Sample FourDirections：You are going to read a list of headings and a text about explorations into maple lores. Choose the most suitable heading from the list AF for each numbered paragraph （5660）。 The first and last paragraphs of the text are not numbered. There is one extra heading which you do not need to use. Mark your answers on ANSWER SHEET 1. （10 points）

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• 1Sample ThreeDirection：You are going to read a text about New Rules for Landing a Job， followed by a list of examples. Choose the best example from the list AF for each numbered subheading （5155）。 There is one extra example which you do not need to use. Mark your answers on ANSWER SHEET 1. （10 points）When Nick

  A.Corcodilos started out in the headhunting business 20 years ago， he had a keen eye for tracking talent. From his base in Silicon Valley he would send allstar performers to bluechip companies like Xerox， IBM and General Electric. But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.

  B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”

  C.But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”

  D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidat

  E.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidate. This is a power few people in that situation realize they have. It's the time for you to explore changing the offer to suit your goals and fully interview the company.”E.“The guy's jaw was on the floor，” Corcodilos says. “He told Zagorski that finishing the interview wouldn't be necessary. Instead， the VP brought in the rest of his team， and the meeting lasted for two hours.”

  G.“A resume leaves it up to employers to figure out how you can help their organization，” Corcodilos says. “That's no way to sell yourself.”A. B. C. D. E. F.

  H.A. Corcodilos started out in the headhunting business 20 years ago， he had a keen eye for tracking talent. From his base in Silicon Valley he would send allstar performers to bluechip companies like Xerox， IBM and General Electric. But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidate. This is a power few people in that situation realize they have. It's the time for you to explore changing the offer to suit your goals and fully interview the company.”E.“The guy's jaw was on the floor，” Corcodilos says. “He told Zagorski that finishing the interview wouldn't be necessary. Instead， the VP brought in the rest of his team， and the meeting lasted for two hours.”F.“A resume leaves it up to employers to figure out how you can help their organization，” Corcodilos says. “That's no way to sell yourself.”A. B. C. D. E. F. G.

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• 2Sample TwoDirections：The following paragraphs are given in a wrong order. For Questions 4650，you are required to reorganize these paragraphs into a coherent text by choosing from the list AG to fill in each numbered box. The first and the last paragraphs have been placed for you in Boxes. Mark your answers on ANSWER SHEET 1.（10 points）[A] Foremost on every potential buyer's list of concerns is debt. The average South Korean Company is leveraged four times over its equity， which is why so many are desperate to liquidate assets. But because Korea's currency lost half its value last year， many Korean executives believe—mistakenly—that foreign buyers will find their wares attractive in spite of their debts， analysts says.[B] Despite such aversion to foreign ownership， some deals are going through. Directors of Bank of Asia are believed to have approved the sale of a stake in their midsize bank to Dutch bank ABNAmro. For the Bank of Thailand， the central bank， the ABNAmro deal will send a much needed signal that the country is welcoming foreign capital.[C] “The attitude of Koreans is that only foreigners will pay the price they are as king，” says Daniel Harwood of ABNAmro Asia in Seoul. But foreigners are looking at these business and saying “How can I make a profit，” not “Oh， it's cheap， and I'll buy it.” No one will take over these companies unless they can restructure.[D] Survival is usually uppermost in the minds of companies with their backs to the wall， even if that entails being reduced to a minority stake. In Thailand， however， most ailing companies seem loathe to admit that their conditions may be fatal. “They aren't realistic，” says Henry Conell， Goldman Sachs' Hong Kong based partner in charge of direct investment in Asi

  A.“Nobody is about to say to them， you will be gone.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→　　41→　　42→　　43→　　44→　　45→　　FA.

  C.are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→　　41→　　42→　　43→　　44→　　45→　　FA. B. C.

  E.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→　　41→　　42→　　43→　　44→　　45→　　FA. B. C. D. E.

  H.a. “Nobody is about to say to them， you will be gone.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→　　41→　　42→　　43→　　44→　　45→　　FA. B. C. D. E. F. G.

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• 3Part BSample OneDirections：In the following text， some sentences have been removed. For Questions 4145， choose the most suitable one from the list AG to fit into each of the numbered blanks. There are two extra choices， which do not fit in any of the blanks.Mark your answers on ANSWER SHEET 1.（10 points）Americans wear black for mourning. Chinese wear white. Westerners think of dragons as monsters. Chinese honor them as symbols of God. Chinese civilization has often shown such polarities with the West， as though each stands at extreme ends of a global string. 41）His findings go far toward explaining why American cultures seem so contentious and Chinese cultures so passive， when compared to each other. More importantly， the research opens the way for the peoples of the East and the West to learn from each other in fundamental ways. 42）said Kaiping Peng， a former Beijing scholar， who is now a UC Berkeley assistant professor of psychology.“Americans have a terrible need to find out who is right in an argument，” said Peng. “The problem is that at the interpersonal level， you really don't need to find the truth， or may be there isn't any.” Chinese people， said Peng， are far more content to think that both sides have flaws and virtues， because they have a holistic awareness that life is full of contradictions. They do far less blaming of the individual than do Americans， he added.In studies of interpersonal argument， for example， when subjects were asked to deal with contradictory information stemming from conflict between a mother and a daughter or a student and a school， Peng found that Americans were “noncompromising， blaming one side—usually the mother— for the causes of the problems， demanding changes from one side to attain a solution and offering no compromise” in dealing with the conflict.43）In tests of scientific thinking， however， the Chinese came up short. Asked to determine which statement was true—whether， for instance， smoking makes people gain or lose weight—Chinese respondents took the middle road， even when they believed one statement to be less true than another.44）He believes that this tendency to find the middle way has hampered Chinese efforts to seek out scientific truth through aggressive argumentation， the classic Western method for forging a linear path through contradictory information， which results in identifying right and wrong answers.Dialectical thinking also has a Western version， which Americans often consider the highest， most sophisticated form of reasoning， said Peng. This type of reasoning allows people to proceed from thesis to antithesis， to synthesis.45）

  A.In Chinese folk wisdom， by comparison， people do not attempt to work through the contradictions， following a cultural tradition which holds that reality is “multilayer， unpredictable and contradictory，” and is in a constant state of change， Peng said.

  B.“It can hardly be right to move to the middle when you have just read evidence for a less plausible view. Yet that is what the Chinese subjects did，” said Peng.

  C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal life.

  D.B.“It can hardly be right to move to the middle when you have just read evidence for a less plausible view. Yet that is what the Chinese subjects did，” said Peng.C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal lif

  E.D.Compared to this angry， blaming American stance， the Chinese were paragons of compromise， finding fault on both sides and looking for solutions that moved both sides to the middle.E.The best way is to use both one style for science and another for relationships. Maybe that will be the real benefit of multiculturalism.

  G.C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal life.D.Compared to this angry， blaming American stance， the Chinese were paragons of compromise， finding fault on both sides and looking for solutions that moved both sides to the middle.E.The best way is to use both one style for science and another for relationships. Maybe that will be the real benefit of multiculturalism.F.“They should stop blaming each other， poor people and immigrants， and talk about what we can do as a society to become more tolerant，” said Peng.G. Now a University of California， Berkeley， Psychologist has discovered deeper polarities between Chinese and American cultures—polarities that go to the heart of how we reason and discover trut

  H.A. B. C. D. E. F. G.

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• 4Nancy's comment on Taylor is one of

  A.flattery

  B.contempt

  C.appreciation

  D.depreciation

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• 5What does the phrase “play the role” in the 5th paragraph probably mean？

  A.Being a celebrity.

  B.Being a look alike.

  C.Being an actress.

  D.Playing a role in a film.

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