單項(xiàng)選擇題
1、聽音頻：
根據(jù)所聽到的內(nèi)容，回題。

A．Buy his daughter new shoes.
B．Listen to his daughter's music
C．Respect his daughter's opinion.
D．Have a passion on music.


2、聽音頻：
根據(jù)所聽到的內(nèi)容，回題。

A．He made things worse.
B．He messed up the deal.
C．He wasn't trusted by the woman.
D．He had a terrible day.

3、 Questionsare based on the following passage.
A recent global survey of 2,000 high-net-worth individUalS found that 60% were not planning on a traditional retirement. Among US participants, 75% expected to continue working in some capacity even after stepping away from full-time jobs. "Manyof these people made their wealth by doing sometting they're passionate (有激情的) about,”.says Daniel Egan, head of behavioral finance for Barclays Wealth Americas.  " Given the.. choice,  they prefer to continue workirtg, "  Barclays calls these people"nevertirees."
Unlike many Americans compelled into early retirement by company restrictiolls, the average nevertiree often has no one forcing his hand. tf 106-year-old investor Irving Kahn, head of his own family firm, wants to keep coming to work every day, who's going to stop him? Seventy-eight-year-old Supreme Court Justice Ruth Bader Ginsburg's job security is guaranteed in the Constitution.
It may seem that these elderly people are trying to cheat death. In fact, they are. And it's working. Howard Friedman, a professor at UC Riverside, found in his research that those who work hardest and are successful in their careers often live the longest lives. "People are generally being given bad advice to slow down, take it easy, stop worrying, and retire to Florida,, he says. He described one study participant, still working at the age of 100, who was. recently disappointed to see his son retire.
"We're beginning to see a change in how people view retirement," says George LeeSon, codirector of the Institute of Population Ageing at Oxford. Where once ret~rement was seen as a brief reward after a long struggle through some miserable job, it is now akin (近似) to being cast aside, What Leeson terms "the Warren Buffett effect" is becoming more broadly appealing as individuals come to "view retirement as not simply being linked to economic productivity but also about contribution, "
Observers are split on whether this is a wholly good thing, On the one hand, companies and financial
firms can benefit from the wisdom of a resilient ( 堅(jiān)韌的 ) chief, On the other, the new generation can find it more difficult to advance--an argument that typically holds little sway to a nevertiree.

What do we learn about the so-called "nevertiree$" ?
A．They are passionate about making a fortune.
B．They have no choice but to continue working.
C．They love what they do and choose not to retire.
D．They will not retire unless they are compelled to.


4、
        Instinctively, the first thing we want to know about a disease is whether it is going to kill us. Twenty-five years ago, tiffs was the only question about AIDS we couJd anwer with any certainty; now, it is the only question we really camaot answer well at all.
By now, those of us in the AIDS business long term have cared for thousands of patients. No one with that kind of personal experience can doubt for a moment the deadly potential of H. I. V. or the life-saving capabilities of the drugs developed against it. But there are also now htmdreds of footnotes and exceptions and modifications to those two facts that make the big picture ever murkier (撲朔迷離).
        We have patients scattered at every possible point: men and women who cruise on their medications with no problems at all, and those who never become stable on them and die of AIDS; those who refuse them until it is too late, and those who never need them at all; those who leave AIDS far behind only to die from lung cancer or breast cancer or liver failure, and those few who are killed by the medications themelves.
        So, when we welcome a new patient into our world, one whose fated place in this world is still unclear, and that patient asks us, as most do, whether this illness is going to kill him or not, it often takes a bit of mental stammering (口吃 ) before we hazard an answer,Now, a complete rundown of all the news from the front would take hours. The statistics change almost; hourly as new treatments appear. It is all too cold, too mathematical, too scary to dump on the head of a sick, frightened person. So we simplify. "We have good treatments now,  we say. "You should do fine. "
Once, not so long ago, we were working in another universe.Now we have simply rejoined the carnival ( 嘉年華) of modern medicine, noisy and encouraging, confusing and contradictory, fueled by the eternal balancing of benefits and risks.
        You can.win big, and why shouldn't you, with the usual fall-safe combination of luck and money. You have our very best hopes, so step right up: we sell big miracles but, offer no guarantees.
What does the author say about AIDS?
A．It is definitely deadly twenty-five years ago.
B．The patients want to know everything about it.
C．We can answer anything about it with certainty now.
D．We could not answer questions about it well before.


5、根據(jù)材料，回答問題。
Directions: In this section, you are going to read a passage with ten statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived.
You may choose a paragraph more than once. Each paragraph is marked with a letter. Answer the questions by marking the corresponding letter on Answer Sheet 2.
Robot Management
A. Robots have been the stuff of science fiction for so long that it is surprisingly hard to see them as the stuff of management fact. A Czech playwright, Karel Capek, gave them their name in 1920 (from the Slavonic word for "work" ). An American writer, Isaac Asimov, confronted them with their most memorable dilemmas.
Hollywood turned them into superheroes and supervillains. When some film critics drew up lists of Hollywood's 50 greatest good guys and 50 greatest baddies, the only character to appear on both lists was a robot, the Terminator.
B． It is time for management thinkers to catch up with science-fiction writers. Robots have been doing auxiliary jobs on production lines since the 1960s. The world already has more than lm industrial robots. There is now an acceleration in the rates at which they are becoming both cleverer and cheaper: an explosive combination.
Robots are learning to interact with the world around them. Their ability to see things is getting ever closer to that of humans, as is their capacity to ingest information and act on it. Tomorrow's robots will increasingly take on delicate, complex tasks. And instead of being imprisoned in cages to stop them colliding with people, they will be free to wander.
C． America's armed forces have blazed a trail here. They now have no fewer than 12,000 robots serving in their ranks. Peter Singer, of the Brookings Institution, a think-tank (智囊團(tuán)), says mankind's 5,000-year monopoly on the fighting of war is breaking down. Recent additions to the battlefield include tiny "insects" that perform reconnaissance (偵查) missions and giant "dogs" to terrify enemies. The Pentagon is also working on the EATR, a robot that fuels itself by eating whatever biomass (生物量) it finds around it.
D． But the civilian world cannot be far behind. Who better to clean sewers or suck up nuclear waste than these remarkable machines? The Japanese have made surprisingly little use of robots to clear up after the recent earthquake, given their world leadership in this area. They say that they had the wrong sort of robots in the wrong places. But they have issued a global call for robotic assistance and are likely to put more robots to work shortly.
E. As robots advance into the service industries they are starting to look less like machines and more like living creatures. The Paro (made by AIST, a Japanese research agency) is shaped like a baby seal and responds to attention. Honda's robot, ASIMO, is humanoid and can walk, talk and respond to commands.
F.Until now executives have largely ignored robots, regarding them as an engineering rather than a management problem. This cannot go on: robots are becoming too powerful and ubiquitous (無處不在的). Companies may need to rethink their strategies as they gain access to these new sorts of workers. Do they really need to outsource production to China, for example, when they have clever machines that work ceaselessly without pay? They certainly need to rethink their human-resources policies--starting by questioning whether they should have departments devoted to purely human resources.
G.The first issue is how to manage the robots themselves. Asimov laid down the basic rule in 1942: no robot should harm a human. This rule has been reinforced by recent technological improvements: robots are now much more sensitive to their surroundings and can be instructed to avoid hitting people. But the Pentagon's plans make all this a bit more complicated: many of its robots will be, in essence, killing machines.
H. A second question is how to manage the homo side of homo-robo relations. Workers have always worried that new technologies will take away their livelihoods, ever since the original Luddites' fears about mechanised looms. That worry takes on a particularly intense form when the machines come with a human face: Capek's play that gave robots their name depicted a world in which they initially brought lots of benefits but eventually led to mass unemployment and discontent. Now, the arrival of increasingly humanoid automatons in workplaces, in an era of high unemployment, is bound to provoke a reaction.
I.So, companies will need to work hard to persuade workers that robots are productivity-enhancers, not just job- eating aliens. They need to show employees that the robot sitting alongside them can be more of a helpmate than a threat. Audi has been particularly successful in introducing industrial robots because the carmaker asked workers to identify areas where robots could improve performance and then gave those workers jobs overseeing the robots. Employers also need to explain that robots can help preserve manufacturing jobs in the rich world: one reason why Germany has lost fewer such jobs than Britain is that it has five times as many robots for every 10,000 workers.
J.These two principles--don't let robots hurt or frighten people--are relatively simple. Robot scientists are tackling more complicated problems as robots become more sophisticated. They are keen to avoid hierarchies (層級) among rescue-robots (because the loss of the leader would render the rest redundant). So they are using game theory to make sure the robots can communicate with each other in egalitarian (平等) ways. They are keen to avoid duplication between robots and their human handlers. So they are producing more complicated mathematical formulae in order that robots can constantly adjust themselves to human intentions.
This suggests that the world could be on the verge of a great management revolution: making robots behave like humans rather than the 20th century's preferred option, making humans behave like robots.
Tomorrow's robots will be free to move around rather than being locked up in cages so as not to hurt people.


6、聽句子，回答問題。
Questions 12 to 15 are based on the conversation you have just heard.

A．Colorado.
B．Arizona.
C．The Nile River.
D．The Museum of Natural History.


簡答題
7、1．很多大學(xué)生在業(yè)余時(shí)間開網(wǎng)店賺錢
2．有人支持，有人反對
3．我的看法
On Students Running Online Shops
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8、“上海藝術(shù)影像展”(Photo Shangha i Expos i t i on)是中國專注于藝術(shù)影像的國際博覽會，也是亞太地區(qū)級別的藝術(shù)影像博覽會。展會為了響應(yīng)亞太地區(qū)日益繁榮的攝影市場而創(chuàng)辦的。將于2014年9月于上海市地標(biāo)上海展覽中心舉行。屆時(shí)，來自全球的將近70家全球領(lǐng)先攝影畫廊和藝術(shù)機(jī)構(gòu)將齊聚上海。其中包括許多歐美攝影藝術(shù)機(jī)構(gòu)。展會將
重點(diǎn)推出亞洲當(dāng)代攝影作品。


9、位于中國西南部云南省的麗江古城是中國保存完整、具民族特色的古城鎮(zhèn)之一，同時(shí)也是享譽(yù)中外的旅游文化名城。麗江地處云南、四川、西藏三省交匯處。公路四通八達(dá)(extendi ng i n a|d i rect i ons)。麗江有多個汽車客運(yùn)站，公路交通極為方便。游客在麗江古城閑逛，步行即可。當(dāng)然也可乘坐出租車，起步價(jià)7元，每公里加價(jià)1．8元。如果在旅游旺季前往麗江旅行，一定要在出發(fā)前預(yù)定好房間。


10、You should write a short essay entitled RecreationalActivities．
寫作蟹航
1．娛樂活動多種多樣，
2．娛樂活動可能使人們受益，也可能帶來危害性；
3．提出自己的想法。