關(guān)于六級(jí)英語(yǔ)聽力小短文
關(guān)于六級(jí)英語(yǔ)聽力小短文
英語(yǔ)聽力是習(xí)得英語(yǔ)的最重要的技能之一,但往往它又是阻礙學(xué)生學(xué)好英語(yǔ)的最大因素。下面是學(xué)習(xí)啦小編帶來(lái)的關(guān)于六級(jí)英語(yǔ)聽力小短文，歡迎欣賞!
關(guān)于六級(jí)英語(yǔ)聽力小短文篇1
M: Hello Jane.
W: Hello Paul.
M: Please coming. I'm just getting ready to go home. Susan is expectingme for dinner. Iwanted to be on time for a change.
W: Look, I'm terribly sorry to drop in this time on Friday, Paul, butit is rather important.
M: That's OK. What's the problem?
W: Well, Paul, I won't keep you long. You see there is a problem withthe exchange rates. TheIndian Rupee has taken a fall on the foreign exchangemarket. You see there is being a sharpincrease in Indian's balance of paymentdeficit.
M: I see. How serious, isn't it?
W: Well, as you know, there have been reports of unrest India, and theprospects for the Rupeelook pretty gloomy.
M: And that's going to affect us, as if we didn't have enough problemson our hands.
W: So I thought it would be wise to take out forward exchange cover toprotect our positionon the outstanding contract.
M: Just a minute. Forward exchange cover, now what does that meanexactly?
W: Well, it means that JO notes enters into a commitment to sell IndianRupees at the presentrate.
M: I see. And how will that benefit us?
W: Well, JO notes wouldn't lose out if Indian Rupee falls further.
M: What will it cost, Jane?
W: A small percentage, about 1% and that can be built into the price ofthe bike.
M: Well, I don't suppose there is much choice. All right Jane, let'sput it into action.
關(guān)于六級(jí)英語(yǔ)聽力小短文篇2
W: Charles, among other things, you regarded as one of the America'sgreat masters of theblues. A musical idiom does essentially about loss,particularly the loss of romantic love. Whydoes love die?
M: People often get into love affairs because they have unrealisticexpectations aboutsomebody. Then when the person doesn't turn out to be whothey thought he or she was, theystart thinking maybe I can change him or her.That kind of thinking is a mistake. Because whenthe dust settles, people aregoing to be pretty much what they are. It's a rare thing foranybody to be ableto change who they really are. And this creates a lot of problems.
W: At 62, you continue to spend a large percentage of your lifetouring. What appeals to youabout life on the road?
M: Music, I don't especially love life on the road, but I figure if youare lucky enough to be ableto do what you truly love doing, you've got theultimate of life.
W: What's the most widely-held misconception about the life of a famousmusician?
M: People think it's all glamour. Actually we have the same troublesthey do. Playing musicdoesn't mean life treats you any better.
W: How do you feel about being recognized everywhere you go?
M: You think I be used to it by now. But I still find it fascinating.You go to a little town inJapan, where nobody speaks English, yet they knowyou on side and know all your music. I'mstill amazed by the love peopleexpress for me and by music.
關(guān)于六級(jí)英語(yǔ)聽力小短文篇3
Changing technology and markets have stimulatedthe team approach tomanagement. Inflation, resource scarcity, reduced personnel levels andbudgetcuts have all underscore the need for better coordination in organizations.Teammanagement provides for this coordination. Team management calls for newskills if personnelpotential is to be fully realized. Although a team may be composed ofknowledgeable people,they must learn new ways of relating and working togetherto solve cross-functional problems.When teams consist to be experiencedemployees from hierarchical organizations, who havebeen condition totraditional organizational culture. Cooperation may not occur naturally, itmainlyto be created. Furthermore, the issue is not just how the team canfunction more effectively,but how it integrates with the overall organization,all society that it supposes it serves. Agroup of individuals is notautomatically a team. Therefore, team building may be necessary inorder toimprove the group's performance. Casey, an expert in this field, suggests thatthecooperation process within teams must be organized, promoted and managed.He believesthe team corporation results when members go beyond theirindividual capabilities, beyondwhat each is used to being and doing. Together,the team may then produce something new,unique and superior to that of any onemember. For this to happen, he suggests the multi-cultural managers exhibitunderstanding of their own and others' cultural influences andlimitations.They should also cultivate such skills as toleration of ambiguity, persistenceandpatience, as well as assertedness. If a team manager exemplifies suchqualities, then the teamas a whole would be better able to realize theirpotential and achieve their objectives.
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