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MAGNUS ¼­¼úÇü ½Ã¸®Áî °íµî¿µ¾î ¼­¼úÇü ±âº»Æí 6Áֿϼº[¿À½ºÆ¾ºÏ½º]
Á¤°¡:
18,000¿ø
ÆǸŰ¡:
16,200¿ø
Àû¸³±Ý:
900¿ø
Ãâ°£ÀÏ:
2024-01-05
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¿À½ºÆ¾ºÏ½º
ÀúÀÚ:
¹ÚÁö¼º (ÁöÀºÀÌ)
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336ÂÊ | 188*257*30mm
ISBN:
9791188426911
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      ¼ö´É¿µ¾î°¡ Àý´ëÆò°¡·Î ¹Ù²ï Áö ¾ó¸¶ Áö³ªÁö ¾Ê¾Æ ´Ù½Ã ÀԽÿ¡ º¯È­°¡ »ý±â¸é¼­ °íµîÇб³ 1Çг⠳»½ÅÀÇ Á߿伺ÀÌ °­Á¶µÇ°í ÀÖ´Ù. ±×·± Àǹ̿¡¼­ ¼­¼úÇü ¹®Á¦ ´ëÇÑ Áß¿äµµ´Â ´õ¿í Ä¿Áö°í ÀÖ´Â ´À³¦ÀÌ´Ù.

      ÃÖ±Ù chatGPTÀÇ È°¿ëÀÌ ³ô¾ÆÁö¸é¼­ ±âÁ¸¿¡ ÃâÁ¦µÈ ¹®Á¦¸¦ ÀÀ¿ë?º¯Çü Çϰųª Âü½ÅÇÑ ½ÅÀ¯ÇüÀÇ ¼­¼úÇü ¹®Á¦°¡ ÃâÁ¦µÇ´Â Çö½Ç¿¡¼­ ±âÃâ À¯Çü¿¡ ¹®Á¦ »Ó ¾Æ´Ï¶ó ½ÅÀ¯Çü ¹®Á¦¿¡ öÀúÈ÷ ´ëºñÇÒ ÇÊ¿ä°¡ ÀÖ´Ù.

      º»¼­´Â Àü±¹ 200°³ ÀÌ»óÀÇ °íµîÇб³ ³»½Å¿¡ ÃâÁ¦µÈ ¼­¼úÇü ¹®Á¦ À¯ÇüÀ» ºÐ¼®?Á¤¸®ÇÏ°í, ÃÑ 100°³ÀÇ ±¸¹®¿¡ ¸ÂÃç ±âÃâ°ú ½ÅÀ¯Çü ¹®Á¦¸¦ ¸ðµÎ ´ã¾Æ ¾î¶°ÇÑ À¯ÇüÀÇ ¹®Á¦¶óµµ ´çȲÇÏÁö ¾Ê°í ´ëóÇÒ ¼ö ÀÖµµ·Ï ±¸¼ºÇß´Ù.

      °´°ü½Ä ¹®Á¦¿Í ´Þ¸® ¼­¼úÇüÀº ¿À·£ ½Ã°£ ÅõÀÚ¸¦ ¹ÙÅÁÀ¸·Î ÇÑ ÅºÅºÇÑ ±âº»½Ç·ÂÀÌ µÞ¹ÞħµÇÁö ¾Ê´Â´Ù¸é °áÄÚ ÁÁÀº ¼ºÀûÀ» ±â´ëÇÒ ¼ö ¾ø´Ù. Ã¥ÀÇ ±¸¼º°ú Ư¡¿¡¼­ ¹àÈù º»¼­ÀÇ È°¿ë¹ý¿¡ µû¶ó ¹ÏÀ½À» °¡Áö°í Ã¥À» ¸¶¹«¸®ÇÑ´Ù¸é °íµî¿µ¾î ³»½Å¿¡¼­ ÁÁÀº ¼ºÀûÀ» ¹ÞÀ» ¼ö ÀÖÀ½À» È®½ÅÇÑ´Ù.

      ÀúÀÚ: ¹ÚÁö¼º (ÁöÀºÀÌ)

      Unit 01It ~ for (of) ~ to V16
      Unit 02It is ~ that (whether) S V24
      Unit 03It seems (happens) that ~32
      Unit 04It be p.p ~ that S V39
      Unit 05It be ~ that (°­Á¶±¸¹®)46
      Unit 06It be not until ~ that S V (°­Á¶±¸¹®)53
      Unit 07remind A of B (Å뺸ÀÇ ¡®of¡¯)61
      Unit 08S V O to ¨Þ (5Çü½Ä ±¸¹®)70
      Unit 09keep A from ~ing77
      Unit 10provide A with B (°ø±Þµ¿»ç)85
      Unit 11 define A as B (5Çü½Ä ±¸¹®) 92
      Unit 12 punish A for B99
      Unit 13 look (like) Çü¿ë»ç (¸í»ç)106
      Unit 14 see (Áö°¢µ¿»ç) O ¨Þ 114
      Unit 15 make (»ç¿ªµ¿»ç) O ¨Þ119
      Unit 16 help (»ç¿ªµ¿»ç) O (to) ¨Þ126
      Unit 17 S V it (°¡¸ñÀû¾î) O.C to ¨Þ132
      Unit 18 S V it (°¡¸ñÀû¾î) O.C that Àý138
      Unit 19 be to ¨Þ ±¸¹®145
      Unit 20 Àǹ®»ç to ¨Þ (Àǹ®»ç±¸=¸í»ç±¸)151
      Unit 21 ÀüÄ¡»ç °ü°è´ë¸í»ç to ¨Þ158
      Unit 22 S V O to (into, out of) N165
      Unit 23 ÇöÀçºÐ»ç(°ú°ÅºÐ»ç)ÀÇ Çü¿ë»ç¿ªÇÒ171
      Unit 24 ºÐ»ç±¸¹®179
      Unit 25 ºÐ»çÀÇ È°¿ë (Çü¿ë»ç, µ¶¸³ºÐ»ç±¸¹®)186
      Unit 26 ºÎ´ë»óȲÀ» ³ªÅ¸³»´Â with ±¸¹®193
      Unit 27 ÁÖ°Ý°ü°è´ë¸í»ç ±¸¹®199
      Unit 28 ¸ñÀû°Ý °ü°è´ë¸í»ç ±¸¹® 206
      Unit 29 °è¼ÓÀû ¿ë¹ýÀÇ °ü°è´ë¸í»ç ±¸¹® 213
      Unit 30 °ü°è´ë¸í»ç »ý·« ±¸¹®220
      Unit 31 °ü°è´ë¸í»ç what ±¸¹®228
      Unit 32 °ü°èºÎ»ç ±¸¹®236
      Unit 33 ¸ñÀûÀ» ³ªÅ¸³»´Â ºÎ»çÀý(±¸) ±¸¹®243
      Unit 34 °á°ú¸¦ ³ªÅ¸³»´Â ºÎÁ¤»ç ±¸¹® 250
      Unit 35 °á°ú¸¦ ³ªÅ¸³»´Â ºÎ»çÀý ±¸¹® 257
      Unit 36 too Çü¿ë»ç(ºÎ»ç) to ¨Þ ±¸¹®265
      Unit 37 °á°ú¸¦ ³ªÅ¸³»´Â ºÎÁ¤»ç ±¸¹® 271
      Unit 38 so [as] Çü¿ë»ç(ºÎ»ç) as ±¸¹®278

      º»¼­ÀÇ ±¸¼º

      º»¼­ÀÇ ±¸¼º°ú Ư¡Àº ´ÙÀ½°ú °°´Ù.

      1. ±¸¹®
      º»¼­´Â °­º°·Î ¾Æ·¡¿Í °°Àº Key Point¸¦ ÅëÇؼ­ °¢ ±¸¹®¿¡ ´ëÇÑ ÇÙ½ÉÀ» Ãß·Á °£´Ü¸í·áÇÏ°Ô ¼³¸íÇß´Ù.

      2. ¹Ì¸® Voca
      °¢ Àå¿¡¼­ ³ª¿À´Â ¾îÈÖ¸¦ ¹Ì¸® ÇнÀÇÔÀ¸·Î½á ¹®Á¦ Á¢±Ù¼ºÀ» ³ô¿´´Ù.

      3. ´Ù¾çÇÑ À¯ÇüÀÇ ¼­¼úÇü ¹®Á¦ ´Ü°èÀû ±¸¼º
      ¨ç Á¦½ÃµÈ ´Ü¾î¸¸À» È°¿ëÇÑ ¿µÀÛ
      ¿¬½À¹®Á¦ 2. ¾Æ·¡ ¿ì¸®¸»À» °ýÈ£ ¾È¿¡ ÁÖ¾îÁø ´Ü¾î¸¸À» È°¿ëÇÏ¿© ¿µÀÛÇϽÿÀ.
      ´ç½ÅÀÌ ¸ÛûÇÑ ÁþÀ» ÇÏÁö ¾Ê±â À§Çؼ­´Â µÎ·Á¿öÇÒ ÁÙ ¾Ë¾Æ¾ß ÇÑ´Ù.You need some fears (foolish / things / to / you / from / keep / doing).

      ¨è ´Ü¾îÃß°¡¿Í ¾îÇüº¯È­
      3. ¾Æ·¡ ¿ì¸®¸»À» ÁÖ¾îÁø ´Ü¾î¸¦ È°¿ëÇÏ¿© ¿µÀÛÇϽÿÀ. (´Ü¾îÃß°¡ ¾îÇüº¯È­)
      ¹ß»ýÇÑ À§´ëÇÑ ÀϵéÀÌ ÀØÈ÷Áö ¾Ê°Ô ¸·À» ¼ö ÀÖ´Â ¹æ¹ýÀº ´Ü µÎ °¡Áö°¡ ÀÖ¾ú´Ù.There were only two ways (forgotten / from / could / in which / great happenings / being / people / hinder).

      ¨é Á¶°ÇºÎ ¿µÀÛ

      it is ~ that(whether) S VÀÇ ±¸¹®À» È°¿ëÇÒ °Í
      °¢ ¹®ÀåÀÇ Çؼ®À» º¸°í, Á¦½ÃµÈ ´Ü¾î¸¦ È°¿ëÇÏ¿© ¿µÀÛÇÒ °Í. Ãß°¡ ´Ü¾î ¹× ¾îÇüº¯È­ ÀÖÀ½.


      1. ±×°¡ Áý¿¡ ÇÏ·ç Á¾ÀÏ ÀÖ¾ú´Ù´Â °ÍÀº È®½ÇÇÏ´Ù. (certain / stay at home / all day long)

      ¨ê ¹®ÀåÀüȯ
      ¡Ø¾Æ·¡ Áö¹®À» Àаí, ¹ØÁ٠ģ ¨ÎÀÇ ¹®ÀåÀ» Çؼ®ÇÏ°í ºóÄ­¿¡ ¾Ë¸ÂÀº ´Ü¾î¸¦ ³ÖÀ¸½Ã¿À.

      ¨ÍThe roadside is crowded with locals, and (±×µéÀÇ µÎ³ú´Â Áö¿ªÀÇ Áö½ÄÀ¸·Î °¡µæ Â÷ ÀÖ´Ù.) but ¨Îwe are too arrogant and embarrassed to ask the way. So we drive around in circles, ¨Ï( ) and ¨Ð( ) successive hypotheses ¨Ñ(±×¸² °°Àº Àü¸ÁÀ» ¾îµð¼­ ã¾Æ¾ßÇÏ´ÂÁö¿¡ °üÇÏ¿©) that would entertain and enlighten the tourists.

      Çؼ®
      We are ( ) arrogant and embarrassed ( ) ( ) ( ) ask the way.

      ¨ë ºóÄ­ ä¿ì±â
      À¯Çü 1. ³»¿ëÁ¤¸®
      ¡Ø¾Æ·¡ Áö¹®À» Àаí, ¹°À½¿¡ ´äÇϽÿÀ.

      It depends on their concentration than on a high IQ (ÇлýµéÀÌ ÁÁÀº ¼ºÀûÀ» ¾ò´ÂÁö ¸ø ¾ò´ÂÁö´Â). Students with high grades often prepare for exam in advance by regularly reviewing their notes. In contrast, students with poor grades wait until the last minute and then quickly try to catch up.

      º»¹®ÀÇ ³»¿ëÀ» ¹ÙÅÁÀ¸·Î ¾Æ·¡ ºóÄ­¿¡ µé¾î°¥ Ç¥ÇöÀ» ÀûÀ¸½Ã¿À. (µ¿»çÀÇ ¾îÇüº¯È­¿¡ ÁÖÀÇ)

      Students with good grades

      Students with poor grades
      start studying

      wait , hardly

      À¯Çü 2. º»¹®¿¡ ³ª¿Â Ç¥ÇöÀ» È°¿ëÇÑ ºóÄ­ ä¿ì±â
      ¡Ø¹ØÁ٠ģ ©Í¿¡ µé¾î°¥ ¾Ë¸ÂÀº ´Ü¾î¸¦ ¾²½Ã¿À. (´Ü, º»¹®ÀÇ ´Ü¾î¸¦ ¹®¸Æ¿¡ ¸Â°Ô º¯ÇüÇÒ °Í)

      I once said to a first date "Should I kiss you goodnight" She looked confused for a moment and said "Yes". I went to kiss her on the cheek, and there was a moment of ©Í c about whether ©Î (³»°¡ ±×³àÀÇ ÀÔ¼ú¿¡ Å°½º¸¦ ÇÒ °ÍÀÎÁö º¼¿¡ ÇÒ °ÍÀÎÁö¸¦), and ©Ï ±×³à´Â ¸Ó¸®¸¦ ¾î´À ¹æÇâÀ¸·Î Ʋ¾î¾ßÇÏ´ÂÁö ¸ô¶ú´Ù.).

      ¨ì ¹®´Ü¿ä¾à
      À¯Çü 1. ¿ì¸®¸» Á¦½ÃÇü
      ¡Ø¾Æ·¡ Áö¹®À» Àаí, ¹°À½¿¡ ´äÇϽÿÀ.

      Leaders and manager are basically different types of people. Every organization structures itself to accomplish its goal in a way that is in tune with or responsive to its environment. Once the efficiency of the organization is established, people to about simply maintaining the system, assuming that the environment will stay the same. Managers, then, take the leading role in sustaining the business. But the environment for any organization is always changing, thus the organization becomes less able to cope with the situation, creating more management problems. Times like this require organizations to think more in terms of leadership. Leaders seek to bring their organization more in line with the realities of their environment, which often necessitates changing the very structure, resources, and relationships of their organization. As they do, leaders can bring renewed vitality to their people.

      Q. À§ º»¹®ÀÇ ³»¿ëÀ» ÇÑ ¹®ÀåÀ¸·Î ¿ä¾àÇÏ·Á°í ÇÑ´Ù. ºóÄ­¿¡ µé¾î°¥ Ç¥ÇöÀ» ¼ø¼­´ë·Î ¾²½Ã¿À. (´Ü, ù öÀÚ°¡ Á¦½ÃµÈ °æ¿ì ÇØ´ç öÀÚ·Î ½ÃÀÛÇÏ´Â ´Ü¾î·Î Ç¥ÇöÇÒ °Í)

      When the environment of their organization changes and causes problems, leaders are expected to take more a(ÀûÀÀÀ» µ½´Â) measures to resolve them compared to managers who are usually involved in the e(±âÁ¸ÀÇ) system

      À¯Çü 2. ±¸¹® È°¿ë
      ¡Ø¾Æ·¡ Áö¹®ÀÇ ³»¿ëÀ» ÇÑ ¹®ÀåÀ¸·Î ¿ä¾àÇÏ·Á°í ÇÑ´Ù. ºó Ä­¿¡ µé¾î°¥ Ç¥ÇöÀ» º»¹®¿¡¼­ ã¾Æ ¾²½Ã¿À.

      The best equipment a young man can have for the battle of life is a conscience, common sense and good health. There is no friend so good as a good conscience. There is no enemy so dangerous as a bad conscience. Conscience makes us either kings or slaves.

      For a young man to go through the battle of life, it is great importance to keep .

      ¨í À̾îÁú ³»¿ë Ãß·Ð
      ¡Ø¾Æ·¡ Áö¹®À» Àаí, ¹°À½¿¡ ´äÇϽÿÀ.

      If youre faced with a complicated problem, (±×°ÍÀ» Àß¶ó¼­ ¸¹Àº ´Ü¼øÇÑ ¹®Á¦µé·Î ¸¸µé°í, ±×¸®°í ±×°ÍµéÀ» Çϳª¾¿ Çϳª¾¿ ó¸®ÇÏ°í ½ÍÀº ¸¶À½ÀÌ »ý±æ °ÍÀÌ´Ù.). It is sometimes claimed that if you have solved all the simple problems youve solved the whole thing. Thats reductionism in a nutshell. And as a methodology it works extremely well. In my discipline, which is physics, its had some amazing successes. Look at the world about us, just see how complicated it is, the richness and diversity of nature. How are we ever to come to understand it Well, a good way to start is by breaking it up into small bite-sized pieces. One example is atomism. The belief that the entire universe is made up of atoms, or some sort of fundamental particles, and that everything that happens in nature is just the rearrangement of these particles, have proved extraordinarily fruitful. Once you focus down to the level of individual atoms you can work out all the laws and principles that govern them. You can figure out in detail what they are doing.

      Q. À§ º»¹®ÀÇ ¸¶Áö¸· ³»¿ëÀÌ À̾îÁö´Â ¹®ÀåÀÌ´Ù. ºóÄ­¿¡ ÀûÀýÇÑ Ç¥ÇöÀ» ¾²½Ã¿À.

      Its then tempting to believe that if you understand individual and the way they interact, you understand .

      ¨î Æз¯ÇÁ·¹ÀÌÁî
      ¡Ø¾Æ·¡ Áö¹®À» Àаí, ¹°À½¿¡ ´äÇϽÿÀ.

      Piagets contributions need no defense. Like nearly all social scientists I have learned much from him. Nor have his contributions been merely academic. For instance, much of the current interest in childcentered learning and in ¡°open instruction¡± has been directly inspired by Piagets views of mental development and the nature of thought. (°¡) It would be misleading to suggest that Piaget is oblivious to the limitations. (³ª) It is with explicit intent that he has elected to fix his powerful intellect upon scientific thought and thus to neglect realms of imagination, emotion, and ¡°lived¡± experience.

      ¹®¸ÆÀ» °í·ÁÇϸç, ¹ØÁ٠ģ (°¡)ÀÇ ¹®Àå°ú °°Àº ¶æÀÇ ´Ù¸¥ ¹®ÀåÀ¸·Î Ç¥ÇöÇÏ·Á°í ÇÑ´Ù. ºóÄ­¿¡ µé¾î°¥ ÀûÀýÇÑ ´Ü¾î¸¦ ¾²½Ã¿À.
      It would be misleading to suggest that Piaget is oblivious to the limitations.=Piaget was fully of the limitations.

      ¨ï ÁöĪÃß·Ð

      The latest studies indicate that (»ç¶÷µéÀÌ Á¤¸» ¿øÇÏ´Â °ÍÀº ÀÚ½ÅÀÇ ºÎ¸ð¿Í °°Àº Ư¡À» °¡Áø ¹è¿ìÀÚÀÌ´Ù). Women are after a man who is like their father and men want to be able to see their own mother in the woman of their dreams. Cognitive psychologist David Perrett studies what makes faces attractive. He has developed a computerized morphing system that can endlessly adjust faces to suit his needs. Perrett suggests that we find our own faces charming because they remind us of the faces we looked at constantly in our early childhood years.

      À§ º»¹®ÀÇ ³»¿ëÀ¸·Î º¸¾Æ ¹ØÁ٠ģ the faces¸¦ ÁöĪÇÏ´Â ´ë»óÀº

      ÀÌ¿Ü¿¡µµ ´Ù¾çÇÑ À¯ÇüÀÇ ¼­¼úÇü ¹®Á¦¸¦ ´ã¾Æ ±âÃâÀ¯Çü°ú ½ÅÀ¯Çü¿¡ ¸ðµÎ ´ëºñÇÒ ¼ö ÀÖµµ·Ï ¸¸ÀüÀ» ±âÇß´Ù.
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      review ÀÛ¼º Æû
      review board
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      µî·ÏµÈ ¹®ÀÇ°¡ ¾ø½À´Ï´Ù.

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