英语专业8级标准听力-BBC News_45【声音字幕同步PPT】
《英语专八听力技巧》课件
Practice
Practice listening to recordings and taking notes quickly and accurately to improve your skills.
Common Mistakes to Avoid
1 Spelling Errors
Double-check your spelling to avoid losing points for spelling errors.
1 Assuming Information
Don't assume the missing information in the conversation; it may be completely different from your understanding.
2 Missing Details
Practice Exercises for Note-taking
Practice taking notes by listening to recordings and reviewing your notes afterwards. Focus on improving your speed and accuracy with each exercise.
Ignoring Context
Understand the context of the dialogue before listing - context clues may help you choice the right option
Guessing
Answer confidently and don't guess the answer based solely on incomplete information.
专八标准听力1000题-Model Test 01【声音字幕同步PPT】
Generally, it is agreed that no one version is correct,
however, there are certainly preferences in use.
The three major differences between American and British English are: pronunciation differences in both vowel
in standard American English. Other differences involving the use of the
present perfect in British English and simple past in American English include already, just and yet. In British English: I've just had lunch.
burnt OR burned, dream dreamt OR dreamed, learn learnt
OR learned,
smell smelt OR smelled, spell spelt OR spelled,
spill spilt OR spilled, spoil spoilt OR spoiled. However, the irregular form is generally more common in British English (the first form of the two) and the regular form is more common to American English.
全国商务英语专业八级考试样题听力录音文字稿
全国商务英语专业八级考试样题听力录音文字稿Section AAIG DealCHARLES HODSON, CNN Anchor: Well, meanwhile big news is expected from the world‟s largest insurer on Monday, AIG is expected to reveal a huge quarterly loss and a new twist on its federal bailout. Well, to tell us more let us go to Kaushal Patel at CNN center. So, AIG back with the begging bowl, Kaushal.KAUSHAL PA TEL, CNN Anchor: That‟s right Charles, if a new bailout is announced today, it would be AIG‟s fourth since September. Reports say that the US government will increase its stake in the insurer and take more control over its operations, that‟s exactly what the government just did with cash-strapped Citigroup.AIG is burning through the hundred and fifty two billion dollars already received from the government. That bailout deal stipulated AIG must sell off much of its assets, now because of the economic climate it hasn‟t been able to do that. That‟s why the government has twice revamped the bailout am ount and conditions.Reports say AIG will today post a sixty billion dollar fourth quarter loss, that could mean its restructuring plans will take place not in the boardroom but in bankruptcy court and we‟ll see how US markets react to that later today.Now it looks like it could be a case from bad to worse for Wall Street, futures are pointing towards a lower open. The DOW Jones and S&P 500 have been hovering at their lowest level since 1997, they‟re now both roughly half the value they were when they peaked in October of 2007.As well as whatever AIG may announce, investors have plenty more to digest this week. New data today is expected to show a further drop in personal incomes and an increase in personal spending. And pending home sales for January are due Tuesday, they are expected to have fallen after rising the previous month.And all important factory orders are due on Thursday, a fall is expected there, we‟ll also get a taste of how the shopping sector is doing with a string of earnings reports f rom America‟s top retailers and finally employment data due out Friday is expected to show about 615, 000 jobs were cut in February.And Charles, back to AIG just for a second, just to give you an idea of how much value it‟s lost. Just a yearago it was selling, the stock was selling for 49 dollars and 50 cents, on Friday it closed at 42 cents, very troubling.HODSON: Indeed, I‟ll make that off by more than 99%. Kaushal Patel, Thank you very much indeed, for joining us live there from CNN Center.Section BInterviewer If you‟re planning to invest in the US manufacturing sector, one company that should attract your attention is Charters, the Chicago-based engineering company, which has consistentlyoutperformed its rivals over the last decade or so. And we‟re joined in the studio this morningby Scott Duran, Charters‟ CEO. Good morning, Mr. Duran.Scott Duran Good morning.Interviewer Mr. Duran, engineering companies don‟t often make the headlines in the financial press, but your company has received some pretty flattering reports recently. To what would you say itowes its success?Scott Duran We‟ve always encouraged excellence–both human and corporate. We don‟t believe in standing still–in our business, there‟s absolutely no room for complacency. So we‟reconstantly looking at ways in which we can improve. Is our organization running as smoothlyas it should? Could we do more to improve the dialogue we have with our customers? Couldwe improve services? Those are the kind of questions we have to answer if we want to keepmoving forward.Interviewer So how do you see Charters developing in the future?Scott Duran Well, we have three main targets. One is to develop long-standing relationships with our customers. We have to really get to know our custom ers, otherwise we can‟t develop productsfor them. We don‟t want to have people come to us with problems: we want to anticipate theirproblems and show that we‟re already thinking about improvements well ahead of time.That‟s why we‟re striving to build lo ng-term relationships with customers and why weinvolve them in our R&D. It‟s one way to differentiate ourselves in the market.Another target is to manage production costs. Some of our plant is getting old and becomingless efficient. We know that we‟re gonna have to close some factories in about ten years‟ time.But it‟s important to show consideration for the staff. We don‟t want to wait till it‟s time toclose the plant and then say to the workers: …Well, sorry, but you have to leave now‟. So wehave t o plan ahead. We‟re already starting to think about how we can help these workerswhen their jobs finish. Some people are nearing retirement age, so they can take earlyretirement. But the younger workers will have to leave or move elsewhere. If we plan it so wemove or retire a few people each year, it won‟t be as hard as moving 500 people at once.The third target is to become more multinational. Currently, only 40 per cent of our sales gooutside the US. But there are huge new markets out there. Look at India. Look at China.There are potentially six hundred million people in China alone who could be using ourproducts in ten years‟ time–if we play our cards right.Interviewer What is your strategy for moving into these new markets?Scott Duran Our strategy is to build plants in India and China. We already have six joint ventures with local partners and we plan to start more. In each case, we‟re building at the partner‟s site. Wedon‟t send young managers out to run these plants. We send older people, and that‟s becauseseniority is respected in Asia. Many of the people who go there haven‟t worked outside theUS before. They see this as a major challenge–something to achieve before they retire. Theygive it their best shot because it‟s probably the most exciting thing they‟ve ever done in theirlives.Interviewer Y ou obviously place a lot of emphasis on long-term planning. Whether it‟s closing plants or finding new opportunities in developing markets, you‟re looking much further ahead thanmost CEOs. Why is that, do you think?Scott Duran Well, I think too many CEOs and senior managers are driven by the bonus system. It encourages short-term goals and short-term thinking. My personal goal is not whether I canearn so much this year or next year. It‟s whether I can achieve the best possible performanceand the best possible future for my company.Section C1. DialogueI: So, how have new technologies changed the way we worked, then?S: Well, this very much depends on the professional category. The survey shows that over 80 per cent of higher professional and senior managers use the Internet and e-mail at work. However, most lower-skilled employees, while they often have PCs at home, are not using information technologies in the workplace.Um…only 29 per cent of administrative staff use the Internet and e-mail in their jobs, along with 14 to 15 per cent of skilled, semi-skilled and unskilled manual staff.I: But I thought there was more demand now for workers with IT skills.S: Er, well, what we are seeing, in fact, is job enlargement rather than new jobs being created. People are required to take on additional skills and roles that in the past would have been done by other members of staff. Everyone is in fact sharing out middle-management roles, and so fewer of them are needed now. So, while higher professional jobs have risen by 3 per cent to 37 per cent in the last ten years, the middle-ranking jobs have been squeezed out. The findings could be seen as lending support to the notion of the “hour-cla ss” economy, a trend first spotted in the US. It suggests there will be large numbers of highly skilled and unskilled workers and very few people in the middle-ranking occupation. Y ou know that also, the total number of manual workers has not changed in the last ten years–it still remains at 40 per cent of total employees. In fact, in terms of employment growth, it is the traditional and low-paid occupations–sales assistants, call-center operators, security guards, care workers and generally service-sector jobs–that are growing. Y ou know, the fastest-growing occupation in the UK is hairdressing–up by over 300 per cent from ten years ago.I: What are the possible consequences of this divide?S: Well, it is going to be very difficult to bridge that gap, with fewer opportunities for career progression and social mobility. Employees with fewer skills have less bargaining power, and I would say that there is clearly a need for employment protection measures–such as minimum wage legislation, as we have witnessed in the directives and regulations in the European Union.Questions 16 to 20 are based on the dialogue you have just heard.16. What is the percentage of administrative staff using the Internet and e-mail in their jobs?17. Who has been squeezed out in the “hour-class” economy?18. What kind of jobs is in great demand now?19. Which occupation has the fastest growth in the UK?20. Who will be in a disadvantageous position in the job market?2. PassageSo in my career this was very important to me. I always wanted to work on things that really matter. I started thinking I would never ever work in a company, probably wrote it, told lots of people all those embarrassing things you do when you younger and you are sure and then you get older and next generation, last generation transition and you realize you never really knew then and you probably don‟t know now. But for me I was sure I never wanted to work in a company because I wanted to make a difference and I wanted to make some else‟s life better if I was going to go to work all day and so I started my career working on leprosy in India. And for the world bank and there is nothing like working on something like that to really make you think about what you are doing with your time, the fortune of you birth and what you have to give back, and then later on I worked at the US treasury department during the Clinton years, during the Asian financial crisis and while it wasn‟t the financial crisis of today that is hitting us it was one that was hitting a lot of people and impoverishing 100‟s of millions of people in some of the poorest countries of the world. So it felt very mission based and then I completely surprised myself by when I was leaving the government. So if you are in the government and you are political appointee in the United States, they elect a new president, so they elect George Bush. Y ou know, George W., and then they kick you out and you have to find a new job and I found myself really drawn to technology because when you were sitting at the treasury looking at what was happening in the economy, and I was there from 1996 to 2000. So you can, beginning of 2001, so you can see what an amazing time that was, this was when technology really took off on a consumer side and on the internet side and it just seemed like the companies working out here were making a huge difference even though they weren‟t non-profit. So I decided I was wrong and I would come work in these, you know I would try to get a job in technology. And I went to Google, and my reason for going to Google, Google was a tiny little company about 250 or so people, people I had worked with told me I was crazy because this was after the bubble burst. Y ou are going to a web based ad supported technology company, are you insane? is over. This is for those of you who even remember that, this is not a good idea. But Google had a really compelling mission and a really compelling vision of achieving that mission and the mission was to take the world‟s information and make it universally useful and accessible. To take information that only the elite would have access to, and make it accessible and interestingly enough there‟s probably no better example of this than this lecture in this class because this is an audience of the elite, these are Stanford students and the neighboring community and this apparently, these broadcasts, probably not mine but certainly Steve Ballmers,there are about 5 million people that download these things, so this is information that me, myself and other guest speakers are giving that would only have been available to elite, that is now available widely and that was very much the mission of Google. And why I think it is important is to note that it scales, no matter what Google was trying to do, it was about making information accessible and so that‟s the kind of thing that motivates people to go above and beyond that makes Larry, Sergey and Eric and all the people around them great leaders, and does it because th at vision is compelling and you don‟t feel like it‟s a vision you can finish a first day, I mean, no one‟s ever going to organize the entire world‟s information. So it‟s a vision that scales and that‟s so important to leadership and then I left and went to Facebook. And I went to Facebook for a very specific reason and once again it is very mission based. Facebook is trying to give people the power to share and make the world more open and connected and what does that mean. Mark Zukerberg, our founder, who I think was one of the guests in this lecture a couple of years ago has a very compelling vision of what needs to change in the world, and what was changing, and his vision is that we used to think that you know we shared, we got information on the web that was very anonymous. Y ou interact with most websites in a very anonymous way and so sure the web made a lot of information available but the information you care most about is actually about you and your friends. It‟s what you are doing, your life and the web at the time, he founded Facebook, wasn‟t sharing that information, and that‟s the vision and the mission. And the vision of how to get there is really, really important, and so for both of these companies, they had visions that scaled, and those visio ns are usually stated in mission statements, they can be or they cannot be. But it doesn‟t only have to be technology companies, or certainly not only companies I have worked with. Apple, it is a technology company, but the vision Apple had that Steve Jobs had so many years ago, before many of you were way too young to remember was taking computing and taking it from something that was accessed by business and used by businesses and making it personal and that seems completely obvious now because you all ha ve personal computers and it doesn‟t even occur to you that you wouldn‟t, but at the time that was not obvious. It was not obvious that computing power would be something individuals had. Or think about Starbucks, I have just joined the board so it‟s somet hing I am familiar with. Starbucks had a pretty compelling mission early on, which was basically, and they would never say it this way but got a lot of the coffee that the United States drank at the time was really bad and there wasn‟t really this third pl ace. And so Howard Schultz came in and bought this tiny 5 little stores that was Starbucks and had a really, really compelling vision about something like coffee but he was going to make it better and he was going to create community along with it, he was going to take, you know, inspire and nurture the human spirit, one person, one cup and oneneighborhood at a time.Questions 21 to 25 are based on the passage you have just heard.21. Why did the speaker decide to work at the World Bank?22. What field interested the speaker a lot after leaving the treasury department？23. Why was working at Google not a good idea at that time?24. What was the speaker‟s mission when she went to Facebook?25. What do we know about the speaker?。
《英语专八听力技巧》PPT课件
h
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平时训练方法
听懂主题 理清逻辑顺序，有选择的记笔记，而不 是什么都记。 注意讲座的开头，一般讲座都会开门见 山指出主题和分几点做出分析。 决定如何利用草稿纸
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提高长时间记忆力 a. 目的性记忆 b. 复述记忆 c. 关键词句记忆
Hale Waihona Puke h25提高记笔记能力
a. 把握讲座的结构： 垂直或阶梯式，要留 空间。
h
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常用的符号
+ : many, lots of, a great deal of, a good many of, etc. ++(+2) more +3 most
－ : little, few, lack ,in short of/ be in shortage of etc.
× ：wrong/incorrect，something bad，notorious ，negative, etc.
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Commonly reduced sounds
There are a lot of commonly reduced sounds in American accent. While you’re listening to the following parts of the recording and repeat. To/at/it/for/from/in/an/and/or/are/your/one /the/a/of/can/had/would/was/what/some Most of the vowels like/æ /,/a:/,etc. would be reduced into /ə/
b. 了解出题意图：一般细节题会占5分左 右；但要注意词性的转换、思维角度的 转换
英语专业8级标准听力-VOA News_30【声音字幕同步PPT】
Union lawyer Jean-Paul Tessionniere blamed working conditions at the
company for the suicides. A February report by the French labor
More than 40 France Telecom employees have taken their lives since 2008.
Unions say that includes a dozen suicides this year alone.
The probe by the Paris prosecutor's office follows a court complaint
grappling with employee suicides. But because of the numbers of employee
deaths and the media attention they have
attracted, critics say France Telecom's problems
have emerged as a warning story about the downsides of valuing productivity and growth over employee well being.
英语专业8级标准听力-VOA News_30
For some, the wave of suicides at France Telecom
【英语专业八级听力考试中新闻英语的特点】 英语专业八级听力
【英语专业八级听力考试中新闻英语的特点】英语专业八级听力摘要:英语专业八级听力考试中,新闻英语部分语速较快、信息量大,一直以来,新闻听力是英语专业八级听力测试部分的难点,也是失分较多的部分。
本文笔者将对英语专业八级听力考试中新闻的文体特征进行具体阐述,帮助考生更好地理解八级英语新闻。
关键词:英语八级考试新闻英语新闻特征TEM-8(英语专业八级考试)听力理解的其中一部分是News Broadcast(新闻报道)。
这部分材料一般由新闻报道、短评或讲话等组成,多选自VOA和BBC,题材广泛,涉及政治、军事、经贸、科技、文化、社会生活等各个方面。
本部分旨在测试学生能否听懂标准英语新闻中的各类报道。
根据《高等学校英语专业英语教学大纲》规定, News Broadcast部分含有若干段VOA或BBC新闻,每段新闻后有若干道试题,共5题。
录音语速约为每分钟120个单词,听力材料只读一遍,目的是“测试学生获取口头信息的能力”。
笔者经过对教学和历年真题的分析,总结了专业八级新闻听力的一些特点和规律。
TEM-8新闻听力考试材料的来源和题材的特点英语新闻作为一种语言测试题型也是语言在现实生活中真实运用的体现。
英语专业八级听力考试中新闻的内容基本上来自VOA或BBC等国外知名传媒节目中学生熟悉的一般新闻报道、短评或讲话等。
题材多样化,篇章短小,主题单一。
在题材上不会给考生造成障碍,其目的只是测试考生从VOA或BBC获取新闻的能力。
TEM-8新闻听力考试材料的文体结构英语专业八级中的新闻听力考试所使用的材料一般为倒金字塔结构。
所谓“倒金字塔”(the Inverted Pyramid)结构,也称为倒叙法,这种形式按英语新闻内容的重要性程度报道新闻事件,开门见山地报道最重要的新闻事实,次重要、次要的内容随后,最次要的放在最后。
考生即使不听全文也能知道该新闻的核心部分,即按英语新闻事实重要程度由要点到细节逐步扩展,安排全文。
英语专业8级标准听力-VOA News_91【声音字幕同步PPT】
You'd show me the world But all I've seen of this old world
Is a bed and a doctor bill I'm tearin' down your brooder house
Those laws were rendered invalid for married women
by a 1965 Supreme Court decision and the ruling was expanded in 1972 to
cover all women. In the post-World War II baby boom era,
were married."
It gradually became clear that the Pill was not a panacea for all those
societal ills. It did not stem overpopulation, cut poverty, lower the divorce rate or put an end to unwanted pregnancies.
'Cause now I've got the pill.
When the Pill hit the market in 1960, 30 states had laws restricting
the advertising and sale of contraceptives. Two states banned them outright.