What do people fear the most and why？

What do elderly people do to the university？

A．Bring a great deal of useful experience to the university.

B．Improve human relationships in the university.

C．Bring a fear of aging among young students on the campus.

D．Improve the reputation of the university.

What do elderly people do in the university？

A．Bring a great deal of useful experience to the university.

B．Improve human relationships in the university.

C．Bring a fear of aging among young students on the campus.

D．Improve the reputation of the university.

What do people with social anxiety disorder think of their fear？

A．They think it's beyond their control.

B．They think it's beneficial.

C．They think it's controllable.

D．They think it's justified.

What do people with social anxiety disorder think of their fear？

A．They think it's beyond their control.

B．They think it's beneficial.

C．They think it's controllable.

D．They think it's justified.

What do people with social anxiety disorder think of their fear？

A. They think it's beyond their control.

B. They think it's beneficial.

C. They think it's controllable.

D. They think it's justified.

What does Andrew Grove think people can do to alleviate the scariness of change？

A．Although the scariness of change is healthy, we should eliminate some of it.

B．People should alleviate some of the scariness of change.

C．He thinks there is no need to eliminate the fear of change.

ith a great many places that they have never visited. As a result, some people fear that tourism will soon become obsolete. What do you think？ Write an essay of about 400 words.

What did the Viking probably do in the box？

A．The Viking stabbed into the cow and roared with laughter.

B．The Viking scared the people into a complete silence.

C．The Viking flung wide his arms and legs, acting like a fool.

D．The Viking went unconscious due to his fear of the rumenotomy.

？Read the text below about the art of leadership—leading with a kind heart.

？In most of the lines 41—52 there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.

？If a line is correct, write CORRECT on your Answer Sheet.

？If there is an extra word in the line, write the extra word in CAPITAL LETTERS on your Answer Sheet.

0 Leadership is not about getting to do what they want to. If they did what

00 they want, you wouldn't be needed as a leader. Instead, leadership is about getting

41 people to do what they don't want to do (or don't think they can do so)—and be

42 ardently committed to doing it. This paradox lies at the heart of all great leadership.

43 Unlike management, about which involves simply the care and feeding of your

44 organizational elephant, great leadership gets that elephant to jump up. Anyone

45 who knows anything about elephants knows about that they may run, they may

46 stand on their hind legs, and they may kneel on their fore legs, they may roll over;

47 but they don't jump. And that's what leadership is all about it: getting organizations

48 to do what they usually can't do, i.e., getting out great results consistently. Now,

49 you can't do the jumping yourself. The elephant must do it out. You can't push the

50 elephant into the air. It must jump out of its own volition. Making the elephant

51 jump involves that cultivating a special relationship between the leader and the

52 people of the organization. Many misunderstand that relationship. They try to use fear and pain to spur the activity needed to achieve consistently great results. "Sure, I'll get this elephant to jump. Just give me a cattle prod!" But inducing fear and pain are habit forming and ultimately destructive both to the leader and the people.

(41)

e U. S. in 1956 with neither a word of English, nor a dime in his pocket. Today he runs the company that makes the semiconductor chips that power 90% of the world's personal computers. He is Andrew Grove, chairman, CEO and cofounder of Intel, the San Jose based giant in semiconductor chip manufacturing. Obviously, Intel has managed change dramatically well. That's what Intel is about. Yet change really intimidates people and it's very frightening. What do you think people can do, managers, just regular folks, can do to alleviate some of the scariness of change？

M: I'm not sure you want to eliminate scariness. I really wonder if the tight-rope-walkers can do their job because they are not afraid of heights or whether they can do their jobs because they are afraid of heights and they've just learned how to do their task that much better because they know what it's like, or they have a pretty good idea what it's like to fall. I think fear is your "ally in here, because it is fear that gets you out of comfortable equilibrium, gets you to do difficult tasks". You know, managing in general is not an easy job, so I don't think I wanna eliminate fear. I don't eliminate fear of change, I don't wanna eliminate fear of what's wanna happen if you don't move. It's healthy, it's kind of like, you know, pain is healthy, physical pain, it warns your body that something is wrong and just extinguishing pain doesn't make the problem going away. It just makes your sense that there is a problem going away. So it makes it worse.

F: One of the biggest contributions that you've made down to making the public aware of what's inside a computer is the Intel Inside campaign, which is a very big marketing campaign designed to make the consumer, the end user, allow them to make their choice based on Intel being inside the box. When did you first think that this was important？ There are obviously risks to this strategy, there are obviously rewards. How did you analyse the risk-reward in this？

M: Well, you know, it was kind of obvious in a way, if you listened to the language people used to describe their computer at the time—you're talking late 80s. Most of the time, people would refer to their computer by the number, the number of the microprocessor that they had in it. I'm gonna take my trusty old 386 and look it up, or do something on it. They didn't use the name of the manufacturer. They used the model number of the microprocessor, which actually is kind of right, because the fundamental characteristic of that computer is the microprocessor. That defines what software it's gonna run, it's gonna define how fast it runs it, and if it defines how fast it runs it, it defines what you can do with it. So the user experience, what the user can do and how well he can do it, more than anything else depends on the microprocessor, the chip. So we kind of sensed that we really had that identity but we didn't know exactly how to go about it. We wanted to market the product name, but the problem with the product name was we couldn't copyright it, I mean, couldn't trademark the numbers. We had a legal battle on it and we lost. So how do you tell our story, given that the microprocessor gives the characteristic of their computer to, not completely, but more than anything else, to the user. And we started merchandising Intel, the Computer Inside. Not on the devices but in our own commercials. And that kind of worked, we had good results, good focus group results, people understood, yeah, the Intel stuff is the computer

F: So how much now do you think of your success is marketing, and how much of it is technology？

M: Andrew Grove: You know, for a long time I've thought about this and had to answer the questions internally a lot. And the best I can say is describing Intel as a three legged stool, and the three legs are design, technology and manufacturing, and marketi

A．Hungary

B．Britain

C．Portugal