题目内容
（请给出正确答案）
[单选题]
If you _______ the rules here, we shall have to dismiss you from the post.
A.obey
B.violate
C.complement
D.violent
提问人：网友后慧珍
发布时间：2022-01-07
如搜索结果不匹配，请 
题目内容
（请给出正确答案）
您可能会需要：
安装简答题APP，拍照搜题省时又省心！
更多“If you _______ the rules here,…”相关的问题
第1题
Write a note of about 50 ~ 60 words based on the following situation: The Students Un
ion is going to hold an English Drama Contest to stimulate students interest in English. You are asked to find a native speaker as the judge and you think Sam, a visiting scholar at your university, is the best choice. Write a note to ask if he has time and tell him some details about the contest, such as the time, place, rules and criteria. Marks will be awarded for content, organization, language and appropriateness.
点击查看答案
第2题
听力原文：W: Do you think Walt is old enough to fide a bicycle？M: I'm afraid he is too youn
听力原文：W: Do you think Walt is old enough to fide a bicycle？
M: I'm afraid he is too young to follow the important rules of safety.
Q: What does the man think of Walt？
(16)
A．He can ride a bicycle.
B．He is too stupid.
C．He is a bad child.
D．He is too young to follow the safety mles.
第3题
Section BDirections: In this section, you will hear 3 short passages. At the end of each p
Section B
Directions: In this section, you will hear 3 short passages. At the end of each passage, you will hear some questions. Both the passage and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A, B, C and D.
听力原文： Matthew Hobbs was sixteen years old. He had been at the same school for five years, and he had always been a very bad pupil. He was lazy, he fought with other pupils, he was rude to the teachers and he did not obey the rules of the school. His headmaster tried to make him work and behave better, but he was never successful -- and the worst thing was that, as Matthew grew older, he had a bad influence on the younger boys.
Then at last Matthew left school. He tried to get a job with a big company, and the manager wrote to the headmaster to find out what he could say about Matthew.
The headmaster wanted to be honest, but he also did not want to be too bad. It took him sometime to think and he wrote, "If you can get Matthew Hobbs to work for you, you will be very lucky."
(27)
A．Very well.
B．Just so-so.
C．Excellently.
D．Terribly.
第4题
听力原文：When quite young, Daniel Webster did not always obey the rules at school. One day
听力原文： When quite young, Daniel Webster did not always obey the rules at school. One day the teacher caught him breaking a ruler and asked him to come forward to be punished. In that school, striking the open hand with a ruler was the punishment. Daniel's hands happened to be very dirty. On the way to the teacher's desk he wiped the palm of one hand on his pantaloons.
"Give me your hand, sir," demanded the teacher. Out went the right hand.
The teacher looked at it a moment and said, "Daniel, if you will find another hand in this schoolroom as dirty as that, I will let you go. " Instantly from behind Daniel's back came the left hand. "Here it is, sir," he replied.
"That will do," said the teacher, laughing. "You may go."
(23)
A．At home.
B．At church.
C．At school.
D．On the street.
第5题
听力原文：W: Mr. Mars, you are going to take over my job as secretary here from next Monday
on. Now let me tell you the office rules first. The working hours are from eight to twelve in the morning and from one to five in the afternoon.
点击查看答案
M: Thank you, Miss Kim.
W: The most important thing is that our boss makes a point of keeping everything in order. So you'd better not throw things about. Otherwise, he'll be mad at you.
M: Ok, I will bear that in mind. Thanks a lot for what you have told me.
Who is Miss Kim？
A．She is the new boss.
B．She is the manager.
C．She is a clerk.
D．She is a secretary.
第6题
Senarios and Questions Corporate Takeover（Scenario...
Senarios and Questions Corporate Takeover(Scenario) Todd works for SeaLan Tech, an environmental consulting firm that has just been purchased by Zerex, Inc., a biomedical research organization. Based on his early encounters with the new upper management from Zerex, he feels that SeaLan is a "lower-key, friendlier" organization. He is concerned that the new company will eliminate this company’s old culture, and he does not like the prospects. If you were talking with Todd and asked him what the term culture meant, he would reply that, basically, it is
A、the formal rules of an organization
B、the nationality of the workers in the company
C、a system of shared meaning
D、a system that reflects diversity and respect for differences
第7题
Section BDirections: In this section, you will hear 3 short passages. At the end of each p
Section B
Directions: In this section, you will hear 3 short passages. At the end of each passage, you will hear some questions. Both the passage and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A, B, C and D.
听力原文： Matthew Hobbs was sixteen years old. He had been at the same school for five years, and he had (26)always been a very bad pupil. He was lazy, he fought with other pupils, he was rude to the teachers and he did not obey the rules of the school. His headmaster tried to make him work and behave better, but he was never successful—and the worst thing was that, as Matthew grew older, he hall a bad influence on the younger boys.
Then at last Matthew left school. He (27)tried to get a job with a big company, and the manager wrote to the head-master to find out what he could say about Matthew．
The headmaster wanted to be honest. but he also did not want to be too bad. (28)It took him sometime to think and he wrote, "If you can get Matthew Hobbs to work for you, you will be very lucky."
(27)
A．Very well.
B．Just so-so.
C．Excellently.
D．Terribly.
第8题
听力原文：\M: Mrs. Hobson, would you please describe some of things you do with aggressive
children in this special school？
点击查看答案
F: 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.
M: Uhum.
F: And they find that aggressive here doesn' t pay off because you be jolly sure there' s one tougher and worse than he is.
M: Uhum.
F: So I usually, sometimes, have organized fights.
M: Organized fights？ You actually..
F: We have a ring and we have a bell.
M: A boxing ring？
F: Yes. They must conform, they must keep to the rules, and when they have either lost or won, we discuss after what it is to be the winner and what it is like to lose. And we carry on with our discussion and go on to what it is like in life.
M: Umm.
F: We must win or lose and we must do each very gracefully.
M: Would you please describe some children you have had problems with？
F: I had one boy who cut off his dog' s ear.
M: Really？
F: Yes. Then put a stone around his neck and drowned him.
M: The dog？
F: Yes, and there was another boy that used to attack me...
\A particular way to deal with aggressive children is to ______.
A．give them severe punishments
B．tell them to behave themselves
C．organize them to fight
D．send some of them to prison
第9题
New Rules for Landing a Job When Nick A. Corcodilos started out in the headhunting busines
New Rules for Landing a Job
When Nick A. Corcodilos started out in the headhunting business 20 years ago, he had an keen eye for tracking talent. From his base in Silicon Valley he would send all-star performers to blue-chip companies like Xerox, IBM and General Electric. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out (失败) before, during or after the interview.
So instead of simply scouting (寻找) for talent, Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the right contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask the Headhunter (Plume, 1997), Corcodilos has reinvented the rules of the job search, from preparation to interview techniques. Here are his six principles for successful job hunting:
Your resume is meaningless. Headhunters know a resume rarely gets you inside a company. All it does is outline your past--largely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done. "A resume leaves it up to employers to figure out how you can help their organization," Corcodilos says. "That's no way to sell yourself." Recalling the marketing adage (名言) that a free product samples gives customers a reason to want more, he suggests you do the same: give employers an example of what you can do for them. "Create a new area in your resume. Call it 'value offered'. In two sentences, state the value you would bring to that particular employer." For example, "I will reduce your operations costs by streamlining (使……合理化) your shipping department." Be specific, creating a separate resume for each company you approach.
Don't get lost in HR. Headhunters try to get around the human-resources department whenever possible. "Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then if you haven't gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager."
Do the same in your job search: apply directly to the person who will ultimately make the hire.
The real matchmaking takes place before the interview. A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company, finding out about its culture, goals, competitors.
One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Michigan, used this technique while completing a doctoral program in electrical engineering and optics (光学) at the University of Rochester: "I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk, mention my employability and discuss the company's needs. One of two things happened: I'd either get an interview or learn we weren't a good match after all."
As you investigate a prospective employer, you'll often find you and the company are not made for each other. "And that's good," Corcodilos says, "because when you do find the right fit, you'll walk into an interview with confidence, having decided this is where you want to work."
Remember, the employer wants to hire you. "A company holds interviews so it can find the best person for the job," Corcodilos says. "The manager will be ecstatic if that person turns out to be you--because then he or she can stop interviewing an
A．Y
B．N
C．NG
第10题
New Rules for Landing a Job—Interview Skills that Give You the EdgeWhen Nick A. Corcodilos
New Rules for Landing a Job—
Interview Skills that Give You the Edge
When Nick A. Corcodilos started out in the headhunting business 20 years ago, he had a keen eye for tracking talent. From his base in Silicon Valley he would send all-star performers to blue-chip companies like Xerox, IBM and General Electronic. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out before, during or after the interview.
So instead of simply scouting for talent, Corcodilos began advertising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the fight contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask the Headhunter (Plume, 1997), Corcodilos has reinvented the roles of the job search, from preparation to interview techniques. Here are his six new principles for successful job hunting.
Your resume is meaningless.
Headhunters know a resume rarely gets you inside a company. All it does is outline your past—largely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done. "A resume leaves it up to the employers to figure out how you can help their organization," Corcodilos says. "That' s no way to sell yourself." Recalling the marketing adage (古训) that a free product sample gives customers a reason to want more, he suggests you do the same: give employers an example of what you can do for them. "Create a new area in your resume. Call it 'value offered'. In two sentences, state the value you would bring to that particular employer." For example, "I will reduce your operations costs by streaming your shipping department." Be specific, creating a separate resume for each company you approach. Don't get lost in HR.
Headhunters try to get around the human-resources department whenever possible. "Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then, if you haven't gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager."
Do the same in your job search: apply directly to the person who will ultimately make the hire. The real matching takes place before the 'interview.
A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters (范围) of the job when you walk into the interview. Research the company, finding out about its culture, goals, and competitors.
One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Mich., used this technique while completing a doctoral program in electrical engineering and optics in the university of Rochester: "I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk, mention my employability and discuss the company's needs. One of the two things happened: I'd either get an interview or learn we weren't a good match after all." As you investigate a prospective employer, you will often find you and the company are not made for each other. "And that's good," Corcodilos says, "because when you do find the right fit, you will walk into an interview with confidence, having decided this is where you want to work."
Remember, the employer wants to hire you.
"A company holds interviews so it can find the best person for the job," Corcodilos says. "The manager will be
A．Y
B．N
C．NG
第11题
根据以下内容回答题：All of us rely on what we see．We say to ourselves，“I know，was there；I s
aw it hap-pen．”And that seems to settle the matter．Or does it？Can we really trust the evidence of oureyes？Take competitive sports．Fans who see the same game will not agree with each other and will the disagree with the referee（裁判）．“He was out of bounds when he caught the pass，”says one fan．Says another，“You are crazy．I saw it with my own eyes．He was five feet in bounds．You must be blind．”The referee rules that the receiver did step out of bounds．But thousands of fans are still not convinced——because they were there!It’s the same story in the courtroom．Trial procedure depends on witnesses giving sworn testimony．But just how reliable is the testimony of a person who repots what he has seen？In a recent study，ten thousand witnesses were asked to describe the man they saw commit a crime．The study reveals that，on the average，the witnesses overestimated the man s height by five inches，his age by eight years，and gave the wrong hair color in 83 percent of the cases．These witnesses didn’t play tricks on them!What can we do to keep error to a minimum？First of all，don’t let your emotions interfere with your vision．Don’t see something because you want to see it．Se．condly，try to stay relaxed．If you are tense，you are likely to see red when the color is blue．And finally，it helps to make notes of what you see．Don’t rely on your memory alone．Take pictures，make recordings，and use any other aid to reduce distortion．
点击查看答案
The main idea of this passage is that__________．
A.all of us rely on what we see
B.we can t completely trust what we see
C.sworn eyewitnesses are unreliable
D.fans usually disagree with the referee
