题目内容

听力原文: Bad weather forced mission managers to postpone launching NASA's Messenger spacecraft on a Boeing Delta 2 rocket early on Monday.
Managers stopped the launch because of clouds near the pad at a critical point in the countdown. The minuscule 1 E-second launch window left no time to try again.
NASA hopes to try again early on Tuesday.
Messenger is set to begin a 4. 9 billion mile journey to orbit the planet Mercury and collect data on the planet's geology and atmospheric composition. It will be the first spacecraft to visit the planet since Mariner 10 whizzed by three times in 1974 and 1975. It will also be the first spacecraft ever to orbit the planet.
Launch controllers have until Aug. 14 to launch the spacecraft. After that, planetary alignment issues will postpone the launch for about a year. Upcoming launch opportunities will also have extraordinarily short launch windows.
The Messenger spacecraft was originally scheduled to be launched on ______.

A. Monday
B. Sunday
C. Tuesday
D. Wednesday

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注册会计师可以独立、公正地开展审计业务。而财政部门有权对会计师事务所开具审计报告的程序和内容进行监督。()

A. 正确
B. 错误

根据现行法律规定,《会计法》适用中华人民共和国境内,包括已回归祖国的香港、澳门地区。()

A. 正确
B. 错误

Since the late 1970's, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcutting programs. (Cost-cutting here is definding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies; it became clear to me that the costcutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40,40,20" rule, roughly 40 percent of any manufacturing-based competitive advantage derives from long term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional costcutting. This rule does not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder—do produce results. But the tools quickly reach the limits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy's study of automobile manufacturers has shown, an industry can easily become prisoner of its own investments in costcutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny pinching, mechanistic culture in most factories that has kept away creative managers.
Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach, within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.
The author of the passage is primarily concerned with ______.

A. summarizing a thesis
B. recommending a different approach
C. comparing points of view
D. making a series of predictions

SECTION B INTERVIEW
Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions.
Now listen to the interview.
听力原文:INTERVIEWER: Over the years, you have all kinds of people you are dealing with, I guess, but, is it—in the main—hardened criminals?
BROWN: In a community of this size, those who are accused of Crime vary a great deal from those who may be accused of crime in the metropolitan area.
INTERVIEWER: Uh-uh.
BROWN: During the past twenty years, I think we've had only two, possibly three, who have been charged with murder, for example. And those have occurred under circumstances that perhaps are a little different than you'd find in the large areas. In other words, we don't have Mafia type of organizations here. It's just an individual who under some force of circumstances has committed perhaps any kind of a crime. And there are probably more burglaries committed in these areas than, perhaps, any other one form. of crime.
INTERVIEWER: What sort of people burglarize?
BROWN: I would say the largest percentage of those who have committed burglaries in these areas are young people. Many of them are committed by young people who want to get a case of beer, or a few cartons of cigarettes, or some food and things of this kind—not serious burglary. Now we've had a number of... we've had two or three bank robberies in this area, and those have been committed by individuals who have had some record in the past.
INTERVIEWER: Uh-mm.
BROWN: Now we get a certain percentage, of course, of criminals who are recidivous, and they've been caught for committing another offence.
INTERVIEWER: This is... uh...
BROWN: That type of individual. I think,... uh... uh... we have great difficulty in dealing with. Many times when a child comes into Juvenile Court, he's had trouble with his parents. He can't communicate with his parents. His parents are almost ready to shove him out—and sometimes, they have shoved them out. I've been convinced over many, many years that there are some people, probably, who should never have children. They're simply not equipped emotionally, or educationally, or otherwise, to have children. Really, they.., they don't know how to raise children, and they produce some pretty poor products.
INTERVIEWER: And you realize, possibly, that the parties you should be dealing with are the parents... really, more than the children.
BROWN: You do try to deal with, of course, these parents. Sometimes, rather unsuccessfully. Some of them are very hostile not only toward the children—they're hostile toward the court, to the system. And I think probably the saddest cases in all the system are found in juvenile courts. Because here there are youngsters who have not reached the age of discretion or good judgment, who haven't been able to meet the problems of life as they have come to them. So, we talk to them about all of these things. I do, at least, talk to them about their problems and about their families and I have always left the door wide open for youngsters to come in to see me personally if they haven't been able to get along.
INTERVIEWER: What do you do if you have a parent hostile toward the court? Are there any legal recourses there? Isn't there a legal responsibility the parent has... ?
BROWN: Yes, indeed there are. The parents have a responsibility, of course, to support and take care of their children. If we find that the child is being damaged by remaining in the home—and this does happen—if he's damaged remaining in the home, the parents— we've had child-abuse cases. Of course, we can take the child out of the home. We don't dissolve the parental relationship. We take the child out of the home and put him in a foster home. The hope is always to get them back

A. They are not serious ones.
B. They are committed by young people.
C. They are the most common form. of crimes in the area.
D. The burglars generally have some record in the past.

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