Passage 2
In her early days as an emergency room physician, Doctor Joanna Myer treated a child who had suffered a second degree burn. After the child had been treated and was being prepared for discharge, Doctor Myer talked to the parents about how they should care for the child at home. Also listening to her were a half a dozen other family members. A few hours later, when she came to say goodbye, the family asked her to settle an argument they’d been having over exactly what advice she had given. “As I talked to them, I was amazed.” she said, ”All of them had heard the simple instructions I have given just a few hours before, but they have three or four different versions. The most basic details were unclear and confusing. I was surprised, because these were intelligent people.” This episode gave Doctor Myer her first clue to something every doctor learns sooner or later- most people just don’t listen very well. Nowadays, she says she repeats her instructions, and even conducts a reality check with some patients. She asks them to tell her what they think they are supposed to do. She also provides take-home sheets which are computer printouts tailored to the patients’ situation. Doc. Myer’s listeners are not unusual. When new or difficult material is presented, almost all listeners are faced with the challenge because human speech lacks the stability and permanence of the printed word. Oral communication is fast-moving and impermanent.

Question 29 to 31 are based on the passage you have just heard：
29. What did the child’s family members argue about in the hospital?
30. What did Doc. Myer do to insure her patients understand her instructions?
31. What does the speaker say about human speech?

Passage 3
It’s logical to suppose that things like good labor relations, good working conditions, good wages and benefits and job security motivate workers, but one expert, Fredrick Herzberg argued that such conditions do not motivate workers. They are merely satisfiers. Motivators, in contrast, include things such as having a challenging and interesting job, recognition and responsibility. However, even with the development of computers and robotics, there’re always plenty of boring, repetitive and mechanical jobs and lots of unskilled people who have to do them. So how do mangers motivate people in such jobs? One solution is to give them some responsibilities, not as individuals, but as a part of a team. For example, some supermarkets can buy office stuff to people who fill the shelves, and the people who work at the check out into a team, and let them decide what product lines to stock, how to display them and so on. Many people now talk about the importance of a company’s shared values or culture with which all the staff can identify, for example, being the best hotel chain, or making the best, the most user-friendly or the most reliable products in a particular field. Such values are more likely to motivate workers than financial targets which automatically only concern a few people. Unfortunately, there’s only a limited number of such goals to go around and by definition, not all the competing companies in that industry can seriously plan to be the best.

Questions 32 to 35 are based on the passage you have just heard.
Q32: What can actually motivate workers according to Fredrick Herzberg?
Q33: What does the speaker say about jobs in the computer era?
Q34: What do some supermarkets do to motivate their employees?
Q35: Why does the speaker say financial targets are less likely to motivate workers?