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Complete the gap-filling task. Some of the gaps below may require a maximum of THREE words. Make sure the word (s) you fill in is (are) both grammatically ＆ semantically acceptable. You may refer to our notes. Steps to Overcome That Fear There are several steps of tricks to use to overcome the fear of making a mistake or looking foolish when you speak to a group: Ⅰ. Be well prepared — leave nothing to (1) — When you are well prepared, chances of failure are greatly reduced. — your material — Do not (2) exactly what you plan to say, but have a good outline of facts and information that you can talk about. — knowledge of audience — This will give you an idea of the subject.matter and (3) of your speech. — conditions — If possible, go up to the lectern to check things over and get a feel for things and check out the microphone if needed, Ⅱ. Practice Practice is extremely important. The more you give a talk, the more (4) it becomes. — practice alone — This is good to get the material more (5) in your memory. — use a mirror — You must (6) more. — You can get an idea of how you look when speaking. — It allows you to practice (7) with the audience. — stand in the corner — record your practice — This forces you to avoid (8) to try to remember things. — It allows you to play the speech back to study how you sound, your phrasing, and the content of the material. — use a friendly audience — It is getting closer to the "real world" of speaking to a group. Ⅲ. Have a backup — outlines — You can refer to them in case you have a (9) lapse. — reduce anxiety — You may never even use the cards, but they can greatly reduce your anxiety. Ⅳ. Reduce (10) of your audience — visualize them as not that important. — take three breaths to settle you down. — count to 10 before you start speaking.
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It is lunchtime at the Chateau de Bellerive, Prince Sadruddin Aga Khan’s Home on Lake Geneva. Hisguests are being served the elegant food prepared by. the prince’s kitchen. But the prince and his wife Catherine are content to have a dish of brown rice and an accompanying salad. Can it be that they are not hungry, or is the prince making a gesture, that although he is a rich man he has humble tastes No one is so impolite as to ask, but the guests may talk about it later. Sadruddin was disappointed that his father did not name him as the next leader. But father apparently believed that his son lived only for pleasure. Sadruddin’s much publicized life with his first wife Nina, a model, may have made it seem so. "Myths and labels become attached to people," he remarked later, "giving them a reputation that does not always correspond to reality." It could be that his, father had mixed UP Sadruddin with his half-brother Aly, who was briefly married to Rita Hayworth, a Hollywood star, and was indeed a tearaway. In the event, when the Aga Khan died in 1957, the crown, and the title Aga Khan IV, went to Sadruddin’ s nephew, the present bolder. Sadruddin was then 24. At that age disappointments can usually be overcome, particularly if, like the prince, you have advantages. He had had an elitist education, at Le Rosay in Switzerland and Harvard. He spoke several languages, including French from his mother,, a Parisian, and Persian and English from his father. The amount of his personal fortune was unknown but it was certainly adequate. With these assets to sustain him, Sadruddin discovered what was to be his life’s work, to improve the lot of the world’s refugees, Like many people who came to do good work for the United Nations, Sadruddin, drifted into the organization, rather than setting out to make it his career. As a student he started an art collection that eventually became one of the finest in private hands. He became concerned about the fate of Nubian statues threatened by the construction of the Aswan High Dam in Egypt, ’and in 1958 was taken on as an adviser by UNESCO, the UN’s cultural branch. He discovered that the dam not only threatened Nubian statues but that some 100,000 Nubian people were being moved from their traditional homes. People were clearly more important than statues, however precious. Those Nubians were eventually resettled in Egypt, albeit in inferior territory. In 1959 Sadruddin became an assistant to the United Nations High Commissioner for Refugees, and applied to the job the code of morality and responsibility of his faith. He was made deputy high commissioner in 1962, and in 1965 at the age of 32, was appointed to the top job. He was good at getting rich countries be generous. Perhaps only a rich man can be a successful beggar. The elder George Bush was a friend: they played tennis together. Mr. Bush found the urbane European an agreeable contrast to his Texas circle. Sadruddin stepped down after 12 years, the longest any refugee chief has held the job. He seemed the favorite to become the UN’s secretary general in 1981, but the Soviet union vetoed his candidature, claiming he was too pro-Western, and vetoed him again in 1991. Around that ’time stories circulated that the prince was a secret agent for the British, using his job as a cover for the intelligence gathering. It was almost certainly nonsense, but the Russians may have believed it. Sadruddin insisted that he had equal sympathies With Eastern and Western peoples. His description of himself as a "citizen of the world" was a fair one. The reason he bore this second big disappointment was the realization of how little had been done for the world’s poor. In a speech not long ago he said that in 80 countries people’s incomes were lower than they were ten years earlier.. The numbers of people in poverty, earning less than $1 a day, was stuck at 1.2 billion. His meal of brown rice was a heart-felt gesture. Give him that. To Prince Sadruddin, which of the following was his greatest regret
(40)至(41)题基于如下描述： 设有一个数据库，包括S、J、P、SJP四个关系模式如下： 供应商关系模式S(SNO，SNAME，CITY) 零件关系模式P(PNO，PNAME，COLOR，WEIGHT) 工程项目关系模式J(JNO，JNAME，CITY) 供应情况关系模式SJP(SNO，PNO，JNO，QTY) 假定它们都已经有若干数据。 “找出北京供应商的所有信息”的SELECT语句是
Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions. Now listen to the interview. Which of the following dress is proper at an interview, according to Mrs Miller
Last month, Hansen Transmissions International, a maker of gearboxes for wind turbines, was listed on the London Stock Exchange. Nothing noteworthy about that, you might say, despite the jump in the share price on the first day of trading and the handsome gain since: green technology is all the rage, is it not But Hansen exemplifies another trend too, which should prove every bit as durable: the rise of multinational companies from emerging economies. Its parent is Suzlon, an Indian firm that began life as a textile manufacturer but is now among the world’s five leading makers of wind turbines. Along the way, Suzlon has acquired not only Hansen, originally Belgian, but also REpower, a German wind-energy firm, spending over $ 2 billion on the pair. The world is now replete with Suzlons: global companies from emerging economies buying businesses in rich countries as well as in poorer places. Another Indian company, Tata Motors, looks likely to add to the list soon, by buying two grand old names of British carmaking, Jaguar and Land Rover, from America’s enfeebled Ford. As a symbol of a shift in economic power, this is hard to match Economic theory says that this should not happen. Richer countries should export capital to poorer ones, not the other way round. Economists have had to get used to seeing this turned on its head in recent years, as rich countries have run large current-account deficits and borrowed from China and other emerging economies (notably oil, exporters) with huge surpluses. Similarly, foreign direct investment (FDI) the buying of companies and the building of factories and offices abroad— should also flow from rich to poor, and with it managerial and entrepreneurial prowess. It is not yet time to tear up the textbook on FDI. According to the UN Conference on Trade and Development (UNCTAD), in 2006 the flow of FDI into developing economies exceeded the outflow by more than $ 200 billion. But the transfer of finance and expertise is by no means all in one direction. Developing economies accounted for one-seventh of FDI outflows in 2006, most of it in the form of takeovers. Indian companies have done most to catch the eye, but firms from Brazil, China and Mexico, in industries from cement to consumer electronics and aircraft manufacture, have also gone global. Up to a point, emerging-market multinationals have been buying Western know-how. But they have been bringing managerial and entrepreneurial skill, as well as just money, to the companies they buy. British managers bear grudging witness to the financial flair of Mexican cement bosses; Boeing and Airbus may have learnt a thing or two from the global supply chains of Brazil’s Embraer. Perhaps no one should be surprised. Half a century ago, Japan was a poor country, today Sony and Toyota are among the best-known and mightiest companies on the planet. South Korea and Taiwan are still listed as developing countries in UNCTAD’s tables, but that seems bizarrely outdated for the homes of Samsung and Taiwan Semiconductor. Now another generation is forming. To its critics, globalization may be little more than a license for giant Western companies to colonize the emerging world, yet more arid more firms from poorer economies are planting their flags in rich ground. Alas, further liberalization is not certain. The Doha round of global trade talks has been bogged down, partly in squabbles about farm trade but also over industrial tariffs in the emerging world. The services negotiations are half-hearted and direct talks on FDI were ruled out long ago, largely because of developing countries’ fears about rich invaders. And the gains forgone are considerable, a new book by the World Bank estimates that reforming services in developing countries could raise their growth rates by a percentage point. Were OECD countries to allow temporary immigration of skilled workers in service industries, the global gains might exceed $ 45 billion. A few emerging-market giants—notably India’s software firms—have been prepared to stand up for liberalization. But most have not made their voices heard. How sad for free trade, such companies would provide much better illustrations of the success of globalization than the familiar Western names do (unless you think Coca-colonization sounds really cool). And how short-sighted of them. Even if some of these adolescents grew up behind tariff barriers, that represents their past: their future will surely lie in global markets. If the Doha round fails, the next opportunity may be a long time coming. It can be inferred from the passage that ______.
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