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Peter ______ a whole day making the plan.A．costB．tookC．spent
Peter ______ a whole day making the plan.
A．cost
B．took
C．spent
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题目内容
（请给出正确答案）
如果结果不匹配，请 联系老师 获取答案
题目内容
（请给出正确答案）
Peter ______ a whole day making the plan.
A．cost
B．took
C．spent
如果结果不匹配，请 联系老师 获取答案
更多“Peter ______ a whole day makin…”相关的问题
A.Why didn't you come with me？
B.It took me a whole week.
C.Oh, it was really a lot of fun.
Questions 29-24
•Read the newspaper article below about the creation of new jobs.
•Choose the correct word to fill each gap from A, B or C.
•For each question (29-40), mark one letter (A, B or C) on your Answer Sheet.
NEW JOBS
A new clothing company is hoping to create as (29) as 500 jobs in its factory and nationwide chain of stores. The company, New Trend, was set (30) by Peter Dalton, a 36-year-old businessman (31) Liverpool.
The company, (32) is due to start production early next year, will provide employment (33) 300 people in its factory on the edge of Liverpool. In 12 months' time, (34) will be a further 200 jobs, as the company begins opening shops in towns in (35) parts of Britain.
Peter Dalton is also (36) to open a shop in New York. He hopes that (37) this shop proves successful, the chain (38) expand across the whole of North America.
“This project has (39) me over four years to finalize,” says Peter Dalton, “and (40) that it's finally getting started, I'm really excited.”
(29)
A．much
B．many
C．lot
？Read the newspaper article below about the creation of new jobs.
？Choose the correct word to fill each gap, from A, B or C on the opposite page.
？For each question 29-40, mark one letter (A, B or C) on your Answer Sheet.
NEW JOBS
A new clothing company is hoping to create as (29) as 500 jobs in its factory and nationwide chain of stores. The company, New Trend was set (30) by Peter Dalton, a 36-year-old businessman (31) Liverpool.
The company, (32) is due to start production early next year, will provide employment (33) 300 people in its factory on the edge of Liverpool. In 12 months' time, (34) will be a further 200 jobs, as the company begins opening shops in towns in (35) parts of Britain.
Peter Dalton is also (36) to open a shop in New York. He hopes that (37) this shop proves successful, the chain (38) expand across the whole of North America. 'This project has (39) me over four years to finalise,' says Peter Dalton, 'and (40) that it's finally getting started, I'm really excited.'
(29)
A．much
B．many
C．lot
Nowadays it's my job to know what's happening in the market so every day at work I have financial reports to read. I only get the chance to look at other things - for example business magazines - when I travel abroad.
We invest customers' money in many areas of the market. Traditionally we've invested in property and in manufacturing. However, an industry that is doing very well at the moment is high-tech companies so we plan to increase investment in that area.
Some of our competitors concentrate on achieving a friendly service. This is important but I think that, on the whole, our customers prefer lower charges which is what we guarantee.
Although we encourage our staff to achieve a maximum return on investments, we have strict procedures to make sure that risks are avoided where possible. Some companies may put profits first but it's important that our customers see us as a safe investment.
Next month The Thorpe Group will merge with Chart well Associates which means our company will be relocating to new offices. Most things, however, won't change - for example we won't lose any staff and there are no plans to invest in different areas of the market.
We are a market leader because of our experienced staff. When we take on staff we look for people who will perform. well in a team. Since we train staff in many of the skills they need, a financial background is not essential.
？Look at the notes below.
？Some information is missing.
？You will hear Peter Dudley, Chief Executive of the Thorpe Group, giving a talk about his work to a group of business students.
？For each question 16-22, fill in the missing information in the numbered space using one or two words.
？After you have listened once, replay the recording.
Peter Dudley
Chief Executive of the Thorpe Group
Peter Dudley's first job: (16) ______
At the office Peter Dudley reads: (17) ______
The Thorpe Group will invest more in (18) ______ industry.
The Thorpe Group promise to customers: (19) ______
The Thorpe Group staff follow rules to reduce (20) ______ for its customers.
Result of merger: company will move to (21) ______
The Thorpe Group recruits staff who work well in (22) ______
(16)
W: Well. Peter, it's an event that's open to anybody who'd like to ride a bicycle through the streets of Montreal. The tour covers a standard distance of 65 kilometers. But the route is quite different every year. So even people who've already done it might enjoy doing it again.
M: How long does it take to go the whole distance？
W: It varies. Cyclists are free to go as fast or as slow and do as much or as little of the course as they like.
M: Well, what's the typical pace for a participant？
W: Between 12 and 30 km per hour. Some cyclists stop along the way and don't cross the finish line until early evening. But the whole point is that there is no rush. It's not a race.
M: I understand last year's tour had 45 thou 'sand cyclists and it was the largest mass cycling event in the world. How many do you expect this year？
W: The same as last year. And since we regularly have so many participants, can 1 take this opportunity to remind our listeners to sign up early？ We filled up quickly last year and we had to refuse lots of applications.
M: Before we close, any other tips for prospective cyclists？
W: Yes. Take water with you. It is available at the relay stations but it helps to have an additional supply. And pack a good lunch with plenty of fruit for energy. Candy and chocolate don't do the trick.
(20)
A．How to increase one's speed in a bicycle race.
B．Major Canadian bicycle race
C．The contributions of cycling to health.
D．An annual cycling event.
W: Well, Peter, it's an event that's open to anybody who'd like to ride a bicycle through the streets of Montreal. The tour covers a standard distance of 65 kilometers. But the route's quite different every year. So even people who've already done it might enjoy doing it again. Cyclists are free to go as fast or as slow and do as much or as little of the course as they like. The typical pace for a participant is between 12 and 30 kin per hour. Some cyclists stop along the way and don't cross the finish line until early evening. But the whole point is that there is no rush. It's not a race. Last year's tour had 45 thousand cyclists and it was the largest mass cycling event in the world.
M: How many do you expect this year？
W: The same as last year. And since we regularly have so many participants, can I take this opportunity to remind our listeners to sign up early？ We filled up quickly last year and we had to refuse lots of applications.
What are the speakers talking about？
A．How to increase one's speed in a bicycle race.
B．Major American bicycle races.
C．The contributions of cycling to health.
D．An annual cycling event.
？For each question 13—18, mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Research and Development in Industry
It is only through innovation that large companies will be able to survive, according to Mark Peter, vice-chair- man of UK-owned industrial giant 5P. However, says Peter, it remains difficult to run a truly innovative company. Innovation involves speculation, unproven technologies and unpredictable costs. It takes a lot of managing, because managers really have to be on top of what's happening. In addition, innovation does not fit easily into the orderly kind of organization that company accountants like. Despite this, Peter claims it is an essential policy to pursue.
The 5P group's record of growth aid profitability indicates that it manages the orderly part of the business pretty well. The statistics are big: operations in more than 60 countries, sales in more than 200. around 60, 000 products and 70, 000 employees. But what makes 5P different is its innovative approach to innovation itself. Although it is a massive multi-national with a turnover of $ 15 billion, the whole company is bro- ken down into tiny groups which work together and help each other and are then encouraged to consult internally with the other groups. This positively encourages individual and collaborative research.
A further encouragement is that all research staff world-wide are expected to work on 5P projects for only 85% of their times for the remaining 15% of time they are free to pursue ideas of their own, using company facilities. In this time they can work on their own or in a group. One hugely successful project that has come out of this 15% rule is the Post-it note. The idea came from an individual inventor and then. using the business skills of a large organization, was rapidly developed into a major product. The success of the Post-it note proves how profitable the innovative 15% rule can be.
Mark Peter says innovation is at the heart of 5P. In 1996. more that 30% of sales were generated by products less than four years old. He says: "We almost always get into new markets through innovation. We're very good at adapting these innovations to lots of different markets so we have a high success rate. We take an idea and see how many applications it's got. Then we try to establish market dominance. We have a tremendous variety of technologies so we can adapt anything but we still need the original ideas to develop." In the past year 5P has introduced a group-wide program called Pacing Plus. This means that they are still actively seeking new ideas, but with the difference that they hope many of them will eventually lead to the establishment of completely new business. In this way, 5P will be able to invest in a wide range of markets and even create some new ones.
This emphasis on innovation creates unusual stresses and strains and makes a company like 5P a difficult business To manage. Technical people at 5P are given a large degree of intellectual freedom, and the company appears to specifically try to recruit people who think for themselves and who don't necessarily solve things by the traditional routes. The management encourages people to step outside of the security that comes from working in a big, stable group, and then to handle the consequences. So far the mixture of freedom and heavy responsibility seems to work: the 25 research schemes now under review could generate business worth $ 6 billion a year.
5P's approach to innovation is different because it allows researchers to
A．work for more than one company.
B．work on a variety of products.
C．work with groups in other organizations.
D．work alone as well as in a team
The Flik Flak is being marketed as something teaching watch for children aged 4 to 10. The watch itself does not teach kids how to tell time, of course it merely “captures their imagination” by presenting the “hour” hand as a beautiful red girl named Flak and the “minute” hand as a tall blue boy named Flik. Flik points to corresponding “blue“ minutes on the dial, while Flak points to red hour numbers. The characters and the colors combined with parental help, are supposed to teach young children how to tell time.
The watch comes equipped with a standard battery and a nylon band. Peter Lipkin, the United States sales manager for the Flik Flak, calls it Kidproof: if it gets dirty you can throw the whole watch in the washing machine.” The product is being sold in select department stores in Europe, Asia and the United States for a suggested price of $25. Parents who buy the watch may discover that it is one thing for kids to tell time; it’s quite another for them to be on time.
第36题：From the news report we know that ________.
A) parents are patient when teaching children time
B) parents have little idea of how to teach children time
C) children tend to learn time quickly
D) children enjoy wearing the Flik Flak watch
An Interview with American Futurist Peter Schwartz
Mr. Yang, presenter of the CCTV English Dialogue Programme
Peter Schwartz, chairman of the Global Business Network and senior partner of Monitor Group
Y: To my knowledge, you are a futurist. What makes a futurist？
S: Well, I think it's two things. One is someone who is .just hopelessly fascinated by the future. One is someone thinking about the future, but perhaps more importantly, interested in influencing the future, helping to shape a better future. I think most people in the profession of future studies in one way or another are interested in trying to produce a better future. A futurist, I think, uses serious methodology. We study economics, politics and technology and social changes to try to understand the deeper forces that create the future, it's a rigorous discipline that forces you to think systematically and imaginatively about the future.
Y: So what are you doing and what have you done to change the future？
S: We work with large companies, start-up companies, entrepreneurial companies and even countries. For example, I am going from here to Singapore where I do a great deal of work with the government in Singapore -- the Ministry of Finance, the Ministry of Defense and Singapore Airlines. So Singapore has adopted some of the messages that I have developed in scenario planning and have been using those to think about and plan the future Singapore.
Y: What are the major forces that would change the future of the world？
S: Well, politics of course, also economic development, especially important in these days, science and technology, and even more important are environmental forces.
Y: But science and technology can create a happy future and can produce disasters, such as nuclear technology and human cloning.
S: You know the history of human kind over, say, the last 500 years, since the scientific revolution, life for human kind has really got much better. We really wouldn't want to go back to the 15th century. The revolutions in science and technology improved healthcare, improved education and transportation, energy and so on. Life is a lot better today because of science and technology. And on the whole I think the progress that has come from science and technology has benefited human kind. Well, it's true that you have got more powerful technology that can do harm. One person or a few people can kill a vast number of people. That is something that is genuinely worrying. However, we have been very fortunate in that we have been very judicious in our use of that technology.
Y: One negative impact of chemical or biological weapons could be the destruction of the environment. Do you think environment also accounts for a good part of our concern about our future？
S: Absolutely. I think most people are very concerned about the consequences of industrial economic development on the environment -- air pollution, water pollution, the loss of species, the loss of habitat. This is really a big issue. However, I am quite optimistic about the future development. First of all, we have now become concerned about it. And if you look at many cities around the world, for example, their water supplies, they are cleaner today than they were 25 or 30 years ago, because we have explored new technology of water purification and of much cleaner automobiles. The automobile today is 95 percent cleaner than the automobile of 20 years ago.
Y: Not the case for developing countries.
S: I think that is true. You know there is an equation and it goes like this the environmental impact is the product of the number of people times the economic statistic times the technology they use. But we are slow in our population growth dramatically on the earth. The UN has lowered its long-term popu
A．Y
B．N
C．NG
