（)she not blind, she would be of great help

nths, even before she had learned to talk. For the first seven years of her life she was like a wild animal. She wanted to communicate with other people. Finally her parents sent for a teacher, Miss Ann Sullican. Ann taught her how to learn about the world through touch and smell and feeling, and eventually she became a teacher, a writer and lecturer.

What is true according to the passage？

A．Helen was born blind and deaf.

B．A sickness caused her to be blind and deaf.

C．Helen lost her sight and hearing at the age of 19.

听力原文： Helen Keller lost her sight and hearing of a sickness at the age of 19 months, even before she had learned to talk. For the first seven years of her life she was like a wild animal. She wanted other people to communicate. Finally her parents sent for a teacher, Miss Ann Sullivan Ann taught her how to learn about the world through touch and smell and feeling, and eventually she became a teacher, a writer and lecturer.

What is true according to the passage？

A．Helen was born blind and deaf.

B．A sickness caused her to be blind and deaf.

C．Helen lost her sight and heating at the age of 19.

A.Michelle Lavaughn Obama is an African American

B.The scholarships of universities are designed specially for the poor people

C.This library is designed specially for the blind

D.she was my Chemical teacher. Plain looking but very nice

根据材料，回答题。

Singing Alarms Could Save the Blind

If you cannot see， you may not be able to find your way out of a burning building——and that could be fatal. A company in Leeds could change all that_________ （51 ） directional sound alarms capable of guiding you to the exit.

Sound Alert， a company " _________ （52） the University of Leeds， is installing the alarms in a residential home for_________ （53 ） people in Sommerset and a resource centre， for the blind in Cumbria. _________ （52 ） produce a wide range of frequencies that enable the brain to determine where the_________ （55 ） is coming from.

Deborah Withington of Sound Alert says that the alarms use most of the frequencies that can be _________ （56） by humans. "It is a burst Of white noise _________ （57） people say sounds hkestatic on the radio，" she says. "Its life-saving potential is great. "

She conducted an experiment in which people were filmed by thermal-imaging cameras trying to find their way out of a large_________ （58） room. It _________ （59） them nearly four minutes to find the door_________ （60） a sound alarm， but only 15 seconds with one.

Withington studies how the brain _________ （61） sounds at the university. She says that the_________ （62） of a wide band of frequencies can be pinpointed mote easily than the source of a

narrow band. Alarms_________ （63）the same concept have already been installed on emergency vehicles.

The alarms will also include rising or failing frequencies to indicate whether people should goup_________ （64） down stairs. They were _________ （65 ） with the aid of a large grant from British

Nuclear Fuels.

回答（51）题 查看材料

A.without

B.with

C.having

D.selling

How Do You See Diversity？

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said "untrustworthy," so she decided to offer the job to her second choice.

"It wasn't until attended a diversity workshop that I realized the person we passed over was the perfect person," Tiffany confesses. What she hadn't known at the time of the interview was that the candidate's "different" behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开)your eyes.

"I was just thrown off by the lack of eye contact; not realizing it was cultural," Tiffany says. "I missed out, but will not miss that opportunity again. "

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.

Hire Advantage

At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases(偏见)from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.

"During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession. "

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce. "Through one of the sessions, I discovered my personal bias," he recalls. "I learned I had not been looking at a person as a whole person, and being open to differences. " In his case, the blindness was not about culture but rather gender.

"I had a management position open in my department} and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel. " Dale's assumptions are another example of the well-intentioned but incorrect thinking that limits an organization's ability to tap into the full potential of a diverse workforce.

"I learned from the class that instead of imposing my gender biases into the situation, I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision." Dale credits the workshop, "because it helped me make decisions based on fairness."

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.

"One of my most embarrassing moments was when I had a Chinese-American empl

A．He just wouldn't look her in the eyes.

B．He was slow in answering her questions.

C．His resume didn't provide the necessary information.

D．His answers to some of her questions were irrelevant.

er the questions on Answer Sheet 1.

For questions 1-7, choose the best answer from the four choices marked A．,B．,C )and D．. For questions 8-10, complete the sentences with the information given in the passage.

How Do You See Diversity

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice. “It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was Opt the candidate’s “different” behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting (避开) your eyes.

“I was just thrown off by the lack of eye contact; not realizing it was cultural,” Tiffany says. “I missed out, but will not miss that opportunity again.”

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.

Hire Advantage

At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases (偏见) from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.

“During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate teethes began to change, it was because we had a diverse agent pool that we were able to say in the real estate market much longer than others in the same profession.”

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce. “Through one of the sessions, I discovered my personal bias,” he recalls. “I learned I had not been looking at a person as a whole person, and being open to differences.” In his case, the blindness was not about culture but rather gender.

“I had a management position open in toy department; and the two finalists were a man and a woman. lied I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to he home with her children and not travel.” Dale’s assumptions are another example of the well-Intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce.

“I learned from the class that instead of imposing my gender biases into the situation. I needed to present the full range of duties, responsibilities and expectations to all candidates and allots them to make an informed decision.” Dale credits the workshop, “because it helped me make decisions based on fairness.”

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops. Fie recalls a major lesson learned f

A．He just wouldn’t look her in the eye.

B．He was slow in answering her questions.

C．His resume didn’t provide the necessary information.

D．His answers to some of her questions were irrelevant.

She isn't a dancing teacher, is she？ ______.

A) Yes, she isn't. B) No, she is.

C) Yes, she wasn't. D) No, but she was.

ay.

A) Would she leave B) If she leaves

C) Were she to leave D) If she had left

The girl was very sure of herself. She is always ______ (confidence)that she is right.

A.She is very well

B.She is taller than you

C.She is very kind

D.She is not very old