大學(xué)英語四級考試模擬試題

前言

　　為了適應(yīng)我國高等教育新的發(fā)展形勢，深化教學(xué)改革，提高教學(xué)質(zhì)量，滿足新時期國家對人才培養(yǎng)的需要，2004．年6月教育部頒發(fā)了《大學(xué)英語課程教學(xué)要求（試行）》。新的教學(xué)要求重新規(guī)定了大學(xué)英語的教學(xué)目標(biāo)：培養(yǎng)學(xué)生的英語綜合應(yīng)用能力，特別是聽說能力，使他們能在今后的工作和社會交往中用英語有效地進(jìn)行口頭和書面的信息交流。為體現(xiàn)新的教學(xué)要求的精神，并達(dá)到這一教學(xué)要求，全國大學(xué)英語四、六級考試委員會頒發(fā)了（（全國大學(xué)英語四、六級考試改革方案（試行）》及《大學(xué)英語四級考試大綱》（2006修訂版），對大學(xué)英語四級考試進(jìn)行配套改革，從考試內(nèi)容到題型設(shè)計進(jìn)行了重大調(diào)整。從2007年1月開始，全面實(shí)施改革后的新大學(xué)英語四級考試。

內(nèi)容概要

《大學(xué)英語四級考試模擬試題》輔助用書針對性強(qiáng)，在選材和試題設(shè)計上力求經(jīng)典，在各方面與大學(xué)英語四級考試新題型保持一致，具有一定的預(yù)見性和前瞻性。通過單項(xiàng)訓(xùn)練與模擬試題相結(jié)合，幫助考生全面熟悉四級考試新題型，做到胸有成竹，順利通過四級考試。    大學(xué)英語四級考試是一個每年涉及上千萬考生的超大規(guī)模的標(biāo)準(zhǔn)化考試，考生將如何適應(yīng)改革后的考試模式，除了打好英語基礎(chǔ)之外，熟悉新題型范圍、類型要求及解題速度等就顯得尤為重要了?！洞髮W(xué)英語四級考試模擬試題》是“經(jīng)典710分”的模擬試題分冊，共包括十套試題。每套試題由六部分組成：寫作、快速閱讀理解、聽力理解、仔細(xì)閱讀理解、完形填空、翻譯。本模擬試題的程序完全按照樣卷的要求設(shè)計。

作者簡介

汪士彬，南開大學(xué)教授，享受國務(wù)院政府特殊津貼，知名大學(xué)英語四、六級考試輔導(dǎo)專家，現(xiàn)任海南大學(xué)三亞學(xué)院外語分院院長。長期致力于英語教學(xué)與科研，在多家出版社出版了英語測試系列、快速閱讀系列及語法系列等圖書30余部。所編寫的四、六級輔導(dǎo)用書深受讀者歡迎，多次獲全國及省市級優(yōu)秀暢銷書獎。

書籍目錄

2008年6月21日英語四級考試真題Model Tests  Test 1   Test 2   Test 3   Test 4   Test 5   Test 6   Test 7   Test 8   Test 9   Test 10 Tape Scripts  Test 1   Test 2   Test 3   Test 4   Test 5   Test 6   Test 7   Test 8   Test 9   Test 10 Key  Test 1   Test 2   Test 3   Test 4   Test 5   Test 6   Test 7   Test 8   Test 9   Test 10

章節(jié)摘錄

　　Most people treat an interview as if it were an interrogation （審問）， The employer asksquestions， and the candidate gives answers.　　Headhunters go out of their way to avoid that outline. "Your attitude should be that of anemployee whos there to talk about a new project， rather than the more obsequious attitude of acandidate whos hoping to get an offer，" Corcodilos says.　　Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing anopening at AT&T. The vice-president handling the interview told Zagorski the meeting could lastno more than 20 minutes. Zagorski walked over the VPs marker board and outlined the company schallenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorskiwrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.　　"The guys jaw was on the floor，" Corcodilos says. "He told Zagorski that finishing theinterview wouldnt be necessary. Instead， the VP brought in the rest of his team， and the meetinglasted for two hours."　　Not only did Zagorski demonstrate that he understood and could do the job， he showed howthe company would profit from hiring him when he turned the interview into a working meeting.Got an offer？ Interview the company.　　When an employer makes an offer， he does more than deliver a title and a compensationpackage——he also cedes （放棄） part of his control over the hiring process. "At the outset of theinterview， the employer controls the offer and the power that comes with it，" Corcodilos says. "Butupon making an offer， he transfers that power to the candidate. This is a power few people in thatsituation realize they have. It s the time for you to explore changing the offer to suit your goals ~~mdfully interview the company."　　Ask to meet the members of the team youve been invited to join and to see the resources thatwould be at your disposal. Ask for more money——but only if you think you truly deserve it. Anddont worry about how the employer might react. "As long as you present your requestsprofessionally and not as demands，" Corcodilos says， "a good company will consider the thingsthat are important to you."　　Once you get that offer， "You have the power，" says Corcodilos， "to decide whether， and onwhat terms， you want to hire that company." 1. Job-seekers are advised to give detailed information of their past in the resume. 2. A headhunter never arranges a person for an interview unless he or she is clearly qualified for　　a position. 3. The best way to learn about the company one is going to work in is to phone the human　　resources department.

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