Integrated Chinese Level 2 Part 1 Workbook Answers Pdf

[Shane Rouse]

1) To consolidate the linguistic foundation provided in CHN1065 and CHN1066 with a view to further study.

(2) To provide students with sufficient target language competence and inter-cultural sensitivity for communicative interaction with native speakers and to enable them to cope with typical situations met during a potential period of study abroad.

(3) To continue to provide students with skills necessary to become better language learners.

This module builds upon the foundation in language systems provided in CHN1065 and CHN1066, while continuing to develop reading, listening, writing and speaking skills. You will learn more grammatical structures and vocabulary, and will be able to write a further 800 Chinese characters, making a total of well over 1000! By the end, you will be able to communicate effectively enough to cope successfully during your Year Abroad in China.

We use a task-based, communicative approach, and encourage peer learning through pair and group work. Assessment is by portfolio of written coursework, aural exam, oral exam, and written exam. Building a portfolio of assessed coursework helps you to monitor your progress and stimulates independent learning and learner autonomy. Formal exams provide a summary assessment before continuing on to your Year Abroad.

Key grammatical structures and vocabulary are introduced and practised using an integrated communicative approach in 6 hours of practical classes (6 hours present in person) delivered in seminar style. Oral and aural skills (speaking and listening) as well as reading and writing are practised throughout the course in task-based activities. Students are required to spend at least one hour a week in the Language Resource Centre, working on listening work prescribed by the teacher.

Weekly vocabulary, grammar and reading tests will take place online with provision of immediate feedback to help students grasp the grammar points in an effective way.

In order to make sure that 112 hours of private guided study does take place, each contact hour is followed up by homework assignments. Many derive from the compulsory workbooks accompanying the core textbook. Additional materials may be distributed in class or published online and are considered an integral part of the homework assignments. There is a minimum homework submission requirement of 70%, with this percentage being calculated every 4 weeks. Individualised formative feedback is then provided as an integral part of the teaching programme.

This module is taught and assessment in English and Chinese. English will be applied for two activities, 1. Explanation of grammatical structure; 2. Translation from English to Chinese and from Chinese to English.

COMMUNICATION FROM THE COMMISSION TO THE COUNCIL, THE EUROPEAN PARLIAMENT, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS - LeaderSHIP 2015 - Defining the Future of the European Shipbuilding and Repair Industry - Competitiveness through Excellence

In its Communication on "Industrial Policy in an Enlarged Europe" [1] the Commission provided an outline of the horizontal policy measures that are required to move faster towards a more competitive European economy, in particular in the light of the enlargement of the Community. Knowledge, innovation and entrepreneurship were identified as the key elements. The Communication also recognises that this horizontal approach needs to be complemented with specific sectoral approaches, based on close monitoring of the particular situation in a sector, and full stakeholder consultation, in order to arrive at the most appropriate policy mix.

Against the background of the challenges faced by industry in Europe, resulting from global developments and shifting economic patterns in Europe itself, the re-launching of the European economy has received renewed and additional attention. As part of its call for an integrated strategy for European competitiveness the European Council at its meeting of 16-17 October 2003 has called for policies to be pursued in such a way as to contribute consistently to the goal of enhancing the competitiveness of enterprises and industry. In relation to industrial policies the Council and the Commission have been urged by European leaders to address the needs of specific industrial sectors, especially the manufacturing sector, notably in view of their essential contribution to economic growth.

With the initiative "LeaderSHIP 2015" the European shipbuilding industry has started an ambitious programme to ensure its long-term prosperity in a dynamic growth market. The initiative goes back to the Council conclusions of 14 May 2001 where the Council called upon "the EU Shipbuilding industry to continue improving its competitiveness." The aim is to improve the already existing technological leadership in selected market segments, to drive and protect innovation and know-how, to strengthen customer focus, to improve the industry structure and to move decisively to a knowledge-based production, making EU shipbuilders and marine equipment suppliers world leaders in their field by 2015.

In March 2002 the industry presented the idea of such an initiative to the President of the Commission, Romano Prodi, who responded positively and requested the Member of the Commission in charge of enterprise to set up a working structure, based on a detailed workplan. A High Level Advisory Group for LeaderSHIP 2015 [2] was accordingly established, supported by working groups for eight key areas.

[2] The High Level Advisory Group consists of leading personalities in the field - from individual companies, industry associations and trade unions -, seven European Commissioners with responsibilities that relate to shipbuilding and two Members of the European Parliament.

In its report [3] the High Level Advisory Group for LeaderSHIP 2015 made concrete recommendations in these eight specific areas. These recommendations must now be complemented with targeted actions and the necessary strong political support in order to ensure their aim of making the optimum contribution to the competitiveness of the industries concerned.

In this Communication the key issues addressed by the LeaderSHIP 2015 Advisory Group are explained and assessed and policy actions are identified. These relate in particular to the key issues of an integrated approach to industrial and transport policies, increased knowledge-intensity, highly-qualified human capital, organisational changes, technological and non-technological innovation and intellectual property rights protection.

This Communication represents the start of a longer term effort to help ensure the future competitiveness of this important sector of the European manufacturing industry, which also plays a significant role in some of the countries joining the European Union. The Commission will continue to develop and implement its specific policy approach to the sector, in close co-operation with stakeholders and taking into account the responses received from Member States and the other EU institutions to the issues raised. The purpose of the Communication is to facilitate this process.

The European shipbuilding industry can look back to centuries of excellence in the design and production of ships. Being maritime through history and geography, European nations have always taken particular pride in their ability to produce sea-going vessels as this ability has allowed them to engage in global trade and to defend their vital interests.

Shipbuilding, which consists of shipyards engaging in commercial and naval shipbuilding, the marine equipment industry, the ship repair and conversion sector, as well as a wide range of knowledge providers such as universities, towing tanks, design offices and classification societies, is an essential part of Europe's industrial structure. It develops advanced technologies that offer considerable spin-offs to other sectors; it provides essential means of transport for international trade; and it supplies modern navies with technologically advanced vessels, a key requirement for effective military operations. Shipbuilding is therefore an important part of Europe's strategic economic needs.

Shipyards provide products of high complexity, requiring a multitude of skills, an outstanding degree of scientific knowledge and smart production technologies. Ships are the largest moving man-made objects and their long life cycle, combined with a high level of operational autonomy in a hostile natural environment, makes them one of the most sophisticated capital goods.

Short production series, customisation as a general principle, and global competition force shipyards to permanently search for innovative solutions with regard to design and production technologies. Due to the complexity of the product, shipyards now depend on a large number of suppliers for components, sub-systems and knowledge-based services, including those provided by specialists in the financial sector. Today's shipyards have to be seen as large scale integrators within a high technology industry whose key players are often highly specialised SMEs; they are no longer production sites of heavy industry.

Given that shipbuilding is naturally limited to coastal regions with access to deep water, a modern shipbuilding industry depends on an industrial network of companies, often described as a regional cluster. In an industrial cluster, a wide variety of companies and organisations come together, with the aim of exchanging strategic knowledge for the achievement of projects. Timing and quality of service are essential to make projects successful and profitable.

Shipbuilding is an example of an industry that displays the particular strengths and weaknesses of Europe's economic situation in a distinct sectoral environment, while at the same time addressing the key challenges, through a pro-active approach in a wide range of areas. The world shipbuilding industry has been experiencing structural and cyclical problems since the first oil crisis (which revealed the over-investment in the sector), but European yards have been able to "re-invent" themselves repeatedly in the face of adversity.

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