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雅思听力如何达到8分以上?

发布于:2023-03-08 作者:jason 阅读:442

  hěnduōxuéshēngzàibèiyīngtīngnüèle千百biànhòuzàizhǎodàodàichūliàndegǎnjué,开shǐbìng急乱tóubiǎoxiànwèishénmedōuxiǎngtīngxiàlehěnduōtīngcáiliàozài、MP4,走zàishàngzuòzàishàng、吃fàndeshíhòu、睡juédeshíhòuěrdōusāizheěrtīngzhetīngkànshìfēichángshíxiàoguǒfēicháng

  léishuōguòhuàyǒngyuǎnyàoyòngzhànshùshàngdeqínyǎnzhànlüèshàngde懒惰,shuōdejiùshìzhèkànláifēnměitiānjiānchízheěrhǎoxiǎoshízuìhòuxiànbiérénshuōyīngdeshíhòuháishìtīngdǒngzàizuòtīngXXXXXXXXdeshíhòuháishìABCD乱xuǎn……

  duìzhèngzàibèikǎotīngdetóngxuémenláishuōjīngtīngfàntīngshìtīngzhōngliǎngzuìchángjiàndeshìzhìbiāozhìběndexùnliànfāngxiāngxìngòuzhǒnglǎoshījīngjìnxínglebiànXXXXXXXX,dànshìfàntīngjīngtīngdàoshìshénmejīntiānmenjiùcónggēnběnshàngjìnxíngde

  shǒuxiānwèifàntīngjīngtīng

  A:fàntīngduìtīngyuánwénzuòtōngtīngzhòngdiǎnzàiwénzhāngdexíngwénjiégòuzhǔzhǐguǒshìyǒugòushíjiānzhǔnbèikǎoshìdekǎoshēngyǒuniánbàndeshíjiānmexuǎntīngBBС、VОA,kànyīngměidōudànguǒshíjiānkǎoshìjǐnzhǐyǒudào四五yuèdeshíjiānmekàndiànyǐngtīngxīnwénjiùjīngshìzhòngdiǎnle

  B:jīngtīngzhēnduìmǒuXXXXXXXXhuòzhěduànluòzuòxìndezhēnbié录。guǒshuōfàntīngjiùxiàngdiàn广guǎnggàoyàngyànfánduìdejìnxíngXXXXXXXX,mejīngtīngjiùshìduìnǎodexùnliànlezhèguòxiàngfàntīngmeqièsuíxìngyǒudexuéshēngchūshuōtīnglehěnxīn苦,dànshìzǒngshìjiànxiàoguǒ

  yǒushíjiànjīngyàndetóngxuédōuhuìzhīdàoguòduànyàofàntīngdefāngshìtīngbǎozhèngjiézòudewěndìngduìàndechūdìngwèi免浪费jīngérànsuǒzàideXXXXXXXXyàoyòngjīngtīngdefāngshìhuòzuìzhōngdeànxìn

  究竟jīngtīngshìtīngxiēshénme呢?

  1.mǒuxiēyīngdānderuòjièof,deyīnbiāoshì[ov](o=hotzhōngjiāndeyuányīn),dàntōngchángbèiruòhuàchéng[ev](e=makerdeèryuányīn),yǒushíshénzhìbèiruòhuàchéng[v]huò[f],zàijīngtīngtiáoxīnwénshídìngyàosuǒyǒuderuòdāntīngchūlái

  2.mǒuxiēyīngdāndeliánzàijīngtīngtiáoxīnwénshítīngdàoshēngyīnhǎoshìnotatal,xiàngshìwàiguóderénmíngmíngérqiěyīnghàndiǎnzhōngchádàozhèshíjiùyīngdāngxiǎngdàohěnnéngshìliǎng(huòliǎngshàng)dāndeliánànzhàozhèyīngdāngcāichūshìnot at all。

  3.mǒuxiēdānyīnjiéduōyīnjiédeyīngdānforeign、minister、immigrationděngyóuyīnjiéduōhěnróngtīngchūláijiàofándeshìxiēdānyīnjiédāndid、was、himděngzhǐyǒuyīnjiéyīnshíjiānhěnróngbèilüèyīnzàijīngtīngtiáoxīnwénshídìngyàozhòngdiǎnbiézhèxiēdānyīnjiédān

  4.dānnǎodetóngruòliándānyīnjiédānzhèwènjiězhīhòuzuìhòudewènjiùshìdānnǎodetóng”,jiùshìměitīngdàodān,头nǎozhōngshàngxiǎngdàozhèdāndezhōngwéntīngdàoRussia,shàngxiǎngdàoéguó”,tīngdàopresident,shàngxiǎngdàozǒng统”,tīngdàovisit,shàngxiǎngdào访fǎngwèn”,děngděng

  招搞dìngtīngqīngsōngwánchéngjīngtīng&fàntīngdexùnliàn

  fēnzhòuláishuōjiùshìyàobiāochūwènzhōngxuǎnxiàngzhōngdeguānjiànwènzhōngdeguānjiànshìbānglocate(dìngwèi),xuǎnxiàngzhōngdeguānjiànshìbāngjudge(pàndìng)。wènzhōngdeguānjiànxuǎnběnshàngxúnmíngdòngxíngróng/xuǎnxiàngzhōngdeguānjiànshìmíngxíngróng/dòng

  zhòuwánchénghòujiēxiàláijiùshìfàntīnghuánjiéyóurénnénggòubǎochíjīnggāozhōngdeshíjiānshìyǒuxiàndefàntīngdedejiùshì免浪费jīngfàntīngdeguòzhōngyàoxúnzhǎoshànghuánjiéhuánjiézhōngyìnzàinǎohǎideguānjiàntīngdàodenǎohǎizhōngxiàdechǎnshēnglepèng撞,jiùyàogāo警惕,suíhuànshìjìnjīngtīngtàigāozhōngjīngtīngguānjiànchūxiànqiánhòudeXXXXXXXX。yīnwèiànbānhěnkuàijiùhuìgěichū

  zhèshíhòuguǒnéngyǒugòudexùnliànshìzuòdàotīngdàoàndetóngshíwánchéngxuǎnxiàngdepànbiédepáicuòxuǎnxiàngbānláishuōcuòxuǎnxiàngfēnwèiliǎng类:míngxiǎnwénběnchùdexìn(false information),wénběnzhōngwèimíngquèshuōmíngdexìn(NG/indirect information)。

  guǒshízàinéngzuòdàojīngtīngànXXXXXXXXdetóngshípàndìngànyàoxiàjīngtīngdàodenèiróngdāngránjīngguòzhǎngxùnliànfēntóngxuédōushìzuòdàoqiánzhědejīngtīngXXXXXXXXdetóngshíjiùwánchéngàndepàndìng

  zuìhòutīngchūleànfēntóngxuédōujuéwánchénglekǎoshìdànshìzheyǎnbèikǎoxùnliàndedeháiyàoduìtīngwénběnshìwénběnshìdefēn,包kuòwéndexíngwénjiégòuluóguānděng。掌tīngwénběndelogical relation/passage flow,cóngérzhànzàikǎoguān/chūzhědechǎngshàngfēntīngwénzhāngwèixiàzuòfàntīngjīngtīngdehuànlèijīngyànjiǔérjiǔzhīfàntīngjīngtīngdehuànjiùhuìyóurènyǒu,融huìtōngzuìzhōngdàozhǔdòngtīngwénběndejìng界,nénggòuzhǔdònggǎnyīng/dàoànjiāngchūxiànérshìbèitīngyīnpínqiānzhezi走,bèidòngděngdàoàncuòguòlezài、挣zhā

  xiàmiànmenzàiláikànxiējiànzhēnfēn

  shízhànliànjiàn桥8Test3Section4dānxuǎn

  Q31.Compared to introducing new business processes,attempts to copy existing processes are

  A.more attractive

  B.more frequent

  C.more straightforward

雅思听力如何达到8分以上?

  “copy existing processes“shìguānjiàndìngwèi)。

  1.Good morning,everyone.In the last few lectures I’ve been dealing with business finance,but now I’m going to move on to business systems.And in today’s lecture I’m going to talk about what can go wrong when businesses try to copy their own best practices.

  duànintrofēntīngwányǒujīngyàndekǎoshēnggetdàoxiàxìn

  -Format:Lecture/monologue

  -General Topic:business systems(呼yīngzàihuánjiéjīnghuòdezhǔxìn

  -How to listen:zhèfēnshìjiǎngzuòdeintrofēnyīnggāicǎifàntīnglüèguòzhōngyàosuíshíliúguānjiàn/dìngwèidechūxiànguānjiànwèi:copy existing processes。

  2.Once a business has successfully introduced a new processtīngdàogāiduànhuàkǎoshēnglíngmǐngǎnshòudào,introfēnjīngjié束,jìnlexiàzhǔ

  …-managing a branch bank,say,or selling a new product,the parent organisation naturally wants to repeat that success,and capture it if possible on a bigger scale.The goal,then,is to utilise existing knowledge and not to generate new knowledge.kǎoshēngzàideshíhòuyīngzuòdàojīngjiāngzhōngde“copy existing system”zuòwèiguānjiànyìnzàilenǎoziwénběntīngdàozhèdeshíhòujiùhuìmíngxiǎnzhīdàozhèfēnshìduìcopy existing systemchūlexiēdezizhèfēnshìyīnggāifàntīngdeyàotīngdeshìzuòzhěduì“copy existing system”zhèzuòdetài

  …It’s a less glamorous activity than pure innovation,but it actually happens more often,as a matter of fact.However,surprisingly,getting things right the second time is not necessarily any simpler than it was the first time.suíhòuwénzhāngXXXXXXXXxiànlenèixiǎozhuǎnzhézhuǎnzhéxiǎozhuǎnzhézhīhòujiùgěichūleàn:“it actually happens more often”。zhuǎnzhédezhòngyàoxìngtónghuànqiǎo(happens more oftentónghuànfrequent),zàizhèdōuyòngdàole

  Q32.Most research into the repetition of success in business has

  A.been done outside the United States.

  B.produced consistent findings.

  C.related to only a few contexts

  huánjiéjīngquèdìngleguānjiànwèi:research,repetition

  1.Now,there’s been a lot of research into how companies can repeat their previous successes,shǒushìtransitional sentence,kǎoshēngyīngmíngxiǎngǎnzhītīngdàozhèjiùyīnggāizhīxiǎojīngjìnxíngdàolexiàtóngshí,research、repeatděngguānjiàndechūxiànyànzhèngledejiézòushìzhèngquèdezhèzuòlexiǎodeguānjiànxìnghuànrepetitionrepeatzhījiāndehuàn

  …and it certainly hasn’t been confined to the United States.jiēshōudàoleguānjiànjiùjìnjīngtīngshìjiēxiàláidehuàdàolexuǎnxiàng。It seems that most large industries are trying to repeat their own successes,and manage the knowledge they’ve acquired-but even so it has been shown that the overwhelming majority of attempts fail.deshíhòujiùyīnggāizhīdàoxuǎnxiàngzhōngyǒuzhēnduìzhèzuòchéngháishìshībàidebiǎoshùsuǒzhèfēnyīnggāizuòfàntīng。A host of studies confirm this,covering a wide range of business settings。Bxuǎnxiàngzuòwèizhèngquèànyòngdàoletónghuàn。“A host of studies confirm this”tónghuàn”produced consistent findings”。gāitónghuànshìdehuànyǒudìngnán。…branch banks,retail stores,real estate agencies,factories,call centres…to name but a few.zhèfēnshìtóngbusiness settingdeyīnggāizuòfàntīngxuǎnxiàngACdōushìmíngxiǎnyuánwénchùde

  Q33.What does the speaker say about consulting experts?

  A.Too few managers ever do it.

  B.It can be useful in certain circumstances.

  C.Experts are sometimes unwilling to give advice.

  deshíhòujiùyàomíngquèzhōngdeguānjiànshì“expert”,érqiěwèndeshìzuòzhědetài

  2.So why do so few managers get things right the second or third time?Let’s consider one reason for failure-placing too much trust in the people who are running the successful operation,the’experts’shall we say.Managers who want to apply existing knowledge typically start off by going to an expert,such as the person who designed and is running a successful department store-and picking their brains.

  zhèfēnshìmiáoshùfēnjiěshìlethe role and functiоn of an expert,érfēizuòzhědetàisuǒzhèfēnyīngzuòfàntīng。Now,this approach can be used if you want to gain a rough understanding of a particular system,or understand smaller,isolated problems.zhèjiùchūxiànlezuòzhěderénguāndiǎn/tài。“particular“tónghuàn”certain“。

  …The trouble is,even the expert doesn’t fully grasp the whole thing because when it comes to complex systems,the individual components of the process are interwoven with one another.zhèfēnjiěshìlexuǎnxiàngguāndiǎn)B,wèishénmezhǐzàidìngdeqíngkuàngxiàyǒuxiào。此fēnyīngzuòfàntīng

雅思听力如何达到8分以上?

  Q34.An expert’s knowledge about a business system may be incomplete because

  A.some details are difficult for workers to explain.

  B.workers choose not to mention certain details.

  C.details are sometimes altered by workers.

  incompletezuòwèiguānjiànyīnggěibèiyìnzàinǎoziérqiěyīnggāihěnmǐngǎndedàonénghuìyǒuxìngdetónghuànbānxíngróngzuìnéngzuòxìngshàngdetónghuàn)。háiyīnggāiguāndào:ABCxuǎnxiàngdōushìguānworkersde

  3.The expert never has complete access to the necessary information.guānjiànchūxiànleérqiězuòletónghuàn:incompletetónghuànnever has complete access。此shíjiùyàobǎochí警惕,jìnjīngtīngshìyīnwèiànhěnkuàijiùhuìchūxiàn。…And the situation’s complicated even further by the fact that experts are usually not aware of their own ignorance.deshíhòuyīnggāimíngquèxuǎnxiàngdōushìguānworkerdebiǎoshùzhèháizàishuōexpert,suǒwǎnghòujīngtīng

  …The ignorance can take various forms.For instance,a lot of details of the system are invisible to managers…

  “The ignorance can take various forms”shìzhèXXXXXXXXdezhǔjiēxiàláiyàoshuōmíngdedōushì”various forms”.For instancebiǎomínglezideluóguānjiēxiàláishìyàoshuōmíng。Some may be difficult to describe-learned on the job and well known by workers perhaps,but impossible to describe in a way that’s helpful.zhèshuōmínglexuǎnxiàngAshìzhèngquèxuǎnxiàng,detailshěnnánbèimiáoshùérshìworkersmiáoshùsuǒByuánwénxiāngchù(false information),xuǎnxiàngCshǔwèixìn(not given information)。

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