Woman: Our work in the language lab has been of great benefit to me. You know when I first
A.He is inexperienced, too.
B.He failed the language course himself.
C.He thinks the language lab is helpful.
D.The teacher has helped him to catch up.
A.He is inexperienced, too.
B.He failed the language course himself.
C.He thinks the language lab is helpful.
D.The teacher has helped him to catch up.
听力原文:W: I hope this watch will work well because it's a gift for my husband.
M: Our company guarantees the best quality. We haven't received any complaint on this watch since it was put on sale.
Q: What do we learn from the conversation?
(5)
A.The woman wants to return the watch to the company.
B.The woman is buying her husband a gift.
C.The woman's watch doesn't work properly.
D.The woman wants to make a complaint on the watch.
W: Oh,actually I've never got round to making one in the first place.
Q: What does the woman mean?
(17)
A.She forgot to cancel the reservation.
B.They can go to the restaurant tonight.
C.She has to work late tonight.
D.They don't have a reservation.
听力原文:M: I can not remember when our final lab report is due.
W: The fifteenth. But we shouldn't put it off until the last minute.
Q: What does the woman mean?
(19)
A.They need to begin their work by the fifteenth.
B.They should take their lab reports off the desk.
C.They have fifteen minutes to finish their work.
D.They should get to work on their report soon.
W:Our tailor has been out sick.So work is backed up for about a week.
Q:What is the man's problem?
(14)
A.He felt sick when he saw the alteration.
B.He thinks the woman is being mean.
C.He expected his suit to be ready.
D.He backed up into another car.
Section A
Directions: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, one or more questions will be asked about what was said. Both the conversation and the questions will be spoken only once. After each question there will be a pause. During the pause, you must read the four choices marked A, B, C and D, and decide which is the best answer.
听力原文:M: Jane, I'm having difficulty with all the theoretic stuff we are getting in our computer course.
W: Oh, that part I understand. What I can't figure out is how to make it work in our program.
Q: What is the woman's problem?
(12)
A.Her computer doesn't work well.
B.She isn't getting along with her staff.
C.She didn't register for a proper course.
D.She can't apply the theory to her program.
听力原文:(Woman) Could you please connect me to Susan Lam's room?
(Man) Just a moment, please... I'm sorry, I can't find anyone by that name in our records. Are you sure she's staying here?
(Woman) Yes, I'm sure. I was just talking to her a minute ago. Oh, wait, I made a mistake. It's Susan Lim, not Susan Lam.
(Man) Oh, yes, I see her name. Let me connect you to her room.
Where does the man probably work?
A.In a post office
B.In a restaurant
C.In a hotel
D.In a school
W: Yes, I know. But I' ve been too busy to telephone him.
Why does the man want to work in the woman' s department?
A.He wants to learn more foreign language.
B.He is not satisfied with his old job.
C.He wants to be an English teacher.
D.He needs more training in English teaching.
M: Our boss is a working machine. Keeping on working and making money is what he has in his mind. But we workers need rest.
W: Actually in some other companies they also do exercises to the radio broadcast. We need relaxation once in a while and only by this can we work efficiently.
M: Yes, I couldn't agree you more. But now we have to continue.
What is the relationship between the man and the woman?
A.They are classmates.
B.They are colleagues.
C.They are roommates.
D.They are relatives.
Man: I'm working for a computer web designing company. It's a fairly large local company in Shanghai which specializes in designing websites for joint ventures and wholly owned foreign enterprises. Most of our clients are from Shanghai, but we also get a lot of clients from Shenzhen and a few from Beijing.
Woman: Uh…huh…and what are some of your responsibilities? Tell me something about a typical day at work.
Man: Well, what I have to do is give the basic instructions to the junior staff about what I basically want to see in the web design, and so I have to ensure the job is done right. So, I guess you can say I'm in charge of the planning, but I do not do any of the actual manual work of programming. So most of the day I am either writing up plans, communicating them to the staff or checking through what they have done.
Woman: What are some of the things you like about your work?
Man: Well, it is creative and interesting and there is always a way to do it better. The best thing about my work is that it generally pleases the people when it is done well, so you can get immediate feedback. Also, to be frank, the pay is pretty good—I mean, you work hard but your salary at the end of the month is a lot better than what a lot of others are making.
Woman: That sounds very exciting. Are there any things about your job that you don't like so much?
Man: Well. do people in the computer field ever go home on time? Not often. The hours are long and the deadlines are quite tight, because the customers often have no concept about how much actual labor is involved. They say they need it by a certain date, and will tell us directly that if we can't get it done they wilt go to our competitors. So it's not unusual for me to be working until midnight in my office, which my family doesn't exactly like.
Woman: Good.
•You will hear a job interview.
•For each question (23-30), mark one letter (A, B or C) for the correct answer.
•After you have listened once, replay the recording.
The interviewee's current job is
A.designing web.
B.planning.
C.programming.
Man: If you measure enjoyment by staff retention and improved productivity, the answer is definitely yes. But this doesn't happen by itself. In Carserve, we like the fact that our staff keep in touch with each other, through personal phone calls and emails. We also use email for company communications, instead of using office notice boards, though of course we can't guarantee that everyone reads them all. But the absence of a sharp division between work and home sometimes creates a definite sense of insecurity, which we can't always remove.
Woman: Wasn't there a risk in introducing remote working?
Man: Before it was started, the greatest fear was that, with the change in the support provided, people would be less productive. As it's turned out, staff have to be actively encouraged to take short breaks. You see, they tend to feel they have to answer the phone at the first ring, in case their manager thinks they're sitting around watching TV, even though they know we don't do that kind of checking up.
Woman: When you joined Carserve you weren't happy with the ways things were being run, were you? What was the problem?
Man: The management focused on what could be put down on paper, like an organogram showing reporting lines. But they tended to avoid the less concrete issues, like how to ensure the workers knew what they were expected to achieve. So despite detailed planning and plenty of memos, in reality people were working in a bit of a vacuum.
Woman: How did you turn that around?
Man: Communication is important, but regular meetings are no substitute for a change of attitude. Managers have to start from the assumption that the remote workers are doing their job properly, even though they aren't being supervised. So that's what I focused on.
Woman: You do teamwork, don't you, eventhough the teams aren't physically working in the same place. How does that work?
Man: Surprisingly, perhaps, it makes them more effective. Because they know they're only coming into the office for a team meeting, they plan that meeting much more carefully than perhaps they would do otherwise. And between meetings they communicate by email or phone, and that tends to take the pressure off reaching a decision before thinking it right through.
Woman: Earlier, you mentioned the use of electronic communication internally, like the phone, and computers for emails. Have these replaced face-to-face contact?
Man: Not entirely. In fact, managers often work from home too, and staff are sometimes afraid, wrongly in fact, that a phone call will disturb them, or that an email won't be read on time. So, we make sure staff can regularly talk to their managers face-to-face.
Woman: Doesn't remote working make it difficult for managers to carry out their work?
Man: It certainly changes its nature. As part of our performance management process, managers visit staff at home twice a month. When everyone works in one office, you get on with some, and have less rapport with others, and usually that doesn't matter. But when you travel around visiting staff in their own homes, you have to develop relationships with them that are based on their needs, which may mean helping them with aspects of their non-working lives that are affecting their work.
Woman: So, have you organised training for managers, to deal with this new way of working?
Man: Yes, a great deal of thought goes into finding out what would most benefit staff. Many people would focus on how to use the technology, but in our experience that isn't a priority. We've already run workshops on managing remote teams, but many ma
A.They think that they do not receive enough company information.
B.They want a greater amount of informal contact with colleagues.
C.They feel uncomfortable without a separate office base.
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