大学英语四级考试模拟试题(2009年最新版)(经典710分汪士彬四级考试系列)(附赠MP3光盘一张)
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品牌: 汪士彬
基本信息·出版社：外语教学与研究出版社
·页码：240 页
·出版日期：2008年
·ISBN：9787560053462
·条形码：9787560053462
·包装版本：1版
·装帧：平装
·开本：16
·正文语种：英语
·丛书名：经典710分汪士彬四级考试系列
·附带品描述：附赠MP3光盘一张
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内容简介《大学英语四级考试模拟试题》辅助用书针对性强，在选材和试题设计上力求经典，在各方面与大学英语四级考试新题型保持一致，具有一定的预见性和前瞻性。通过单项训练与模拟试题相结合，帮助考生全面熟悉四级考试新题型，做到胸有成竹，顺利通过四级考试。
大学英语四级考试是一个每年涉及上千万考生的超大规模的标准化考试，考生将如何适应改革后的考试模式，除了打好英语基础之外，熟悉新题型范围、类型要求及解题速度等就显得尤为重要了。《大学英语四级考试模拟试题》是“经典710分”的模拟试题分册，共包括十套试题。每套试题由六部分组成：写作、快速阅读理解、听力理解、仔细阅读理解、完形填空、翻译。本模拟试题的程序完全按照样卷的要求设计。
作者简介汪士彬，南开大学教授，享受国务院政府特殊津贴，知名大学英语四、六级考试辅导专家，现任海南大学三亚学院外语分院院长。长期致力于英语教学与科研，在多家出版社出版了英语测试系列、快速阅读系列及语法系列等图书30余部。所编写的四、六级辅导用书深受读者欢迎，多次获全国及省市级优秀畅销书奖。
编辑推荐《大学英语四级考试模拟试题(2009年最新版)》针对性强，在选材和试题设计上力求经典，在各方面与大学英语四级考试新题型保持一致，具有一定的预见性和前瞻性。通过单项训练与模拟试题相结合，帮助考生全面熟悉四级考试新题型，做到胸有成竹，顺利通过四级考试。
目录
Model Tests
Test 1
Test 2
Test 3
Test 4
Test 5
Test 6
Test 7
Test 8
Test 9
Test 10
Tape Scripts
Test 1
Test 2
Test 3
Test 4
Test 5
Test 6
Test 7
Test 8
Test 9
Test 10
Key
Test 1
Test 2
Test 3
Test 4
Test 5
Test 6
Test 7
Test 8
Test 9
Test 10
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序言为了适应我国高等教育新的发展形势，深化教学改革，提高教学质量，满足新时期国家对人才培养的需要，2004．年6月教育部颁发了《大学英语课程教学要求（试行）》。新的教学要求重新规定了大学英语的教学目标：培养学生的英语综合应用能力，特别是听说能力，使他们能在今后的工作和社会交往中用英语有效地进行口头和书面的信息交流。为体现新的教学要求的精神，并达到这一教学要求，全国大学英语四、六级考试委员会颁发了（（全国大学英语四、六级考试改革方案（试行）》及《大学英语四级考试大纲》（2006修订版），对大学英语四级考试进行配套改革，从考试内容到题型设计进行了重大调整。从2007年1月开始，全面实施改革后的新大学英语四级考试。
文摘Most people treat an interview as if it were an interrogation （审问）. The employer asksquestions, and the candidate gives answers.
Headhunters go out of their way to avoid that outline. "Your attitude should be that of anemployee who's there to talk about a new project, rather than the more obsequious attitude of acandidate who's hoping to get an offer," Corcodilos says.
Consider how Corcodilos coached Gerry Zagorski of Edison, N.J., who was pursuing anopening at AT&T. The vice-president handling the interview told Zagorski the meeting could lastno more than 20 minutes. Zagorski walked over the VP's marker board and outlined the company' schallenges and the steps he would take to increase its profits. Fifteen minutes later, as Zagorskiwrote down his estimate of what he would add to the bottom line, he looked up at his interviewer.
"The guy's jaw was on the floor," Corcodilos says. "He told Zagorski that finishing theinterview wouldn't be necessary. Instead, the VP brought in the rest of his team, and the meetinglasted for two hours."
Not only did Zagorski demonstrate that he understood and could do the job, he showed howthe company would profit from hiring him when he turned the interview into a working meeting.Got an offer？ Interview the company.
When an employer makes an offer, he does more than deliver a title and a compensationpackage——he also cedes （放弃） part of his control over the hiring process. "At the outset of theinterview, the employer controls the offer and the power that comes with it," Corcodilos says. "Butupon making an offer, he transfers that power to the candidate. This is a power few people in thatsituation realize they have. It' s the time for you to explore changing the offer to suit your goals ~mdfully interview the company."
Ask to meet the members of the team you've been invited to join and to see the resources thatwould be at your disposal. Ask for more money——but only if you think y
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