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听力原文：A team can look like a single unit from the outside, but be chaos within, with nobody really understanding what's going on. Or, as often happens, they have conflicting ideas of what they're trying to achieve. It can help to avoid such problems if you build in an education phase at the start - make sure everyone is fully inducted by teaching them the skills they'll need for the project. It'll make life easier - or bearable, at least.
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A.
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B,B

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&8226;Read the article below about evaluating the work of company directors.
&8226;Choose the best sentence from the opposite page to fill each of the gaps.
&8226;For each gap (8-12), mark one letter (A-G) on your Answer Sheet.
&8226;Do not use any letter more than once.
&8226;There is an example at the beginning, (0).
EVALUATING THE PERFORMANCE OF THE BOARD
Few employees escape the annual or twice- yearly performance review. (0) G. The answer is not a great number. And the smaller the company, the fewer checks there are on how well the directors are doing. Some of the largest companies formally assess the performance of their board, but very few new or growing companies have managed to get round to establishing any such procedure.
Many business experts believe, however, that it is important for all companies to review the performance of the board. (8) Another reason is that the beard itself needs information on how well it is doing, Just as much as other employees do. For the chief executive, appraisal of some sort is absolutely essential for his or her own sake and for the good of the company. Indeed, many of those who have reached this level remark on how lonely the Job of chief executive is and how few opportunities they get to discuss issues relating to it.
There is some evidence to show that once smaller companies put a board appraisal process in place, they find this process relatively easy to operate. (9) Their counterparts in larger organisations, however, are often afraid that appraisals could be a challenge to their status. So, how should companies assess their beard? (10) At a very basic level, this could simply mean getting all the directors to write down what they have achieved and how they can improve on it. At the other end of the scale is the full 360- degree' appraisal. Here, each director is appraised in a systematic manner by a combination of the chairman and fellow directors.
In the largest companies there are many methods for assessing the beard. A number of such companies have self-assessment schemes. The chairman may meet each board member individually to ask how things are going, in a fairly informal way. The whole board might also meet to talk about its progress in open session. (11) These might ask for people's opinions on the board's main tasks or on how well the committees are working.
Research indicates there has been some improvement in the way the appraisal of board members is conducted. (12) The chairman will have been involved directly or indirectly in the appraisal of all members of the board. Whose Job is it, then, to appraise the chairman?

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听力原文：Interviewer: Good morning, and today was are continuing with our series on careers for young people. In the studio today we have Sylvia Short, who works for a company that produces guidebooks for serious travellers. Now, Sylvia, I believe you left Essex University with a degree in German and Spanish. Tell us something about how you got your job.
Sylvia: My main interest has always been travel. I spent every holiday, when I was a student, travelling abroad. After I left university I spent a year as an English teacher in Spain, followed by six months as a tour guide in Italy. When I returned to England I applied for loads of jobs advertised in the newspaper, but didn't have any success. So I decided to make a list of every company I wanted to work for and write to them directly, rather than wait for them to advertise.
Interviewer: Good advice to anyone, I think.
Sylvia: Yes, and I was very lucky as the company 'World Travel' needed an assistant in their office in London, I dealt mainly with the post at first, just to get used to their way of doing things. Obviously, I was qualified to do more, but I wasn't in a hurry. Then the manager's assistant announced she was leaving after only being with the company for twelve months, and I applied for her job. The company encourages their staff to apply for higher-level jobs and I was promoted four months after joining.
Interviewer: Good for you! What does the job involve?
Sylvia: Well, I've expanded the role since I took it on. I'm in charge of all the advertising in the press whenever we publish a new guidebook and I sometimes give talks to people in the travel industry.
Interviewer: Do you find the work interesting?
Sylvia: Oh, yes, it's never boring. We often get odd requests from journalists. They assume we know everything there is to know about travel so they often ring us to see if we can help them. One rang to say he was writing an article and wanted to know whether there were any female football teams in China.
Interviewer: Really? And what other things do you find yourself doing?
Sylvia: Oh, a large part of my job is to make sure my boss is where she should be. She does a lot of TV interviews on all aspects of travel and she also presents a radio programme about adventure holidays every Friday night. In between she writes articles and now and again comes into the office to find out what's going on there. My job is to keep her fully informed.
Interviewer: What do you think you've learnt from working for her?
Sylvia: Oh, she's an excellent writer and she's helped me, especially when I have to do press releases -- she suggests changes, but she's very encouraging, not bossy. She even suggested I did part of a chapter in a new guidebook to Great Britain on my home town, which I enjoyed a lot.
Interviewer: So, how do you see your career developing?
Sylvia: Well, I don't think I'm good enough to be a full-time writer. But my boss has a lot of contacts in the TV world, and I fancy becoming a TV presenter. However, at the moment I'm enjoying my job far too much to give it up.
Interviewer: Do you get to go abroad as part of your job?
Sylvia: Not as often as you'd think] I do spend a lot of time doing things like answering the phone, but I did manage to go to the company's head office in Australia last year for a conference. That was terrific.
Interviewer: Sounds to me like you've got the perfect job, Sylvia! Next ...
You will hear part of a radio programme in which a woman called Sylvia Short is interviewed about her job. For questions 9-18, complete the sentences.
Sylvia studied and (9)______ at university. After university, Sylvia worked as a (10)______ in Italy. The company which employs Sylvia is called (11)______ Sylvia worked for the company for (12)______ before becomi

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SECTION B ENGLISH TO CHINESE
Directions: Translate the following text into Chinese.
Somewhere in our early education we become addicted to the notion that pain means sickness. We fail to learn that pain is the body's way of informing the mind that we are doing something wrong, not necessarily that something is wrong. We don't understand that pain may be telling us that we are eating too much or the wrong things; or that we are smoking too much or drinking too much; or that there is too much emotional congestion in our lives; or that we are being worn down by having to cope daily with overcrowded streets and highways, the pounding noise of garbage grinders, or the cosmic distance between the entrance to the airport and the departure gate. We get the message of pain all wrong. Instead of addressing ourselves to the cause, we become pushovers for pills, driving the pain underground and inviting it to return with increased authority.