The challenges faced by all child protection caseworkers are obvious (1) is often not so obvious - 试题答案网问答

第1题

What challenges are the online retailers now faced with？

第2题

听力原文：The man packed to serve as the top US commander in the Middle East faced an equal

ly tough challenge today in Washington. Navy Admiral William Fallon appeared before the Senate Armed Services Committee and spoke bluntly about the challenges plaguing the region particularly the war in Iraq. Fallon told committee members that the US miscalculated the war and that time is running out.

The Navy Admiral William Fallon said the US miscalculated the war and that time is running out in front of the committee.

A．正确

B．错误

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第3题

正确he challenges faced by all child protection caseworkers are obvious （1) is often not so obvi

正确he challenges faced by all child protection caseworkers are obvious(1)is often not so obvious are the many rewards a caseworker career(2)People often ask(3)anybody in their right mind would want to be a child protection caseworker, habitually dealing(4)the most disadvantaged and troubled families in their community. Caseworkers routinely(5)disturbing cases of child abuse and neglect, and clients who are not cooperative. Being a caseworker means being an agent of positive change,(6)when the welfare sector is not just a job to you,(7)a professional vocation.

Child protection is a difficult and(8)career path to follow, but the rewards do exist. Many of our caseworkers choose this career path out of a desire to(9)to the community. 正确o be part of a process can(10)change a family's life, and caseworkers may(11)their intervention equip a young person so that his or her future(12)are improved. Of course, this does not(13)with every intervention. But when it happens, it is a(n)(14)experience. And if you are wondering whether this experience makes the job worthwhile, the answer is YES!

A good indicator of how outside people(15)the caseworker career has been the feedback from university students. In 2006 there were 118 students on placements (实习) of caseworker career. 正确hose students who completed their placements in child protection told us about the great(16)they have had to(17)theory to practice; the many chances of learning new skills and trying new tasks; the sound knowledge(18)through training; and how(19)becoming familiar with different welfare services was(20)their future career.

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第4题

Carmen Arace Middle School is situated in the pastoral town of Bloomfield, Connecticut, bu

t four years ago it faced many of the same challenges as inner-city schools in nearby cities: low scores on standardized tests, dropping enrollment and high rates of detention. Then the schools principal, Delores Bolton, persuaded her board to buy a laptop computer for each student and teacher to use, in school and at home. The board also provided wireless Internet access at school. Total cost: $ 2. 5 million. Now, an hour before classes start, every seat in the library is taken by students eager to get online. After school, students on buses pull laptops from backpacks to get started on homework. Since the computers arrived, enrollment is up 20%. Disciplinary suspensions are down 80%. Scores on state achievement tests are up 35%. Bolton, who is black, is proud to run "a school with 90% black enrollment that is on the cutting edge. " School systems in rural Maine and New York City are eager to follow Arace Middle Schools example. Governor Angus King has proposed using $ 50 million from an unexpected budget surplus to buy a laptop for all of Maines 17 000 seventh-graders—and for new seventh-graders each fall. The plan, scaled back to $ 30 million in a compromise with the legislature, will be voted on soon. The New York City board of education voted unanimously on April 12, 2000, to create a school Internet portal, which would make money by selling ads and licensing e-commerce sites. The portal will also provide e-mail service for the citys 1. 1 million public school students. Profits will be used to buy laptops for each of the school systems 87 000 fourth-graders. Within nine years, all students in grades 4 and higher will have their own computers. Back in Bloomfield, the school board is seeking federal grant money to expand its laptop program to high school students. In the meantime, most of the kinks have been worked out. Some students were using their computers to goof off or visit unauthorized websites. But teachers have the ability to track where students have been on the Web and to restrict them. "That is the worst...when they disable you," says eighth-grade honors student Jamie Bas-sell. "You go through laptop withdrawal. " The habit is rubbing off on parents. "I taught my mom to use e-mail," says another eighth-grader. "And now shes taking computer classes, Im so proud of her!"

Which of the following is not mentioned as one of the challenges the inner-city schools faced years ago？

A．There were not enough computers for both teachers and students to use.

B．The students could not obtain high scores on standardized exams.

C．Many students could not continue their study in the following grades.

D．Fewer and Fewer children would register to start schools.

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第5题

To enable the steel industry to move out of its present troubles, certain technological ch

allenges have to be recognized, faced and overcome. First of all, steel must become more affordable. Steel consumption is an index of economic development and the per-capita consumption in industrialized countries is substantially higher than that in the largely agricultural economies of Asia, Africa and South America. As the economic focus of these regions shifts inexorably towards industry, this vast under-privileged population would consume more steel than the complete currently idle steel-making capacity could ever hope to produce.

The second challenge: Like any other mineral processing industry, production of steel results in a net depletion(用尽) of non-renewable resources of ore and energy and leads to an irreversible degradation (退化) of the global environment. Apparently, this cannot go on for ever. The steel industry must harmonize itself to the needs of both the current generation as well as those of the future, and devise ways to transcend the ecological limits on growth.

The third challenge is the ability to change. Change is a time-tested mechanism for growth, and the ability to change is the hallmark of successful organizations. The steel industry with its large capital investments and long product development life cycles, finds itself very often out of accordance with global trends. The industry in general and individual plants in particular, must reengineer their technological operations, and become flexible enough to manage change, cope with uncertainty and thrive in a dynamic environment.

The image of steel has become one of a sunset industry, which in turn deters(阻止) the best and brightest brains in the land from making a career in iron and steel. If not today, then very shortly, we are heading for an acute scarcity of new ideas with which to overcome our current problems. This is the final and perhaps the most difficult challenge. We must improve our image. We must motivate and assemble the best talents to our cause, if only to have the money to meet all the other challenges which we are facing.

The big potential steel market is ______.

A．in industrialized countries

B．in agricultural countries

C．in Asia, Africa, and South America

D．in European countries

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第6题

？Read the article about managing a small business and the questions below.？For each questi

？Read the article about managing a small business and the questions below.

？For each question 13—18,mark one letter (A, B, C or D)on your Answer Sheet, for the answer you choose.

The Hardships of Operating A Small Business

The organisational weaknesses that entrepreneurs have to cope with every day would cause the managers of a mature company to panic,' Bill Wilson wrote recently in Times. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both, Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.

Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.

The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true—that people, particularly those who make the important decisions, are a business's most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit.

Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest 'management solution'. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with 'management solutions' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.

The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. These is an organisation called ZERO which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a 'moderator', an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This spurs a free sharing of problems and increases the possibility of solutions being unveiled.

According to the second paragraph, what has led to a lack of support for entrepreneurs？

A．Entrepreneurs have always preferred to act independently.

B．The requirements of big businesses have always taken priority.

C．It is difficult to find solutions to the problems faced by entrepreneurs.

D．Entrepreneurs are reluctant to provide information about their businesses.

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第7题

听力原文： When Andrea Peterson landed her first job teaching, she faced the daunting ta

sk of creating a music programme with almost no money for equipment or supplies in a climate where standards-based learning was the focus and music just provided a break for students and teachers. For her drive and creativity in overcoming those challenges, shes been named National Teacher of the Year. Principal Waynes Kettler said hes worked with many outstanding teachers in his 22 years as an educator, but Peterson is "just that one step above anybody Ive ever worked with before." Kettler and others at Monte Cristo Elementary School talk about the ways she has introduced the learning from other classrooms into her music programme and her creativity in working around things such as the lack of money for new music. When students were reading S.E. Hintons novel The Outsiders in their regular classroom, Peterson helped them write a 30-minute play with scenes from the book. Then they chose three Broadway tunes that focused on race, equality and social justice, the themes of the book. Peterson composed two other songs herself after classroom discussions about the play and the book. The honor means a lot to residents of Granite Foils. Its inspiring to know that people from small towns even win national honors. As National Teacher of the Year, Peterson will spend more years outside the classroom, as a national and international spokeswoman for education. She said its essential for schools to offer classes such as art or music and physical education because for some kids one of those subjects is the only thing that attracts them to come back to school day after day. Questions 16 to 19 are based on the passage you have just heard. 16. What happened when Peterson began her teaching career？ 17. What is the most important reason that Peterson won the award？ 18. Which is an example of Petersons way of teaching music？ 19. What do we learn about Petersons opinion？16．

A．She concerned herself with current social problems.

B．She motivated students to learn music with her creativity.

C．She has taught music at the elementary school for 22 years.

D．She made great efforts to amuse students" interest in literature.

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第8题

Read the article about managing a small business and the questions below.For each question

Read the article about managing a small business and the questions below.

For each question 13—18, mark one letter(A, B, C or D)on your Answer Sheet, for the answer you choose.

The Hardships of Operating A Small Business

'the organisational weaknesses that entrepreneurs have to cope with every day would cause the managers of a mature company to panic, ' Bill Wilson wrote recently in Times. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.

Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.

The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true—that people, particularly those who make the important decisions, are a business's most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit.

Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest'management solution ' . They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with'management solutions'does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.

The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. These is an organisation called ZERO which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a'moderator ' , an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This spurs a free sharing of problems and increases the possibility of solutions being unveiled.

According to the second paragraph, what has led to a lack of support for entrepreneurs？

A．Entrepreneurs have always preferred to act independently.

B．The requirements of big businesses have always taken priority.

C．It is difficult to find solutions to the problems faced by entrepreneurs.

D．Entrepreneurs are reluctant to provide information about their businesses.

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第9题

—Read the article about managing a small business and the questions below.—For each questi

—Read the article about managing a small business and the questions below.

—For each question 13-18,mark one letter (A, B, C or D)on your Answer Sheet, for the answer you choose.

The Hardships of Operating A Small Business

'The organisational weaknesses that entrepreneurs have to cope with every day would cause the managers of a mature company to panic,' Bill Wilson wrote recently in Times. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialised body of wisdom, or possibly both, Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small business has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.

Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big business. In part this is because those involved in gathering expertise about business and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.

The organisational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true—that people, particularly those who make the important decisions, are a business's most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit.

Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest 'management solution'. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with 'management solutions' does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.

The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. This is an organisation called ZERO which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a 'moderator', an independently selected businessman or woman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This spurs a free sharing of problems and increases the possibility of solutions being unveiled.

According to the second paragraph, what has led to a lack of support for entrepreneurs？

A．Entrepreneurs have always preferred to act independently.

B．The requirements of big businesses have always taken priority.

C．It is difficult to find solutions to the problems faced by entrepreneurs.

D．Entrepreneurs are reluctant to provide information about their businesses.

点击查看答案

第10题

？Read the article below about the difficulties of managing a small business, and the quest

ions on the opposite page.

？For each question 13—18, mark one letter (A, B, C, or D) on your Answer Sheet for the answer you choose.

THE DIFFICULTIES OF MANAGING A SMALL BUSINESS

"The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic." Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small businesses has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.

Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big businesses. In part this is because those involved in gathering expertise about businesses and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.

The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true--that people, particularly those who make the important decisions, are business' most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.

The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader's problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or businesswoman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered.

What does the

A．It is wrong to assume that they are different from other managers.

B．The problems they have to cope with are specific to small businesses.

C．They find it difficult to attract staffs with sufficient expertise.

D．They could learn from the organizational skills of managers in large companies.

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The challenges faced by all child protection caseworkers are obvious （1) is often not so obvious