题目内容
The CEO always tries his best to create an atmosphere ______ his employees can express their opinions freely.
A. for which B. which C. where D. of which
C
One of the most common complaints I hear from families is that they are not close. They may be close in proximity, but still not feel close as a 36_. They may live next door or in the same house, but not feel 37 .
Closeness is about 38 . We feel close when we feel 39 , when we feel loved and when we simply enjoy being together. We may live far apart and still feel close, or we may 40 a home yet feel distant.
Closeness is a family trait that 41 over time. It is planted by love, watered by honest sharing and fed by true listening. It grows slowly and sometimes 42 years to mature; but it’s roots grow deep. It can 43 most storm and sustain a family through the most 44 time.
I received a letter from a reader in Hawaii. She 45 out that the CEO of one of the island’s largest banks was 46 a run for governor. Since he was well—liked, he seemed to have a good 47 of winning.
But before filing papers, he 48 his mind, stating that he wanted to spend more time with his 49 . Not that elected officials cannot be family—oriented, but he felt he needed more time at home than the job 50 .
Ronald A Young, in the Honolulu Advertiser, said this about the candidate’s decision：”No matter what you 51 in the business world or the social world, if you fail the family, then you have not accomplished much. Failure or success does not 52 in the material wealth you provide them. It is 53 by what of yourself you give to them.”
He made a 54 to give the best of himself to his family. He 55 family closeness first, despite pressure to put more time elsewhere. It’s likely a decision he’ll never regret.
| 36．A. house | B. home | C. family | D. group |
| 37．A. physically | B. emotionally | C. behaviorally | D. officially |
| 38．A. attitude | B. points | C. ambition | D. ideas |
| 39．A. misunderstood | B. understood | C. annoyed | D. disappointed |
| 40．A. share | B. stay | C. live | D. keep |
| 41．A. grows | B. changes | C. stays | D. happens |
| 42．A. pays | B. spends | C. takes | D costs |
| 43．A. weather | B. carry | C. keep | D. protect |
| 44．A. happy | B. difficult | C. joyful | D. funny |
| 45．A. pointed | B. set | C. put | D. gave |
| 46．A. thinking | B. considering | C. expecting | D. waiting |
| 47．A. sign | B. mark | C. score | D. chance |
| 48．A. kept | B. changed | C. stuck | D. made |
| 49．A. family | B. friends | C. people | D. officials |
| 50．A. provided | B. allowed | C. had | D. gave |
| 51．A. complete | B. finish | C. get | D. accomplish |
| 52．A. lie | B. result | C. say | D. happen |
| 53．A. concerned | B. tested | C. measured | D. examined |
| 54．A. plan | B. solution | C. promise | D. decision |
| 55．A. took | B. brought | C. chose | D. held |
A few years ago, Pioneer Hi-Bred International, where I was employed. purchased Norand Corporation. Pioneer's sales representatives in the field used Norand hand-held terminals to upload daily sales information and download new price and sales incentive information. Pioneer bought so many of these hand-held-terminals, the economies made the purchase of Norand look interesting. Owning Norand also allowed Pioneer to explore high-technology markets outside agriculture.
But after a few years, the emerging laptop PC technology made the hand-held units obsolete (已废弃的). Pioneer sold Norand at a loss. Pioneer always took a given percent of the annual profits to divide equally among all employees, so our profit-sharing checks were lower than if Pioneer had not purchased Norand. Additionally, my Pioneer stock was lower than it had been before the purchase of Norand. I was not pleased.
The CEO of Pioneer, Tom Urban, made annual formal visits to each of the Pioneer divisions to talk about the state of the business and to listen to employees' concerns. When he walked into the meeting room for his first visit after the sale of Norand, he acknowledged the group, remove his jacket, and neatly folded it across the back of the chair. He loosened his tie, undid his collar and rolled up his sleeves.The next thing he said was the last thing I ever expected to hear a CEO say.
He said, "I made a mistake buying Norand and I am sorry. I am sorry your profit-sharing was lower because of the purchase, and I am sorry your stock was hurt by the purchase. I will continue to take risks, but I am a bit smarter now, and I will work harder for you."
A great man and leader stood before us that day. As I sat listening to him, I knew I could trust him, and that he deserved every bit of loyalty I could give to him and to Pioneer. I also knew I could take risks in my own job.
In the brief moment of silence before the questions started, I recall thinking that follow him into any battle.
【小题1】All of the following are the results brought by Pioneer's purchase of Norand except .
| A．Pioneer can explore high-technology markets outside agriculture |
| B．Pioneer's sales representatives can upload information using Norand hand-held terminals |
| C．some of Norand's employees joined the Pioneer |
| D．it later led to the lower of profit-sharing checks of Pioneer's original employees |
| A．the next thing he said was what I expected least to hear a CEO say |
| B．the next thing he said was the last thing I heard from a CEO |
| C．the next thing he said was what I expected most to hear a CEO say |
| D．the next thing he said was what I heard from the last CEO |
| A．He felt hot in the room. |
| B．He wanted to look cool by doing this. |
| C．He was too excited. |
| D．He wanted to be close and frank with his employees. |
| A．They felt he was a stupid CEO. |
| B．They felt he did not deserve their loyalty |
| C．They felt he was more trustworthy. |
| D．They didn't want to take risks with him. |