Đề thi HSG lớp 11 môn Anh Trường THPT Quảng Trị năm 2025

Because oil is such an essential commodity, wars were provoked by it all through the 20th century. To guarantee that its wealth stays in the few nations that create it, they work to maintain control over it. Those who lack it, they 11.1 to acquire it. Oil has become the linchpin of a strong 11.2 that occasionally rations oil to raise prices. A technology for extracting hydrocarbons from deep below rock that fractures the rock under high pressure water and sand. This shale revolution has helped the United States become less dependent on oil imported from Saudi Arabia, Venezuela, Iraq as well as other OPEC nations. The world's 11.3 have benefited from lower prices due to more oil and gas being available on international markets. The world's total energy consumption is anticipated to rise by 30% by 2040. If the world wants to stop 11.4 that energy must be far cleaner. Some countries are currently competing to develop more effective renewable technologies in an effort to reduce pollution and become more energy 11.5. China is the second-largest consumer of oil after the United States but it now also takes the lead globally in clean energy. China installs one-third of the world's new wind power and 11.6 and it sells more electric vehicles than any other nation. China is developing fast and America is ensuring its energy independence with oil and gas. However, global warming will reduce with renewables unlike oil and gas. The 11.7 to clean energy will produce new global challenges. As 11.8 begins to dry up, tensions will appear in unstable parts of the Middle East. Wind and sun are 11.9 is another challenge. Renewable energy sources may require great shared electricity grids spanning borders to make them more efficient. The world needs a 11.10 over our shared energy future to stop global warming. If we fail, wars over scarce resources could be even worse in the 21st century than in the 20th.

A MODERN ITALIAN ARTIST

Amedeo Modigliani (1884-1920) was an Italian painter and sculptor whose original paintings, which were characterized by asymmetry of composition, 27.1 (LONG) of figure, and simple but 27.2 (MONUMENT) use of line, are among the most important of the 20th century.

They have also gained 27.3 (POPULAR) for the entirely personal atmosphere with which they are invested: a kind of mute 27.4 (RELATION) between the artist and sitter that implicates the spectator in a truly 27.5 (REMARK) way.

After suffering from serious illnesses as a child, he was forced to give up 27.6 (CONVENTION) education, and it was then that he began to study painting. After his studies in Italy, Modigliani left for Paris. There, he was overwhelmed by the painting of Paul Cézanne, which exerted a(n) 27.7 (QUESTION) influence on the earliest phase of his work. Furthermore, his 27.8 (EXTEND) study of African sculpture made a profound impression on his painting style.

Modigliani was not a professional portraitist in the strict sense of the word. His paintings are almost always portraits of relatives, 27.9 (PERSON) of the Parisian literary scene of his times and the contemporary artistic world, along with many portraits of 27.10 (IDENTIFY) persons.

The problem of traffic congestion is getting worse year by year. Motorists are 28.1 main cause, of course, and yet it is they 28.2 suffer most from the problem. What alternatives do they have? One suggestion is that they should turn 28.3 'pedal power'.

For some motorists this is a realistic option but 28.4 many it is much more difficult. For example, how many working people live near 28.5 to their workplace to be 28.6 to cycle there? And how many people have a cycle-friendly workplace with bike sheds and showers 28.7 that they can freshen up and dress appropriately in time 28.8 their day's work?

Cycling in urban areas is especially problematic. To encourage people to use their bikes, many cities now have cycle lanes alongside roads; but cyclists using them still suffer 28.9 exhaust pollution. Cycle lanes can also give a false sense of security - the cyclist is always at risk, even if he or she is wearing a helmet. Ask any motorist what they think about cycle lanes and they will usually tell you that they 28.10 the road markings confusing.

In spite of measures such as cycle lanes, intended to improve things for cyclists on busy roads, it is not surprising that for the great majority of road users, the car remains the safer and easier option.

What Makes an Outstanding School?

You may think that's easy to answer: surely a good school is one 29.1whichwhowhereabout which brings good exam results. After all, it is these results which will enable students to get into good universities. However, schools are about much more than exams. They are about education for all, from the most academic to the least. A good school has three 29.2crucialsevereburningacute ingredients: good leadership from the head, dedicated teachers with high 29.3idealspotentialsexpectationsopportunities for all students, and students who want to be there and are willing to 29.4understandacceptfollowgrasp rules and respect one another. It isn't easy to turn around a failing school, 29.5althoughsoneverthelessbut research has shown that a strong and 29.6inspirationalpromisingupliftingmoving leader is often the key to success. A good head or principal of a school will motivate teachers and students alike, will not tolerate bullying or bad behaviour and will 29.7directcommandcontrolorder the respect of all.

He or she will make sure teachers are encouraged and assisted in their work, and that they receive the training they need to do their job 29.8effectiveineffectiveineffectivelyeffectively; once this is in place, teachers are happier and more fulfilled and students 29.9obtainrealisereapearn the benefits. Some will go on to get brilliant academic results; others may not do so well in their exams, but provided they have reached their potential and they have passed 29.10withasbyin acceptable grades, the school will not have failed them.

Very few people, groups, or governments oppose globalization in its entirety. Instead, critics of globalization believe aspects of the way globalization operates should be changed. The debate over globalization is about what the best rules are for governing the global economy so that its advantages can grow while its problems can be solved.

On one side of this debate are those who stress the benefits of removing barriers to international trade and investment, allowing capital to be allocated more efficiently and giving consumers greater freedom of choice. With free-market globalization, investment funds can move unimpeded from the rich countries to the developing countries. Consumers can benefit from cheaper products because reduced taxes make goods produced at low cost from faraway places cheaper to buy. Producers of goods gain by selling to a wider market. More competition keeps sellers on their toes and allows ideas and new technology to spread and benefit others.

On the other side of the debate are critics who see neo-liberal policies as producing greater poverty, inequality, social conflict, cultural destruction, and environmental damage. They say that the most developed nations - the United States, Germany, and Japan - succeeded not because of free trade but because of protectionism and subsidies. They argue that the more recently successful economies of South Korea, Taiwan, and China all had strong state-led development strategies that did not follow neo-liberalism. These critics think that government encouragement of "infant industries" - that is, industries that are just beginning to develop - enables a country to become internationally competitive.

Furthermore, those who criticize the Washington Consensus suggest that the inflow and outflow of money from speculative investors must be limited to prevent bubbles. These bubbles are characterized by the rapid inflow of foreign funds that bid up domestic stock markets and property values. When the economy cannot sustain such expectations, the bubbles burst as investors panic and pull their money out of the country.

Protests by what is called the anti-globalization movement are seldom directed against globalization itself but rather against abuses that harm the rights of workers and the environment. The question raised by nongovernmental organizations and protesters at WTO and IMF gatherings is whether globalization will result in a rise of living standards or a race to the bottom as competition takes the form of lowering living standards and undermining environmental regulations.

One of the key problems of the 21st century will be determining to what extent markets should be regulated to promote fair competition, honest dealing, and fair distribution of public goods on a global scale.

Like most companies in an increasingly globalised world, our firm does business with other firms abroad. Company cultures vary worldwide, and it is important for delegates from our company to recognise how company culture overseas might be different from our own. This document will give you a brief guide to company culture in the countries we associate with.

A. Russia
Until recently, people and businesses were oppressed by the state and this has affected people's attitudes. It is not uncommon for laws to be ignored and taxes to go unpaid. In some cases, only contracts between close personal friends are acknowledged. Therefore, networking is vital for successful business. Presently, the legal situation in Russia is in a state of flux, with laws constantly being rewritten. Those that exist are often unenforceable. Most agreements are therefore made on a trust basis, so it is vital that personal relationships do not break down. The management style is centralised and directive. Too much debate can indicate a lack of decisiveness. Subordinates take orders from the 'big boss'. Many westerners see this as a lack of initiative on the part of middle managers, but in actual fact, middle managers have little power. Most delays occur because the question has not been presented to actual decision-maker. However, things are changing in Russia. The old regime is gradually being replaced by western business style, and younger managers will have a much more modern approach than their older counterparts.

B. South Korea
South Korea is one of the world's most successful economies, having seen five consecutive decades of high economic growth. When faced with adversity, South Koreans change direction quickly and effectively. Despite the frantic economic growth, South Korean society is still very conservative and conformist due to the influence of Confucian values. Companies are hierarchical and regimented and 'face' is very much valued. Consequently, change can sometimes be slow and painful. Managers are paternalistic, authoritative figures who expect their instructions to be carried out obediently and respectfully. In return, they give their subordinates support and help, not only in work issues but in home issues as well. Group harmony is important, so South Koreans avoid confrontation and blame, especially among people of equal rank. Friendship is therefore vital to business success. The Korean saying 'make a friend first and a client second' sums this up exactly.

C. Australia
Australia has a relatively small population in relation to its vast size. Its geographic isolation and its small domestic market mean that international trade is essential to guarantee future prosperity. Increasingly, this is done in countries in Asia rather than Commonwealth countries. Australian managers are not considered to have superior status to other workers. Their jobs are just different. Authoritative management styles are not appreciated among Australians workers. Instead, managers adopt a more consultative and inclusive style which encourages open debate. Challenging superiors is acceptable, indeed it is a sign of commitment and professionalism. Outsiders may consider such dialogues confrontational, but Australians regard them as effective ways to communicate ideas. Australian managers like to be seen as 'one of the boys' and they are more likely to socialise with their team than segregate themselves and just mix with other managers.

D. The UK
In the last half century, Britain, like many industrialised countries, has moved away from heavy engineering towards service and high-tech industries. With this has come a major shift in management style. Hierarchical systems have been swept aside and replaced by modern business models, heavily influenced by the US. The 'job for life' is rare. Neither managers nor junior workers expect to climb the corporate ladder within one company; rather, they manage their own career paths by progressing from company to company. Such short-termism can be frustrating for outsiders. British managers tend to be generalists rather than specialists, and are not necessarily the most technically competent person in the team. Instead, they are expected to have the necessary interpersonal skills to ensure the team works together effectively. They cultivate a close and humorous relationship with subordinates, which may be considered too soft. Giving direct orders can be seen as impolite, so managers often make indirect requests rather than explicit instructions, which is sometimes confusing for non-British people.