauts are there in the spaceship（）
阅读理解二Questions 6 to 10 are based on the following passage. Carly Fiorina, Hewlett-Packard’s chief executive, came out fighting on November 14th. In a conference call with analysts, she announced better-than-expected quarterly results, even though profits were down. Ms Fiorina also reiterated why she believes her $24 billion plan to acquire Compaq is the best way forward for HP, despite objections by Hewlett and Packard family members. Last week Walter Hewlett, whose father co-founded the company, expressed concern that the merger would increase HP’s exposure to the shrinking PC market and would distract managers from the more important task of navigating through the recession. There are two ways to defend the deal. One is to point out its advantages, which is what Ms Fiorina did this week. Merging with Compaq, she said, would enable HP to reach its goals faster than it could on its own. The deal would improve HP’s position in key markets such as storage and high-end computing, as well as the economics of its PC business. It would double the size of HP’s sales force and broaden its customer base, providing more potential clients for its services and consulting arms. It would improve cashflow, margins and efficiency by adding "breadth and depth" to HP. "Having spent the last several months planning the integration of these two companies, we are even more convinced of the power of this combination," Ms Fiorina concluded. It sounds too good to be true, and it almost certainly is. But the other way to defend the deal is to point out that, even if it was a bad idea to start with, abandoning it could be even worse—a view that, unsurprisingly, Ms Fiorina chose not to advance, but is being quietly put forward by the deal’s supporters. Scrapping the merger would be extremely painful for a number of reasons. Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart, and would probably have to go. Under the terms of the merger agreement, HP might have to pay Compaq as much as $675m if it backed out. The two firms would be considerably weakened; they would also be rivals again, despite having shared confidential technical and marketing information with each other over the past few months. In short, it would all be horribly messy. What can be done to save the deal Part of the problem is that HP has no plan B. "They need a brand-recovery effort immediately," says one industry analyst. HP must give the impression that it is strong and vital, rather than desperate, and that its future is not dependent on the deal going forward. That could make the merger look more attractive and bring investors back on board. This week’s results will certainly help. The David and Lucile Packard Foundation, which owns just over one-tenth of HP’s shares, will decide whether to back the merger in the next few weeks, and HP’s shareholders are to vote on it early next year. The more credible HP’s plan B, the less likely it is that it will be needed. The expression "The more credible HP’s plan B, the less likely it is that it will be needed." most probably indicates______.
阅读理解二Questions 6 to 10 are based on the following passage. Carly Fiorina, Hewlett-Packard’s chief executive, came out fighting on November 14th. In a conference call with analysts, she announced better-than-expected quarterly results, even though profits were down. Ms Fiorina also reiterated why she believes her $24 billion plan to acquire Compaq is the best way forward for HP, despite objections by Hewlett and Packard family members. Last week Walter Hewlett, whose father co-founded the company, expressed concern that the merger would increase HP’s exposure to the shrinking PC market and would distract managers from the more important task of navigating through the recession. There are two ways to defend the deal. One is to point out its advantages, which is what Ms Fiorina did this week. Merging with Compaq, she said, would enable HP to reach its goals faster than it could on its own. The deal would improve HP’s position in key markets such as storage and high-end computing, as well as the economics of its PC business. It would double the size of HP’s sales force and broaden its customer base, providing more potential clients for its services and consulting arms. It would improve cashflow, margins and efficiency by adding "breadth and depth" to HP. "Having spent the last several months planning the integration of these two companies, we are even more convinced of the power of this combination," Ms Fiorina concluded. It sounds too good to be true, and it almost certainly is. But the other way to defend the deal is to point out that, even if it was a bad idea to start with, abandoning it could be even worse—a view that, unsurprisingly, Ms Fiorina chose not to advance, but is being quietly put forward by the deal’s supporters. Scrapping the merger would be extremely painful for a number of reasons. Since the executive teams of both firms have committed themselves to the deal, they would be utterly discredited if it fell apart, and would probably have to go. Under the terms of the merger agreement, HP might have to pay Compaq as much as $675m if it backed out. The two firms would be considerably weakened; they would also be rivals again, despite having shared confidential technical and marketing information with each other over the past few months. In short, it would all be horribly messy. What can be done to save the deal Part of the problem is that HP has no plan B. "They need a brand-recovery effort immediately," says one industry analyst. HP must give the impression that it is strong and vital, rather than desperate, and that its future is not dependent on the deal going forward. That could make the merger look more attractive and bring investors back on board. This week’s results will certainly help. The David and Lucile Packard Foundation, which owns just over one-tenth of HP’s shares, will decide whether to back the merger in the next few weeks, and HP’s shareholders are to vote on it early next year. The more credible HP’s plan B, the less likely it is that it will be needed. What is the author’s attitude toward the merger of HP
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