中职英语第四册Unit 7 It’s Not Related To My Major教学内容

Unit 7 Environmental ProtectionListening1. 教学重点考查学生识别、理解单词和词组与简单的事实性信息的能力。

2. 教学建议A 本部分主要包含五组发音相似的单词，每组的三个单词都包含相同的音节。

主要以此考察学生分辨音节的能力。

①做每组练习之前，教师可以让学生先快速浏览给出的五组单词，并建议学生默念单词。

提醒学生在放第一遍录音时选择正确的答案，在放第二遍录音时确认选择的答案。

②放第一遍录音，要求学生在放第一遍录音时选择正确的答案。

③放第二遍录音，要求学生在播放录音时再次确认选择的答案。

每组单词之间给出学生2~3秒钟的时间快速浏览下一题。

④教师核对答案，可以以提问的形式或自由回答的形式与学生互动，纠正错误，解决学生对答案的疑问。

注：第二遍录音可以根据学生的反馈以及学生的程度来决定是否播放。

B 本部分主要包含五段简短对话。

要求学生在播放录音的过程中选出所提问题的正确答案。

主要考察学生对细节的把握及推理能力。

①做练习之前，教师可以让学生先快速浏览每个问题的选项，让学生猜测可能的问题。

②放第一遍录音，要求学生在放第一遍录音时了解对话的大体意思。

③放第二遍录音前，提醒学生在录音播放过程中选择答案。

④放第二遍录音，要求学生在录音播放过程中确认答案。

⑤教师核对答案，可以以提问的形式或自由回答的形式与学生互动，纠正错误，解决学生对答案的疑问。

C 本部分主要包含五个句子的听写，主要考察学生对整句话的理解以及快速拼写的能力。

①做练习之前，教师可以提醒学生在放第一遍录音时了解每句话的大体意思。

②放第一遍录音，要求学生在放第一遍录音时了解文章的意思，并且记录句中的关键词汇和短语。

③放第二遍录音前，提醒学生在录音播放过程中记录下连贯的句子。

④放第二遍录音，要求学生在录音播放过程中记录下连贯的句子，每句之间给出5~10秒的时间整理答案。

⑤教师核对答案，可以以提问的形式或自由回答的形式与学生互动，纠正错误解决学生对答案的疑问。

Listen to two entire stories from Exercise A. What happened in each situation?Man: You see, my mother had this ring. It was kind of old. It had been given to her by her mother. It had been in our family for years. Anyway, my mother asked me to take it to the jeweler’s to get it repaired. She told me to be very careful with it.Later that day, I dropped the ring off at the jeweler’s and ran off to do the rest of my errands. It was a busy day, and I was feeling really crazy. I had to get back to the jeweler’s before they closed at five P.M. and pick up the ring.I got to the jeweler’s at about a quarter to five, paid for the ring, and raced home. It was getting pretty late. But when I went to give my mother the ring, the worst thing happened. I couldn’t find it. I checked all my pockets, but all I found was the receipt. The ring wasn’t there. I looked everywhere! You can imagine how panicked I felt. Up until then, I had never lost anything important. I didn’t know what to do.Just then, the phone rang. It was the jeweler’s. They were calling to say I had run out of the store in such a hurry that I’d forgotten to take the ring! They still had the ring at their store. So, the ring wasn’t lost after all. What a relief!Woman: I had this big meeting at work that day. Really important.I left my home to go to work at the normal time. I always take the subway to work. On this morning, the train was especially crowded, and I could barely squeeze onto it. I got on just as the doors closed.Well, after a couple of minutes, I realized that my skirt had been caught in the subway doors. I could n’t pull it out! A man standing next to me tried to help me, but we still couldn’t get it. By this time, I was so embarrassed. Other people were staring at me. And my skirt was really stuck.Well, wouldn’t you know it, the doors to the subway opened on the other side for the next six or seven stations. I had to miss my stop. I just stood there, with my skirt stuck in the door, unable to move. Finally, the doors opened on my side. I was able to leave the train. Now I was really late.As soon as I arrived at work, my boss asked to speak to me. I know he would never believe why I was late. I felt so stupid! Of course, later we all laughed about it.Listen to actress Stella Hamptons talking about her life. What are some of her most embarrassing moments? Host: Hello, everyone, we’re talking to Stella Hamptons, famous Hollywood actress. Before the break, we were talking about your life, Stella, before you became a big star.Stella: Yes, … oh, but do we have to?Host: Well, I think it’s interesting. And I think our listeners will find it interesting, too. I mean, you didn’t become a big star overnight. You struggled for many years.Stella: You can say that again.Host: Tell us a little about it.Stella: Oh ,yes. I think I must have worked twenty or thirty different jobs.Host: Really?Stella: Sure! I couldn’t find work as an actress for many years, so I had to do something. You have to eat, right? Host: What kinds of jobs did you have?Stella: A little bit of everything; I worked as a waitress, in a department store, painting houses… I think I got fired from most of those jobs.Host: Oh, yeah? C’mon, tell us a few stories.Stella: This is so embarrassing… well, I remember I worked for a big department store in the hats department. It was so boring. We never had any customers during the day, and that’s when I worked. When I got sleepy, I used to lie down under the hat racks and take an occasional nap.Host: What happened?Stella: Well, one day I got caught- by my boss. And I got fired on the spot. Then there was the time I decided to paint houses. It turned out that I was allergic to the paint. And my body was so sore after working the first day, I could hardly get out of bed the next day. I couldn’t take the physical work. I got fired again.Host: Any other war stories?Stella: Well,…you’re not going to believe this, but I actually drove a taxi for a few days. I got hired as a cab driver. Host: No! You?Stella: Yes. I was desperate and thought I could make good tips. I needed the money at the time. Unfortunately, it didn’t last.Host: Fired?Stella: Yep. How did you guess? On my third day, I hit a pole. No one was hurt in the accident – my passenger was find – but it scared me to death. That was the end of my career as a driver.Host: Well, Stella, thanks for sharing those details with us. It’s a good thing you made it as an actress! After the commercial break, we’ll talk more with Stella about her new movie that’s being released in September.Listen to an early morning news broadcast. Write down the number of each type of news story you hear. Then take notes about what happened.Announcer: it’s seven o’clock and time for the news. Our top stories today:First, this from the World Health Organization, or the W-H-O. The W-H-O has reported that we are facing a potential global epidemic due to untreatable cases of tuberculosis, also known as TB. TB is dangerous because it affects the lungs. The number of cases is growing worldwide, and this has researchers worried. According to a study, a third of all known TB cases are untreatable. The drugs normally used to treat TB are simply not working. Researchers are trying hard to find out why this is the case. For now, the WHO is planning an international program to educate people about the dangers of TB.And now we have a report on the artist Vincent van Gogh. Of course, you may know that van Gogh is a famous nineteenth-century painter. You may also be familiar with one of his famous paintings: the one of flowers –sunflowers to be exact. It was painted in 1888 by van Gogh. Well, a scandal erupted in London yesterday over the authenticity of van Gogh’s Sunflowers. The painting was recently bought by a large multinational company for several million dollars. And now, an art expert is saying that the painting is a fake. Authorities are looking into the matter.Next, to Mexico. Hurricane Pauline pounded Acapulco and nearby areas last night, leaving many people homeless. The strong winds and heavy rains made for horrible conditions. Floods and landslides destroyed homes and cars, especially in the hillside areas. Rescue is particularly difficult because streets are blocked, in most cases, by mud. It’s believed that some people may be trapped inside their homes and cannot get out. Most people have left their homes and are now safely in temporary shelters. This natural disaster is going to have a big impact on the tourist business in Acapulco this year.Finally, a story for all you parents out there: How often do your kids push you to your limit, and what do you do about it? One tired and harassed mother form Illinois decided she’d had enough yesterday. Instead of yelling at her children, as she normally would, she decided to leave. She walked out the door and climbed a tree – the tree with her children’s tree house in it, that is. She decided to stay in the tree house until her three children stopped misbehaving. She told her children she had decided to stay in their tree house until they started appreciating her more. She put a sign in front of the tree house that said”on strike –No cooking, cleaning, doctoring, banking, or driving until demands met.”The children tried to persuade her to come down, but no luck. Finally, one of them had the smart idea of baking their mother’s favorite treat – brownies. Well, they musthave smelled good because that did the trick. Mom agreed to come down and meet her children at the bargaining table. No word yet on the outcome of those negotiations, though. That’s it for now. We’ll be back in an hour with more news.。

21世纪⼤学英语第四册Unit7课⽂详解（读写教程） 导语：运⾏成功的公司⼀般都会有⾃⼰的⼯作规则，下⾯是⼀篇关于这⽅⾯的英语课⽂，欢迎⼤家来学习。

Running a Successful Company: Ten Rules that Worked for Me Sam Walton A whole lot has changed about the retailing business in the forty-seven years we've been in it—including some of my theories. We've changed our minds about some significant things along the way and adopted some new principles — particularly about the concept of partnership in a corporation. But most of the values and the rules and the techniques we've relied on have stayed the same the whole way. Some of them are such simple commonsense old favorites that they hardly seem worth mentioning. This isn't the first time that I've been asked to come up with a list of rules for success, but it is the first time I've actually sat down and done it. I'm glad 1 did because it's been a revealing exercise for me. I do seem to have a couple of dozen things that I've singled out at one time or another as the "key" to the whole thing. One I don't even have on my list is "work hard." If you don't know that already, or you're not willing to do it, you probably won't be going far enough to need my list anyway. And another I didn't include on the list is the idea of building a team. If you want to build an enterprise of any size at all, it almost goes without saying that you absolutely must create a team of people who work together and give real meaning to that overused word "teamwork." To me, that's more the goal of the whole thing, rather than some way to get there. I believe in always having goals, and always setting them high. I can certainly tell you that the folks at Wal-Mart have always had goals in front of them. In fact, we have sometimes built real scoreboards on the stage at Saturday morning meetings. One more thing. If you're really looking for my advice here, trying to get something serious out of this exercise I put myself through, remember: these rules are not in any way intended to be the Ten Commandments of Business. They are some rules that worked for me. But I always prided myself on breaking everybody else's rules, and I always favored the mavericks who challenged my rules. I may have fought them all the way, but I respected them, and, in the end, I listened to them a lot more closely than I did the pack who always agreed with everything I said. So pay special attention to Rule 10, and if you interpret it in the right spirit — as it applies to you — it could mean simply: Break All the Rules. For what they're worth, here they are. Sam's Rules for Building a Business: RULE 1: COMMIT to your business. Believe in it more than anybody else. I think I overcame every single one of my personal shortcomings by the sheer passion I brought to my work. I don't know if you're born with this kind of passion, or if you can learn it. But I do know you need it. If you love your work, you'll be out there every day trying to do it the best you possibly can, and pretty soon everybody around will catch the passion from you — like a fever. RULE 2: SHARE your profits with all your associates, and treat them as partners. In turn, they will treat you as a partner, and together you will all perform beyond your wildest expectations. Remain a corporation and retain control if you like, but behave as a servant leader in a partnership. Encourage your associates to hold a stake in the company. Offer discounted stock, and grant them stock for their retirement. It's the single best thing we ever did. RULE 3: MOTIVATE your partners. Money and ownership alone aren't enough. Constantly, day by day, think of new and more interesting ways to motivate and challenge your partners. Set high goals, encourage competition, and then keep score. Make bets with outrageous payoffs. If things get stale, cross-pollinate; have managers switch jobs with one another to stay challenged. Keep everybody guessing as to what your next trick is going to be. Don't become too predictable. RULE 4: COMMUNICATE everything you possibly can to your partners. The more they know, the more they'll understand. The more they understand, the more they'll care. Once they care, there's no stopping them. If you don't trust your associates to know what's going on, they'll know you don't really consider them partners. Information is power, and the gain you get from empowering your associates more than offsets the risk of informing your competitors. RULE 5: APPRECIATE everything your associates do for the business. A paycheck and a stock option will buy one kind of loyalty. But all of us like to be told how much somebody appreciates what we do for them. We like to hear it often, and especially when we have done something we're really proud of. Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free — and worth a fortune. RULE 6: CELEBRATE your successes. Find some humor in your failures. Don't take yourself so seriously. Loosen up, and everybody around you will loosen up. Have fun. Show enthusiasm — always. When all else fails, put on a costume and sing a silly song. Then make everybody else sing with you. Don't do a hula on Wall Street like I did. Think up your own stunt. All of this is more important, and more fun, than you think, and it really fools the competition. "Why should we take those cornballs at Wal-Mart seriously?" RULE 7: LISTEN to everyone in your company. And figure out ways to get them talking. The folks on the front lines — the ones who actually talk to the customer — are the only ones who really know what's going on out there. You'd better find out what they know. This really is what total quality is all about. To push responsibility down in your organization, and to force good ideas to bubble up within it, you must listen to what your associates are trying to tell you. RULE 8: EXCEED your customers' expectations. If you do, they'll come back over and over. Give them what they want — and a little more. Let them know you appreciate them. Fix all your mistakes, and don't make excuses — apologize. Stand behind everything you do. The two most important words I ever wrote were on that first Wal-Mart sign: "Satisfaction Guaranteed." They're still up there, and they have made all the difference. RULE 9: CONTROL your expenses better than your competition. This is where you can always find the competitive advantage. For twenty-five years running long before Wal-Mart was known as the nation's largest retailer — we ranked number one in our industry for the lowest ratio of expenses to sales. You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you're too inefficient. RULE 10: SWIM upstream. Go the other way. Ignore the conventional wisdom. If everybody else is doing it one way, there's a good chance you can find your niche by going in exactly the opposite direction. But be prepared for a lot of folks to wave you down and tell you you're headed the wrong way. I guess in all my years, what I heard more often than anything was: a town of less than 50,000 population cannot support a discount store for very long. Those are some pretty ordinary rules, some would say even simplistic. The hard part, the real challenge, is to constantly figure out ways to execute them. You can't just keep doing what works one time, because everything around you is always changing. To succeed, you have to stay out in front of that change. New Words partnership n. the state of being a partner or partners, esp. in a business; a group of two or more people working, playing, etc. together as partners;a business with two or more owners 合伙(关系);伙伴(关系);合伙企业 common sense n. practical good sense gained from experience of life, not by special study 常识;(由实际⽣活经验得来的)判断⼒ commonsense a. having or showing practical good sense; sensible; practical; clear 有常识的;明⽩事理的;注重实际的;清楚明⽩的 revealing a. 有启迪作⽤的，发⼈深省的 reveal vt. make (facts, etc.) known 揭⽰，揭露;透露 enterprise n. a business company or firm 企业单位，公司 overuse vt. use (sth.) too much or too often 使⽤…过多;使⽤…过度 teamwork n. organized effort as a team 协同⼯作，配合 scoreboard n. a board on which a score is shown 记分牌，⽰分牌;(商业活动等的)记录牌 commandment n. 1. command; order 戒律;命令 2. (in the Bible) any of the Ten Commandments, ten laws given by God to the Jews (基督教⼗诫中的`)⼀诫 maverick n. a person with independent or unusual views 持不同意见者;持异议者 pack n. a gang or band of people ⼀帮⼈，⼀伙⼈ partner n. a person who takes part in an activity with another or others, esp. one of the owners of a business 合伙⼈，股东;伙伴，同伙 discount n. amount of money taken off the cost of sth. (价格等的)折扣 v. 打折扣出售(商品等) bet n. an arrangement to risk money, etc. on an event of which the result is doubtful 打赌 outrageous a. very shocking and unacceptable; very unusual and quite shocking 惊⼈的;肆⽆忌惮的，毫⽆节制 payoff n. a deserved reward or punishment 报偿;惩罚 stale a. no longer interesting or exciting because of having been heard, done, etc. too often before; not new 因陈旧⽽乏味的，过时的;没有新意的 cross-pollinate v. fertilize a plant with pollen from a different type of plant (使)异花传粉 predictable a. (of a person) behaving in a way that can be predicted 可预⾔的;可预料的，可预计的;(贬)按⽼⼀套办事的 empower vt. give (sb.) the power or authority to act 授权给 offset v. compensate for (sth.); balance (sth.) 补偿，抵消 competitor n. a person or an organization that competes against others, esp. in business 竞争者;⽐赛者;对⼿;敌⼿ loyalty n. the quality of being true and faithful in one's support of sb./sth. 忠诚，忠⼼耿耿 well-chosen a. carefully selected (used esp. of words) 仔细斟酌过的，合适的，恰当的 well-timed a. done, said, etc. at the right time or at an appropriate time 适时的，不早不晚的，及时的 hula n. Hawaiian performance that includes dance, gesture, and chanting (美国夏威夷的波利尼西亚⼥⼦跳的⼀种动作类似哑剧的)呼拉舞，草裙舞 stunt n. an unusual act designed to attract attention 惊⼈的表演，绝技;惊险动作 cornball n. (U.S. Slang) an unsophisticated person;rube;hick (美俚)头脑简单的⼈;乡巴佬;⼟包⼦ retailer n. a person who sells goods to the general public 零售商 ratio n. a relation between two amounts, which shows how many times one contains the other ⽐;⽐率;⽐例 inefficient a. (of a person or an organization) failing to make the best use of the available time and resources ⽆效率的 upstream ad. & a. in the direction from which a river, etc. flows; against the current 逆流(的);往上游(的) conventional wisdom the opinion that most people consider to be normal and right ⼀般⼈的意见，流⾏的看法 niche n. a suitable position, place, job, etc. 合适的位置(或地⽅、职务等) simplistic a. making difficult problems, issues, ideas, etc. seem much simpler than they really are, e.g. in order to conceal sth. (把复杂问题)过分简单化的;被过分简单化的 execute vt. do or perform (what one is asked or told to do) 实⾏，实施;执⾏，履⾏ execution n. 实⾏;执⾏，履⾏ Phrases and Expressions come up with find or produce (an answer, etc.) 提出，想出 single out choose (sb./sth.) from a group, e.g. for special attention 选出，挑出 at one time or another 在某个时候 go without saying be very obvious or natural 不⽤说，不⾔⽽喻 put...through make (sb.) experience (sth. very difficult or unpleasant) 使…经受 pride oneself on be proud of 以…⾃豪 in the end at last;finally 最终;最后 commit to devote oneself to (a certain cause, position, opinion, or course of action) 献⾝于 loosen up relax (使)放松 think up produce (an idea or a plan): invent or devise (sth.) 想出;设计出，发明 figure out come up with; come to understand or discover by thinking (美⼝)想出;理解，明⽩ bubble up move upward in or as if in bubbles; emerge from below 往上冒泡;涌现 stand behind be responsible for 对…负责 go out of business become bankrupt 破产;倒闭;歇业 wave down signal to (a vehicle or its driver) to stop, by waving one's hand 挥⼿⽰意(车辆、司机)停下 Proper Names Sam Walton 萨姆·沃尔顿(1918—1922，美国企业家) Wal-Mart 沃尔 — 玛特商场(由萨姆·沃尔顿于1962年开办) Wall Street 华尔街(美国纽约市曼哈顿区南部的⼀条街道，是美国⾦融机构的集中地，现常作美国⾦融市场或⾦融界的代名词)。

综合教程第四册u n i t7-CAL-FENGHAI.-(YICAI)-Company One11. What do you think is the most important political event in the .2. How often is the presidential election held in the States3. What does "selling" in the title tell youBack in the 1960s, when the role of advertising and PR in politics first became apparent, Life magazine quoted one campaign strategist as saying, "I can elect any person to office if he has $60,000, an IQ of at least 120, and can keep his mouth shut." Since the 1896 campaign, the election of a President has been determined largely by the ability of information specialists to generate favorable publicity. In recent years that publicity has been supplanted by heavy spot buying on electronic media.So many factors are involved in choosing a President that it is hard to say with any real empirical confidence how important any single medium is. The most talked-about medium in American politics is television. Highly publicized debates between candidates in 1960, 1976, and 1980 appear to have affected the outcomes. Richard Nixon (the early favorite) would probably not have lost to Kennedy were it not for his poor showing on TV. Similarly the 1976 debates probably clinched Jimmy Carter's narrow victory over Gerald Ford, and Ronald Reagan appeared to be the victor in the 1980 debates.Yet there were other elections where, according to political analyst Edward Chester, no amount of TV exposure could have changed the outcome: Goldwater versus Johnson in 1964 and Nixon versus McGovern in 1972. Television commercials seem to work best in close elections or in those where there is a large undecided vote. According to the Associated Press, Ford's TV spots during the 1976 campaign probably swung over 100,000 undecided voters a day during the last few months of the campaign.What effect does television have on the candidates themselves It dictates priorities that are different from those of an earlier day. The physical appearance of the candidate is increasingly important. Does he or she look fit, well-rested, secure Losing candidates like Adlai Stevenson, Hubert Humphrey, and Richard Nixon all seemed to look "bad" on TV. Nixon overcame this problem in 1972 with ads that featured longer shots of him being "presidential" — flying off to China. Close-ups were avoided.Both John F. Kennedy and Jimmy Carter seemed more at home with the medium, perhaps because both were youthful, informal, and physically active outdoor types. Dwight Eisenhower and Lyndon Johnson seemed to have a paternal, fatherly image on the small screen. All of the recent Presidents have learned how to use the medium to their advantage, to "stage" events so as to receive maximum favorable coverage. This has added to the already awesome power of the incumbency.Television has changed the importance of issues. It can be argued that since the1960 presidential debates we have elected people, not platforms. This is a major departure from earlier years. Franklin Roosevelt's radio charisma cannot be denied, but he was swept to power by one issue — the Great Depression.All the print information we now receive is simpler and more condensed than ever before. Issues and print go together. Television is images, not issues. We develop a more personal, emotional feeling about the candidates. Jimmy Carter's spectacular rise to power was a testament to this new image orientation. No one really knew what he was going to do when he took office, since his entire campaign had been geared toward developing a relationship of trust with the electorate. "Trust me," he said. "I'll never lie to you."A more recent example was the election of Reagan in 1980. For some this represented the ultimate television victory. After all, what other country can claim that it has actually elected an actor President It can be argued that Americans were tired of Carter and that Reagan simply offered an alternative. Yet throughout the campaign he offered us a media "vision" of a "shining city on a hill." And what about his constant references to John Wayne, one of the "last great Americans" My father, a long-time politician in southern California, has a favorite saying — "The worst thing a candidate can do is get bogged down in the issues." This trend has alarmed countless media critics. Politicians, newscasters, and others have stood in line to denounce it. They assert that the important thing is what candidates stand for, not the candidates themselves. Almost everyone seems to agree that television has been detrimental to American politics; it has clouded the issues and confused the electorate.Media researchers Thomas E. Patterson and Robert D. McClure say the power of TV has been overrated and that (1) "Viewers of the nightly network newscasters learn almost nothing of importance about a presidential election," and (2) "People are not taken in by advertising hyperbole and imagery, exposure to televised ads has no effect on voters' images of the candidates." I disagree on both accounts.If the Watergate mess proved anything, it was that we need a President we are comfortable with, one we feel we know and can trust. Print afforded us no opportunity to get a "feel" for the person. We could study the issues, read the speeches, yes — but how would we "know" the candidates as we might a neighbor or casual acquaintance Television (and television advertising) provides an audiovisual record of the candidate under all sorts of circumstances. It is with that knowledge that we can choose someone of integrity, at least someone with honorable intentions.Of course, TV cannot guarantee honest candidates, but we rejected Richard Nixon in 1960 and we might have again had he not so successfully avoided any informal coverage. Once he was President it was the intimate nature of the medium that helped bring him down. Even his well-rehearsed Watergate denials wouldn't work. He would sit there, surrounded by flags and piles of transcripts, and swear he was innocent. Yet the profuse sweat on his brow and the look in his eyes seemed toconfirm his guilt.Issues come and go, but we elect people to the presidency. In this fast-moving information environment, today's burning issue is tomorrow's historical footnote. It's far more important to develop a sense of what kind of person we are electing to the nation's highest office. Television affords us that opportunity in a way no other medium can.。

Unit7 Time to Stop Excuses for Lateness P1 Listening and Speaking Activities1 BrainstormingExpressions of disciplinary matters at the workplace:Expressions of types of employment:Expressions of recruiting/firing:Expressions of positions/job titles:2 ListeningListening scriptI'm a policeman in New York City and my name is John Davy. Ever since I was a young boy I’ve always wanted to be a cop .I thought it would be the best job in the world. If I wasn't a cop, I don't think I could be anything else. Of course they tell me I'm a good cop. My superiors say I'm conscientious, that I have strong sense of justice and fairness and a great respect for the law. To be honest with you, my conscience would bother me if I didn't give 100% and if I didn't try to live up to my ideals. My friends tell me I'm too idealistic, too nice and, as the saying goes, nice guys finish last , but my job is to serve the people and I try to do my best.I work with the police department's emergency service patrol in a largely black neighborhood in Brooklyn, New York. It's a rough and dangerous neighborhood, very rough. I admit it hasn't been easy. Since being assigned to the neighborhood, I've been shot, spit at, and hit with bottles, rocks, sticks, and Molotov Cocktails . Yes, it's not easy being a cop in New York City , but I've been awarded citations for my courage and for my quick thinking and performance in emergency situations.Oh, I could tell you many exciting stories. Once, we set up a net for a potential jumper. A young man was on a ledge 23 stories up from the street. His girlfriend had left him and now he was threatening to jump. We got his girlfriend, his close friend, a priest, his mother to try and talk him out of jumping, but nothing worked. He was going to jump. Then I started to talk to him. I talked as long as I could — until I got too close to him. Then he shouted out, "Stop right where you are or I'll jump." I backed away. An hour later, with a belt tied around me, with a line my partner held, I jumped from the ledge and came up right in front of the young man and trapped him. I felt what they call "job satisfaction". A life has been saved and that's important to me. To me that's success - to do your job and to do it well. No holding back , especially when it means saving a human life.Some people in the neighborhood think cops are the bad guys. They just don't like us. Yeah, we have some bad cops in the department who don't always obey the rules and who sometimes use too much force and injure people. But you know, when someone has been hit by a car and you walk into the crowd standing around dumbfounded and you take charge, telling this person to get a blanket, this one to get some water, and you comfort the injured person; that looks good in front of the crowd. They say, "There’re some good cops here." Boy, does that make me feel good. I feel like I'm doing my job . I feel like I'm helping people. Anyway, it's my duty as a cop.Recently, I was again cited for outstanding service and this time was promoted to sergeant. As they say, I'm a good cop, and good guys don't always finish last.1. What makes John a good policeman?John likes his job as a cop. He feels it's "the best job in the world." He is conscientious, has a strong sense of justice and fairness, and respects the law. John exerts himself to the utmost and tries to live up to his ideals.2. Has John’s job as a policeman been easy and safe?No. Being a policeman in New York is difficult and dangerous. Besides, he works in a rough neighborhood. He has been shot, spit at, and hit with bottles, rocks, sticks, and Molotov Cocktails. Once he risked his life to save a man from jumping off a ledge 23 stories up from the street.3. Why was John awarded citations?John is given awards for his bravery, his quick thinking and performance in emergencies.4. Why don’t some people like policemen in John’s district?John admits that there are bad cops on the force, cops who don't always obey the rules and who sometimes use too much force and injure people.Text Translation别再为迟到找借口哈里·贝地每个办公室总有那么几个人习惯上班迟到。

Unit 7 The Changing Sino-American RelationshipPa 1Alienation英[ˌeɪlɪə'neɪʃn] 美[ˌeljəˈneʃən, ˌeliə-]n. 离间；疏远；（觉得周围环境与自己格格不入的）疏离感；离心离德网络异化；疏远；转让；疏离柯林斯高阶英汉双解学习词典现代英汉综合大词典英汉双向大词典1. VERB 动词使疏远;使不友好If you alienate someone, you make them become unfriendly or unsympathetic towards you. 【语法信息】：V nThe government cannot afford to alienate either group. 疏远两个团体中的任何一方都是政府承受不起的。

2. VERB 动词（感情上、思想上）使疏远,离间To alienate a person from someone or something that they are normally linked with means to cause them to be emotionally or intellectually separated from them. 【语法信息】：V n from nHis second wife, Alice, was determined to alienate him from his two boys. 他的第二任妻子艾丽斯,决意要疏远他和两个儿子的感情。

alienatedHe felt alienated from his peers. 他感觉和同僚疏远了。

alienation...the alienation of many from the political process... 许多人与政治活动脱节Her sense of alienation from the world disappeared. 她与世界脱节的感觉消失了。

Unit7 Time to Stop Excuses for Lateness P1 Listening and Speaking Activities1 BrainstormingExpressions of disciplinary matters at the workplace:Expressions of types of employment:Expressions of recruiting/firing:Expressions of positions/job titles:2 ListeningListening scriptI'm a policeman in New York City and my name is John Davy. Ever since I was a young boy I’ve always wanted to be a cop .I thought it would be the best job in the world. If I wasn't a cop, I don't think I could be anything else. Of course they tell me I'm a good cop. My superiors say I'm conscientious, that I have strong sense of justice and fairness and a great respect for the law. To be honest with you, my conscience would bother me if I didn't give 100% and if I didn't try to live up to my ideals. My friends tell me I'm too idealistic, too nice and, as the saying goes, nice guys finish last , but my job is to serve the people and I try to do my best.I work with the police department's emergency service patrol in a largely black neighborhood in Brooklyn, New York. It's a rough and dangerous neighborhood, very rough. I admit it hasn't been easy. Since being assigned to the neighborhood, I've been shot, spit at, and hit with bottles, rocks, sticks, and Molotov Cocktails . Yes, it's not easy being a cop in New York City , but I've been awarded citations for my courage and for my quick thinking and performance in emergency situations.Oh, I could tell you many exciting stories. Once, we set up a net for a potential jumper. A young man was on a ledge 23 stories up from the street. His girlfriend had left him and now he was threatening to jump. We got his girlfriend, his close friend, a priest, his mother to try and talk him out of jumping, but nothing worked. He was going to jump. Then I started to talk to him. I talked as long as I could — until I got too close to him. Then he shouted out, "Stop right where you are or I'll jump." I backed away. An hour later, with a belt tied around me, with a line my partner held, I jumped from the ledge and came up right in front of the young man and trapped him. I felt what they call "job satisfaction". A life has been saved and that's important to me. To me that's success - to do your job and to do it well. No holding back , especially when it means saving a human life.Some people in the neighborhood think cops are the bad guys. They just don't like us. Yeah, we have some bad cops in the department who don't always obey the rules and who sometimes use too much force and injure people. But you know, when someone has been hit by a car and you walk into the crowd standing around dumbfounded and you take charge, telling this person to get a blanket, this one to get some water, and you comfort the injured person; that looks good in front of the crowd. They say, "There’re some good cops here." Boy, does that make me feel good. I feel like I'm doing my job . I feel like I'm helping people. Anyway, it's my duty as a cop.Recently, I was again cited for outstanding service and this time was promoted to sergeant. As they say, I'm a good cop, and good guys don't always finish last.1. What makes John a good policemanJohn likes his job as a cop. He feels it's "the best job in the world." He is conscientious, has a strong sense of justice and fairness, and respects the law. John exerts himself to the utmost and tries to live up to his ideals.2. Has John’s job as a policeman been easy and safeNo. Being a policeman in New York is difficult and dangerous. Besides, he works in a rough neighborhood. He has been shot, spit at, and hit with bottles, rocks, sticks, and Molotov Cocktails. Once he risked his life to save a man from jumping off a ledge 23 stories up from the street.3. Why was John awarded citationsJohn is given awards for his bravery, his quick thinking and performance in emergencies.4. Why don’t some people like policemen in John’s districtJohn admits that there are bad cops on the force, cops who don't always obey the rules and who sometimes use too much force and injure people.Text Translation别再为迟到找借口哈里·贝地每个办公室总有那么几个人习惯上班迟到。