Why is the woman in a hurry?
A.She has lost her phone. B.She is late for her train. C.She wants to meet a friend.
What did the man do yesterday?
A.He joined a celebration. B.He stayed in bed. C.He went to work.
Where did the man get the sofa?
A.He purchased it. B.His wife brought it. C.He received it as a gift.
请认真阅读下面短文，并按照要求用英语写一篇100词左右的文章。
很多高三学生为了在学习上不落后于其他同学，他们搬出学校的集体寝室，在学校附近租了房子。就这一现象请你写一篇英语短文来发表自己的看法。内容包括：
1. 在校外租房子的利与弊；
2. 你同意还是反对这种做法? 并陈述你的理由。
注意： 1. 词数为150左右；
2. 可适当增加细节, 以使行文连贯；
3. 开头语已为你写好(不计入总词数) 。
参考词汇：宿舍 dormitory
The college entrance examination is approaching day by day.
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请认真阅读下面短文，并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。
注意：每个空格只填一个单词。
Measurement done right can transform your organization. It can not only show you where you are now, but can get you to wherever you want to go. Measurement is important to high performance, improvement, and, ultimately, success in business, or in any other area of human effort. Measuring what matters is more important than most things we do. Here are 5 ideas for how to become more conscious of what you can stop doing, in order to make the time for performance measurement.
1. Stop reporting measures that no one uses. Be daring—stop reporting what you know isn’t being used, and if anyone notices, use it as an opportunity to start a conversation about how to decide what is worth measuring and reporting.
2. Reduce your time in meetings and the number of meetings you attend. Meetings always take longer than they need to. The big time wasters are tangents, people arriving late and violent agreements that mistakenly sound like useful debates. Start on time, finish early and diplomatically manage the discussion. Reduce and Agree only to meetings that have a clear purpose that is aligned to your role and responsibilities. Don’t go to meetings out of obligation or interest alone.
3. Rank your main concerns and drop the bottom 10. List your tasks, both what you are doing and what you should be doing, and rank them in order of importance. Simply stop doing the bottom 10—they are likely to have consequences far less than failing to measure what matters. Design your weekly schedule to make time for measurement. Set a regular time in your diary that you block out for measurement related activities, and then put the remainder of your tasks around that. Put the big rocks (the important stuff) in first and you’ll fit more of the smaller rocks in anyway.
4.Bring up measurement in conversations and existing meetings. Don’t wait for measurement time. Use natural conversations that have even minor importance to performance and results as an opportunity to talk about measures that matter. Set yourself progress goals for choosing, creating and using measures, and reward yourself when you achieve them. You can get others to hold you accountable. Agree progress goals with your manager or colleagues or customers for choosing, creating and using measures. Set regular check in time with them to pat you on the back or face the music.
5.Save time by stopping when it’s good enough. Stop over processing whatever you do, and get clear about the point at which you’ve done what will work, and don’t waste time.
Title: The key to success is MEASUREMENT | ||
Paragraph main idea | Supporting details | |
Functions of measurement | ·Change 1. now and build a bright future. | |
·Important to high performance, improvement, and, ultimately, success in business and other fields. | ||
Be daring or brave | Report measurements 2. by others | |
Reduction | 3. | It may waste your time. |
number of meetings | Reason | A waste of time |
Way | Attend those having 4. | |
List | Way | ·List your tasks and drop 5. |
·Rank them in order of importance | ||
·Design your weekly schedule | ||
·Set a regular time 6. | ||
Aim | Make useful time for reasonable | |
measurement | ||
Discussion | Way | ·Make use of natural conversations or 7.. |
·Set clear aim you can achieve and 8. when yousucceed. | ||
·Agree 9. with your boss or colleagues or customers. | ||
·Ensure time to check in the progress. | ||
10. | Way | ·Stop when it’s good enough. |
·Know your situation well and your next plan. |
Monthly Talks at London Canal Museum
Our monthly talks start at 19:30 on the first Thursday of each month except August. Admission is at normal charges and you don’t need to book. They end around 21:00.
November 7th
The Canal Pioneers, by Chris Lewis. James Brindley is recognized as one of the leading early canal engineers. He was also a major player in training others in the art of canal planning and building. Chris Lewis will explain how Brindley made such a positive contribution to the education of that group of early “civil engineers”.
December 5th
Ice for the Metropolis, by Malcolm Tucker. Well before the arrival of freezers, there was a demand for ice for food preservation and catering, Malcolm will explain the history of importing natural ice and the technology of building ice wells, and how London’s ice trade grew.
February 6th
An Update on the Cotsword Canals, by Liz Payne. The Stroudwater Canal is moving towards reopening. The Thames and Severn Canal will take a little longer. We will have a report on the present state of play.
March 6th
Eyots and Aits-Thames Islands, by Miranda Vickers. The Thames had many islands. Miranda has undertaken a review of all of them. She will tell us about those of greatest interest.
Online bookings:www.canalmuseum.org.uk/book
More into:www.canalmuseum.org.uk/whatson
London Canal Museum
12-13 New Wharf Road, London NI 9RT
www.canalmuseum.org.uk www.canalmuseum.mobi
Tel:020 77130836
1.When is the talk on James Brindley?
A.February 6th. B.December 5th.
C.November 7th. D.March 6th.
2.What is the topic of the talk in February?
A.The Canal Pioneers. B.An Update on the Cotsword Canals
C.Eyots and Aits-Thames Islands D.Ice for the Metropolis
3.Who will give the talk on the islands in the Thames.
A.Miranda Vickers B.Malcolm Tucker
C.Chris Lewis D.Liz Payne
