注意：此部分試題請在答題卡2上作答。
Many people say they ''t remember their dreams the m, or that they remember them for only the first mier they wake up. If you have a （21） problem, try the tips:
Keep a pencil and paper o your bed. As you wake up, try to （22） your drowsy, dreamlike state. Searind for the dream （23） ; put them in order. Then slowly open your eyes and write dowhing you .
Set your （24） ten minutes earlier than usual. You may wake up in the middle of a dream, becau the last dream is usually right before your normal waking hours.
Once you learn to remember your dreams, have fun with them and learn from them. Look over your （25） notes and try to interpret their （26） . At first, your dreams may not make mu, but work with them a while and you''ll find their meanings.
Here are a few on dream （27） and some of their possible meanings:
You have misd a bus, plane or train. （28）
You knock at doors that don''t open.（29）
Dreams tell us about basieeds, desires and fears of which we may be unaware. （30）
Part IIReading prehension （40 marks, 40 minutes）
Se A
Dires: There are 3 passages in this part. Each passage is followed by some questions or unfiatements. For each of them there are four choices marked A） , B） , d D） . You should decide on the best choid mark the correspondier on the Answer Sheet with a single lihrough the ter.
Passage 1
Questions 31 to 35 are bad on the following passage:
If U.S. software panies don''t pay more attention to quality, they could kill their business goodbye. Both India and Brazil are developing a world-class software industry. Their on is quality and one of their jobs is to attract the top U.S. quality specialists who voices are not listeo in their try.
Already, of the world''s 12 software hous that have earhe highest rating in the world, ven are in India. That''s largely becau they have ud new methodologies 〖=K（〗（方法論） 〖=〗 rejected by Ameri software specialists. For example, for decades, quality specialists, W. Edwards Deming and J. M. Juran had urged U.S. software pao ge their attitudes to quality. But their quality call mainly fell on deaf ears in the U.S., but not in Japan. By the 1970s and 1980s, Japan was grabbing market share with better, cheaper products. They ud Deming''s and Juran''s ideas t down the cost of good quality to as little as 5% of total produ cost. In U.S. factories, the cost of quality then was 10 times as high: 50%. In software, it still is.