新视野第二版视听说4(2)

3. After an hour of intense fighting, they had extinguished the fire.

4. He presented the volunteer fire company with a check for $10,000.

5. The captain said, "The first thing we're going to do is to get the brakes fixed on that stupid fire truck." That suggests that they drove right into the middle of the flames because of useless brakes rather than bravery.

Unit 3 viewing and speaking 1

Voice-over: Trapped indoors by raging floodwaters for more than 24 hours, a 91-year-old woman is rescued by firemen and carried to safety. It's the worst flooding in Coggeshall and the surrounding villages inEssexin more than 50 years, and it's taken residents here by surprise.

Elderly woman: I came from home, because my place was flooded with burst pipes, so I came down to my son's to be safe and got this. So, I just wonder what I've done wrong to get all this!

Voice-over: Emergency crews have been evacuating people like this woman and her baby since the banks of the River Blackwater burst this weekend. Parts of easternEnglandwere hit yesterday after a month's worth of rain fell here in a day. People told me there was no time to save their belongings.

Woman: By the time the high tide had come up at quarter to four in the morning, the water was up to the piano keys. It'd come right up here, and I mean you can just see on the, on the, on the furniture where the water had come up to.

Voice-over: There was flooding in Cambridgeshire too. Staff were mopping up water at this doctor's surgery in Borne, trying to get the facilities back to normal.

Doctor: It's wrecked all the computer system. It's managed unfortunately to get to a few of the old notes. It's also affected all our drugs that are here, including the flu jabs we were hoping to run our flu jabs sessions.

Voice-over: A few roads inEssexin Cambridgeshire remain virtually impassable, but water levels are dropping. The question for residents here now is what will happen if they get even more heavy rain in the next few days.

Unit 4

Lead in

c d a e h f i g b

Basic listening

CBABD

Listening in

Task l CBDAA

Task 2

Relationships

marketing manager

in conflict with

expenses

ended in vain

training administrator

visited

establish closer relationships

long-term

picked up

Task 3 CDDCA

Let's talk

Task 1

16

features

brief

eight

paper

guidelines

interviews

treatment

come back

Deadlines

meet

guidance

scary

Further listening >

Task 1 DBCAC

Task 2 BABAB

Task 3

1. They gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say goodbye to the departing CEO, Dick Jackson.

2. The departing CEO left three numbered envelopes for the new CEO.

3. The message read, "Blame your predecessor." So, the new CEO held a press conference and tactfully laid the blame at the feet of the previous CEO.

4. The message read, "Reorganize." The new CEO did it, and the company quickly rebounded.

5. The message said, "Prepare three envelopes." It implied that it was time for Carl to leave and give three similar envelopes to the next CEO.

Viewing and speaking

Task 1

earning

live on

frustrating

head

chasing

television

editor

launching

basis

privileged

III 2

Lillian: Mr. Baxter, you have worked in the company for five years, and now you manage everything here smoothly, like a clock. Could you tell us the secrets of your successful career?

Baxter: Just as the golden rule of real estate is "location, location, location", the golden rule of work is "relationships, relationships, relationships". Unfortunately, many workers focus so hard on the job at hand that they never develop useful relationships with people in other parts of their organization. Worse, when they do interact with colleagues in other departments, they may not treat them with respect.

Lillian: Could you give me more details?

Baxter: Let's take Wendy as an example. She switched jobs several months ago in the company. In her first position, as a marketing manager, she frequently found herself in conflict with the financial department over her staff's expenses. Her argument for more funds usually ended in vain. Then in her new job as training administrator, she wanted to launch an on-the-job training project. She needed the financial department to support her request for a budget. How did she convince them this time? Although the financial department's offices were located in another city, Wendy decided to visited them in their offices and try to establish closer relationships. She believed she must first of all understand their mission and their own training needs. Then she found an ally in the company's chief financial officer, who saw how her group could help develop his staff. Thus the two forged a long-term alliance, which led to a training program so successful that it has since been picked up by the company's offices inGermanyandJapan. Winning allies throughout your organization has an additional benefit. These days, it's far too risky to expect your work to speak for itself. Having allies who speak well of you increases your reputation with the top management.

Unit 4 let’s tallk 1

Ayesha: In the newsroom you have about 16 reporters. The news reporters sit in one part of the room, and you have features on the other side of the room. I'm just going to see Kev, he's my news editor and he's gonna do a brief, basically brief me on a story that's happening later on. When I walk into my newsroom I don't know what to expect. You start at eight but you don't know how long that's gonna go on for. Hello.

Kevin: Hi Ayesha. So we're really looking for a featurey sort of piece for tomorrow's paper.

Ayesha:FrenchayHospital, which is one of our hospitals inBristol. They're celebrating their 10 years of this head injury unit, and we've been invited up. We're gonna obviously cover and take pictures, and I'm gonna get to speak to people. So he was really giving me guidelines.

Kevin: You know when you're doing your interviews, speak to people in some detail about, you know, how they were injured in the first place, but then the treatment they've gone through. OK?

Ayesha: Yeah. Excellent! Thank you!

Well, I've just started writing up for my next, and just basically from the day. I've got to get something through, I think, by about four. Sometimes I come back and I've got so much going on in my hands. So I'm just trying to, sort of, just work it through. Deadlines are very stressful. But you have to meet them because it's important; it's part of what newspaper journalism is all about. You get used to it by getting the guidance, managing your time, but it's still scary. OK. It's all done. OK. This is theBristolfinal. If I have a look at page 14, there we are, and that's my story. Exciting!

Unit 4 VI 3

They gathered for lunch to welcome the new Chief Executive Officer, Carl Martin, and say goodbye to the departing CEO, Dick Jackson.

The departing CEO left three numbered envelopes for the new CEO.

The message read, "Blame your predecessor." So, the new CEO held a press conference and tactfully laid the blame at the feet of the previous CEO.

The message read, "Reorganize." The new CEO did it, and the company quickly rebounded.

The message said, "Prepare three envelopes." It implied that it was time for Carl to leave and give three similar envelopes to the next CEO.

Unit 4 viewing and speaking task 1

You don't come into journalism for the money. When you start, you're sort of earning, I think, about 150 to 180 pounds a week, which really isn't very much to live on. But then as you move up, you get more, so you're looking to get14,000 ayear, 15,000,16,000 ayear. And you know you're working really long hours, and it's hard work.

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