Mock test 3 · Listening + Reading — bản đồ, nối câu, tóm tắt có hộp từ

LOST PROPERTY REPORT Item: backpack, dark blue with a brown (1) ___ strap Train: (2) ___ from Leeds to York Coach: (3) ___ (quiet coach) Contents: laptop, books, a (4) ___, water bottle Item with name: (5) ___ in front pocket Name: Thomas (6) ___ Mobile: (7) ___ Kept at York station for (8) ___ days Collection fee for bags: £(9) ___ Another person collecting: needs a signed letter and (10) ___

Tối đa 3 từ mỗi chỗ trống.

1. 1. (1)
2. 2. (2)
3. 3. (3)
4. 4. (4)
5. 5. (5)
6. 6. (6)
7. 7. (7)
8. 8. (8)
9. 9. (9)
10. 10. (10)

MAP — HILLTOP MUSEUM GROUNDS (North is at the top. You are at the MAIN ENTRANCE, bottom centre.) NORTH SIDE: [ A ] [ B ] [ C ] MIDDLE: [ D ] MAIN BUILDING [ E ] SOUTH SIDE: [ F ] MAIN ENTRANCE [ G ] BEHIND C (far north-east corner): [ H ] A path runs all the way round the main building.

1. 1. 11 · Gift shop

   A. AB. BC. CD. DE. EF. FG. GH. H

2. 2. 12 · Café

   A. AB. BC. CD. DE. EF. FG. GH. H

3. 3. 13 · Children's playground

   A. AB. BC. CD. DE. EF. FG. GH. H

4. 4. 14 · Picnic area

   A. AB. BC. CD. DE. EF. FG. GH. H

5. 5. 15 · Sculpture garden

   A. AB. BC. CD. DE. EF. FG. GH. H

EVENTS THIS MONTH First Saturday: talk on the town's old (16) ___, 2 pm, lecture room Wednesday evening: (17) ___ workshop — maximum of (18) ___ people Third week: family day — free for children under (19) ___ End of month: outdoor film night — bring a (20) ___

Tối đa 2 từ mỗi chỗ trống.

1. 1. (16)
2. 2. (17)
3. 3. (18)
4. 4. (19)
5. 5. (20)

1. 1. 21 · Why do the students change their research question?

   A. Their tutor asked them to.B. They could not collect enough water samples.C. The water quality was the same everywhere.D. They lost some of their photos.

2. 2. 22 · What will their new focus be?

   A. pollution from the townB. the effect of flooding on the riverbankC. farming methods near the riverD. changes in water depth over thirty years

3. 3. 23 · Why did Ahmed value the conversation with the farmer?

   A. The farmer gave information not available in books.B. The farmer helped them take measurements.C. The farmer showed them the flooded area.D. The farmer had studied geography.

4. 4. 24 · According to Lucy, what caused the problem with the equipment?

   A. It was too old.B. The students had not been trained.C. The rain.D. The strong current.

5. 5. 25 · How will they present the depth measurements?

   A. in a tableB. in a bar chartC. in a line graphD. on a map

REPORT PLAN Introduction: the river and the town; include a (26) ___ of the sample points Methods: explain why we changed our (27) ___ Results: line graph; photos with (28) ___ Discussion: compare findings with the (29) ___ description Conclusion: limitations — small number of samples and the bad (30) ___

Tối đa 2 từ mỗi chỗ trống.

1. 1. (26)
2. 2. (27)
3. 3. (28)
4. 4. (29)
5. 5. (30)

CORAL REEF RESTORATION • Reefs: <1% of ocean floor, but support about a (31) ___ of marine species • Corals live with algae, which provide food and (32) ___ • Bleaching: water too (33) ___ → coral pushes algae out and turns white; without recovery, it (34) ___ Method 1: coral gardening • Pieces grown in underwater (35) ___, then planted on the reef after 6–12 months • Problem: (36) ___ — slow, labour-intensive, expensive Method 2: (37) ___ • Speakers play recordings of a healthy reef → more young (38) ___ arrive and stay Method 3: selective breeding • Breed from corals that survived (39) ___ • Critics: may reduce genetic (40) ___

Tối đa 1 từ mỗi chỗ trống.

1. 1. (31)
2. 2. (32)
3. 3. (33)
4. 4. (34)
5. 5. (35)
6. 6. (36)
7. 7. (37)
8. 8. (38)
9. 9. (39)
10. 10. (40)

1. 1. The ticket office is on the left of the gate.

   TF

2. 2. The toilets are across the courtyard from the ticket office.

   TF

3. 3. To reach the garden, you turn right after the ticket office.

   TF

4. 4. The library entrance faces the garden.

   TF

THE HUMBLE SHIPPING CONTAINER In 1956, a converted oil tanker called the Ideal X sailed from New Jersey to Houston carrying fifty-eight metal boxes. It was not an impressive sight, but the voyage changed world trade. The man behind it was Malcom McLean, a trucking businessman who had become frustrated by how long it took to load and unload ships. Before the container, goods were loaded one item at a time. Sacks, barrels and boxes of different sizes were carried onto ships by teams of dock workers, a process known as 'break-bulk' shipping. A ship could spend more time in port than at sea, and theft was common. McLean's idea was simple: put the goods into a standard box, and move the whole box from a lorry onto the ship and off again without opening it. The idea was not entirely new — railways and some shipping lines had experimented with boxes before — but McLean was the first to build a complete system around it, including special cranes and ships. The results were dramatic. Loading costs fell from almost six dollars per ton to around sixteen cents, and ships could be turned around in hours rather than days. For the first decade, however, progress was slow. Different companies used boxes of different sizes, so a container from one company could not be carried on another company's ship. It was not until the late 1960s that international standards were agreed, including the size that is still most familiar today: the twenty-foot box, which became the industry's unit of measurement, the 'TEU'. Containers also needed a reason to spread, and the Vietnam War provided one. The US military was struggling to supply its troops, and McLean's company was contracted to carry supplies across the Pacific. On the way back, rather than return empty, the ships stopped in Japan and collected goods for the American market — an early sign of the trade routes that would later dominate the world economy. Today, around 90 per cent of non-bulk cargo travels in containers, and the largest ships can carry more than 24,000 TEU. The change has not been good for everyone. Dock work, which once employed hundreds of thousands of people, is now largely automated, and many old port cities lost their main source of employment as new container ports were built in places with deeper water and more space.

1. 1. 1 · McLean worked in road transport before he became involved in shipping.

   TFNG

2. 2. 2 · The Ideal X was built specially to carry containers.

   TFNG

3. 3. 3 · Theft from ships was a problem in the break-bulk system.

   TFNG

4. 4. 4 · McLean was the first person to think of transporting goods in boxes.

   TFNG

5. 5. 5 · McLean made a large personal fortune from his invention.

   TFNG

6. 6. 6 · In the early years, containers from different companies were not compatible.

   TFNG

7. 7. 7 · McLean's ships carried Japanese goods to America on their return journeys.

   TFNG

8. 8. 8 · Most of the old port cities have now recovered economically.

   TFNG

THE HUMBLE SHIPPING CONTAINER In 1956, a converted oil tanker called the Ideal X sailed from New Jersey to Houston carrying fifty-eight metal boxes. It was not an impressive sight, but the voyage changed world trade. The man behind it was Malcom McLean, a trucking businessman who had become frustrated by how long it took to load and unload ships. Before the container, goods were loaded one item at a time. Sacks, barrels and boxes of different sizes were carried onto ships by teams of dock workers, a process known as 'break-bulk' shipping. A ship could spend more time in port than at sea, and theft was common. McLean's idea was simple: put the goods into a standard box, and move the whole box from a lorry onto the ship and off again without opening it. The idea was not entirely new — railways and some shipping lines had experimented with boxes before — but McLean was the first to build a complete system around it, including special cranes and ships. The results were dramatic. Loading costs fell from almost six dollars per ton to around sixteen cents, and ships could be turned around in hours rather than days. For the first decade, however, progress was slow. Different companies used boxes of different sizes, so a container from one company could not be carried on another company's ship. It was not until the late 1960s that international standards were agreed, including the size that is still most familiar today: the twenty-foot box, which became the industry's unit of measurement, the 'TEU'. Containers also needed a reason to spread, and the Vietnam War provided one. The US military was struggling to supply its troops, and McLean's company was contracted to carry supplies across the Pacific. On the way back, rather than return empty, the ships stopped in Japan and collected goods for the American market — an early sign of the trade routes that would later dominate the world economy. Today, around 90 per cent of non-bulk cargo travels in containers, and the largest ships can carry more than 24,000 TEU. The change has not been good for everyone. Dock work, which once employed hundreds of thousands of people, is now largely automated, and many old port cities lost their main source of employment as new container ports were built in places with deeper water and more space.

Tối đa 2 từ mỗi chỗ trống.

1. 1. (9) How many containers did the Ideal X carry on its first voyage?
2. 2. (10) What was the old method of loading goods one item at a time called?
3. 3. (11) Apart from ships, what did McLean's system include?
4. 4. (12) Which size of container became the industry's unit of measurement? (Answer: the box)
5. 5. (13) What type of work is now largely automated?

THE FOUR-DAY WEEK A For most of the twentieth century, the five-day, forty-hour working week was treated as normal in industrialised countries. It was itself the result of long campaigns: in the nineteenth century, factory workers often worked six days a week, for ten hours or more a day. Now some employers and researchers are asking whether it is time for another reduction. B The most widely discussed model is not simply shorter hours but a '100-80-100' arrangement: employees receive 100 per cent of their pay for working 80 per cent of their previous time, on condition that they maintain 100 per cent of their output. Supporters argue that much time at work is wasted on unnecessary meetings, interruptions and tasks that add little value, and that a shorter week forces organisations to remove them. C Several large trials have been carried out since 2019. In one of the best known, organised in the United Kingdom in 2022, around sixty companies tried a four-day week for six months. At the end, the great majority chose to continue. Staff reported lower stress and better sleep, and the number of sick days fell. Importantly, most companies said that revenue had stayed roughly the same. D Critics, however, point to problems with how the evidence was collected. The companies in most trials volunteered to take part, so they were likely to be organisations that expected the system to work. Much of the data was based on what employees and managers reported about themselves, rather than on independent measurements. And six months may be too short to show whether the benefits last once the novelty wears off. E There are also types of work for which the model is difficult to apply. In hospitals, schools and shops, a service must be provided for a fixed number of hours, and productivity cannot easily be increased by removing meetings. For such organisations, a four-day week for each employee may simply mean hiring more staff, which raises costs. F Even so, the debate has already changed how many people think about work. Some companies that rejected a full four-day week have introduced 'focus time' with no meetings, or have allowed staff to work compressed hours. Whether or not the four-day week becomes standard, the assumption that productivity depends on hours spent at a desk is being questioned as never before.

1. 1. 14 · Paragraph A

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

2. 2. 15 · Paragraph B

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

3. 3. 16 · Paragraph C

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

4. 4. 17 · Paragraph D

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

5. 5. 18 · Paragraph E

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

6. 6. 19 · Paragraph F

   A. i. Doubts about the quality of the researchB. ii. A historical background to current discussionsC. iii. Sectors where the idea is harder to introduceD. iv. The specific terms of a popular proposalE. v. A lasting effect on attitudesF. vi. Encouraging results from a large experimentG. vii. Governments that have changed the lawH. viii. Why workers prefer working from home

THE FOUR-DAY WEEK A For most of the twentieth century, the five-day, forty-hour working week was treated as normal in industrialised countries. It was itself the result of long campaigns: in the nineteenth century, factory workers often worked six days a week, for ten hours or more a day. Now some employers and researchers are asking whether it is time for another reduction. B The most widely discussed model is not simply shorter hours but a '100-80-100' arrangement: employees receive 100 per cent of their pay for working 80 per cent of their previous time, on condition that they maintain 100 per cent of their output. Supporters argue that much time at work is wasted on unnecessary meetings, interruptions and tasks that add little value, and that a shorter week forces organisations to remove them. C Several large trials have been carried out since 2019. In one of the best known, organised in the United Kingdom in 2022, around sixty companies tried a four-day week for six months. At the end, the great majority chose to continue. Staff reported lower stress and better sleep, and the number of sick days fell. Importantly, most companies said that revenue had stayed roughly the same. D Critics, however, point to problems with how the evidence was collected. The companies in most trials volunteered to take part, so they were likely to be organisations that expected the system to work. Much of the data was based on what employees and managers reported about themselves, rather than on independent measurements. And six months may be too short to show whether the benefits last once the novelty wears off. E There are also types of work for which the model is difficult to apply. In hospitals, schools and shops, a service must be provided for a fixed number of hours, and productivity cannot easily be increased by removing meetings. For such organisations, a four-day week for each employee may simply mean hiring more staff, which raises costs. F Even so, the debate has already changed how many people think about work. Some companies that rejected a full four-day week have introduced 'focus time' with no meetings, or have allowed staff to work compressed hours. Whether or not the four-day week becomes standard, the assumption that productivity depends on hours spent at a desk is being questioned as never before.

1. 1. 20 · Under the '100-80-100' model, employees

   A. A must produce the same amount of work as before.B. B were chosen at random.C. C may need to employ extra workers.D. D relied mainly on self-reported information.E. E have introduced meeting-free periods.F. F received lower pay for fewer hours.

2. 2. 21 · Many trials

   A. A must produce the same amount of work as before.B. B were chosen at random.C. C may need to employ extra workers.D. D relied mainly on self-reported information.E. E have introduced meeting-free periods.F. F received lower pay for fewer hours.

3. 3. 22 · Hospitals and schools

   A. A must produce the same amount of work as before.B. B were chosen at random.C. C may need to employ extra workers.D. D relied mainly on self-reported information.E. E have introduced meeting-free periods.F. F received lower pay for fewer hours.

4. 4. 23 · Some companies that did not adopt a four-day week

   A. A must produce the same amount of work as before.B. B were chosen at random.C. C may need to employ extra workers.D. D relied mainly on self-reported information.E. E have introduced meeting-free periods.F. F received lower pay for fewer hours.

THE FOUR-DAY WEEK A For most of the twentieth century, the five-day, forty-hour working week was treated as normal in industrialised countries. It was itself the result of long campaigns: in the nineteenth century, factory workers often worked six days a week, for ten hours or more a day. Now some employers and researchers are asking whether it is time for another reduction. B The most widely discussed model is not simply shorter hours but a '100-80-100' arrangement: employees receive 100 per cent of their pay for working 80 per cent of their previous time, on condition that they maintain 100 per cent of their output. Supporters argue that much time at work is wasted on unnecessary meetings, interruptions and tasks that add little value, and that a shorter week forces organisations to remove them. C Several large trials have been carried out since 2019. In one of the best known, organised in the United Kingdom in 2022, around sixty companies tried a four-day week for six months. At the end, the great majority chose to continue. Staff reported lower stress and better sleep, and the number of sick days fell. Importantly, most companies said that revenue had stayed roughly the same. D Critics, however, point to problems with how the evidence was collected. The companies in most trials volunteered to take part, so they were likely to be organisations that expected the system to work. Much of the data was based on what employees and managers reported about themselves, rather than on independent measurements. And six months may be too short to show whether the benefits last once the novelty wears off. E There are also types of work for which the model is difficult to apply. In hospitals, schools and shops, a service must be provided for a fixed number of hours, and productivity cannot easily be increased by removing meetings. For such organisations, a four-day week for each employee may simply mean hiring more staff, which raises costs. F Even so, the debate has already changed how many people think about work. Some companies that rejected a full four-day week have introduced 'focus time' with no meetings, or have allowed staff to work compressed hours. Whether or not the four-day week becomes standard, the assumption that productivity depends on hours spent at a desk is being questioned as never before.

Tối đa 1 từ mỗi chỗ trống.

1. 1. (24) In the UK trial, staff said they had less stress and better .
2. 2. (25) Most companies in the UK trial said their had not changed much.
3. 3. (26) Critics say benefits may disappear once the wears off.

THE MYTH OF THE LONE GENIUS A Popular history loves a lone genius. Newton sits under a tree and discovers gravity; Edison works through the night and invents the light bulb. These stories are memorable, and they are not entirely false. But in my view they give a seriously distorted picture of how new ideas actually come about. B Consider the light bulb. Edison did not invent it. More than twenty inventors had produced working electric lamps before him, and in Britain Joseph Swan was developing a very similar design at the same time. What Edison's laboratory achieved was a practical, long-lasting bulb and, just as importantly, a system of power stations and cables to make it useful. That achievement depended on a team of skilled assistants whose names are now almost forgotten. C The pattern is common. Historians of science have recorded hundreds of cases of 'multiple discovery', in which two or more people arrive at the same idea independently and at about the same time. Calculus was developed separately by Newton and Leibniz; the theory of evolution by natural selection occurred to both Darwin and Wallace. Such cases suggest that new ideas become possible when the necessary knowledge and tools are available, rather than appearing from nowhere in the mind of one exceptional person. D Why, then, does the myth survive? Part of the reason is that stories need heroes, and a single name is easier to remember than a network of contributors. Another is that the system of patents and prizes rewards individuals, so there are strong incentives to claim sole credit. I suspect, too, that the myth flatters us: it is pleasant to imagine that one brilliant mind can change the world. E The myth is not harmless. If young people believe that great work is done only by rare geniuses, those who do not see themselves in that way may decide that science or invention is not for them. It may also lead organisations to invest in finding 'stars' rather than in building teams in which people share ideas freely, which is where, I would argue, most progress actually happens. F None of this means that individuals do not matter. Darwin's years of careful observation shaped how his theory was presented and received, and not every member of a team contributes equally. The point is rather that talent works within a particular environment. Recognising this would give us a more accurate history — and perhaps a more productive future.

1. 1. 27 · Stories about lone geniuses are completely untrue.

   YNNG

2. 2. 28 · Edison's success depended on the work of other people.

   YNNG

3. 3. 29 · Swan's bulb was more reliable than Edison's.

   YNNG

4. 4. 30 · The patent system encourages people to claim individual credit.

   YNNG

5. 5. 31 · The lone genius myth may discourage some young people from science.

   YNNG

THE MYTH OF THE LONE GENIUS A Popular history loves a lone genius. Newton sits under a tree and discovers gravity; Edison works through the night and invents the light bulb. These stories are memorable, and they are not entirely false. But in my view they give a seriously distorted picture of how new ideas actually come about. B Consider the light bulb. Edison did not invent it. More than twenty inventors had produced working electric lamps before him, and in Britain Joseph Swan was developing a very similar design at the same time. What Edison's laboratory achieved was a practical, long-lasting bulb and, just as importantly, a system of power stations and cables to make it useful. That achievement depended on a team of skilled assistants whose names are now almost forgotten. C The pattern is common. Historians of science have recorded hundreds of cases of 'multiple discovery', in which two or more people arrive at the same idea independently and at about the same time. Calculus was developed separately by Newton and Leibniz; the theory of evolution by natural selection occurred to both Darwin and Wallace. Such cases suggest that new ideas become possible when the necessary knowledge and tools are available, rather than appearing from nowhere in the mind of one exceptional person. D Why, then, does the myth survive? Part of the reason is that stories need heroes, and a single name is easier to remember than a network of contributors. Another is that the system of patents and prizes rewards individuals, so there are strong incentives to claim sole credit. I suspect, too, that the myth flatters us: it is pleasant to imagine that one brilliant mind can change the world. E The myth is not harmless. If young people believe that great work is done only by rare geniuses, those who do not see themselves in that way may decide that science or invention is not for them. It may also lead organisations to invest in finding 'stars' rather than in building teams in which people share ideas freely, which is where, I would argue, most progress actually happens. F None of this means that individuals do not matter. Darwin's years of careful observation shaped how his theory was presented and received, and not every member of a team contributes equally. The point is rather that talent works within a particular environment. Recognising this would give us a more accurate history — and perhaps a more productive future.

1. 1. 32 · According to the writer, Edison's main achievement was

   A. inventing the first electric lamp.B. working alone through the night.C. creating a practical bulb and the system to power it.D. copying Joseph Swan's design.

2. 2. 33 · The writer mentions Darwin and Wallace as an example of

   A. a dispute between two scientists.B. two people reaching the same idea independently.C. a discovery that was ignored for many years.D. a successful scientific team.

3. 3. 34 · What does 'multiple discovery' suggest, according to paragraph C?

   A. Most scientists copy each other.B. Ideas appear when the necessary knowledge exists.C. Exceptional individuals are very common.D. Discoveries are mostly accidental.

4. 4. 35 · In the final paragraph, the writer

   A. rejects the importance of individuals completely.B. accepts that individuals matter, within their environment.C. argues that Darwin's theory was wrong.D. says every team member contributes equally.

1. 1. (36) The myth survives partly because stories need .
2. 2. (37) A single name is easier to than many contributors.
3. 3. (38) Patents and prizes are systems that individuals.
4. 4. (39) The writer believes the myth is , not harmless.
5. 5. (40) Organisations may look for 'stars' instead of building .