题目内容
In this section, you are asked to write an essay based on the following table, in which you should 1. describe the table. 2. state your opinions drawn from it. You should write at least 150 English words. Accidents in a Chinese City (2005)Main accident causesnumber of accidents in 2005percentage rise (+) or fall (-) over 20041. drivers turning left without due care608+10%2. drivers traveling too close to other vehicles411+9%3. pedestrians crossing roads carelessly401+12%4. drivers driving under the influence of alcohol281+15%5. drivers failing to give a signal264-5%
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给困难起名字你给困难起了一个只有一个字的名字，叫：坎。在你办公室最显眼的位置上，悬挂着一幅卷轴，上面写着斗大的一个“坎”。没有人知道这个字的意义，但你知道。几年前，你一手创建的企业因为遇上一场意外的官司而风雨飘摇。你正愁闷着，那天，你父亲来了，送来这幅字。他说：“孩子，说白了，这困难其实就是道坎，你说，这天下有人迈不过去的坎吗”我给困难起了一个两个字的名字，叫：弹簧。有一天，我以前教过的一个学生来找我，老是说他现在如何的处境不佳，如何的困难重重。我在他说话的间隙，插了一句：“困难像弹簧……”他不等我说完就接下去说：“你弱它就强，你强它就弱”。说完他就笑了，再也不提“困难”这两个字了。他给困难起了一个三个字的名字，叫：绊脚石。他是我的一个朋友。有一次，打电话找他，问起他最近在做什么。他说他在“搬石头”。我吃了一惊。心想他一个搞电脑软件的怎么会去搬石头呢原来，他正在开发一个软件，已经失败了好多次了，可他一直坚持着不放弃。他说：再给我点时间，我一准会把这块“绊脚石”搬开的。我们给困难起了一个四个字的名字，叫：小菜一碟。那天，公司老总召集全公司员工开会。公司接到一笔大订单，按理要三个月才能完成的工作量却要求我们在一个月内交货。老总很清楚这绝不是件容易的事，但从公司发展的角度出发却必须完成。在会上，老总问：“怎么样，能不能完成真完不成我们就放弃这笔订单。”我们全体员工是这样说的：“没问题，小菜一碟。”困难没有统一的标准，如果你认为它是道坎，它就是道坎，你迟早会迈过这道坎；如果你认为它是弹簧，它就是根弹簧，你卯足劲一不留神就把弹簧拉得失去弹性；如果你认为它是绊脚石，它就是块绊脚石，搬开后，你的面前就马上呈现出一条宽阔的阳光大道来；如果你认为它是小菜一碟，它就是小菜一碟，你肯定会有十足的信心将它几大口吃个精光。当然，你若是非要认定困难就是困难不可，那么你十有八九要在这困难的面前 ① ， ② 了。 最后一段①②处应填“望而却步 一蹶不振”，还是“一蹶不振 望而却步”请说明理由。
You are the president of a company. Write a memo to Percy Shelley, the vice-president on the employee’s training on computer, telling him the need to train the employees, detailed information, and ask him to write a plan about 100 words. Date: January 9, 2010 To: Percy Shelley, Vice President From: Li Ming, President Subject: Computer Training of the Staff
Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
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