Which type of approach can best describe the following learning pattern Students search for materials in self-assess center.

“Can I borrow your bike” _____ “You have a bike.”

Which aspect do students focus on when they learn the usage of vocabulary?

Which of the following activities is the best for training detailed reading?

__________ he does get annoyed with her sometimes.

Which rhetoric device is used in the following sentence

The fair breeze blew, the white foam flew; the furrow followed free.

The committee __________ a conclusion only after days of discussion.

Which of the following types of questions can least elicit students′ ideas

I lost my wallet last week, but ___________ it didn′ t contain much money.

When students are asked to find out the changes of their hometown and make a plan for anexhibition, which type of the following grouping methods is mostly recommended

Passage 2

For centuries in Spain and Latin America, heading home for lunch and a snooze with the familywas some thing like a national right, but with global capitalism standardizing work hours, this idyllichabit is fast becoming an endangered pleasure. Ironically, all this is happening just as researchers arebeginning to note the health benefits of the afternoon nap.

According to a nationwide survey, less than 25 percent of Spaniards still enjoy siestas. And likeSpain, much of Latin America has adopted Americanized work schedules, too, with shortened lunchtimes and more rigid work hours. Last year the Mexican government passed a law limiting lunchbreaks to one hour and requiring its employees to work their eight-hour shift between 7 a.m. and 6 p.m.

Before the mandate, workers would break up the shift--going home midday for a long break withthe family and returning to work until about 9 or 10 p.m. The idea of siesta is changing in Greece,Italy and Portugal, too, as they rush to join their more "industrious" counterparts in the globalmarket.

Most Americans I know covet sleep, but the idea of taking a nap mid-afternoon equates withlaziness, un employment and general sneakiness. Yet according to a National Sleep Survey poll,65percent of adults do not get enough sleep. Numerous scientific studies document the benefits of naptaking, including one 1997 study on the deleterious effects of sleep deprivation in the journal Inter-nal Medicine. The researchers found that fatigue harms not only marital and social relations butworker productivity.

According to Mark Rosekind, a former NASA scientist and founder of Solutions in Cupertino,Calif., which educates businesses about the advantages of sanctioning naps, we′ re biologically pro-grammed to get sleepy between 3 and 5 p.m. and 3 and 5 a.m. Our internal timekeeper--called thecircadian clock--operates on a 24-hour rotation and every 12 hours there′s a dip. In accordancewith these natural sleep rh

Passage 2

For centuries in Spain and Latin America, heading home for lunch and a snooze with the familywas some thing like a national right, but with global capitalism standardizing work hours, this idyllichabit is fast becoming an endangered pleasure. Ironically, all this is happening just as researchers arebeginning to note the health benefits of the afternoon nap.

According to a nationwide survey, less than 25 percent of Spaniards still enjoy siestas. And likeSpain, much of Latin America has adopted Americanized work schedules, too, with shortened lunchtimes and more rigid work hours. Last year the Mexican government passed a law limiting lunchbreaks to one hour and requiring its employees to work their eight-hour shift between 7 a.m. and 6 p.m.

Before the mandate, workers would break up the shift--going home midday for a long break withthe family and returning to work until about 9 or 10 p.m. The idea of siesta is changing in Greece,Italy and Portugal, too, as they rush to join their more "industrious" counterparts in the globalmarket.

Most Americans I know covet sleep, but the idea of taking a nap mid-afternoon equates withlaziness, un employment and general sneakiness. Yet according to a National Sleep Survey poll,65percent of adults do not get enough sleep. Numerous scientific studies document the benefits of naptaking, including one 1997 study on the deleterious effects of sleep deprivation in the journal Inter-nal Medicine. The researchers found that fatigue harms not only marital and social relations butworker productivity.

According to Mark Rosekind, a former NASA scientist and founder of Solutions in Cupertino,Calif., which educates businesses about the advantages of sanctioning naps, we′ re biologically pro-grammed to get sleepy between 3 and 5 p.m. and 3 and 5 a.m. Our internal timekeeper--called thecircadian clock--operates on a 24-hour rotation and every 12 hours there′s a dip. In accordancewith these natural sleep rh

Passage 2

For centuries in Spain and Latin America, heading home for lunch and a snooze with the familywas some thing like a national right, but with global capitalism standardizing work hours, this idyllichabit is fast becoming an endangered pleasure. Ironically, all this is happening just as researchers arebeginning to note the health benefits of the afternoon nap.

According to a nationwide survey, less than 25 percent of Spaniards still enjoy siestas. And likeSpain, much of Latin America has adopted Americanized work schedules, too, with shortened lunchtimes and more rigid work hours. Last year the Mexican government passed a law limiting lunchbreaks to one hour and requiring its employees to work their eight-hour shift between 7 a.m. and 6 p.m.

Before the mandate, workers would break up the shift--going home midday for a long break withthe family and returning to work until about 9 or 10 p.m. The idea of siesta is changing in Greece,Italy and Portugal, too, as they rush to join their more "industrious" counterparts in the globalmarket.

Most Americans I know covet sleep, but the idea of taking a nap mid-afternoon equates withlaziness, un employment and general sneakiness. Yet according to a National Sleep Survey poll,65percent of adults do not get enough sleep. Numerous scientific studies document the benefits of naptaking, including one 1997 study on the deleterious effects of sleep deprivation in the journal Inter-nal Medicine. The researchers found that fatigue harms not only marital and social relations butworker productivity.

According to Mark Rosekind, a former NASA scientist and founder of Solutions in Cupertino,Calif., which educates businesses about the advantages of sanctioning naps, we′ re biologically pro-grammed to get sleepy between 3 and 5 p.m. and 3 and 5 a.m. Our internal timekeeper--called thecircadian clock--operates on a 24-hour rotation and every 12 hours there′s a dip. In accordancewith these natural sleep rh

Passage 2

For centuries in Spain and Latin America, heading home for lunch and a snooze with the familywas some thing like a national right, but with global capitalism standardizing work hours, this idyllichabit is fast becoming an endangered pleasure. Ironically, all this is happening just as researchers arebeginning to note the health benefits of the afternoon nap.

According to a nationwide survey, less than 25 percent of Spaniards still enjoy siestas. And likeSpain, much of Latin America has adopted Americanized work schedules, too, with shortened lunchtimes and more rigid work hours. Last year the Mexican government passed a law limiting lunchbreaks to one hour and requiring its employees to work their eight-hour shift between 7 a.m. and 6 p.m.

Before the mandate, workers would break up the shift--going home midday for a long break withthe family and returning to work until about 9 or 10 p.m. The idea of siesta is changing in Greece,Italy and Portugal, too, as they rush to join their more "industrious" counterparts in the globalmarket.

Most Americans I know covet sleep, but the idea of taking a nap mid-afternoon equates withlaziness, un employment and general sneakiness. Yet according to a National Sleep Survey poll,65percent of adults do not get enough sleep. Numerous scientific studies document the benefits of naptaking, including one 1997 study on the deleterious effects of sleep deprivation in the journal Inter-nal Medicine. The researchers found that fatigue harms not only marital and social relations butworker productivity.

According to Mark Rosekind, a former NASA scientist and founder of Solutions in Cupertino,Calif., which educates businesses about the advantages of sanctioning naps, we′ re biologically pro-grammed to get sleepy between 3 and 5 p.m. and 3 and 5 a.m. Our internal timekeeper--called thecircadian clock--operates on a 24-hour rotation and every 12 hours there′s a dip. In accordancewith these natural sleep rh

Passage 2

For centuries in Spain and Latin America, heading home for lunch and a snooze with the familywas some thing like a national right, but with global capitalism standardizing work hours, this idyllichabit is fast becoming an endangered pleasure. Ironically, all this is happening just as researchers arebeginning to note the health benefits of the afternoon nap.

According to a nationwide survey, less than 25 percent of Spaniards still enjoy siestas. And likeSpain, much of Latin America has adopted Americanized work schedules, too, with shortened lunchtimes and more rigid work hours. Last year the Mexican government passed a law limiting lunchbreaks to one hour and requiring its employees to work their eight-hour shift between 7 a.m. and 6 p.m.

Before the mandate, workers would break up the shift--going home midday for a long break withthe family and returning to work until about 9 or 10 p.m. The idea of siesta is changing in Greece,Italy and Portugal, too, as they rush to join their more "industrious" counterparts in the globalmarket.

Most Americans I know covet sleep, but the idea of taking a nap mid-afternoon equates withlaziness, un employment and general sneakiness. Yet according to a National Sleep Survey poll,65percent of adults do not get enough sleep. Numerous scientific studies document the benefits of naptaking, including one 1997 study on the deleterious effects of sleep deprivation in the journal Inter-nal Medicine. The researchers found that fatigue harms not only marital and social relations butworker productivity.

According to Mark Rosekind, a former NASA scientist and founder of Solutions in Cupertino,Calif., which educates businesses about the advantages of sanctioning naps, we′ re biologically pro-grammed to get sleepy between 3 and 5 p.m. and 3 and 5 a.m. Our internal timekeeper--called thecircadian clock--operates on a 24-hour rotation and every 12 hours there′s a dip. In accordancewith these natural sleep rh

What is the teacher doing in terms of error correction

T: Does any of you have a pet at home

S: I have dog at home.

T: Oh, I see you have a dog at home. Is your dog big or small

What are the most important parts of a lesson plan

Which of the following does NOT show the proper rhythmic pattern of the sentence

Which of the following do not belong to the same type according to the manner or place ofarticulation

What stage can the following grammar activity be used at

The teacher asked students to arrange the words of sentences into different columns markedsubject, predicate, object, object complement, adverbial and so on.

Which of the following is the proper pronunciation of "meet you" as a result of assimilation

In some countries, __________is called equality does not really mean equal rights for all people.

--Has your former classmate come back from the USA

--Yes, he___________there for eight years.

Passage 1

"THE SERVANT"(1963) is one of those films that it is impossible to forget. The servant ex-ploits his master′s weaknesses until he turns the tables: the story ends with the a cringing masterministering to a lordly servant. It is hard to watch it today without thinking of another awkward rela-tionship-the one between business folk and their smartphones.

Smart devices are sometimes empowering. They put a world of information at our fingertips.

But for most people the servant has become the master. Not long ago only doctors were on call allthe time. Now everybody is. Bosses think nothing of invading their employees′ free time. Work in-vades the home far more than domestic chores invade the office.

Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smart-phones make it easier for managers to change their minds at the last moment. Employees find it everharder to distinguish between "on-time" and "off-time"--and indeed between real work and make-work. None of this is good for businesspeople′ s marriages or mental health. It may be bad for busi-ness, too. When bosses change their minds at the last minute, it is hard to plan for the future.

How can we reap the benefits of connectivity without becoming its slaves One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Ban-ning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.

The problem with this approach is that it works only if you live on a desert island or at the bot-tom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way tobreak the 24/7 habit is to act collectively rather than individually. One of the world′s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were ex-pected to be offiine, and encouraged them to work together to make this possible. Eventua

Passage 1

"THE SERVANT"(1963) is one of those films that it is impossible to forget. The servant ex-ploits his master′s weaknesses until he turns the tables: the story ends with the a cringing masterministering to a lordly servant. It is hard to watch it today without thinking of another awkward rela-tionship-the one between business folk and their smartphones.

Smart devices are sometimes empowering. They put a world of information at our fingertips.

But for most people the servant has become the master. Not long ago only doctors were on call allthe time. Now everybody is. Bosses think nothing of invading their employees′ free time. Work in-vades the home far more than domestic chores invade the office.

Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smart-phones make it easier for managers to change their minds at the last moment. Employees find it everharder to distinguish between "on-time" and "off-time"--and indeed between real work and make-work. None of this is good for businesspeople′ s marriages or mental health. It may be bad for busi-ness, too. When bosses change their minds at the last minute, it is hard to plan for the future.

How can we reap the benefits of connectivity without becoming its slaves One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Ban-ning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.

The problem with this approach is that it works only if you live on a desert island or at the bot-tom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way tobreak the 24/7 habit is to act collectively rather than individually. One of the world′s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were ex-pected to be offiine, and encouraged them to work together to make this possible. Eventua

Passage 1

"THE SERVANT"(1963) is one of those films that it is impossible to forget. The servant ex-ploits his master′s weaknesses until he turns the tables: the story ends with the a cringing masterministering to a lordly servant. It is hard to watch it today without thinking of another awkward rela-tionship-the one between business folk and their smartphones.

Smart devices are sometimes empowering. They put a world of information at our fingertips.

But for most people the servant has become the master. Not long ago only doctors were on call allthe time. Now everybody is. Bosses think nothing of invading their employees′ free time. Work in-vades the home far more than domestic chores invade the office.

Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smart-phones make it easier for managers to change their minds at the last moment. Employees find it everharder to distinguish between "on-time" and "off-time"--and indeed between real work and make-work. None of this is good for businesspeople′ s marriages or mental health. It may be bad for busi-ness, too. When bosses change their minds at the last minute, it is hard to plan for the future.

How can we reap the benefits of connectivity without becoming its slaves One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Ban-ning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.

The problem with this approach is that it works only if you live on a desert island or at the bot-tom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way tobreak the 24/7 habit is to act collectively rather than individually. One of the world′s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were ex-pected to be offiine, and encouraged them to work together to make this possible. Eventua

Passage 1

"THE SERVANT"(1963) is one of those films that it is impossible to forget. The servant ex-ploits his master′s weaknesses until he turns the tables: the story ends with the a cringing masterministering to a lordly servant. It is hard to watch it today without thinking of another awkward rela-tionship-the one between business folk and their smartphones.

Smart devices are sometimes empowering. They put a world of information at our fingertips.

But for most people the servant has become the master. Not long ago only doctors were on call allthe time. Now everybody is. Bosses think nothing of invading their employees′ free time. Work in-vades the home far more than domestic chores invade the office.

Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smart-phones make it easier for managers to change their minds at the last moment. Employees find it everharder to distinguish between "on-time" and "off-time"--and indeed between real work and make-work. None of this is good for businesspeople′ s marriages or mental health. It may be bad for busi-ness, too. When bosses change their minds at the last minute, it is hard to plan for the future.

How can we reap the benefits of connectivity without becoming its slaves One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Ban-ning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.

The problem with this approach is that it works only if you live on a desert island or at the bot-tom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way tobreak the 24/7 habit is to act collectively rather than individually. One of the world′s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were ex-pected to be offiine, and encouraged them to work together to make this possible. Eventua

Passage 1

"THE SERVANT"(1963) is one of those films that it is impossible to forget. The servant ex-ploits his master′s weaknesses until he turns the tables: the story ends with the a cringing masterministering to a lordly servant. It is hard to watch it today without thinking of another awkward rela-tionship-the one between business folk and their smartphones.

Smart devices are sometimes empowering. They put a world of information at our fingertips.

But for most people the servant has become the master. Not long ago only doctors were on call allthe time. Now everybody is. Bosses think nothing of invading their employees′ free time. Work in-vades the home far more than domestic chores invade the office.

Hyperconnectivity exaggerates the decline of certainty and the general cult of flexibility. Smart-phones make it easier for managers to change their minds at the last moment. Employees find it everharder to distinguish between "on-time" and "off-time"--and indeed between real work and make-work. None of this is good for businesspeople′ s marriages or mental health. It may be bad for busi-ness, too. When bosses change their minds at the last minute, it is hard to plan for the future.

How can we reap the benefits of connectivity without becoming its slaves One solution is digital dieting. Banning browsing before breakfast can reintroduce a small amount of civilization. Ban-ning texting at weekends or, say, on Thursdays, can really show the iPhone who is boss.

The problem with this approach is that it works only if you live on a desert island or at the bot-tom of a lake. Leslie Perlow of Harvard Business School argues that for most people the only way tobreak the 24/7 habit is to act collectively rather than individually. One of the world′s most hard-working organisations, the Boston Consulting Group, introduced rules about when people were ex-pected to be offiine, and encouraged them to work together to make this possible. Eventua

Which of the following strategies belongs to commtmication strategy

Import for the first three months this year is larger than that for the__________period last year.

请简述3P模式的内涵，并说明3P模式应如何应用在口语教学当中。

下面是某教师在一堂针对高一年级学生听力课的听力材料及某一个教学步骤的记录。

听力材料：一篇关于世界石油争端问题的新闻

Teacher：Now listen to the tape carefully and answer the questions on PPT．

Teacher：OK．Whocan answer the questions

(个别学生对问题进行了回答，但是都没有回答对)

Teacher：No one can answerOK．Let’s listen again．

Teacher：OK．Now，can anyone answer the questions

(再听一遍之后依然没有学生回答正确)

Teacher：Now，look at the script of the listening material and answer the questions．

根据上面所给的信息．从下列三个方面作答：

(1)请问所描述的教学情境属于听力教学的哪一个教学步骤此步骤的教学目的是什么

(2)为什么没有学生能够正确回答关于听力材料的问题请分析其可能原因。这位老师的教学步骤存在什么问题

(3)请根据存在的问题提出相应的建议。

设计任务：请阅读下面学生信息和语言素材，设计20分钟的英语阅读教学方案。

教案没有固定格式．但须包含下列要点：

·teaching objectives

·teaching contents

·key and difficult points

·major steps and time allocation

·activities and justifications

教学时间：20分钟

学生概况：某城镇普通高中二年级(第一学期)，班级人数40人，多数学生已经达到《普通高中英语课程标准(实验)》七级水平。学生课堂参与积极性一般。

语言素材：

Business

Motorola set out a special training plan programme for children last week with the aim ofdeveloping children′ s business skills and preparing them for a future as entrepreneurs.

Eighty-seven children aged between 12 and 16 from Beijing and Tianjin attended the one-weektraining programme called Youth Discovery directed by Motorola University′ s (MU) instructors andmarketing specialists. The children learned about dealing with a practical problem-marketing andworked out a marketing plan by themselves. Last week 26 children of Motorola employees inTianjin completed their training in the MU-Tianjin Learning Center.

Through the training programme, children learnt how to get information through different kindsof sources, determine end-user needs, make up messages of value to customers, and communicateusing various means and equipment.

Educators acted only as team directors, providing children to discover their own answers. Thechildren gave their solutions to Motorola′s management and their parents on the last day of theprogramme.

The children, most of whom were primary and middle school students, presented themselvesfreely. The students said that they preferred the open and practical way of learning.

Youth Discovery, started by Motorola′s former president Robert Galvin, designed and carriedout by Motorola University, aimed to bring the talents of young people into full play and encouragedthem to discover how their skills can contribute to a team to help it reach an aim.