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1、精品文檔TEM-8 (2014)PART II READING COMPREHENSION (30 MIN)TEXT AMy class at Harvard Busin ess School helps stude nts un dersta nd what good man ageme nt theory is and how it is built. In each sessi on, we look at one compa ny through the lenses of different theories, using them to explain how the compan

2、y got into its situation and to exam ine what acti on will yield the n eeded results. On the last day of class, I asked my class to turn those theoretical le nses on themselves to find an swers to two questi ons: First, How can I be sure I ' be happy in my career? Second, How can I be sure my re

3、latio nships with my spouse and my family will become an en duri ng source of happ in ess? Here are some management tools that can be used to help you lead a purposeful life.1. Use Your Resources Wisely . Your decisions about allocating your personal time, en ergy, and tale nt shape your life' s

4、 strategy. I have a bunch of“ bus in(for these resources: I' m trying to havdingewlationship with my wife, raise greatkids, con tribute to my com muni ty, succeed in my career, and con tribute to my church. And I have exactly the same problem that a corporation does. I have a limited amount of t

5、ime, en ergy and tale nt. How much do I devote to each of these pursuits?Allocation choices can make your life turn out to very different from what you intended. Sometimes that 'gsod: opportunities that you have never planned for emerge. But if you don ' t invest your resources wisely, tthmo

6、ucan be bad. As I think about my former classmates who in adverte ntly inv ested in lives of hollow un happ in ess, I can believ ing that their troubles related right back to a short-term perspective.When people with a high need for achievement have an extra half hour of time or an extra ounce of en

7、ergy, they ' ilinconsciously allocate it to activities that yield the mosttangible accomplishments. Our careers provide the most concrete evidenee that we re moving forward. You ship a product, finish a design, complete a presentation, close a sale teach a class, publish a paper, get paid, get p

8、romoted. In contrast, investing time and energy in your relationships with your spouse and children typically doesn ' dffer the same immediate sense of achievement.Kids misbehave every day. It ' s really not until 20 year： dow n the road that you can say,“I raised a good son or a good daught

9、er.your relati on ship with your spouse and on a daily basis it does n ' steem as if thi ng are deteriorating. People who are driven to excel have this unconscious propensity to under invest in their families and overinvest in their careers, even though intimate and loving family relati on ships

10、 are the most powerful and en duri ng source of happ in ess.If you study the root causes of bus in ess disasters, over and over you' Ifind this predispositi on toward en deavors that offer immediate gratificatio n. If you look at pers onal lives through that lens, you' ll see that same stunn

11、ing and sobering pattern: people afewer and fewer resources to the thi ngs they would have once said mattered most.2. Create A Family Culture. It ' s one thing to see into the foggy future with a acuity and chart the course correcti ons a compa ny must make. But it' s quite ano theemployees

12、to line up and work cooperatively to take the compa ny in that new directi on.When there is little agreement, you have to use “ powetools ”- coercion, threats, punishments and so on, to secure cooperation. But if employee' s ways of w(succeed over and over, consen sus beg ins to form. Ultimately

13、, people don' t evwhether their way yields success. They embrace priorities and follow procedures by in st inct and assumpti on rather tha n by explicit decisi on, which means that they reated a culture. ' 1 Culture, in compelli ng but un spoke n ways, dictates the prove n, acceptable method

14、s bywhich member s of a group address recurrent problems. And culture defines the priority give n to differe nt types of problems. It can be a powerful man ageme nt tool.I use this model to address the question, How can I be my family becomes an enduring source of happiness?My students quickly see t

15、hat the simplest way parents can elicit cooperation from children is to wield power tools. But there comes a point during the teen years whe n power tools no Ion ger work. At that point, pare nts start wish ing they had beg un working with their children at a very young age to build a culture in whi

16、ch children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just a companies do. Those cultures can be built con sciously.If you want your kids to have str ong self-esteem and the con fide nce that they can solve har

17、d problems, those qualities won magically materialize in high school. You have to design them into family 'culture and you have think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.11. According to the author, the key to

18、 successful allocation of resources in your life depe nds on whether youA. can man age your time wellB. have Ion g-term pla nningC. are lucky eno ugh to have new opport un itiesD. can solve both compa ny andfamily problems12. What is the role of the statement Our careers provide the most concrete ev

19、idence that we' re moving forward with reference to the previous statement in the paragraph?A. To offer further expla nati onB. To provide a defi niti onC. To prese nt a con trastD. To illustrate career developme nt13. Accord ing to the author, a com mon cause of failure in bus in ess and family

20、 relati on ships isA. lack of pla nning B. short-sighted ness C. shortage of resources D. decisi on by in sti net14. According to the author, when does culture begin to emergeA. Whe n people decide what and how to do by in sti netB. Whe n people realize the importa nee of consen susC. When people as

21、 a group decide how to succeedD. When people use “ power tools ” to reach agreement15. One of the similarities between company culture and family culture is thatA. problem-sol ving ability is esse ntialB. cooperati on is the foun dati onC. respect and obedie nee are key eleme ntsD. culture n eeds to

22、 be nu rturedText BIt was nearly bed-time and when they awoke next morning land would be in sight. Dr. Macphail lit his pipe an d, lea ning over the rail, searched the heave ns for the Souther n Cross. After two years at the front and a wound that had take n Ion ger to heal tha n it should, he was g

23、lad to settle dow n quietly at Apia （阿皮亞，西薩摩亞首都）for twelve mon ths at least, and he felt already better for the journey. Since some of the passengers were leaving the ship next day at Pago-Pago they had had a little dance that eve ning and in his ears hammered still the harsh no tes of the mecha ni

24、cal pia no. But the deck was quiet at last. A little way off he saw his wife in a long chair talking with the Davidsons, and he strolled over to her. Whe n he sat dow n un der the light and took off his hat you saw that he had very red hair, with a bald patch on the crow n, and the red, freckled ski

25、 n which accompa nies red hair; hewas a man of forty, thin, with a pinched face, precise and rather pedantic; and he spoke with a Scots accent in a very low, quiet voice.Betwee n the Macphails and the Davids ons, who were missi on aries, there had arise n the intimacy of shipboard, which is due to p

26、ropinquity rather than to any community of taste. Their chief tie was the disapproval they shared of the men who spe nt their days and nights in the smoking-room playing poker or bridge and drinking. Mrs. Macphail was not a little flattered to think that she and her husband were the only people on b

27、oard with whom the Davidsons were willing to associate, and even the doctor, shy but no fool, half uncon sciously ack no wledged the complime nt. It was only because he was of an argume ntative mind that in their cab in at ni ght he permitted himself to carp 嘮叨）. Mrs. Davids on was say ing she did n

28、' t know how they ' d have got throughif it hadn' t been for us, ' aspdiailrsisKshe neatly brushed out her transformation（假發(fā)）. She said we were really the only people on the ship they cared to know.I shouldn ' t have thought a missionary was such a bj要人u、名士 ） that he could afford

29、 to put on frills （擺架子）.'It ' s not frills. I quite understand what she means. It wouldn' t hathe Davidsons to have to mix with all that rough lot in the smoking-room.' The founder of their religion wasn' t so exclusive, ' said Dr. MacphailI ' ve asked yoer and over again

30、 not to joke about religion,' answerecshouldn ' t like to have a nature like yours, Alec. You never look for the best in people.He gave her a sidelong glance with his pale, blue eyes, but did not reply. After many years of married life he had lear ned that it was more con ducive to peace to

31、leave his wife with the last word. He was un dressed before she was, and climbi ng in to the upper bunk he settled down to read himself to sleep.When he came on deck next morning they were close to land. He looked at it with greedy eyes. There was a thin strip of silver beach rising quickly to hills

32、 covered to the top with luxuriant vegetation. The coconut trees, thick and green, came nearly to the water edge, and among them you saw the grass houses of the Samoari薩摩亞人）;and here and there, gleami ng white, a little church. Mrs. Davids on came and stood beside him. She was dressed in black, and

33、wore round her n eck a gold cha in, from which dan gled a small cross. She was a little woman, with brown, dull hair very elaborately arranged, and she had prominent blue eyes behi nd in visible pince-nez （夾鼻眼鏡）.Her face was long, like a sheep ' s, but she gave no impression of foolishness, rath

34、er of extreme alertness; she had the quick movements of a bird. The most remarkable thing about her was her voice, high, metallic, and without inflection; it fell on the ear with a hard monotony, irritating to then erves like the pitiless clamour of the pn eumatic drill.This must seem like home to y

35、ou,' saiil,Drith/iaisplhi n, difficult smile.精品文檔Ours are low isla nds, you know, not like these. Coral. These are volca nic. Weano ther ten days'' jour ney to reach them.In these parts that ' s almost like being in the next street at home,facetiously. Well, that ' s rather an ex

36、aggerated way of putting it, but one does look at distancesdifferently in the J South Seas. So far you' re right. 'Dr. Macphail sighed fai ntly.16. It can be in ferred from the first paragraph that Dr. MacphailB. enjoyed the sound of the mechanicalD. wan ted to befrie nd the Davids onsA. pre

37、ferred quiet ness to no isepia noC. was going back to his hometow n17. The Macphails and the Davidsons were in each other' e company because tA. had similar experie neeB. liked each otherC. shared dislike for some passe ngersD. had similar religious belief18. Which of the following statements be

38、st DESCRIBES Mrs. Macphail?A. She was good at making frie ndsB. She was prone to quarrelli ng withher husbandC. She was skillful in deali ng with stra ngers D. She was easy to get along with.19. All the followi ng adjectives can be used to depict Mrs. Davids on EXCEPTA. arroga ntB. un approachable C

39、. un pleasa ntD. irritable20. Which of the followi ng stateme nts about Dr. Macphail is INCORRECT?A. He was sociable.B. He was in tellige nt.C. He was afraid of his wife.D. He was fun of the Davids ons.Text CToday we make room for a remarkably n arrow range of pers on ality styles. We're toldtha

40、t to be great is to be bold, to be happy is to be sociable. We see ourselves as a n ati on of extroverts which means that we've lost sight of who we really are. On e-third to on e-half of America ns are in trovertsin the other words, one out of every two or three people you kno w. If you're

41、not an in trovert yourself, you are surely raisi ng, managing, married to, or coupled with one.If these statistics surprise you, that's probably because so many people prete nd to be extroverts. Closet in troverts pass un detected on playgro un ds, in high school locker rooms, and in the corrido

42、rs of corporate America. Some fool even themselves, until some life event-a layoff, an empty nest, an inheritance that frees them to spend time as they like-jolts them into taking stock of their true natures. You have only to raise this subjectwith your friends and acquaintances to find that the mos

43、t unlikely people consider themselves in troverts.It makes sense that so many in troverts hide eve n from themselves. We live with a value system that I call the Extrovert Ideal the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrover

44、t prefers acti on to contemplation, risk-taking to heed-taking, certainty to doubt. He favors quick decisions, even at the risk of being wrong. She works well in teams and socializes in groups. We like to thi nk that we value in dividuality, but all too ofte n we admire one type of i ndividualthe ki

45、 nd who's comfortable "putti ng himself out there." Sure, we allow tech no logically gifted loners who launch compa nies in garages to have any pers on ality they please, but they are the exceptions, not the rule, and our toleranee extends mainly to those who get fabulously wealthy or

46、hold the promise of doing so.Introversion-along with its cousins sensitivity, seriousness,and shyness-is now a sec on d-class pers on ality trait, somewhere betwee n a disappo in tme nt and a pathology. Introverts living under the Extrovert Ideal are like women in a man's world, discounted becau

47、seof a trait that goes to the core of who they are. Extrovers ion is an eno rmously appeali ng pers on ality style, but we've tur ned it into an oppressive sta ndard to which most of us feel we must con form.The Extrovert Ideal has bee n docume nted in many studies, though this research has neve

48、r been grouped under a single name. Talkative people, for example, are rated as smarter, better-look ing, more in teresti ng, and more desirable as frien ds. Velocity of speech counts as well as volume: we rank fast talkers as more compete nt and likable tha n slow on es. Eve n the word in trovert i

49、s stigmatized-one in formal study, by psychologist LaurieHelgoe, found that in troverts described their own physical appeara ncein vivid Ian guage, but whe n asked to describe gen eric in troverts they drew a bla nd and distasteful picture.But we make a grave mistake to embrace the Extrovert Ideal s

50、o un thi nkin gly. Some of our greatest ideas, art, and inventions-from the theory of evolution to van Gogh's sun flowers to the pers onal computer-came from quiet and cerebral people who knew how to tune in to their inner worlds and the treasures to be found there.21. According to the author, t

51、here exists, as far as personality styles are concerned, a discrepa ncy betwee nA. what people say they can do and what they actually can B. what society values and what people prete nd to beC. what people profess and what statistics showD. what people profess andwhat they hide from others22. The id

52、eal extrovert is described as being all the following EXCEPTA. doubtfulB. sociable C. determ ined D. bold23. Accord ing to the author, our society only permitsto have whatever pers on ality theylike.A. the youngB. the ordinary C. the artisticD. the rich24. Accord ing to the passage, which of the fol

53、lowi ng statemeits BEST reflects the author opinion?A. Introversion is seen as an inferior trait because of its association with sensitivity.B. Extrovers ion is arbitrary forced by society as a n orm upon people.C. In troverts are gen erally regarded as either un successful or as deficie nt.D. Extro

54、versi on and in trovers ion have similar pers on ality trait profiles.25. The author winds up the passage with ano te.A. cautiousB. war ningC. positiveD. humorousText DSpeak ing two Ian guages rather tha n just one has obvious practical ben efits in an increasingly globalized world. But in recent ye

55、ars, scientists have begun to show that the adva ntages of bili ngualism are eve n more fun dame ntal tha n being able to conv erse with a wider range of people. Being bilingual, it turns out, makes you smarter. It can have a profo und effect on your brain, i mpro ving cog nitive skills not related

56、to Ian guage and eve n shieldi ng aga inst deme ntia in old age.This view of bilingualism is remarkably different from the understanding of bili ngualism through much of the 20th cen tury. Researchers, educators and policy makers long considered a second Ianguage to be an interferenee, cognitively s

57、peaking, that hindered a child ' s academic and intellectual development.They were not wrong about the interferenee: there is ample evidenee that in a bili ngual ' s bra in both Ian guage systems are active eve n whe n he is using only one Ian gua( thus creating situations in which one syste

58、m obstructs the other. But this interferenee, researchers are finding ou, is n ' t so much a han dicap as a bless ing in disguise. It forces the brain to resolve in ternal con flict, givi ng the mi nd a workout that stre ngthe ns its cog nitive muscles.The collective evidence from a number of su

59、ch studies suggeststhat the bilingual experie nce improves the brain ' so-called executive fun cti on ? a comma nd system that directs the atte nti on processes that we use for pla nning, sol ving problems and perform ing various other men tally dema nding tasks. These processes in clude ignoring distractio ns to stay focused, switching attention willfully from one thing to another and holding in formatio n in mi nd ? like rememberi ng a seque nce of directi ons while driv ing.Why does the tuss