【C7】_考试资料网

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C1】

A．to
B．of
C．from
D．as

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C1】

A．destructive
B．preventive
C．conservative
D．aggressive

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C2】

A．effort
B．time
C．trouble
D．money

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C2】

A．training
B．alerting
C．manufacturing
D．stimulating

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C3】

A．among
B．with
C．off
D．in

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C3】

A．idea
B．request
C．reason
D．response

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C4】

A．limited
B．issued
C．adressed
D．focused

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C4】

A．In effect
B．In particular
C．After all
D．Above all

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C5】

A．with
B．in
C．up
D．between

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C5】

A．premise
B．granted
C．routine
D．justified

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C6】

A．or
B．thus
C．and
D．though

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C6】

A．run
B．set
C．adapt
D．guide

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C7】

A．anywhere
B．everywhere
C．nowhere
D．somewhere

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C7】

A．for
B．as
C．from
D．into

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C8】

A．ordinary
B．unusual
C．annual
D．typical

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C8】

A．assigned
B．devoted
C．adapted
D．confined

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C9】

A．for
B．in
C．forth
D．on

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C9】

A．out
B．beyond
C．over
D．through

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C10】

A．boat
B．camp
C．aspect
D．stage

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C10】

A．assumed
B．neglected
C．designed
D．obsoleted

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C11】

A．how
B．where
C．that
D．why

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C11】

A．moved
B．banned
C．eliminated
D．protected

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C12】

A．selectively
B．accountably
C．actively
D．unconsciously

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C12】

A．distribution
B．demand
C．direction
D．dictation

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C13】

A．roof
B．paces
C．mill
D．motions

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C13】

A．asked
B．appropriated
C．claimed
D．produced

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C14】

A．undermine
B．humiliate
C．distress
D．subordinate

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C14】

A．reassure
B．assure
C．sure
D．ensure

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C15】

A．on end
B．in general
C．by contrast
D．for certain

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C15】

A．splendid
B．competitive
C．comfortable
D．reliable

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C16】

A．abundant
B．constrained
C．balanced
D．accumulated

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C16】

A．insurance
B．commitment
C．maintenance
D．reinforcement

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C17】

A．heavy
B．intellect
C．sophisticated
D．intensive

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C17】

A．either
B．neither
C．each
D．any

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C18】

A．analogy
B．comparison
C．correlation
D．paradox

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C18】

A．available
B．incredible
C．inevitable
D．negligible

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C19】

A．hostility
B．energy
C．reason
D．confusion

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C19】

A．autonomy
B．security
C．philosophy
D．loyalty

单项选择题

Video games have become increasingly realistic, especially those involving armed combat. America" s armed forces have even used video games【C1】recruitment and【C2】tools. But the desire to play games is not the【C3】why the United States Air Force recently【C4】a procurement request for 2,200 Sony PlayStation 3 (PS3) video-game consoles. It intends to link them【C5】to build a supercomputer that will【C6】Linux, a free, open-source operating system. It will be used for research, including the development of high-definition imaging systems for radar, and will cost around one-tenth as much as a conventional supercomputer. The air force has already built a smaller computer【C7】a cluster of 336 PS3s. This is merely the latest example of a (n)【C8】trend. There is a long tradition of technology developed for military use filtering【C9】to consumer markets: satellite-navigation systems【C10】to guide missiles can also help hikers find their way, and head-up displays have【C11】from jet fighters to family cars. But technology is increasingly moving in the other【C12】 , too, as consumer products are【C13】for military use. Traditionally the military has preferred to develop and control its own technology, not just for tactical advantage but also to【C14】that equipment was tough and【C15】enough for those whose lives would depend on it. That began to change after the cold war as defence budgets became【C16】and the development of【C17】 industrial and consumer products accelerated. As some of these technologies have become commoditised products which are【C18】to everyone—friend and foe alike—there seems less【C19】not to buy them and use the savings for more critical equipment that needs to be built-to-order. And consumer products can often be tweaked to make them more rugged or【C20】when necessary.【C20】

A．interesting
B．secure
C．curious
D．popular

单项选择题

It"s not just lonely at the top; it can be "disengaging" too. Many of the most unhappy, unproductive and potentially【C1】employees can be found in the executive suite. These top dogs may put in the【C2】, but not the heart. They are common to most companies and number【C3】the thousands. That may come as a surprise to the rank and file.【C4】, one of the first rules of success is to do what you enjoy. It"s taken for【C5】that top executives have found the magic,【C6】surely they would have flamed out 【C7】short of the summit. But if executives are so【C8】to their jobs, why would a 2002 Starwood Hotels & Resorts survey find that among 401 executives who play golf, 10% have called【C9】sick to play a round While it may make sense that lower-ranking workers are less likely to be engaged, many high-ranking executives are in the same【C10】. For example, 49% of top executives are engaged, vs. 43% of managers and 32% of non-managers. Striking is【C11】 9% of top executives, nearly one in 10, are【C12】disengaged. These executives are beyond the point of even going through the【C13】. It can【C14】the entire company, because companies with disengaged executives are likely to have disengaged employees【C15】. Most people probably assume that big paychecks are enough【C16】. But raises and pay scales don"t matter much【C17】way, according to several studies. It shows no【C18】between CEO pay and engagement, or even CEO pay and company【C19】. Big paychecks may even make executives feel【C20】in their jobs, because they can" t try something else without sacrificing a small fortune.【C20】

A．immersed
B．trapped
C．unfulfilled
D．isolated

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