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Directions:For each blank in the following passage, choose the best answer from the choices given below. Mark your answer on the Answer Sheet by drawing with a pencil a short bar across the corresponding letter in the brackets.Recruiting(招募) the right candidate to fill a vacancy can be a difficult and costly task. (31) the wrong person could be an expensive mistake which could cause personal problems for the whole department. And, as every HR(Human Resource) manager knows, it is much more difficult to get rid of someone than it is to (32) them. The HR manager’s first decision is (33) to recruit internal applicants or advertise the vacancy outside the company. (34) applicants are easy to recruit by memo, e-mail, or newsletter. Furthermore, they are easy to assess and know the company well. (35) , they rarely bring fresh ideas to a position. More- over, a rejected internal candidate might become unhappy and leave the company.Recruiting outside the company means either advertising the vacancy directly or (36) an employment agency. If the company decides to advertise the vacancy directly, it has to decide where to place the (37) . Traditionally this has meant newspapers and professional journals but now the Intemet is also very popular. The decision normally depends on the vacancy. Companies advertise blue-collar or clerical jobs in local news- papers and senior management (38) in national papers or professional journals, (39) the Intemet is one of the best ways of advertising IT vacancies or recruiting abroad. However, with the Internet is a risk (40) receiving unsuitable applications from all over the world. 38（）
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Today business cards are distributed with abandon by working people of all social classes, illustrating not only the ubiquity of commercial interests but also the fluidity of the world of trade. Whether one is buttonholing potential clients for a carpentry service, announcing one’s latest academic appointment, or "networking" with fellow executives, it is permissible to advertise one’s talents and availability by an outstretched hand and the statement "Here’s my card." As Robert Louis Stevenson once observed, everybody makes his living by selling something. Business cards facilitate this endeavor. It has not always been this way. The cards that we use today for commercial purposes are a vulgarization of the nineteenth-century social calling cards, an artifact with a quite different purpose. In the Gilded Age, possessing a calling card indicated not that you were interested in forming business relationships, but that your money was so old that you had no need to make a living. For the calling-card class, life was a continual round of social visits, and the protocol (礼 仪) governing these visits was inextricably linked to the proper use of cards. Pick up any etiquette manual predating World War Ⅰ, and you will find whole chapters devoted to such questions as whether a single gentleman may leave a card for a lady; when a lady must, and must not, turn down the edges of a card; and whether an unmarried girl of between fourteen and seventeen may carry more than six or less than thirteen cards in her purse in months beginning with a "J". The calling card system was especially cherished by those who made no distinction between manners and mere form, and its preciousness was well defined by Mrs. John Sherwood. Her 1887 manual called the card "the field mark and device" of civilization. The business version of the calling card came in around the turn of the century, when the formerly well defined borders between the commercial and the personal realms were used widely, society mavens (专家) considered it unforgivable to fuse the two realms. Emily Post’s contemporary (当代) Lilian Eichler called it very poor taste to use business cards for social purposes, and as late as 1967 Amy Vanderbilt counseled that the merchant’s marker "may never double for social purposes.\ According to the author, people distribute their business cards in order to
Today business cards are distributed with abandon by working people of all social classes, illustrating not only the ubiquity of commercial interests but also the fluidity of the world of trade. Whether one is buttonholing potential clients for a carpentry service, announcing one’s latest academic appointment, or "networking" with fellow executives, it is permissible to advertise one’s talents and availability by an outstretched hand and the statement "Here’s my card." As Robert Louis Stevenson once observed, everybody makes his living by selling something. Business cards facilitate this endeavor. It has not always been this way. The cards that we use today for commercial purposes are a vulgarization of the nineteenth-century social calling cards, an artifact with a quite different purpose. In the Gilded Age, possessing a calling card indicated not that you were interested in forming business relationships, but that your money was so old that you had no need to make a living. For the calling-card class, life was a continual round of social visits, and the protocol (礼 仪) governing these visits was inextricably linked to the proper use of cards. Pick up any etiquette manual predating World War Ⅰ, and you will find whole chapters devoted to such questions as whether a single gentleman may leave a card for a lady; when a lady must, and must not, turn down the edges of a card; and whether an unmarried girl of between fourteen and seventeen may carry more than six or less than thirteen cards in her purse in months beginning with a "J". The calling card system was especially cherished by those who made no distinction between manners and mere form, and its preciousness was well defined by Mrs. John Sherwood. Her 1887 manual called the card "the field mark and device" of civilization. The business version of the calling card came in around the turn of the century, when the formerly well defined borders between the commercial and the personal realms were used widely, society mavens (专家) considered it unforgivable to fuse the two realms. Emily Post’s contemporary (当代) Lilian Eichler called it very poor taste to use business cards for social purposes, and as late as 1967 Amy Vanderbilt counseled that the merchant’s marker "may never double for social purposes.\ Judging from the passage, the author’s attitude toward today’s use of business cards is
Passage ThreeIn recent years, railroads have been combining with each other, merging into super systems, causing heightened concerns about monopoly. As recently as 1995, the top four railroads accounted for under 70 per cent of the total ton-miles moved by rails. Next year, after a series of mergers is completed, just four rail roads will control well over 90 percent of all the freight moved by major rail carriers.Supporters of the new super systems argue that these mergers will allow for substantial cost reductions and better coordinated service. Any threat of monopoly, they argue, is removed by fierce competition from trucks. But many shippers complain that for heavy bulk commodities traveling long distances, such as coal, chemicals, and grain, trucking is too costly and the railroads therefore have them by the throat.The vast consolidation within the rail industry means that most shippers are served by only one rail company. Railroads typically charge such "captive" shippers 20 to 30 percent more than they do when another railroad is competing for the business. Shippers who feel they are being overcharged have the right to appeal to the federal government’s Surface Transportation Board for rate relief, but the process is expensive, time consuming, and will work only in truly extreme cases.Railroads justify rate discrimination against captive shippers on the grounds that in the long nm it reduces everyone’s cost. If railroads charged all customers the same average rate, they argue, shippers who have the option of switching to trucks or other forms of transportation would do so, leaving remaining customers to shoulder the cost of keeping up the line. It% theory to which many economists subscribe, but in practice it often leaves railroads in the position of determining which companies will flourish and which will fail. "Do we really want railroads to be the arbiters of who wins and who loses in the marketplace" asks Mar- tin Bercovici, a Washington lawyer who frequently represents shipper.Many captive shippers also worry they will soon be his with a round of huge rate increases. The railroad industry as a whole, despite its brightening fortuning fortunes, still does not earn enough to cover the cost of the capital it must invest to keep up with its surging traffic. Yet railroads continue to borrow billions to ac- quire one another, with Wall Street cheering them on. Consider the $10. 2 billion bid by Norfolk Southern and CSX to acquire Conrail this year. Conrail’s net railway operating income in 1996 was just $ 427 million, less than half of the carrying costs of the transaction. Who% going to pay for the rest of the bill Many captive shippers fear that they will, as Norfolk Southern and CSX increase their grip on the market. According to the text, the cost increase in the rail industry is mainly caused by （）.
Directions:For each blank in the following passage, choose the best answer from the choices given below. Mark your answer on the Answer Sheet by drawing with a pencil a short bar across the corresponding letter in the brackets.Recruiting(招募) the right candidate to fill a vacancy can be a difficult and costly task. (31) the wrong person could be an expensive mistake which could cause personal problems for the whole department. And, as every HR(Human Resource) manager knows, it is much more difficult to get rid of someone than it is to (32) them. The HR manager’s first decision is (33) to recruit internal applicants or advertise the vacancy outside the company. (34) applicants are easy to recruit by memo, e-mail, or newsletter. Furthermore, they are easy to assess and know the company well. (35) , they rarely bring fresh ideas to a position. More- over, a rejected internal candidate might become unhappy and leave the company.Recruiting outside the company means either advertising the vacancy directly or (36) an employment agency. If the company decides to advertise the vacancy directly, it has to decide where to place the (37) . Traditionally this has meant newspapers and professional journals but now the Intemet is also very popular. The decision normally depends on the vacancy. Companies advertise blue-collar or clerical jobs in local news- papers and senior management (38) in national papers or professional journals, (39) the Intemet is one of the best ways of advertising IT vacancies or recruiting abroad. However, with the Internet is a risk (40) receiving unsuitable applications from all over the world. 37（）
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