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A．Students may worry about the entrance requirement of the best colleges.B．Students ma
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Frederic Chopin was born in Zelazowa Wola, Poland, on February 22, 1810, to a French father and Polish mother. His father, Nicholas Chopin, was a French tutor to many aristocratic Polish families, later accepting a position as a French teacher at the Warsaw Lyceum.
Although Chopin later attended the Lyceum where his father taught, his early training began at home. This included receiving piano lessons from his mother. By the age of six, Chopin was creating original pieces, showing innate prodigious musical ability. His parents arranged for the young Chopin to take piano instruction from Wojciech Zywny,
When Chopin was sixteen, he attended the Warsaw Conservatory of Music, directed by composer Joseph Eisner. Eisner, like Zywny, insisted on the traditional training associated with Classical music but allowed his students to investigate the more original imaginations of the Romantic style. as well.
As often happened with the young musicians of both the Classical and Romantic Periods, Chopin was sent to Vienna, the unquestioned center of music for that day. He gave piano concerts and then arranged to have his pieces published by a Viennese publishing house there. While Chopin was in Austria, Poland and Russia faced off in the apparent beginnings of war. He returned to Warsaw to get his things in preparation of a more permanent move. While there, his friends gave him a silver goblet filled with Polish soil. He kept it always, as he was never able to return to his beloved Poland.
French by heritage, and desirous of finding musical acceptance from a less traditional audience than that of Vienna, Chopin ventured to Paris. Interestingly, other young musicians had assembled in the city of fashion with the very same hope. Chopin joined Franz Liszt, Hector Berlioz, Vincenzo Bellini, all proponents of the "new" Romantic style.
Although Chopin did play in the large concert halls on occasion, he felt most at home in private settings, enjoying the social milieu that accompanied concerts for the wealthy. He also enjoyed teaching, as this caused him less stress than performing. Chopin did not feel that his delicate technique and intricate melodies were as suited to the grandiose hall as they were to smaller environments and audiences.
News of the war in Poland inspired Chopin to write many sad musical pieces expressing his grief for "his" Poland. Among these was the famous "Revolutionary Etude." Plagued by poor health as well as his homesickness, Chopin found solace in summer visits to the country. Here, his most complex yet harmonic creations found their way to the brilliant composer’s hand. The "Fantasia in F Minor," the "Barcarolle," the "Polonaise Fantasia," "Ballade in A Flat Major," "Ballade in F Minor," and "Sonata in B Minor" were all products of the relaxed time Chopin enjoyed in the country.
As the war continued in Warsaw and then reached Paris, Chopin retired to Scotland with friends. Although he was far beyond the reach of the revolution, his melancholy attitude did not improve and he sank deeper into a depression. Likewise, his health did not rejuvenate either. A window in the fighting made it possible for Chopin to return to Paris as his health deteriorated further. Surrounded by those that he loved, Frederic Francois Chopin died at the age of 39. He was buried in Paris.
Chopin’s last request was that the Polish soil in the silver goblet be sprinkled over his grave.
Which of the following cities was believed to better accept music of Romantic style？
Which of the following is NOT a weakness of NCLB？
When catastrophic floods hit Bangladesh, TNT’s emergency-response team was ready. The logistics giant, with headquarters in Amsterdam, has 50 people on standby to intervene anywhere in the world at 48 hours' notice. This is part of a five-year-old partnership with the World Food Program (WFP), the UN’s agency that fights hunger. The team has attended to some two dozen emergencies, including the Asian tsunami in 2004. "We’re just faster," says Ludo Oelrich, the director of TNT’s "Moving the World" program.
Emergency help is not TNT’s only offering. Volunteers do stints around the world on sec-ondment to WFP and staff are encouraged to raise money for the program (they generated enro2.5m last year). There is knowledge transfer, too: TNT recently improved the school-food supply chain in Liberia, increasing WFP’s efficiency by 15-20%, and plans to do the same in Congo.
Why does TNT do these things？ "People feel this is a company that does more than take care of the bottom line," says Mr. Oelrich. "It’s providing a soul to TNT." In a 2006 staff survey, 68% said the pro-bono activities made them prouder to work at the company. It also helps with recruitment: three out of four graduates who apply for jobs mention the WFP connection. Last year the company came top in the Dow Jones Sustainability Index.
TNT’s experience illustrates several trends in corporate philanthropy. First, collaboration is in, especially with NC, Os. Companies try to pick partners with some relevance to their business. For.TNT, the food program is a good fit because hunger is in part a logistical problem. Standard Chartered, a bank, is working with the Bangladesh Rural Advancement Committee on microfinance and with other NGOs on a campaign to help 10m blind people.
Coca-Cola has identified water conservation as critical to its future as the world’s largest drinks company. Last June it announced an ambitious collaboration with WWF, a global environmental organization, to conserve seven major freshwater fiver basins. It is also working with Greenpeace to eliminate carbon emissions from coolers and vending machines. The co-operation is strictly non-financial, but marks a change in outlook. "Ten years ago you couldn’t get CocaCola and Greenpeace in the same room," says Neville Isdell, its CEO.
Second, what used to be local community work is increasingly becoming global community work. In the mid-1990s nearly all IBM’s philanthropic spending was in America; now 60% is outside. Part of this involves a corporate version of the peace corps: young staff get one-month assignments in the developing world to work on worthy projects. The idea is not only to make a difference on the ground, but also to develop managers who understand how the wider world works.
Third, once a formal program is in place, it becomes hard to stop. Indeed, it tends to grow, not least because employees are keen. In 1996 KPMG allowed its staff in Britain to spend two hours a month of their paid-for time on work for the community. Crucially for an accountancy firm, the work was given a time code. After a while it came to be seen as a business benefit. The program has expanded to half a day a month and now adds up to 40,000 donated hours a year. And increasingly it is not only inputs that are being measured but outputs as well. Salesforce.com, a software firm, tries to measure the impact of its volunteer programs, which involved 85% of its employees last year.
All this has meant that straightforward cash donations have become less important. At IBM, in 1993 cash accounted for as much as 95% of total philanthropic giving; now it makes up only about 35%. But cash still matters. When Hank Paulson, now America’s treasury secretary, was boss of Goldman Sachs, he was persuaded to raise the amount that the firm chipped in to boost employees' charitable donations. Now it is starting a philanthropy fund aiming for $1 billion to which the p
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：M: Miss Ellen Chan？ Good to see you. Thank you for coming in to the interview. Now, let me see. You are applying for the vacancy we have for a Marketing Officer Trainee. Isn’t that right？
W: Yes, that’s right.
M: Mm. And you’re in the final year of a degree in Business Administration？
W: Yes, I expect to graduate in the summer of 2009.
M: With French as your major and Marketing as a minor, right？
W: No. [1]Marketing is my major—and French my minor. I’m looking for a career in Marketing, with my languages as a useful back-up.
M: Oh yes, sorry. Well now. I notice that you intend to complete your degree in three years instead of the usual four, and that you were able to persuade the university authorities to agree to that. Why did you decide to approach them in the first place？
W: Well, the reason I wanted to complete the degree as quickly as possible is that I am older than most undergraduate students. I’ve had work experience before starting the degree, and I was anxious to be back into the working world as soon as I could. I made up my mind to show in the first term that I am well-organ-ised and hard-working. I did this, and the university authorities agreed very readily.
M: Have you any regrets about that decision？
W: Well, no, no serious regrets. But I should have liked to give more time to the dramatic and musical activities. I’ve had to cut down on these in my final year.
M: Now, you say in your letter that you are aggressive and ambitious. What exactly do you mean, Miss Chan？
W: I mean that I really do want to test my abilities against very high standards. That’s why I Want to work for your company. And I don’t mean that I bully people. I hope I never do that. But I am determined and I am direct—and most people like that and respond to it. They don’t feel threatened by it.
M: Mm… I think we see eye to eye there. How about those languages？ I can hear how good your English is. How is it you can speak both Cantonese and Mandarin？
W: I grew up speaking both languages. [2]My father is a native speaker of Mandarin, and my mother’s Mandarin is very good. And of course I have always spoken Mandarin to my grandparents and my other relatives. I studied French in school and now at university.
M: And how good is your French now？
W: Not as good as my English. I can read it easily and write with no more than a few mistakes, but, I have never spent more than a few weeks in a French speaking country, so neither my listening comprehension nor my speaking are fluent.
M: Mm. Now. How much do you know about the sort of work that the Marketing Officer Trainee does in a company like ours？
W: Well. [3] My reading of the job description suggests that a trainee probably starts as an apprentice working closely with an experienced Marketing Officer, learning how to keep records, identify opportunities, and implement plans and, I suppose, gradually taking on more responsibility and exercising more initiative.
M: Well, Miss Chan, [4]one of your referees say you left a place where you were employed, unexpectedly, in circumstances, and not entirely clear. What happened？
W: I’m not sure what he means. [4] I have certainly never been dismissed. But I did give in my notice and leavea part time job when I had the offer of a university place. I said very little about my reasons for going. They would have been thought strange and rather snobbish.
M: Mm. I see. Well, on another topic altogether. Do you see a use for your languages in all this？
W: Well. Not on a daily basis. My experience is that-if you do have a control of several languages,
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