题目内容
（请给出正确答案）
A．How come
B．What's good about it
C．What's it like
D．Is it good or bad
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更多“Interviewer: So what do you do…”相关的问题
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：Interviewer: Mrs.. Leech, can you describe some of the things your school does with aggressive children？
Mrs. Leech: Well, you must realize that when he comes here he is meeting other aggressive children, and aggressive children all together usually sum each other up.
Interviewer: Uhumm.
Mrs. Leech: And they find that aggressiveness here doesn't pay off because you can be jolly sure there's one tougher and worse than he is.
Interviewer: Uhumm.
Mrs. Leech: So I usually have, eh,... I say usually,...
Interviewer: Uhumm.
Mrs. Leech: Sometimes have organized fights. I...
Interviewer: Organized fights？ You actually...
Mrs. Leech: Yes.
Interviewer: You actually encourage the children to ...
Mrs. Leech: We have a ring and we have a bell.
Interviewer: A boxing ring？
Mrs. Leech: Yes!
Interviewer: Uhumm.
Mrs. Leech: And er... they must conform, they must keep to the rules, and when they have either lost or won, we discuss after a) what it is like to be the winner and b) what it is like to lose. And we carry on with our discussion and go on to what it is like in life.
Interviewer: Hmm.
Mrs. Leech: We must win or lose and we must do each very gracefully.
Interviewer: Can you give some reason why children are aggressive.
Mrs. Leech: If a child is one of six or seven children.., er... it's pretty sure that he is naughty and aggressive because he is crying out for attention and in this large family he's found that a jolly good way of getting attention is to shout, be naughty. At least mummy turns round and says, "Be quiet,...
Interviewer: Uhumm.
Mrs. Leech: Be a good boy, or you'll get this or that.
Interviewer: So some children are aggressive simply in order...
Mrs. Leech: To gain attention!
Interviewer: To gain...
Mrs. Leech: Aggressiveness usually is that. It's...
Interviewer: Uhumm.
Mrs. Leech: It's really the children crying out and saying, "Look at me, please."
Interviewer: Umm.
Mrs. Leech: I'm not saying it's the answer in all circumstances but it usually is.
Interviewer: Can you give some of the advantages of your school, as compared with ordinary schools.
Mrs. Leech: The classes are smaller for one thing.
Interviewer: How small？
Mrs. Leech: Er... we only have groups up to five or six.
Interviewer: Uhumm. And in a normal school？
Mrs. Leech: Oh, well.., that varies, of course, but it could be thirty to forty.
Interviewer: Uhum.
Mrs. Leech: Urn... here he does have individual attention every day.
Interviewer: Er... do you think the work is important？
Mrs. Leech: I du. Er... without our unit or something similar...
Interviewer: The unit is the school？
Mrs. Leech: Yes, the whole unit.
Interviewer: Uhum.
Mrs. Leech: I think a lot of children would be left and then perhaps at the age of sixteen, we wonld have our juvenile delinquent. I'm not saying we're curing them all.
Interviewer: Uhum.
Mrs. Leech: But I think at least with the unit available to these children, they have had a chance to make good.
Interviewer: Ummm.
Mrs. Leech: I'm not saying it always pays off, but they have had a chance.
What sort of children attend Mrs. Leeches school？
A．Naughty and violent.
B．Slow and retarded.
C．Wicked but clever.
D．Deserted but aggressive.
阅读理解
The smart job-seeker needs to rid herself of several standard myths about interviewing What follows is a list of some of these untruths and some suggestions to help you do your best at a job interview.
Myth I: The aim of interviewing is to obtain a job offer.
Only half true. The real aim of an interview is to obtain the job you want. That often means rejecting job offers you don't want! So, before you 面 back-flips for an employer be sure you want the job.
Myth 2: Always please the interviewer.
Not true. Try to please yourself. Giving answers that you think will suit a potential employer and practicing a policy of appeasement (讨好) are certain to get you nowhere. An effective interview (where you are offered the job or not) is like an exciting encounter in conversation with your seatmate on an airplane.
Myth 3: Never interrupt the interviewer.
An exciting conversation always makes us feel free-free to interrupt, to disagree, to agree enthusiastically. So, when interviewing, try to be yourself. Employers will either like or dislike you, but at least you'll have made an impression. Leaving an employer indifferent is the worst impression you can make. And the way to make an effective impression is to feel free to be yourself!
Another silly myth. Don't be afraid to disagree with your interviewer in an agreeable way. And don't hesitate to change your mind. The worst that could happen would be that the interviewer says to herself 0There's a person with an open mind!"
31. By 11my'di" the author means ____________.
A. an old traditional story or legend
B. something that is unknown
C. something false, that most people believe to be true
32. According to the passage, if you are looking for a job, your aim in the interview is________.
A.to obtain the job offered by the employer
B.to obtain a desirable job
C.to let the employer understand your desire
33. The right attitude for you is to ___________.
A. please the potential employer
B. avoid disagreement with the interviewer
C. talk to your interviewer in a warm and friendly way
34. When interviewing,________.
A. try to be natural and relaxed
B. keep an open mind
C. don interrupt the interviewer
35. The best title for this selection would be __________.
A. The aim of job-seeking
B. Myths About Interviewing
C. How to Obtain a Job
？Read the following article about job interviews and the questions below the passage.
？For each question (13—18), mark one letter (A, B, C or D) on your Answer Sheet for the answer you choose.
Making the Right Impression
The first thing to remember when you go for a job interview is that this is not a one-sided affair. Treat it as you would do in a negotiation. After all, both you and the prospective employer are selling something. If you approach an interview with the attitude of "any job will do", the interviewer will realize that immediately. If the job is worth anything, you won't get it.
You should prepare yourself for an interview just as you would do for a negotiation. Find out as much as you can about the company and the person who is to interview you. Don't be caught unawares. Go to the Internet and look at the company's website. Compare it with that of its competitors. Alternatively, look at the Yellow Pages or trade magazines to see how they advertise themselves. Make enquiries at the Chamber of Commerce and other relevant organizations. Find out at least a little about the sector se that you can ask interesting questions.
Think of and note down your strengths and the opportunities that lie ahead. No matter how high unemployment is, regardless of how miserable you are in your current job, it's always an advantage to see things in a positive light. If you have little or no experience m a particular area, consider your capabilities in a similar area. Spend some time trying to imagine what type of employee the company is looking for and what makes you suitable for the job being advertised.
First impressions count, so look good and feel good before you go. Choose clothes that make you feel confident, Find out what clothes may put the interviewer off. Ensure you arrive at the interview with time to spare. According to more than one recruitment agency we spoke to. interviewees must understand the importance not only of their personal appearance but also of their body language. During the interview, breathe calmly and try not to appear too nervous. Look the interviewer in the eye and adopt similar body language to theirs. Smile and feel relaxed, enthusiastic and assertive. Remember one thing, though: assertive does net mean aggressive.
Don't just answer "yes" or "no" to questions. Treat every question as an opportunity to demonstrate that you are suitable for the job, but remember to stick to the point. When asked about your interests, include group as well as individual activities/hobbies. Be on the lookout for tricky questions about your personal life. You don't need to lie; just sell yourself in the best light. This is something the interviewee needs to be able to do as well. You have the right to find out whether or not you want to work for the company. Furthermore, your interest in the nature of the Comply and how it is nm may well end up being your big selling point.
In job interviews, candidates tend to ignore the fact that
A．they are at a disadvantage.
B．they are buying and selling at the same time.
C．an interview is like a presentation.
D．the interviewer will be realistic.
Introduction
The following is an interview with Mick Kazinski, a senior marketing executive with Bridge Co, a Deeland-based construction company. It concerns their purchase of Custcare, a Customer Relationship Management (CRM) software package written by the Custcare Corporation, a software company based in Solland, a country some 4,000 km away from Deeland. The interview was originally published in the Management Experiences magazine.
Interviewer: Thanks for talking to us today Mick. Can you tell us how Bridge Co came to choose the Custcare software package？
Mick: Well, we didn’t choose it really. Teri Porter had just joined the company as sales and marketing director. She had recently implemented the Custcare package at her previous company and she was very enthusiastic about it. When she found out that we did not have a CRM package at Bridge Co, she suggested that we should also buy the Custcare package as she felt that our requirements were very similar to those of her previous company. We told her that any purchase would have to go through our capex (capital expenditure) system as the package cost over $20,000. Here at Bridge Co, all capex applications have to be accompanied by a formal business case and an Invitation to Tender (ITT) has to be sent out to at least three potential suppliers. However, Teri is a very clever lady. She managed to do a deal with Custcare and they agreed to supply the package at a cost of $19,995, just under the capex threshold. Teri had to cut a few things out. For example, we declined the training courses (Teri said the package was an easy one to use and she would show us how to use it) and also we opted for the lowest level of support, something we later came to regret. Overall, we were happy. We knew that Custcare was a popular and successful CRM package.
Interviewer: So, did you have a demonstration of the software before you bought it？
Mick: Oh yes, and everyone was very impressed. It seemed to do all the things we would ever want it to do and, in fact, it gave us some ideas about possibilities that we would never have thought of. Also, by then, it was clear that our internal IT department could not provide us with a bespoke solution. Teri had spoken to them informally and she was told that they could not even look at our requirements for 18 months. In contrast, we could be up and running with the Custcare package within three months. Also, IT quoted an internal transfer cost of $18,000 for just defining our requirements. This was almost as much as we were paying for the whole software solution!
Interviewer: When did things begin to go wrong？
Mick: Well, the implementation was not straightforward. We needed to migrate some data from our current established systems and we had no-one who could do it. We tried to recruit some local technical experts, but Custcare pointed out that we had signed their standard contract which only permitted Custcare consultants to work on such tasks. We had not realised this, as nobody had read the contract carefully. In the end, we had to give in and it cost us $10,000 in fees to migrate the data from some of our internal systems to the new package. Teri managed to get the money out of the operational budget, but we weren’t happy.
We then tried to share data between the Custcare software and our existing order processing system. We thought this would be easy, but apparently the file formats are incompatible. Thus we have to enter customer information into two systems and we are unable to exploit the customer order analysis facility of the Custcare CRM.
Finally, although we were happy with the functionality and reliability of the Custcare software, it works very slowly. This is really very disappointing. Some reports and queries have to be aborted because the software appears to have hung. The software worked very quickly in the demonstration, but it is painfully slow now that it is installed on our IT platform.
Interviewer: What is the current situation？
Mick: Well, we are all a bit deflated and disappointed in the package. The software seems reasonable enough, but its poor performance and our inability to interface it to the order processing system have reduced users’ confidence in the system. Because users have not been adequately trained, we have had to phone Custcare’s support desk more than we should. However, as I said before, we took the cheapest option. This is for a help line to be available from 8.00 hrs to 17.00 hrs Solland time. As you know, Solland is in a completely different time zone and so we have had to stay behind at work and contact them in the late evening. Again, nobody had closely read the terms of the contract. We have taken legal advice, but we have also found that, for dispute resolution, the contract uses the commercial contract laws of Solland. Nobody in Bridge Co knows what these are! Our solicitor said that we should have asked for this specification to be changed when the contract was drawn up. I just wish we had chosen a product produced by a company here in Deeland. It would have made it much easier to resolve issues and disputes.
Interviewer: What does Teri think？
Mick: Not a lot! She has left us to rejoin her old company in a more senior position. The board did ask her to justify her purchase of the Custcare CRM package, but I don’t think she ever did. I am not sure that she could!
Required:
(a) Suggest a process for evaluating, selecting and implementing a software package solution and explain how this process would have prevented the problems experienced at Bridge Co in the Custcare CRM application. (15 marks)
(b) The CEO of Bridge Co now questions whether buying a software package was the wrong approach to meeting the CRM requirements at Bridge Co. He wonders whether they should have commissioned a bespoke software system instead.
Explain, with reference to the CRM project at Bridge Co, the advantages of adopting a software package approach to fulfilling business system requirements compared with a bespoke software solution. (10 marks)
Then you place them in order of importance.The most important should be on top of the list.Once you are clear on your standards, you may get some idea of how your future boss operates by the way the interview is conducted.For example, did it start and finish on time？ How formal or informal was the room？
When the interview gets to the "Do you have any questions？" stage, you might like to ask some questions.With well-prepared questions, you can develop a very good idea of your future boss's management style.
36、Many people leave an organization because ______.
A.the boss doesn't like the employees
B.they don't like the boss
C.the organization is not good
D.the organization is not important
37、If you place your questions in order of importance, you ______.
A.put the least important first
B.put the longest question first
C.put the most important last
D.put the most important first
38、You can judge your future boss by the following EXCEPT ______.
A.whether the interview started on time
B.whether the interview room was formal
C.whether the boss played funny jokes
D.whether the interview finished on time
39、From this passage we get to know ______.
A.the interviewee can ask any question to the interviewer
B.the interviewer asks many difficult questions to the interviewee
C.the interviewer asks questions first
D.the interviewee asks questions first
40、The best title for this passage might be ______.
A.How to Get Along with Your New Boss
B.How to Ask Your New Boss Questions
C.How to Select Your New Boss
D.How to Prepare for Interview
He said that very clearly so that nobody was in any ______about what was meant.
A．doubt
B．consideration
C．question
D．wonder
—() I don't care what Jack thinks!
A.So why?
B.So what
C.So how
I don't really know what to ______ John, who is so difficult to please.
A．handle
B．do with
C．deal with
D．arrange
A man's worth lies not so much in _____ he has as in ______ he is.
A、that; what
B、what; what
C、that; that
D、what; that
