Shyness is the cause of much unhappiness for a great many people. Shy people are (1) and serf-conscious; that is, they are (2) concerned with their own appearance and actions. (3) thoughts are (4) occurring in their minds: What kind of impression am I making
It is obvious that such (5) feelings must affect people adversely. A person’s self-concept is (6) in the way he or she behaves, and the way a person behaves affects other people’s reactions. (7) , the way people think about themselves has a profound effect on all areas of their lives.
Shy people, having low (8) , are likely to be passive and easily influenced by others. They need reassurance (9) they are doing "the fight thing". Shy people are very (10) to criticism; they feel it (11) their inferiority. A shy person may (12) to a compliment with a statement like this one: "You’re just saying that to make me feel good." It is clear that, (13) self-awareness is a healthy quality, overdoing it is harmful.
Can shyness be completely (14) , or at least reduced Fortunately, people can overcome shyness with determined and patient effort in building self-confidence. Since shyness goes (15) with lack of serf-esteem, it is important for people to accept their weakness as well as their strengths. For example, most people would like to be "A" students in every subject. It is not fair for them to (16) themselves inferior because they have difficulty (17) some areas. People’s expectations of themselves must be (18)
Each one of us is a unique, worthwhile individual. The better we understand ourselves, the easier it becomes to (19) our full potential. Let’s not allow shyness to block our chances for a rich and (20) life.

A:dangerous B:awkward C:guilty D:anxious

These are hard times for Deutsehe Bank, despite its huge strides in investment banking. Next week its chief executive, Josef Ackerman, goes on trial in Dusseldorf. Careless words by Rolf Breuer, the head of its supervisory board, led to another court ruling last month that may cost Germany’ s biggest bank several hundred million euros in damages. Then there is Parmalat. Although no evidence has emerged of complicity in the Italian dairy group’ s fraud, Deutsche’ s name has become entwined in the affair.
In many other respects, however, Deutsche’ s reputation has never been higher. In dubbing it " Bank of the Year 2003", International Financing Review, the capital markets’ favorite newssheet, purred that Deutsche was a "lean, aggressive, focused universal bank" In the league tables that investment banks watch so keenly, Deutsche excelled last year as lead manager of bonds and convertible bonds and of some racier products, such as repackaged debt securities and high-yield "junk" bonds. In other disciplines it rarely fell below the top ten in the world.
However, it is still nowhere near the top in equity offerings and advice on mergers and acquisitions, except in Germany. It still has a problem with costs,which were a fat 82% of income in the third quarter of 2003, thanks mainly to the thick pay packets of its investment bankers and its poor returns from corporate and retail banking.
Mr. Ackermann must try to improve the weak spots while spending two clays a week, probably until June, in a courtroom. He and four others face charges of "breach of trust" over the way bonuses were awarded to board meinbers of Mannesmann, a telecoms company. Mr. Aekermann sat on Mannesmann’ s supervisory board. There is no suggestion that he gained personally. Nor was there any harmful intent in Mr. Breuer’ s remarks in a television interview about the financial health of the Kirch media group shortly before its bankruptcy. But he was careless, and a Munich court found Deutsche (but not Mr. Breuer) liable for damages, to be set in due course, without right of appeal. The bank said this week it has lodged a protest with the federal supreme court in Karlsruhe. Meanwhile, Kirch has filed a suit against Deutsche in America.
Deutsche’s involvement with Parmalat also looks sloppy. It led a 350m bond issue fur the group in September. It was also a leading borrower and lender of Parma[at shares, so that in November it technically held the voting rights to over 5% of Parmalat stock. That stake had fallen to 1.5% by December 19th, the day the dairy company’s black hole became public. It reported this, perhaps over-zealously, to the Italian authorities. That may have given the wrong impression, say, sources close to the bank, because the transactions were for third parties.
This is awkward for a bank that managed to avoid most serious attacks on conflicts of interest thai beset the investment-banking industry following the collapse of Enron in 2001 and the bursting of the tech-stock bubble. Mr. Ackermann will need a clear head to steer the bank through the coming storms.
According to the fourth paragraph, which of the following is true

A:Mr. Ackermann and others are accused of committing bribery. B:No evidence shows that Mr. Aekermann gains bonuses privately from Mannesmann. C:The awkward role it played in the collapse of Enron. D:Mr. Breuer has to pay tore the damage for his remarks in a television interview.

According to the text, Downing Street No. 10 is in an awkward predicament of

A:real estate development. B:gardening expansion. C:hostility to scarcity. D:economic recession.

These are hard times for Deutsehe Bank, despite its huge strides in investment banking. Next week its chief executive, Josef Ackerman, goes on trial in Dusseldorf. Careless words by Rolf Breuer, the head of its supervisory board, led to another court ruling last month that may cost Germany’ s biggest bank several hundred million euros in damages. Then there is Parmalat. Although no evidence has emerged of complicity in the Italian dairy group’ s fraud, Deutsche’ s name has become entwined in the affair.
In many other respects, however, Deutsche’ s reputation has never been higher. In dubbing it " Bank of the Year 2003", International Financing Review, the capital markets’ favorite newssheet, purred that Deutsche was a "lean, aggressive, focused universal bank" In the league tables that investment banks watch so keenly, Deutsche excelled last year as lead manager of bonds and convertible bonds and of some racier products, such as repackaged debt securities and high-yield "junk" bonds. In other disciplines it rarely fell below the top ten in the world.
However, it is still nowhere near the top in equity offerings and advice on mergers and acquisitions, except in Germany. It still has a problem with costs,which were a fat 82% of income in the third quarter of 2003, thanks mainly to the thick pay packets of its investment bankers and its poor returns from corporate and retail banking.
Mr. Ackermann must try to improve the weak spots while spending two clays a week, probably until June, in a courtroom. He and four others face charges of "breach of trust" over the way bonuses were awarded to board meinbers of Mannesmann, a telecoms company. Mr. Aekermann sat on Mannesmann’ s supervisory board. There is no suggestion that he gained personally. Nor was there any harmful intent in Mr. Breuer’ s remarks in a television interview about the financial health of the Kirch media group shortly before its bankruptcy. But he was careless, and a Munich court found Deutsche (but not Mr. Breuer) liable for damages, to be set in due course, without right of appeal. The bank said this week it has lodged a protest with the federal supreme court in Karlsruhe. Meanwhile, Kirch has filed a suit against Deutsche in America.
Deutsche’s involvement with Parmalat also looks sloppy. It led a 350m bond issue fur the group in September. It was also a leading borrower and lender of Parma[at shares, so that in November it technically held the voting rights to over 5% of Parmalat stock. That stake had fallen to 1.5% by December 19th, the day the dairy company’s black hole became public. It reported this, perhaps over-zealously, to the Italian authorities. That may have given the wrong impression, say, sources close to the bank, because the transactions were for third parties.
This is awkward for a bank that managed to avoid most serious attacks on conflicts of interest thai beset the investment-banking industry following the collapse of Enron in 2001 and the bursting of the tech-stock bubble. Mr. Ackermann will need a clear head to steer the bank through the coming storms.

A:Mr. Ackermann and others are accused of committing bribery B:No evidence shows that Mr. Aekermann gains bonuses privately from Mannesmann C:The awkward role it played in the collapse of Enron D:Mr. Breuer has to pay tore the damage for his remarks in a television interview

Passage Two
Eye contact is a nonverbal technique that helps the speaker "sell" his or her ideas to an audience. Besides its persuasive powers, eye contact helps hold listeners’ interest. A successful speaker must maintain eye contact with an audience. To have good rapport (关系) with listeners, a speaker should maintain direct eye contact for at least 75 percent of the time. Some speakers focus exclusively on their notes. Others gaze over the heads of their listeners. Both are likely to lose audience interest and esteem. People who maintain eye contact while speaking, whether from a podium (演讲台) or from across the table are "regarded not only as exceptionally well-disposed by their target but also as more believable and earnest."
To show the potency of eye contact in daily life, we have only to consider how passersby behave when their glances happen to meet on the street. At one extreme are those people who feel obliged to smile when they make eye contact. At the other extreme are those who feel awkward and immediately look away. To make eye contact, it seems, is to make a certain link with someone.
Eye contact with an audience also lets a speaker know and monitor the listeners. It is, in fact, essential for analyzing an audience during a speech. Visual cues (暗示) from audience members can indicate that a speech is dragging, that the speaker is dwelling on a particular point for too long, or that a particular point requires further explanation. As we have pointed out, visual feedback from listeners should play an important role in shaping a speech as it is delivered.

A:smile to each other B:feel awkward and look away immediately C:try to make a conversation with each other D:none of the above

will come and lend us a helping hand on such an awkward occasion （）

A:Do you suppose who B:Whom do you suppose C:Who do you think D:whom do you think

Peter was an (energetic) and athletic youth.

A:alert B:awkward C:active D:skillful

Which of the following words is closest in meaning to "awkward" in paragraph 4?

A:Difficult. B:Dangerous. C:Embarrassing. D:Desperate.

Peter was an (energetic) and athletic youth.

A:alert B:awkward C:active D:skillful