Good morning, John. How are you doing?-- _________A.I'm pleased.B.Good night.C.Not
Good morning, John. How are you doing?
-- _________
A.I'm pleased.
B.Good night.
C.Not so bad. And you?
D.How do you do?
Good morning, John. How are you doing?
-- _________
A.I'm pleased.
B.Good night.
C.Not so bad. And you?
D.How do you do?
W: Good morning, John.
M: Well, in an ideal world, I guess we would all get along with our neighbours, wouldn't we?
W: Right. We hope so.
M: But why is it important to have a good relationship with them?
W: Well, since how you get along with your neighbours really plays a large part in your health well-being and happiness, your neighbours really kind of make your home. It's important to establish a good or at least polite relationship with your neighbours. Prevent problems later on, or maybe call on them for a favour like you are on a vacation and you need them to water your plants and pick up your mail.
M: Yeah, neighbours can be really helpful, but of course they can also be annoying. My neighbour plays music, really loudly, It' s extremely loud from early in the morning to late at night. What can I do?
W: Loud music is one of those top complaints, and I think he probably isn't even aware that he is causing problems to his neighbours. If you bring it to your neighbour' s attention, he will be more than happy to fix it. You could say something like: I'm really a light sleeper. Can you help me , out by turning down the music during evening hours or in the early morning? Or come up with a compromise.
M: Don't just call the police, right? Which a lot of people do. But, sometimes we can have unpleasant smells. My neighbour upstairs cooks a lot, and a smelly food smell comes right to the vent. Then what should I do?
W: Well, that's a tough one. You try to approach them politely, reasonably, and if that doesn't work, you could just talk to the management because maybe there is something wrong with the ventilation system. That might be a quick fix, without having that uncomfortable conversation.
M: And the neighbour that comes to visit and won't go away?
W: I think there might be somebody who is really lonely and wants a friend. Oftentimes I think a five-or ten-minute visit is fine. You don't have to be best friends with your neighbeur at all. You can just be civil and polite.
M: Well, that's important. Thank you so much for the tips.
W: My pleasure.
(20)
A.How to deal with the problems in a family.
B.How to ask a neighbour to turn down the music.
C.How to get along with those not so likable neighbours.
D.How to compromise with the management of one's building.
A.must
B.might
C.might not
D.can't
My brother used ____ in the same office with John. They are very good friends.
A. to work
B. working
C. work
D. worked
Which italicized word in the following sentences does not serve as object?
[A] We lost our way in the forest.
[B] Jenny rarely misses a football game.
[C] They all work from morning to night.
[D] The parents christened their son John.
--Good evening, Professor Hardy.
--Good evening, John. Come in, please.
--Thank you, I hope I am not interrupting you.
--No, ____________.
A:thank you
B:not at all
C:thanks
D:let it alone
I wish I could speak English______as John.
A.as good
B.as better
C.as well
I wish I could speak French ______ as John.
A.as good
B.as better
C.as well
D.as best
Frank: Hey, John. What makes you so happy?
John: You know what. I've just got a new job with a computer company.
Frank: _________!
A. Oh, so happy
B. Oh, good luck
C. Oh, such a job
D. Oh, congratulations
—Who did it better. Bill or John? —I think Bill did just ______ John.
A.as well as
B.as good as
C.as better as
听力原文:M: (interviewer): Good Morning, nice to meet you, Carry and John. Do sit down.
M: (John Chambers) / F: (Carly Fiorlua) :Thank you,
M: (interviewer): You've both been able to develop strong effective cultures. Cisco's been able to hire a 1, 000 employees a quarter even during the peak of the war for talent. And both of you enjoy an unusually low turnover levels, despite being located in a mobile Silicon Valley, What do you do to recruit and retain the employees who will best fit into the culture you're trying to cultivate and to weed out those who don't?
F: (Carly Fioriua): I think the thing that Hewlett-Packard has always been wonderful at is the loyalty of its employees. What we were not so good at is dealing with employees who were not performing up to par. And so one of the changes we've had to make is to get much more focused about what is an acceptable level of performance. And if that performance is not occurring, then we have to act with that employee. We have to coach them to better performance, we have to put them in a job that is more suited to their skills; or if beth of those things fail, we have to help them find another opportunity and let them depart with dignity, but let them depart. And se that's really been the focus we've historically been very good at attracting people. And interestingly, people have come to Hewlett-Packard not just because of technology, but also because of the company's values. They like what the company stands for. That's turned out to bo a competitive advantage for us, and I think the same thing is true of John and his company.
M: (John Chambers): I would agree. I think HP has the strongest culture in the valley and much of it very, very good. Keeping the culture is probably the most challenging thing we face, so we literally put it on the board for everybody, in terms of what the culture it along with the three to five year goals and one year objectives. And then you've got to reward people in terms of the culture that you're creating, but it's more important to have them in a nurturing environment that has the right culture. And it's amazing how powerful that is in retaining employees and attract them—particularly the ones that you want.
M: (interviewer): In terms of staying in touch with employees, I want to ask you both about this, but I want to start with you because you've got something called these birthday breakfasts. Tell us... I mean, it seems so astonishing to me that you could pull this off in a large company, but I don't want to be inaccurate, so you tell me what you do.
M: (John Chambers): Well, it again starts with what you are trying to accomplish and this is just one of the tactics that you use. And the birthday breakfasts are the most effective way we interface to our employee base. Once a month, if you have a birthday in that month, you get to come and grill the president for an hour and a half. And any topic is fair, we don't invite directors or VPs to come, and it's my best way of keeping the fingers on the pulse of what's occurring. Every session I learn two or three things that I did not know going in, and when you hear the question again and again and again from one session to the next, it means that you're not answering effectively or your answer was wrong.
M. (interviewer): You're on his board, right?
F: (Carly Fiorina): Yes.
M: (interviewer): Do you like this idea?
F: (Carly Fiorina): Yea, I think...
M: (interviewer): I mean, do you have a version of this?
F: (Carly Fiorina): Yep, I think what the principle that John is outlining which is absolutely critical is leadership cannot become disconnected from customers, disconnected from employees. Every time I visit a city, I go and spend ti
A.1, 000 a year
B.2, 000 a quarter
C.1, 000 a quarter
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