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[单选题]
The speaker agreed to（）from the position that he had just sated.
A.return
B.jump
C.withdraw
D.retreat
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题目内容
（请给出正确答案）
A.return
B.jump
C.withdraw
D.retreat
答案
更多“ The speaker agreed to（）from the position that he had just sated.”相关的问题
第1题
听力原文：Speaker One
Woman: This was a workshop for department heads, and it was supposed to make us more effective and flexible in dealing with staff. We worked in teams of four, and simulated various situations, taking it in turn to be the manager and the employee, and after each activity the rest of the team gave feedback on our style. and performance. That was really demanding, and, after a while, people began to get quite critical towards each other, and actually some people got irritable, but it was very worthwhile. We agreed we were all pretty bad at doing staff appraisals, so we arranged for the next session to deal with this. Actually it was some people's first experience of looking in depth at their own behaviour and reactions.
Speaker Two
Man: The Chief Executive was there, and all the senior managers and department heads, and the idea was that we'd plan how to introduce the new structure that's going to be put in place next year. First, the CE presented the company's objectives and the new organisation, then we broke up into small groups to discuss how to implement it all. After that, each group gave their comments to the whole seminar. Some very sensible criticisms were made, which the boss clearly wasn't expecting, but he did agree not to split up the marketing department after all. Anyway, we ended up by agreeing on a timetable for a meeting to brief the workforce and for the various moves, so we're probably quite well prepared now.
Speaker Three
Woman: I went to something called a 'team role laboratory', which was for the manager, supervisors and all the staff of my department. The idea was to focus on everyone's behaviour and working relationships. It was a very powerful experience, as you can imagine, because it brought up all sorts of feelings. There's a lot of resentment at some people never being around when there's an emergency, and at the way one of the supervisors lets people get away with anything. In fact, this made him realise he's not cut out for the job, and he's since resigned. We also tried to establish what the department's objectives were, and it was an eye- opener to some people to discover what we're actually supposed to be doing, and how we fit in with the rest of the company.
Speaker Four
Man: They'd invited the managers of a different- sized store in each division, together with some of the higher-level managers, and we were grouped in vertical lines. So, I was with my area manager and her division manager. We had to brainstorm how to cut costs and improve margins in the light of last year's poor figures. At first, I was afraid of disagreeing with my boss in case it was held against me in the future, but, after a while, we felt more like equals. It made me realise how little I'm told about the big issues in the company: some of my suggestions couldn't be implemented for reasons I didn't know anything about. So, one good thing that came out of it was that my boss agreed to meet me and the other store managers once a month to tell us what's going on in the company.
Speaker Five
Woman: Mine was a workshop on horizontal team effectiveness, which means that Production and Sales met to see how we could work better together. First, Sales said how they saw us, and we gave our opinion of them, then we each explained how we organise our work, how we're affected by other parts of the company, and so on. That gave us all a much more accurate picture of what was actually going on. And that led on to looking at how we could help each other more, which was very useful. We agreed on more realistic timescales for dealing with orders and on a system for the managers to consult each other on problems. We also decided to get together again in six months' time, to see how things are going.
&8226;You will hear five different people talking about workshops they have recently attended.
&8226;For each extract there are two tasks. For Task One, choose the aim of the workshop from the
第2题
听力原文： When I was growing up in America, I was ashamed of my mother's Chinese English. Because of her English, she was often treated unfairly. People in department stores, at banks, and at restaurants did not give her good service, pretended not to understand her, or even acted as if they did not hear her.
My mother realized the limitations of her English as well. When I was fifteen, she used to have me call people on the phone to pretend I was she. I was forced to ask for information or even to yell at people who had been rude to her. One time I had to call her stockbroker. I said in an adolescent voice that was not very convincing, "This is Mrs. Tan."
And my mother was standing beside me, whispering loudly, "Why he don't send me check already two week lone."
And then, in perfect English I said: "I'm getting rather concerned. You agreed to send the check two weeks ago, but it hasn't arrived."
Then she talked more loudly. "What he want？ I come to New York tell him front of his boss." And so I turned to the stockbroker again, "I can't tolerate any more excuse. If I don't receive the check immediately, I am going to have to speak to your manager when I am in New York next week."
The next week we ended up in New York. While I was sitting there red-faced, my mother, the real Mrs. Tan, was shouting to his boss in her broken English.
When I was a teenager, my mother's broken English embarrassed me. But now, I see it differently. To me, my mother's English is perfectly clear, perfectly natural. It is my mother tongue. Her language, as I hear it, is vivid, direct, and full of observation and wisdom. It was the language that helped shape the way I saw things, expressed ideas, and made sense of the world.
Questions 29 to 32 are based on the passage you have just heard.
29. Why was the speaker's mother poorly served？
30. What do we learn about the speaker from the passage？
31. What does the speaker think of her mother's English now？
32. What can we infer about Chinese English from the passage？
(33)
A．She was not very polite.
B．She was not clearly heard.
C．She was often misunderstood.
D．She was unable to speak good English.
第3题
【D1】
第4题
听力原文：Speaker 1
I think the worst meeting I ever attended was one where there was an awful lot of talk in fact the chairperson bent over backwards to make sure everyone had their say, and clearly a lot of people felt strongly about the proposal on the table. We seemed to be pretty evenly divided on it, so it really needed a vote, but the chair chose to 'take the feeling of the meeting' instead, and I felt he was unduly influenced by the opinions of one or two very vocal people. And it was a pretty important matter, too, because our design department had come up with a range of materials that would entail radically changing the manufacturing process. We agreed to go ahead with it, but we were taking a real risk.
Speaker 2
Well, we once had a meeting about how to get raw materials exactly when we needed them: you see, sometimes they'd come in very soon after we'd placed an order, and would fill all our storage space, and at other times production would have to stop because we'd run out of what we needed. I reckoned that we should renegotiate the agreement we had with the company concerned, to build in a time-scale, And that was what we decided to do, but it turned out that in fact they weren't really interested, because in their terms we were too small a customer Oddly enough, one of our purchasing assistants knew about this, but hadn't been invited to the meeting. Still, it helped us when we drew up the agreement with o different firm,
Speaker 3
The company had recently been taken over, and we were selling in overseas markets for the first time. A new department was set up, which a number of people moved into from domestic sales. But they simply weren't up to the new demands. For instance, they weren't aware of cultural differences in how people negotiate, and as a result, our foreign sales just weren't happening. So we had a meeting about how to get the input we needed, and the outcome was that we decided to find a company that could provide an in-house seminar for us. The trouble was, some people had made up their minds about the best method before the meeting and though it was all very polite, they just ignored what the others said. Honestly, I was pretty annoyed,
Speaker 4
I wish everyone who chaired a meeting was trained in how to do iL For one thing, they really ought to make sure everyone gets the chance to say what they think, because otherwise people start wondering if there's any point in having a meeting, and that can be bad for morale. I was once in a project group, and we had a meeting to consider improvements to the way one particular division was structured, Well, the Chief Executive decided to attend, which wasn't a good idea, because the project leader, who was chairing the meeting, kept asking the CE what he thought, so some people more or less gave up, It's not that any of the project group particularly disagreed with the decisions, but they felt their opinions weren't being taken seriously.
Speaker 5
Our board of directors was in talks with one of our competitors about amalgamating, and the Managing Director called a meeting of the workforce to explain the implications. He started by saying that the synergies in the new relationship would mean we could cut costs, particularly in bulk purchasing of supplies, and anyone whose job disappeared would be offered retraining, But people didn't believe him and thought there would be mass redundancies. It got completely out of hand. Everyone was determined to have their say, people were shouting, and eventually the MD gave up and walked out. It was the most chaotic meeting I've ever attended, but at least we all felt a bit better for having let off steam! In fact demand for our products rose, and nobody was laid off after all,
&8226;In this part of the Listening Test you listen to five short monologues, spoken by five different speakers.
&8226;There are two tasks for each of the five monologues. For each task you must choose one out o
第5题
The girls'team agreed to let Donald join them, didn't they？
A．No, they didn't
B．Yes, they did.
C．No, they couldn't
第6题
A.approved
B.consented
C.agreed
D.admitted
第7题
It's universally agreed that good literature
A．contains lots of issues.
B．arouses readers' thinking.
C．contains a central theme.
D．arouses readers' understanding.
第8题
听力原文： It was the summer of 1965. DeLuca, then 17, visited Peter Buck, a family friend. Buck asked DeLuca about his plans for the future. "I'm going to college, but I need a way to pay for it," DeLuca recalls saying. "Buck said, you should open a sandwich shop." That afternoon, they agreed to be partners. And they set a goal: to open 32 stores in ten years. After doing some research, Buck wrote a check for $1,000. DeLuca rented a storefront in Connecticut, and when they couldn't cover their start-up costs, Buck kicked in another $1,000.
But business didn't go smoothly as they expected. DeLuca says, "After six months, we were doing poorly, but we didn't know how badly, because we didn't have any financial controls." All he and Buck knew was that their sales were lower than their costs.
DeLuca was managing the store and going to the University of Bridgeport at the same time. Buck was working at his day job as a nuclear physicist in New York. They'd meet Monday evenings and brainstorm ideas for keeping the business running. "We convinced ourselves to open a second store. We figured we could tell the public, 'We are so successful, we are opening a second store.'" And they did — in the spring of 1966. Still, it was a lot of learning by trial and error.
But the partners' learn-as-you-go approach turned out to be their greatest strength. Every Friday, DeLuca would drive around and hand-deliver the checks to pay their suppliers. "It probably took me two and a half hours and it wasn't necessary, but as a result, the suppliers got to know me very well, and the personal relationships established really helped out," DeLuca says.
And having a goal was also important. "There are so many problems that can get you down. You just have to keep working toward your goal," DeLuca adds. DeLuca ended up founding Subway Sandwich, the multimillion-dollar restaurant chain.
Questions 26 to 29 are based on the passage you have just heard.
26. What was DeLuca's purpose in opening the first sandwich shop？
27. What can we learn about DeLuca and Buck's first shop？
28. Why did DeLuca and Buck decide to open a second store？
29. What contributes most to their success according to the speaker？
(33)
A．To do some research.
B．To support his family.
C．To pay for his college education.
D．To help his partner expand business.
第9题
A．were against because they said they did not
B．were against because they say they don't
C．were against it because they said they did not
D．were against coming because they said they don't
第10题
A．The speaker thinks that we live to eat, but not eat to live.
B．The speaker doesn't think that we should eat when living.
C．The speaker thinks that we eat to live, but not live to cat.
D．The speaker thinks that we cat to live and live to cat.
第11题
A.heard
B.to hear
C.hear
D.hearing
