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Task3: Brave firemen Script A fire started on some grassland near a farm in Alberta, Canada. The fire department from the nearby town was called to put the fire out. The fire proved to be more than the small town fire department could handle, so someone suggested that a rural volunteer fire company be called. Since the company was composed entirely of men over65, there was doubt that they would be of assistance. But with no other help available, the farmer called the fire company away.
The volunteer fire company’s men arrived in a dilapidated old fire truck. The truck drove straight toward the fire and, instead of stopping in front of the fire, drove right onto the middle of the flames. The volunteer firemen jumped off the truck and started spraying water in all directions. Soon they had put out the center of the fire, breaking the blaze into two easily controllable parts. After an hour of intense fighting, they had extinguished the fire. The farmer was impressed by the brave volunteer firemen and their work. He was so grateful that his farm had been spared that he presented the volunteer company wit ha check for $10,000. A local news reporter asked the volunteer fire captain what the company planned to do with the funds. The fireman looked him right in the eye and said, “That should be obvious. The first thing we’re going to do is to get the brakes fixed on that stupid fire truck.”
For Reference
1. Since the company was composed entirely of men over65, there was doubt that they would be of assistance. But the farmer called the fire company away because the fire proved to be more than the small town fire department could handle, and there was no other help available. 2. The truck drove straight toward the fire and, instead of stopping in front of the fire, drove right onto the middle of the flames.
3. After an hour of intense fighting, they had extinguished the fire.
4. He presented the volunteer company wit ha check for $10,000.
The captain said, “The first thing we’re going to do is to get the brakes fixed on that stupid fire truck.” That suggests that they drove right into the middle of the flames because of useless brakes rather bravery. News Report
Australian Waterspout Script
A big twister struck the Sydney to Hobart yacht race late on Wednesday, nearly knocking out the team highly favored to win, Nicorette.
Disaster struck the Swedish maxi yacht off the east coast of Australia, tearing its mainsail and nearly carrying away skipper Ludde Ingvall.
When asked about his encounter with the waterspout, Ingvall described the experience as “surreal”. Ingvall, a seasoned sailor, said that he’s seen twisters before but had always managed to avoid them. This one, however, seemed to be following them and they had no choice but to go right through the middle of it.
The encounter with the twister forced Nicorette to drop into fifteenth place overnight.
Crew member valiantly battled extreme weather while attempting to keep the yacht o course.
Skipper Ingvall reported that the team was now in sixth place and making up ground with the use of its
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backup mainsail.
Nicorette managed to get back on track on Thursday, closing the gap on team Illbruck of Germany, the current leader.
This footage from video taken aboard the Nicorette shows the terrible conditions they experienced as they struggled to stay in the race.
It took real teamwork to get the unlucky yacht back into this position. Even under these harshest of conditions, the Nicorette team managed to work together to make a miraculous recovery. But the team has a history of successful teamwork. Last year, Nicorette achieved the second-fastest line honors victory in the 57-year history of the 630 nautical mile Sydney to Hobart race. The only yacht to surpass Nicorette’s time was the 60-foot Danish Nokia, setting the record of 1day, 19 hours, 48 minutes, and 2 seconds in 1999.
Earlier on Thursday, 8 of the 75 entrants dropped out of the race after a night of thunderstorm activity and winds of up to 30 knots.
Team Illbruck is the overall winner so far after two legs o the race, but there is still more race to go. Boat are currently en route to Auckland, New Zealand as they begin the third leg of the around the world race.
Nicorette still has a chance to finish in one of the top spots despite the incredible obstacle that almost stopped them. Uint4
II. Basic Listening Practice 2. Script
M: Do you see yourself as a leader or more of a team player?
W: Well, it depends on the circumstances. I usually enjoy working as part of a team and helping everyone work together. But if the leadership is weak, I’m not afraid to take over in order to achieve the goal at hand.
Q: What does the woman want to be? 3. Script W: Good morning, I have an appointment with Mr. Davies at 11o’ clock. M: Yes, he left a message for you saying he’s terribly sorry but he’s stuck in traffic and is running 15 minutes late. Please take a seat and he’ll be here as soon as possible. Would you like tea or coffee? Q: Where is the conversation probably taking place? 3. Script
W: You don’t happy. Did you get that promotion? M: No, they brought in some new guy. I’m not going to hang around for much longer, I can’t assure you. Q: Why is the man unhappy? 4. Script
W: Mr. Jones is a self-made millionaire, and I’m honored to have worked for him for the past thirty years as his accountant.
M: He must be pleased to have a loyal and faithful employee such as yourself. Q: What is true of the woman? 5. Script
W: Jane, we’re considering you for the new office manager’s position. We’ve been very pleased with your work.
M: Thank you very much. I’ve always enjoyed working here, and I would welcome an opportunity for more responsibility.
Q: Which of the following is true? Keys: 1.C 2.B 3. A 4.B 5.D III. Listening In
Task 1: You’re fired!
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Joan: Come in, come in. Have a seat. Ah…uh…I want you to know this is going to hurt me more than it will hurt you.
Carl: Yes, ma’am. But I’m not quite sure what you’re talking about.
Joan: You’re fired. That’s what I’m talking about. Carl: I find that surprising, Miss Jackson. After all, I sold twenty-five percent more of our products than any other salesperson.
Joan: Look, I’m not here to argue. You’re fired. Understand?
Carl: I understand perfectly. I just wonder what’s going to happen to the contract I’ve been arranging. It would be a shame to lose it; it could mean a lot of our company. And I’m the only one who knows the details.
Joan: No one is indispensable. Just clear out your desk, and that’s the end of it. Do I make myself clear, Mr. Westlake?
Carl: Crystal clear—apart from one small detail. Joan: And what, pray tell, is that detail? Carl: I’m not Mr. Westlake. I’m Carl Smith.
Joan: Well then, that’s a different kettle of fish, Mr. Smith. I know you’ve bee n working late almost every night and coming in on Saturdays to get work done. The company is very happy with your progress.
Carl: That’s good to know. I was beginning to think that I wasn’t appreciated.
Joan: You’re doing well. We have approved your first salary increase.
Carl: That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay.
6. Why is the man surprised at the being fired?
7. What is the second reason mentioned of the man to object to his being fired?
8. What mistake did the woman make?
9. What do you know about the man’s work performance?
10. What does the man finally get? Keys: 1C 2.B 3.D 4.A 5.A For Reference
1. I want you to know this is going to hurt me more than it will hurt you.
2. That’s great! Thank you! I’ll certainly try to live up to the trust you have demonstrated in me with this raise in pay. Task 2: SOHO Script
The modern concept of small office and home office, or small and home office, often (S1) shorted to SOHO, is concerned with business that employ from one to ten workers. Also (S2) known as a virtual business, the SOHO has not evolved beyond the idea of an (S3) independent business person who has a few support stall members.
Business (S4) enterprises that are large are often called Small and Medium-sized Enterprises.
Before the19th century and the (S5) spread of the industrial revolution around the globe, (S6) nearly all offices were small offices or home offices, with only a few exceptions. Most businesses were small, and (S7) so was the amount of paperwork that went with their business activities.
At the end of the 20th century and the beginning of the 21st, the term “Small or Home Office” and (S8) the acronym SOHO have been used t to great extent by companies that sell products to large number of small business with a small-sized office.
Some products are often designed specifically for the
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SOHO market. (S9) Many books are written and sold specifically for this type of office to tell people how to equip a small office.
Nowadays many consultants, lawyers, and real estate agents in small and medium- sized towns operate from such home offices.
(S10) In the field of software development, engineers often have to work 20 hours or more at a stretch, so they can hardly adapt to normal office hours. They often work in small offices to have more freedom. Task3: The Role of Job Descriptions Script
People who don’t understand what their employers expect them to do may be headed for one of the most common and yet most avoidable career traps. If your boss doesn’t take the time to explain properly what you are expected to do in your position. Then keep asking questions until you know precisely what it is. Don’t limit your questions to matter of everyday routine. Lee Colby, a management consultant based in Minneapolis, offers his advice. He says you can ask more significant questions like, “What are our departmwnt’s goals? How does my work fit in with the overall objective of the company?”
That method helped Lisa James, an assistant manager at an electronics company. When James was transferred to a new department seven years ago, she found herself not only working for the manager of quality control, but assisting three other managers. Because the job was both demanding and ill-defined, James had to put in ten-hour days as well as take work home. To clarify what was expected of her and what she hoped to get from her job in terms of career department, she drafted a list of goals in collaboration with her principal boss. The list proved so well though out that her boss used it as the basis for her annual performance reviews. Shortly afterwards, she was given a raise for her efficient work.
If your boss is vague about what your goals should be, try this technique suggested by Atkin Simon, director of a Boston-based management-consulting firm: Read your position description, which most large firms provide, and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.
5. If your boss does not describe your job responsibility clearly, what can you do?
6. What kind of questions can you ask about your job?
7. When James was transferred to a new department, how many managers did she have to work for?
8. With whom did James draft a list of goals?
5. How was her list of goals received? Keys: 1B 2.D3. D 4.A 5.C For Reference
Read your position description and identify the two or three most important tasks it mentions. Then meet with your boss, point out the tasks you’ve chosen and ask if they accurately reflect what your boss considers important.
IV. Speaking Out
MODEL 1 I’ve got to talk to Mrs. Parker.
Susan: Parker Electronics Susan speaking. How may I help you?
Mrs. Jones: This is William Jones of Sea-land Limited. I’m calling from Australia. Would you
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please transfer me to Helen Parker, extension513? Susan: Please hold, Mr. Jones. I’ll see if Mrs. Parker id available to take your call…I’m sorry, Mrs. Parker is out of the office. Can anyone else assist you?
Mrs. Jones: No. I’ve got to talk to Mrs. Parker. It’s urgent. When will she be back?
Susan: I’m afraid she is out for the whole day. May I take a message?
Mrs. Jones: Tell her I must talk to her right away. Your last shipment was damaged.
Susan: Oh, what a pity. Is there a particular time you want her to call you?
Mrs. Jones: She can get in touch with me any time tomorrow at 613-2775-2940. Susan: Let me repeat that back: Mr. Jones of Sea-land, 613-2775-2940; call as soon as possible regarding the damaged cargo. You can be reached all day tomorrow.
Mrs. Jones: The sooner the better. Those missing parts are holding up our production.
Susan: I’ll give her the message, Mr. Jones. She’ll get back to you as soon as she can. Mrs. Jones: Thank you. Good-bye.
MODEL2 Something unexpected has come up. Script
Bob: Hello.
Susan: Hello, it’s Susan Smith from Parker Electronics.
Bob: Hi, Sue, Bob here. How is it going? What’s on your mind day?
Susan: I’m calling on behalf of my boss, Mrs. Helen Parker. She wants some of your in expensive late-model DVD player.
Bob: We have a good selection that should be right up your alley. Do you suppose we could arrange a meeting?
Susan: She was hoping to get together with you this week, if possible. She wants to get going on this right away. Bob: Let me check my schedule. Yes, I’m free as the breeze on Friday. Susan: Why not meet at about ten in the morning at your office?
Bob: Sound good. Let’s confirm that. I’ll look forward to seeing her at ten on Friday.
Susan: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later]
Bob: Hello, Bob Smith speaking.
Susan: Hello, Bob, this is Susan. Something unexpected has come up. I’m afraid we have to cancel the meeting with you on Friday.
Bob: That’s disappointing. Shall we meet some other time?
Susan: She’d like to postpone the meeting until Monday afternoon. Would that be convenient for you? Bob: Well, I’ve got a full schedule on Monday, but I’d be free after five.
Susan: Could we make it five thirty then?
Bob: Five thirty’s perfect. I’ll see Helen at five thirty on Monday.
Susan: Ok. Great! Thanks. Bye.
MODEL3 It’s much more than just satisfactory. Script
Helen: You know, Susan, I’ve been looking over the review of your performance in the past three moths. Susan: Is everything satisfactory? Helen: We should say it’s more than just satisfactory. According to the review given by your supervisors, you
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are doing excellent work during this internship.
Susan: Thank you, Helen.
Helen: Well, your attendance record is perfect, and you’re very diligent. And on top of all that, you went out of your way to bring in new customers.
Susan: I enjoy working here, so I try to do my very best.
Helen: Well, wonderful! Our company could use more hardworking employees like you. In fact, the board of directors is unanimous in deciding to offer you a job. Susan: I’m so glad to hear that. I’ll graduate in less than a month. By then I can devote more time to the company. I’ll work heart and soul to promote its business.
Helen: And I also think you are ready to take on some new responsibilities.
Susan: What do you mean, Helen?
Helen: I’m promoting you to assistant marketing manager, but you might have to travel around the country at short notice. Is that OK with you?
Susan: Of course. Thank you. I’m honored that you have so much confidence in me. Helen: Well, Susan, you did great work. Your promotion is effective immediately.
Susan: Thank you. I look forward to the new challenge of the job. Now Your Turn Task 1
SAMPLE DIALOG
Jenny: Hell, Jenny of Mokia Mobile.
Dick: Hello, this is Dick, your mobile phone battery supplier.
Jenny: Hi, Dick. Glad to hear from you again. What’s on your mind?
Dick: We’ve produced a new battery that is inexpensive, but powerful. It can last a long time. Jenny: We’ve already got a goof selection. What’s so special about your new product?
Dick: Well, could you arrange for me to meet your boss Linda? Then I’ll go into details. Jenny: OK, when can you come? Dick: I was hoping to get together with Linda this week, if possible. I want to get going on this right away. Jenny: Let me check her timetable…Yes, she’s completely free Thursday
Dick: Why not meet at about ten in the morning at your office?
Jenny: Sound good. Let me say it again: We’ll look forward to seeing you at ten on Thursday.
Dick: I’m sure it’ll be a rewarding meeting. Thank you. Good-bye. [Later]
Jenny: Hello. Is Dick there, please? Dick: Hello. Dick speaking.
Jenny: Hi, Dick, this is Jenny. Something unexpected has come up. I’m afraid we have to postpone the meeting with you on Thursday.
Dick: That’s disappointing. When can we meet? Jenny: Linda has to put the meeting off until sometime on Friday. Will that suit you?
Dick: I’m afraid I can’t go on Friday. I’ll be flying to another city on business.
Jenny: Then could you come after five on Thursday? Dick: Certainly, Can we make it five thirty then? Jenny: Five thirty’s perfect. Linda will be waiting for you at five thirty on Thursday. Dick: Ok. Great! Thanks. Bye. V. Let’s Talk Script
Lillian: Mr. Baxter, you have worked in the company for five years, and you manage everything here
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smoothly, like a clock. Could you tell us the secret document. of your successful career? The boss asked Adams to get back the copies, but it Baxter: Just as the golden rule of real estate is was too late. When Adams got to the CEO’s office, he location, location, location, the golden rule of work was already reading the report. is relationships, relationships, relationships. Adams had felt friction with his boss before. She was Unfortunately, many workers focus so hard on the job overbearing and tended to find fault with his work at hand that they never develop useful relationships after he’d broken his back to meet deadlines. In this with people in other parts of their organization. instance, however, he realized he had made a serious Worse, when they do interact with colleagues in other error. His boss was extremely upset, for his mistake departments, they may not treat then with respect. made her look as though she wasn’t in control of her Lillian: Could you give more details? department. Baxter: Let’s take Wendy as an example. She switched From the boss’s point of view, Adams was usurping her jobs several months ago in the company. In her first authority. The result was simple and natural: Adams position, as a marketing manager, she frequently left his job soon afterward. found herself in conflict with the financial Adams’s story illustrates a fundamental truth about department over her staff’s expenses. Her argument the workplace: small, seemingly innocent missteps can for more funds usually ended in vain. sometimes become a big career trap. Then in her new job as training administrator, she 6. To whom did Adams deliver copies of the wanted to launch an on-the-job training project. She report? needed the financial department to support her 7. What did Adams discover after he request for a budget. How did she convince them this delivered the copies? time? 8. What happened when the boss asked Adams Although the financial department’s offices were to get back the copies of the report? located in another city, Wendy decided to visit them 9. According to the passage, why was his in their offices and try to establish closer boss extremely upset? relationships. She believed she must first of all 5. What conclusion can we draw from the passage? understand their mission and their own training needs. Keys: 1.B 2.B 3.C 4.A 5.C Then she found an ally in the company’s chief Task 2: The boss is angry! financial officer, who saw how her group could help Script develop his staff. So the two forged a long-tern=m Sam: Tell me: Does this place look like a nursing home? alliance, which led to a training program so Sally: No. Why? successful that it has since been picked up by the Sam: Do I look like a male nurse? company’s offices in Germany and Japan. Sally: Not at all. Winning allies throughout your organization has an Sam: Then why do my employees act as though this were additional benefit. These days, it’s far too risky a nursing home instead of a work place? to expect your work to speak for itself. Having allies Sally: You’re obviously upset. What’s wrong? Tell who speak well of you increases your reputation with me. the top management. Sam: You’re right. I’m upset about a lot of things. Sally: Can you tell me what the problems are? Sam: First of all I’m upset because so many of the ve Statements Negative Statements staff have been showing up late for work. lden rule of work is relationships. Many workers never develop useful relationships with people Sally: It’s true. A lot of people have been coming in other parts of their organization. Worse, they may not in late. They probably think you don’t mind. You know treat then with respect. there’s a pretty relaxed atmosphere here.
Wendy frequently found herself in conflict with the Sam: Maybe it’s because I hang out with a lot of them
financial department over her staff’s expenses. Her outside the office. argument for more funds usually ended in vain. Sally: They must see you more as a buddy than a boss. nd the company’s chief financial officer forged a It’s because you’re so friendly. erm alliance, which led to a training program so Sam: You’re right. They don’t view me as an sful that it has since been picked up by the authority figure anymore. I’m afraid they don’t y’s offices in Germany and Japan. respect me as a boss allies who speak well of you increases your Sally: So what are you going to do about it? tion with the top management. Sam: I’m going to change. No more Mr. Nice Guy. I’m
going to start cracking the whip. VI. Further Listening and Speaking Sally: When do you want this change to take place? Task1: A small misstep can become a big career trap. Sam: Starting today, I’m going to lay down the law. Script From now on, everyone in the company must follow George Adams, a market researcher at a Midwestern firm, regulations to the latter. finally printed his marketing report. After months of Sally: I’ll post a notice as soon as possible. What research, hundreds of surveys, and several boring should it say? drafts, his report was complete, and just in time. He Sam: No more punching in late. No more clocking out was going away for the weekend, and he wanted to relax early. No more calling in sick without a goof reason knowing his report was a success. He carefully or without a doctor’s note. proofread his document and then delivered copies to Sally: Anything else? all the executives on his distribution list. Sam: No more personal phone calls or e-mails on When he returned to his desk, he discovered his boss, company time! the department manager, was livid. At first he did not Sally: All right, I’ll get right on it! realize he had accidentally gone over his head. Anyway, Keys: FTFTF she had given him the contribution list in the first Task3: Three Envelopes place. So he thought he was just following orders. But Script the boss was furious that she hadn’t seen the final After a high –level firing at Supertech, the top
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executives gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say good-bye to the departing CEO, Dick Jackson.
Lunch was pretty well over when Jackson took his replacement aside and said: “Carl, it’s a jungle out there in the business world. If we graduate of Harvard Business School don’t stick up for one anther, who will? Nobody, that’s who.”
Jackson explained that a tradition the company’s CEOs had. The departing CEO left three numbered envelopes for the new CEO. He handed Martin three envelopes. “Open one if there’s a problem you can’t solve.”
Things went smoothly for Martin at first, but six months later sales took a downturn, and he was catching a lot of heat. At his wit’s end, he remembered the envelopes. He took from his desk the first envelope. The message read, “Blame your predecessor.”
Martin held a press conference and tactfully laid the blame at the feet of the previous CEO. The press—and Wall Street—reacted positively, sales picked up, and the problem was soon behind him. A year later, the company was again experiencing a dip in sales, combined with serious product problems. The CEO opened the second envelope. The message read, “Recognize.”
This he did, and the company quickly rebounded. After several consecutive profitable quarters, the company once again fell on difficult times. The CEO went to his office, closed the door and opened the third envelope. The meager read, “Prepare three envelopes.” For Reference
1. They gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say good-bye to the departing CEO, Dick Jackson.
2. The departing CEO left three numbered envelopes for the new CEO
3. The message read, “Blame your predecessor.” So, the new CEO held a press conference and tactfully laid the blame at the feet of the previous CEO.
4. The message read, “Recognize.” The new CEO did it, and the company quickly rebounded. 5. The meager said, “Prepare three envelopes.” It implied that it was time for Martin to leave and give three similar envelopes to the next CEO. News Report
A Wearable Translator Script
The inability to communicate in a foreign language is a problem that many international travelers face. But now, a Minnesota company is developing a system that would make this a problem of the past.
Minneapolis-based Via is the company behind the “Mobile Language Translation System”, or MLTS. But they are not the only company trying to develop real-time computer translation. IBM is promoting a new high-speed text translation system, and NEC is working on software that provides rapid voice translations from English to Japanese and vice versa. But Via CEO Ed McConaghay says that the biggest difficulty in developing MLTS hs been to combine existing technology with bidirectional capability and portable packaging. [SOUND BITE]
A translator demonstrates just how MLTS works.
The translations take about five seconds and are not always perfect. However, the text translation on the screen can help users get the general idea of a
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conversation. [SOUND BITE]
In the future, MLTS may be able to assist military personnel in communicating with foreign language speakers in the field.
This system may also be of help to border patrol officers, airport personnel, and local law enforcement.
Eventually, though, the device will be available to travelers or anyone in the general public who would like to communicate with a foreign friend.http://7282mylove.blog.163.com/blog/
static/9959497120106603726501/ - #
Uint5
II. Basic Listening Practice 1. Script
W: Why do some people stay in one job for life while others switch jobs from time to time? M: Some people want a fixed routine so that they don’t have to adapt tot new circumstances over and over again, while others think variety is the spice of life.
Q: According to the dialog, why do some people stick to one job for life? 2. Script
M: Kathleen, you’ve been late for work so many times lately that I have to warn you that any repetition will result in your dismissal.
W: I’m sorry. I’ll try my best to get here earlier in the future. Perhaps I could work later to make up the time I’ve lost.
Q: What does the woman say? 3. Script
M: Mr. Brown, my time here has been frustrating for me. I have a better opportunity with another firm, and I’m taking it.
W: We won’t be sorry to see you leave, Richard. You’ve done your best to make everyone here as miserable as you are.
Q: How does the woman feel about the man’s leaving? 4. Script
W: Mr. Armes, I wanted to tell you in person that at the end of this month I’ll be leaving the company. M: Well, Sylvia, we are certainly going to miss you here, but I wish you the best of luck. Q: What does the woman want? 5. Script
W: Time, I hate to tell you this, but we’re caught in a budget crunch, and we must lay you off. I’m sorry.
M: I understand. I’ve enjoyed my time here, and I’m confident I can find something else. Q: What is the man’s response? Keys: 1.B2.D3. A 4.C 5.D
III. Listening In
Task 1: How to Avoid Bankruptcy
Manager: Adam! Have you any suggestions about how we can avoid bankruptcy?
Adam: Downsizing would certainly reduce our operating costs. You know, make us lean and mean, the way you have to be in today’s market.
Manager: Where do you suggest we start making these staff cuts?
Adam: The logical place to start would be in administration. They usually overstaffed.
Manager: That’s not going to go over very well with our employees. Some of them have been with the company for years.
Adam: It’s painful process, but there’s no choice. They’ll just have to get used to the idea.
大学英语视听说教程原文及答案.doc
