Questions 57 to 60 are based on the following passage:

　　More people than ever before are now going to dentists’ office, but half of the United States population will not see a dentist. The reason is quite simple. As most dentists believe, they are scared. And really, what experience is worse than seeing a traditional dentist? You wait in silence, thumbing through old magazines, in a sterile white waiting room in which no one ever speaks. All is silent until an assistant calls your name and leads you back to another white room, this one filled with machinery to frighten you still further.

　　At the Medical College of Georgia, dentists are taught principles of behavior and techniques of office design that should help reduce the patient’s anxiety and tension. Assistants and receptionists are taught to smile and speak to the patient. This helps create an atmosphere of trust. Dentists themselves are being taught to communicate more fully with the patient. A phrase such as "you’re doing fine" tells the patient that the dentist is appreciative of the patient’s predicament. These phrases also help by rewarding the tolerance of pain.

　　Dentists’ offices are being repainted in "earth tones," brown, green, tan and other soothing colors. A startling color such as red should be avoided at all costs; red brings to mind blood and pain. Paintings and other distractions are strategically located; music is piped in to help the patients ignore his or her pain. Until recently, dentists had ignored the fact that most patients never see much more than the ceiling of the practice room. Most of the time, patients are lying flat on their backs with little to busy their minds other than their pains. Now dentists are not only building ceilings with fancy patterns, but also distracting their patients with ceiling TV set, computer games and mazes, and mobile sculptures. One quick technique involves

　　placing mirrors so patients can distract themselves by watching fish in a tank located near the ceiling.

　　Less drastic changes include redoing the practice rooms to include less of the sterile color white and redesigning the machinery a dentist must use to make it appear less frightening. Uniforms are also being made in pastel and earth colors, no longer in white. Some dentists go much further. They take an active role in teaching their patients to relax; some are teaching their patients deep muscle relaxation and breathing control. Some use advanced techniques, such as hypnosis and biofeedback to help their patients relax in the chair. Drugs and painkillers may still be used to ease physical pain, but all these techniques of relaxation help the patient relax and avoid anxiety over their pain.

　　57. The main idea of this passage is that

　　A. most people are anxious about physical pain.

　　B. physical surroundings affects people’s emotional reactions.

　　C. decoration is the primary factor in relieving the patient’s fears.

　　D. earth tones are soothing colors.

　　58. Some dentists distract their patients with

　　A. mobile sculptures

　　B. television sets

　　C. computer games

　　D. all of the above

　　59. We can conclude from the passage that

　　A. being anxious and tense increase the pain a patient feels.

　　B. being anxious and tense cause the pain a patient feels.

　　C. relaxation blocks out all pain.

　　D. patients feel more pain if they think the dentist is concerned with their feelings.

　　60. The passage suggests that

　　A. most pain associated with dentistry is caused by unprofessional dentists.

　　B. some of the pain felt by patients may be psychological.

　　C. dentists’ offices are usually painted white because they must be kept sterile.

　　D. warm colors ease physical pain.

　　Section B

　　Directions: There are 10 blanks in the following passage. For each blank there are four choices marked A, B, C and D. You shouM choose the ONE that best fits into the passage. Then mark your answer on the Answer Sheet.

　　People communicate for many reasons. They communicate in order to give information, to ask help, to give orders, to 61 promises, to provide amusement, to express their 62 . Much of the communicating that people do is 63 to persuade someone to change his attitudes or the way he behaves.

　　The study of persuasion is interesting both on scientific and on practical grounds. On the scientific side, it helps us to understand 64 why people behave the way they do and why their 65 sometimes changes. On the practical side, an understanding of persuasive techniques would have obvious 66 to an advertiser, a politician, and educator--to anyone 67 job is to change what people think and do.It is probably not 68, therefore, that the 69 of research devoted each year to this topic has been growing even faster than the burgeoning rate of psychology as a whole. There have been literally hundreds of experiments on persuasive communication during 70 of the past decades.

　　61. A. make B. keep C. ask D. give

　　62. A. worries B. ideas C. problems D. words

　　63. A. intended B. intending C. said D. saying

　　64. A. easily B. simply C. best D. better

　　65. A. behavior B. appearance C. thought D. opinion

　　66. A. value B. good C. worth D. merit

　　67. A. his B. which C. whose D. that

　　68. A. surprised B. surprising C. be surprised D. surprise

　　69. A. sum B. figure C. amount D. number

　　70. A. every B. each C. one D. some
IV. Translation
　　Directions: There are some passages in this part of the test. You are to translate the passages into Chinese on your Answer Sheet.

　　71.

　　(~)The Chief Executive of a large hotel became aware that his company was experiencing annual employee turnover of about 50 percent, at an annual cost estimated between $10 to $12 million. This large amount of money was calculated based on two factors: the money spent hiring replacements and reduced occupancy rates due to poor guest satisfaction levels.

　　(~)Employee turnover is a crucial problem in the hotel industry. But there are some talent management practices and tactics you can adopt to increase employee retention. Here are a couple of suggestions.

　　(~)Hire the Right People: Start by improving your recruiting and hiring practices. When you’re interviewing, make sure you give candidates an honest and thorough picture of what it’s like to work at your hotel. If your busy times are high-pressured and stressful, share those details. Being honest about your culture,working conditions will help candidates "self-select", making you more likely to hire people who "fit" in your hotel and its culture.

　　(~)Recognize and Reward Solid Performance: We all like to feel appreciated! Your hotel and managers need formal and informal ways to recognize and reward high performance. Not all rewards need to be financial. Even a simple "thank you"or public recognition of their efforts can be effective ways to reward employees. And employees who feel valued tend to stick around.

　　(~)Provide Opportunities for Development: Supporting employee development through paid or subsidized courses, books, work experiences, podcasts, etc. helps to communicate to them that you value them and their work, and are committed to their success and career progression. All of this drives up employee retention.

　　(~These talent management practices will not only drive up employee retention,but also increase employee satisfaction and engagement. And all that is good for business.

　　B~.

　　71.

　　(~)The Chief Executive of a large hotel became aware that his company was experiencing annual employee turnover of about 50 percent, at an annual cost estimated between $10 to $12 million. This large amount of money was calculated based on two factors: the money spent hiring replacements and reduced occupancy rates due to poor guest satisfaction levels.

　　(~)Employee turnover is a crucial problem in the hotel industry. But there are some talent management practices and tactics you can adopt to increase employee retention. Here are a couple of suggestions.

　　(~)Hire the Right People: When you’re interviewing, make sure you give candidates an honest and thorough picture of what it’s like to work at your hotel. If your busy times are high-pressured and stressful, share those details. Being honest about your culture, working conditions will help candidates "self-select", making you more likely to hire people who "fit" in your hotel and its culture.

　　(~)Recognize and Reward Solid Performance: The managers need formal and informal ways to recognize and reward high performance. Not all rewards need to be financial. Even a simple "thank you" or public recognition of their efforts can be effective ways to reward employees. And employees who feel valued tend to stick around.