2023年雅思閱讀題

第二部分雅思考試八大題型之標(biāo)題相應(yīng)題DAY1題型講解標(biāo)題相應(yīng)屬于雅思閱讀中非常特殊的一種題型，它是典型的主旨考察題,不同于雅思閱讀中的其他細(xì)節(jié)考察題型。一段話的標(biāo)題(heading）往往就是這段話的主旨，或者說(shuō)這段話的中心思想。而要擬定段落的中心思想,就不能從某個(gè)細(xì)節(jié)入手,而應(yīng)考慮整個(gè)段落的結(jié)構(gòu)和框架,這樣才干得出對(duì)的的答案。這種題型對(duì)學(xué)生的詞匯量、語(yǔ)感和整體把握的能力規(guī)定較高,所以規(guī)定我們?cè)谧鲞@種題目的時(shí)候要注意整體把握，而不是只摳細(xì)節(jié)。解題技巧1.先將例子所在的選項(xiàng)從選項(xiàng)列表中劃掉。注意：雖然Hｅading題的選項(xiàng)肯定比題目個(gè)數(shù)多，但是選項(xiàng)是一定不會(huì)反復(fù)使用的。因素很簡(jiǎn)樸，每段話都有一個(gè)不同的主旨,只相應(yīng)一個(gè)標(biāo)題;假如反復(fù),那就意味著兩個(gè)不同的段落主旨相同,這是不也許的,由于若主旨相同肯定會(huì)合成一段而非提成兩段。所以,若題目中出現(xiàn)了這樣的提醒：Ｙouｍayuseaｎｙheadingmｏrethanoｎce,主線不用管,這是個(gè)陷阱。2.對(duì)于Headinｇ題，我們要先讀文章，再看選項(xiàng)，讀一段話，做一道題。注意:這種題目不宜先看選項(xiàng)，由于這是一種主旨?xì)w納題而不是細(xì)節(jié)考察題,最怕先入為主，選項(xiàng)中有很多干擾項(xiàng)，看了之后會(huì)影響大家客觀地理解段落真正的主旨。３.讀每段話時(shí),要抓住該段的主題句或中心詞。對(duì)的答案往往是主題句的改寫或包含相應(yīng)段落的中心詞。4.某段話的答案擬定后,將它的選項(xiàng)從選項(xiàng)列表中劃去。５.這種題目中的干擾項(xiàng)往往是段落中未展開說(shuō)明的細(xì)節(jié),有時(shí)候我們可以適當(dāng)使用排除法,以縮小選擇范圍。備注：1）所有的標(biāo)題只會(huì)用一次;2)問句一般不會(huì)是主題句（起過渡作用）;3）舉例子的句子不會(huì)是主題句；4）若碰到某個(gè)段落的標(biāo)題不能擬定期,務(wù)必先做其他段落,以免導(dǎo)致“連鎖錯(cuò)誤”,即錯(cuò)一個(gè)往往就意味著錯(cuò)兩個(gè)。實(shí)戰(zhàn)演練Ｙoｕareadviｓedtosｐeｎdaｂｏut２0minuteｓonQuestions１－6.Pleaｓeｃｈoosethemosｔｓｕitableｈeadiｎgsfoｒｐａｒagrａphslisｔｅｄbelow.NB：Therearemｏreheａdinｇstｈanparagｒaphs,ｓoyｏuwiｌｌｎotusetｈｅmall.Youmayｕseanyhｅadingｍｏｒｅthaｎonｃe.ＬistofＨｅadinｇsAnimportantforｍoftrａｎｓｐoｒtatioｎThegreａt(yī)iｎdusｔrｉalizationinthe20ｔｈcenturyThepercｅｉvｅdaｄｖａnｔaｇｅｓofmａsstransitsｙｓtemsComplicateｄandpｏliｔicaｌfａｃtorｓMoｒeｅfficｉentaｎdｃomfortablｅmassｔraｎsｉｔsｙsｔemｓWｈatisacａrcｕltuｒecountryFeweropｅratｏrsbutmorepａｓｓengersTheｄecｌinein1970aｎdｉtｓｒeasonsＦｒom1920stoearｌy１９70sThedｅfiｎitionｏfｍａssｔransitThegrｏwingenvｉronmentconcｅｒnsandｔｈenｅwsｙstemsＭassｔraｎsiｔsysｔemsinthｅUSA１．ＰａraｇraphA:2.ParagｒaｐhＢ:３.ParａgraｐhＣ：４.ParａgraphD:5.ParagrａphＥ:6.PaｒagraｐｈF:ＭassTｒansｉtAMaｓstraｎｓiｔｒeferｓtomｕniｃipalorregｉonａｌpｕbliｃsharｅdtranspoｒtation,suｃhａsbusｅs,streetcarsandｆerrｉes，ｏpｅnｔoallonanoｎresｅrveｄｂasis．Aniｍpoｒtantformofｍassｔranｓitisrapidtransｉt,sucｈassuｂwaｙｓanｄｓurfａcelightrailsｙsｔems,deｓignedfｏrcommutｉnｇbetｗeｅnurｂａnandsubｕrban(orｅxｕrban)ｃenters.Ｍassｔraｎsｉｔｃａｎbeｄivideｄｉｎtofixｅｄrｏuｔesyｓtemｓ（ｏfteｎiｎvolviｎgrails),suchａｓstｒeeｔcarsandｓubｗaytraiｎｓ，andｎoｎ-fixｅdroｕtetransit（ａlｏnｇsurfａｃｅｓtreetsorwaｔer）,suchaｓbuｓesandfｅｒries,butｄoeｓnｏtusuaｌlyiｎclｕdｅaｉrｐlａnｅs,taxis,orloｎｇ-distａｎｃｅrailwithmorefoｒmaｌticketｉngproｃeｄｕreｓ.ＢＭasstｒanｓitsｙｓtemsofｆerｃonsiderablesavingsinlaｂｏr,mateｒｉaｌsａnｄeｎergyoverpｒivateｔrａｎsｉtsysteｍs.Sincefａｒfeweroｐeratorsareｒeｑuiredｆorpｅrpａssengeｒtraｎｓpoｒteｄ,theycanbｅbetｔertrａinedandmorｅstｒictｌylicｅnsｅｄaｎdsuｐeｒvised.Wｈenutｉliｚedtoａnyｒeaｓｏnabｌｅfrａcｔionoｆthｅircapacitｙ，masｓtranｓitvｅhiｃlesｃaｒrｙafａrhigheｒpassengｅrｌｏａdperunitofweighｔａndｖolumetｈandoprivａt(yī)eveｈｉｃleｓ.Ｔheyalsooｆferfuelｓavｉnｇs,notonｌybecaｕseoftheｒelatｉveｒeductiｏｎinweighｔtrａnspｏrｔed，ｂutalsobecaｕseｔheｙａｒelaｒgeenoughtocａｒｒymoｒeeffｉcｉentengines．Fuｒtheｒ,iｆeｍphasisisｇiventｏmasstranｓiｔinｔｈeplanningoffuturegroundtranspｏｒｔatiｏｎsystｅms，smallerrighｔsofwayｗｉllｂeｐossible,lesｓｅｎingｔｈeamountoflａｎdscapethａt(yī)mustbｅｐavedoverforｈｉghwaysanｄroａdｓ.Aｌthｏughｍaｓstｒａｎsitｏｆfersmaｎｙsavinｇs,ｉｔdｏesrequｉresomeｓaｃrｉficｅsinpｅｒｓｏnalconvｅnieｎce.Therｅｉstheneceｓsｉtytotravelonafｉxedｒatherthananindividualｌyｓelectedscｈedulｅandtｏｅnteranddisembａrkｆｒomｔhesystemonｌｙａt(yī)certaｉnｄｅｓignａｔedlｏｃａt(yī)iｏｎs.Ｔhｅobviｏusgoalｆoramasｓtranｓitsｙstemistohaveasfewunuseｄpassenｇｅraccｏｍmodatｉonaspoｓsｉblｅ.CＴｈehiｓｔoryofｍaｓstranspｏrtａt(yī)ｉonｉsiｎtiｍateｌyｃｏnnecteｄtoiｎｄuｓtｒialｉzａt(yī)iｏn,urbanizａｔion,ａndｔhesepaｒatioｎofresｉdｅｎcｅｆroｍworkplａce．Bｙｔhebeｇｉnｎingofthe20thcentury，Loｎdon,NewＹork,Boston,Pariｓ,Budapｅst,andotheｒmajoｒcｉtｉeshａdｆixedｒailsubｗayｓystemｓ(sｏmetimeseleｖaｔｅｄ);ｂytｈｅ1920sbusesｗｅrecommon.IntｈeＵnｉtedSｔateｓ，patrｏnａgeofmａsstranｓiｔgｒｅｗstｅadｉlｙｆrｏm1990(sixbiｌlionpasｓengersｐerｙｅaｒ)to１９27(ｏvｅr１7bｉｌlioｎ),buｔｐlummeｔedｄuringtheGrｅａt(yī)Depｒessｉoｎ.Pａt(yī)rｏnａｇｅgｒewａgaｉnｄｕrｉnｇWorldWarII,pｅａkinｇin194６ａt(yī)２３ｂillｉonriders，butthenｄrｏｐpｅdｓteadilyｅｖeｒyyearunｔiｌｔheｍｉldrenａissaｎceofpｕblicｔransｉtintｈeeａrly１97０ｓ.DTｈeｔotalｎumbｅｒofrideｒsin1９70waslessｔhanｔhaｔof19１0.Ｔhereaｓｏnsfｏｒtｈesｅdecｌｉneｓareｃｏmplexanｄｏfteｎpoliticａl．LoｓＡngeｌｅs，forｅxamｐle,ｈaｄover1，000mｉlesｏftrｏｌleyanｄｉnｔｅruｒｂaｎｌｉｎesbefore1９3０；ｔｈiｓｓｙsｔemwastａkeｎoｖerｂｙaprｉvatecｏmpaｎy,dｉsmaｎtled,aｎdreｐlａcedｗithｎoisy，pｏllutingandｃｏmparatiｖeｌyslowｂｕses.Sinceｆewpeoplechoｓｅtorｉｄｅtｈem，ｃosｔsrose，ｔheｒebycuttingthenumｂｅｒoｆpasseｎgeｒsfurther.Toreｄuceｃosts，privａt(yī)ecompaniesｅｌiminatedoｕtｌyｉngｂranchｅｓandsｍaｌlerstaｔiｏns.Thｅsｅtreｎds,ａlｏnｇwｉthiｎeｘpｅnsivegasoliｎｅ,subuｒbanａndhｉgｈwayｄevelopｍeｎt,thedｅteｒioratiｏnofoｌｄersｕbｗaｙlinｅｓ,ａｎｄthｅgreatｅｒｆreeｄomcarsoｆferｅｄ，hｅlpedtｕrntheＵｎitedSｔatｅsｉntoacａrculturｅ.EＨoｗeveｒ，astheｐuｂlichasgrｏwniｎcｒｅaｓinglycｏncerｎｅｄovｅrtheimpacｔoｆｃarsoｎtｈeｅnｖironmeｎtaｎdthｅqualityoflifeinurbanarｅas,thｅｒeiｓgrowinｇsuppoｒtforthedevｅｌopｍentｏｆmoreｅfｆicｉeｎtanｄcoｍfoｒtaｂlemassｔranｓｉtsyｓｔems.ＭｏdelsforsｕcｈsystemｓwerｅdevelｏpediｎEuropeandJapan.ＴｒａiｎsｉntheParisＭetｒo,forexａmple,ｏperatｅｏnrubberｔiresａndcanreａｃｈｓpｅe(cuò)dsof48mph(7７km/h）.SmａｌlercｉtiesarewatchiｎgdｅveｌopmentsｉnEdｍoｎton,Ｃａｎada,ｗhichbuｉltａ７.2kmrapidtｒanｓiｔｓysｔeｍoｆlｉghｔwｅighｔtraiｎsａt(yī)aｃoｓｔoｆ$65milliｏninsteaｄoｆaｄｄiｎgfivenewfreｅｗａysattentimｅstheｃosｔ.ＦInthｅＵｎｉtedStates,ｅｆforｔｓｔoｕpgｒadｅｍａsstrａnｓiｔsystemshavｅe(cuò)xpｅriencedｍixedresultｓ.Tｈｅｔreｎdhasbeenａwayfｒomprivaｔeownershｉｐ；by199９over90%ofNoｒthAmericaｎmasstｒaｎｓｉtwasｐｕbliclyｏwnｅdandmanａged.TheBART(BayAreaRapｉdＴｒansｉt)systｅmｓerviｎgＳanFraｎciｓcｏandnｅiｇhboringcｉtｉesmaintainedｓervｉcedｕriｎgthｅ1989earthｑuake，ｂutitｈasｎｅverａt(yī)ｔractedthenｕｍｂeｒｏｆrideｒsoriginalｌyanｔicipated.WaｓhinｇtonD.C.’ｓMｅtｒｏsystｅm（144millionridｅrsin1988）includｅdａwiderａreaｏｆseｒviceandmoreeｆｆiｃienｔschｅduｌes.Ｃｕｒrentｌybｕsesaｃcｏuntfor6０％ofｍasstransitridersｉｎtｈeＵnｔiedＳtａt(yī)ｅs;inｎoｖａt(yī)ionssucｈａsaｒticuｌatedbusesａｎdｒeｓervｅdlanesｏｎｈｉgｈwayｓarebalanｃedbytheprｏｂｌｅmsoｆnoise,aｉｒｐolluｔｉoｎａndtrａffic.Theissuｅoｆｍasstranｓithaｓcomefullcirclｅ;ｉtisoncｅａｇａinacenｔｒalsoｃｉalandｐolｉticaｌissｕe．答案與解析答案為x。該段首句為下定義，是主題句。答案為iii。該段的首句是主題句，此后各句中的fewｅｒopｅratoｒｓ,betterｔraｉnedaｎｄmｏrestricｔｌyｌiｃensｅdａndsuperｖised,ｃarryafａrhigｈerｐasｓｅngerlｏaｄ,ｏfferfuelsavingｓ,ｃａrｒymoreｅｆfｉｃienｔｅngines等詞所有都是正向的，說(shuō)明該段在討論masstｒａｎsitsystems的好處。答案為iｘ。第一句說(shuō)到了maｓsｔransportａt(yī)ioｎ的histoｒy與工業(yè)化、城市化等密切相關(guān)。后來(lái)提到了from1920ｓtoearly19７０s全球各個(gè)城市中maｓstrａnｓportatioｎ的情況。答案為ｖiii。該段的第一句起導(dǎo)入性作用,第二句是主題句，下邊各句都是對(duì)具體因素的描述。答案為xｉ。該段的第一句為主題句。答案為ｘiｉ。DＡY２技巧進(jìn)階根據(jù)英語(yǔ)文章常見的段落展開形式，現(xiàn)為大家提供三大解題思緒:首尾句思緒，中心詞思緒,方向性思緒。1.首尾句思緒對(duì)與大部分的議論文來(lái)說(shuō)，段落中通常會(huì)有三要素：論點(diǎn)、論據(jù)和論證,所以找到了論點(diǎn)就找到了該段的主題句,而對(duì)的答案通常為主題句的改寫。主題句其實(shí)就是這段的中心句,它在段落中起著提綱挈領(lǐng)的作用，它的意思就是該段想表達(dá)的中心思想。這里要注意一個(gè)非常重要的原則——首句原則,即段落的主題句通常位于句首。據(jù)記錄，主題句落在段首的也許性超過５0％,落在第二句的也許性超過20%,落在最后一句的也許性超過2０%。需要明白的是，有時(shí)候第一句是個(gè)過渡性或描述性的句子，主題句有也許放在了該段的第二句。所以，我們要重點(diǎn)把握一段話的第一句、第二句和最后一句，這就是所謂的首尾句思緒。２．中心詞思緒對(duì)于說(shuō)明文和部分議論文來(lái)說(shuō)，有時(shí)候段落中并不一定有主題句,但通常會(huì)有一個(gè)核心的說(shuō)明對(duì)象,而這個(gè)說(shuō)明對(duì)象在文中通常會(huì)反復(fù)多次。所以，掃讀全段后假如找不到明顯的一句話可以概括本段主旨（多數(shù)在段首）,即沒有主題句,但發(fā)現(xiàn)該段的很多話中出現(xiàn)了意義相同或相近的詞，那么這個(gè)詞即為中心詞。中心詞往往和該段的中心思想有很大的關(guān)系，所以對(duì)的選項(xiàng)中很也許會(huì)包含該詞或其同義變化。3．方向性思緒除了上面兩種情況之外，尚有一種也許性,即段落主題句出現(xiàn)在段落中間。為應(yīng)對(duì)此種情況,現(xiàn)提供第三種解題思緒:方向性思緒。這一思緒規(guī)定大家先讀懂段落的第一句,并假設(shè)這一句就是本段的主題句（由于這種情況的也許性最大),然后快速瀏覽后邊的句子，假如后邊的句子和第一句方向相同（比第一句具體或圍繞第一句進(jìn)行說(shuō)明),則該句必然是主題句的擴(kuò)展句，此時(shí)第一句仍然是主題句;但是，假如后邊的句子明顯和第一句話方向相反，則第一句不再是主題句，而轉(zhuǎn)折后的句子才是這段話的主題句。接下來(lái)，再帶著新的主題句往下按同樣的方法瀏覽，直到最終擬定該段的主旨。那么，句子間的方向到底是同向還是反向該如何去判斷呢?其實(shí)很簡(jiǎn)樸，運(yùn)用段落中出現(xiàn)的“邏輯關(guān)系信號(hào)詞”來(lái)擬定就行了。具體說(shuō)來(lái),這種“信號(hào)詞”可分為以下兩大類:1）表達(dá)前后方向相反的“信號(hào)詞”轉(zhuǎn)折/讓步關(guān)系：while,ｂut,howｅveｒ,yeｔ,onｔheothｅrｈａnd,desｐｉte,though，oｔherwｉse，iｎｓpiｔeoｆ,ontheｃｏnｔraｒy,insteaｄ,ｒather，alｔhough,evｅnｔｈoｕgh，ｉnｓｔeaｄof,wｈeｒeaｓ,noneｔheleｓｓ…對(duì)比關(guān)系：ｍｏｒｅ,less…than,unlike，ａｓ…as,tｈan,compａｒeｄwith，ｉnｃontｒaｓt,wｈilｅ2)表達(dá)前后方向相同的“信號(hào)詞”并列關(guān)系:AanｄＢ,ｎｏt…nor…，fiｒst/second/ｔｈiｒｄ,similarｌy,ａsｗellａs，aｌteｒnatively,oｎtheotｈerhanｄ，toｏ,also,lｉkewisｅ,ｏne…theｏtｈer…遞進(jìn)關(guān)系：mｏｒｅoｖeｒ,inａdditiｏn,aｄditｉonａllｙ,ｂesｉdes,nｏtonｌy…butalｓo,andtｈｅn,whａｔisｍorｅ,eveｎ,ｆuｒtheｒ…因果關(guān)系:asareｓuｌｔ,ｔhus,so，inｔhatｃase,thereｆｏre，cｏnｓequeｎｔly,iｔfollｏｗsthａｔ，admｉttedｌy,ｔhereby,eveｎｔuaｌｌy,the…順序關(guān)系:firsｔlｙ/secondｌy／thirdly,then，nｅｘt,ｆinally,ａt(yī)lａst,intheeｎd,forｏｎething，fｏｒanothｅｒthing…舉例關(guān)系:forｅｘaｍｐle，ｆoriｎstａncｅ，sｕcｈａs，liｋe,say,tｏillustrａｔe實(shí)戰(zhàn)演練Youarｅａdvisedｔospeｎdａboｕｔ20ｍinｕｔｅsonQuestｉons1-6．Plｅａｓｅchoosｅthｅmｏstsuitabｌehｅadingsfｏｒparａgrａｐhslisｔedbelow．ＮＢ:Thｅrearｅmｏｒｅｈｅaｄingstｈanparaｇrapｈｓ,soｙｏuwｉllnｏｔｕsｅthemaｌl.Yoｕmaｙuseanｙｈeadｉngmoｒetｈanonｃe．LｉstofHｅａｄｉngｓiTｈeroleofｖiｄｅｏｖioleｎcｅｉiThefａiｌureofgovernmeｎtpｏlicyiiiReaｓonsfoｒｔｈeinｃｒｅasedｒａt(yī)eofbｕllyingivResearchｉnｔｏｈowｃommｏnbullｙiｎｇｉsｉnＢｒｉtiｓｈsｃhoｏｌsvTheｒeａｃtionfroｍschoolstoｅｎquiriesａboutbulｌyｉngviTheｅfｆｅctofbｕｌlyinｇonthｅｃhilｄrｅniｎvoｌｖedvｉｉDeveｌopmenｔsthaｔhａvｅledtoaｎewapprｏaｃhbyschｏｏlsＳeｃtionAＳｅctionBSectｉonＣSectｉoｎDYouｓhouldsｐendaboｕt20ｍiｎuｔesｏnQuｅｓtioｎs２7-40，ｗｈicｈarebａsedonReａdｉnｇPassage3ｏｎthｅｆｏlｌowｉngpａgｅｓ.Persistenｔｂulｌｙingisoneofthewｏrsteｘperieｎceｓachｉlｄｃanfaｃe.Hｏwｃaniｔｂｅpreveｎｔeｄ?PetｅｒSmiｔh,PｒofｅｓｓoｒoｆPsychologyattheUnivｅrｓiｔｙｏｆSheffiｅld,diｒectedtｈeShefｆieｌdAnｔi－BｕllyingIｎterｖentiｏnPｒojｅct,ｆundedbyｔheDeｐartmentforＥduｃation.Herｅherｅporｔsoｎhiｓfindingｓ.ＡBｕllyingｃａｎtakｅavaｒietｙｏｆｆｏｒms，fromthevｅrbal-beｉｎgtauntｅdorcａllｅｄhuｒtfｕlnames－tothephysicａｌ-beingkickedoｒｓhoved-aswｅllasindiｒeｃtｆorｍｓ,ｓuchasbeingｅxｃludｅｄｆromsｏcｉalgrouｐｓ.AsuｒveｙIcondｕcteｄwithIrｅneWhiｔｎｅｙfoｕndtｈatiｎBrｉtishprｉmａrysｃhoｏlsupｔｏaquartｅroｆpuｐiｌsreporｔｅdeｘpｅrienceofbullyiｎｇ，whicｈｉｎaboutonｅinteｎcａseswａｓpｅrsｉｓteｎｔ.Thereｗaｓleｓsｂuｌlyinｇiｎseｃondarｙｓcｈools,withａboutoｎeinｔｗｅnｔy-fｉveｓufferinｇpersｉsｔenｔbullying,ｂuttｈesｅcasesmａybeparticularlyrecalcitrａnt.ＢＢullyingisｃleａrｌyunpleasａnt，ａndcaｎmakｅtheｃhｉｌdeｘｐerｉeｎciｎgiｔfｅe(cuò)ｌunworｔhyanddｅpresｓｅｄ．Ｉｎextｒeｍecasesitcanevenleadtosuｉcide,ｔｈoughthisｉsｔhankｆullyrarｅ．Victiｍisedpupilsareｍｏrｅlikelytｏｅxpｅｒieｎcedｉｆficuｌtiesｗiｔhinｔerｐersoｎalrelationsｈiｐsasadults，whiｌｅchilｄｒｅnwhopeｒsｉsｔentlybullｙaｒemorｅlikeｌyｔｏgroｗuptobeｐhysｉcａlｌｙvｉolｅnｔ,anｄconvictedofantｉ-socialoffences．ＣＵｎｔiｌrecentlｙ,noｔｍｕｃhwaskｎoｗnabｏuttheｔｏpic,andｌittleｈｅｌpｗａsavailablｅtoteaｃｈersｔodealwithbuｌlying.Ｐｅrhapｓasａｃｏnsｅｑuenｃｅ,ｓｃhoolsｗouldoｆｔendenｙｔｈeproblem.‘Thereiｓnobuｌｌｙｉｎgatthisscｈoｏl'ｈasbeｅnacommonｒｅfrａin，ａｌmostcerｔainｌyｕｎtrｕe.Ｆorｔｕｎatelｙmｏrｅschoolsaｒｅnowsayinｇ:‘Ｔheｒｅisnotmuchbuｌlyingｈｅrｅ,butｗheｎitｏccurswehavｅaclearpolｉcyfoｒdealingwithiｔ.'DＴｈreefaｃtｏrsareinｖolｖｅｄｉnthisｃhanｇｅ.Fｉｒstｉsaｎawaｒeneｓｓoftｈeｓeveritｙoftheproblem.Ｓｅcｏnd,anumberofresoｕｒceｓtohelptacklebuｌlyinghaveｂeｃomeavailaｂｌeｉnBritａin.Ｆｏｒexample,ｔheＳcottishＣｏunｃilfoｒReｓｅaｒchiｎＥｄuｃationprｏdｕceｄapacｋａgeｏfmａｔｅrials,AｃtionＡｇaiｎstBuｌlying,ciｒｃulatedｔｏallｓchoolｓinＥnglanｄanｄWaleｓａswellａsinＳcotｌanｄinｓｕmmｅr１９92,wiｔhaｓeconｄpack,SuppｏｒｔｉngＳchooｌsＡgainsｔBｕllｙｉng,ｐroduｃｅdthefｏｌloｗingｙeaｒ．InＩrelanｄ，GuidelinesonＣｏunterｉnｇBullyiｎgBeｈａｖｉｏuｒinPoｓｔ-PｒimaｒySｃhoolsｗaspublishedｉn1993．Thｉrd,thｅreisｅｖｉdenｃethaｔthesｅｍateriａlswork,aｎdthａt(yī)scｈｏolsｃａnacｈieveｓｏmethｉng.Ｔhiｓcomeｓfromcarefuｌlｙｃonductｅd‘befｏｒｅandａfter'evaｌuaｔiｏnsofinteｒvｅｎtionsｉnschｏｏls,ｍｏｎitoｒedbｙareｓｅarｃhteam．ＩnNorwaｙ,aftｅranｉnｔervｅntｉｏnｃaｍpaignｗasintｒoduｃednatiｏnaｌlｙ,aｎevaluationoffｏｒｔy－tｗoｓｃhｏoｌsｓｕｇgestｅｄthat,ｏvｅｒａt(yī)wｏ-ｙearpｅriod,ｂullｙｉnｇwaｓhaｌｖed.TｈeShｅfｆieldiｎvｅstigatｉｏｎ,ｗhicｈiｎvolveｄsixteenprimarysｃhｏｏlsaｎdｓｅvｅnsecondａryschools,ｆｏｕndｔhatmoｓtschoｏlssucｃeededinredｕcingｂuｌlying．EEviｄencｅsugｇeststｈatakeystｅpisｔodevelｏpapｏliｃｙｏnbullyｉng,saｙinｇclｅarlｙｗｈatismeanｔbyｂuｌlyｉng，andgiｖｉｎgeｘplicｉｔgｕｉdeｌｉｎesonwhatｗillbedoｎｅiｆiｔoccurs，whatreｃoｒdswillbｅｋept,whｏwiｌlbｅinｆormed,whatsａｎｃｔionswillbeemployｅd.Thepoｌicyshouldｂedevｅｌｏpedthｒoｕgｈconsuｌtation,ｏveraperiodｏftime-nｏtjustiｍposedｆromtheheaｄｔeaｃher'ｓoffice!Ｐｕｐilｓ,pａｒentsａndｓｔaｆfshouldfeeｌtｈｅyhavebｅｅninvｏlvedinthｅpoｌiｃy,wｈｉcｈneedstobeｄiｓsｅｍinａt(yī)eｄaｎdiｍplｅｍeｎtedeｆfｅctiveｌy.Othｅractionsｃanbeｔakentobaｃkupｔheｐolicy.Ｔherｅareｗayｓofdealinｇｗitｈtｈｅtopicthroughtｈｅcurｒiculｕｍ,usingvideo,dramaａｎdliｔerａt(yī)ure.Ｔheｓearｅusefulｆｏrｒaiｓinｇaｗａrｅness,andcanbestbeｔiediｎtoeａrｌyphasesoｆdevelopment,whiletheｓchoolｉsstarｔｉngtoｄiｓｃussｔhｅisｓｕeofbｕｌlｙｉng.Theyaｒeaｌsoｕsefｕlｉnreｎewｉｎgtｈeｐｏlicyfoｒneｗｐupils,ｏrrevisｉngitｉntｈelighｔofｅxperiｅｎce．Ｂutcｕrriｃuｌuｍworkalonemayonlyhaｖeshｏrt-tｅｒｍeｆfeｃts;ｉtshoｕldbeaｎadｄitｉｏntopolicyｗorｋ,notａｓｕbstiｔｕte．Thereａreaｌｓｏｗaｙｓoｆworkiｎgｗiｔhindiviｄualpｕpｉls,orinsmalｌgroups.Asseｒｔiｖeneｓstrainingforpupｉlswｈｏaｒeliabｌｅtｏbevictimsisｗoｒtｈｗhｉｌe,anｄｃertainaｐproacｈeｓtogrｏupbullyingsucｈas‘noblame＇,ｃanｂeusｅfuｌｉnchａngingthebehavｉourｏfbｕllyingpupilswithoutcoｎｆｒoｎtingthemdiｒectｌｙ,althｏughoｔhｅrｓａnｃｔionsmaybeneededforthosｅwhocｏｎｔiｎｕewithｐersistentbuｌlｙing.Ｗo(hù)ｒkiｎthepｌaｙgｒoundisimportant,toｏ.Onｅhelｐｆｕlｓtｅpistｏtｒａinlunchtiｍesupeｒｖiｓorstodistinｇｕisｈbｕllyinｇｆromplａyfulｆｉｇhting,anｄhelpｔhembreaｋupconflｉcｔs.Anothｅrpｏssibｉlｉtyistoimprovetｈepｌayｇrounｄｅnviｒonｍｅnt,sotｈatｐupilｓａrｅlｅsｓｌikelyｔobeleｄintobｕｌlyｉnｇfrｏｍboｒｅdoｍorｆrｕstratioｎ.FWiｔhtheｓedevelopｍeｎts,schoolsｃanexpectthａｔａt(yī)leastthｅmｏｓtsｅriouｓｋｉｎdsｏfbuｌlyingcａnｌａｒgｅｌybepreventｅd.Ｔhemoreeffoｒtpｕtinａnｄｔhewideｒｔhewｈolesｃhｏolinvｏlvemenｔ,tｈeｍoreｓubstａｎtiａltｈeresｕltｓarｅｌikelytobe.Tｈereｄuctiｏnｉnｂullying-andthｅconsequentimpｒoveｍeｎｔinpupiｌhaｐpinｅｓs-isｓuｒelyａwoｒtｈwｈileｏbｊective.答案與解析答案為iv。原文:“在我和IｒeneWhitｎey開展的一項(xiàng)調(diào)查中,我們發(fā)現(xiàn)在英國(guó)小學(xué)中，有四分之一的小學(xué)生有過受欺凌的經(jīng)歷,其中十例中有一例為連續(xù)受到欺凌。中學(xué)的欺凌現(xiàn)象要好一些,大約二十五例中有一例是連續(xù)受到欺凌,但是在這些情況中，受欺凌者也許反抗極其強(qiáng)烈?！毕鄳?yīng)選項(xiàng)ｉv“對(duì)英國(guó)學(xué)校欺凌現(xiàn)象的研究”。２．答案為vi。原文:“欺凌顯然是很不快樂的,并且會(huì)使經(jīng)歷過的孩子產(chǎn)生自貶和沮喪情緒?！币虼舜鸢笐?yīng)為選項(xiàng)ｖi“欺凌行為對(duì)孩子的影響”。３.答案為v．原文：“也許由此產(chǎn)生的一個(gè)現(xiàn)象就是學(xué)校經(jīng)常會(huì)否認(rèn)這一問題?！毕鄳?yīng)選項(xiàng)v“學(xué)校對(duì)于欺凌現(xiàn)象的反映”。4．答案為vii。原文:“導(dǎo)致這一變化有三個(gè)因素。第一是對(duì)欺凌問題嚴(yán)重性的結(jié)識(shí);第二，在英國(guó)有一些幫助解決欺凌的資源?！谌?有證據(jù)表白，這些材料發(fā)揮了作用，學(xué)校也因此在反欺凌方面取得一些成績(jī)?！币虼舜鸢笐?yīng)為選項(xiàng)ｖiｉ“學(xué)校對(duì)付欺凌新辦法的發(fā)展”。ＤＡY3實(shí)戰(zhàn)演練TheNatｕｒeofDisputesQuｅsｔionｓ14－１8RｅａdinｇPａssage1,”TheNａt(yī)ureofDisputｅs”ｈaｓ6sｅctiｏns.Choｏseｔhｅmｏｓtsuitableheａｄingforeａｃhｓeｃｔｉonfｒomthelistofheadings(ixｉi）ｂeｌow.Ｗrｉteｔｈeaｐproｐriatenumbeｒs(ｉxiｉ）inｂoxｅｓ1418onyouranswersheｅt.LｉstofHｅadｉngsiThecoｓtofadjuｄicaｔioniｉHanｄlｉｎgrｉｇｈtsｂasedｄispｕtｅsiｉｉPｕｎishｉngactｓofagｇｒｅsｓioｎivTheroｌeｏfdepeｎdencｅiｎｄisputeｓｖＴｈｅrolｅｏfａrｂitｒatorsviMethodｓofsetｔlｉｎｇcｏnｆlicｔinｇinteｒestsvｉiEｎsuringchoicｅfoｒconsuｍersvｉｉiFulfillingｅmplｏyｅe(cuò)'sneedsｉxTheｕsｅoｆｎegoｔｉａt(yī)ｉonfoｒdifferｅnｔdisｐuｔetypeｓxAｄvaｎtaｇesofnegotiａt(yī)ioｎoｖermedｉationxiTｈeroleofｐoｗerinｓｅｔtlinｇdisagｒeementsxｉiDisagrｅe(cuò)meｎtｏｆｉnｔereｓtｓ１4．ＳectionA１5．SectionB? AnsweｒＥxamｐleSｅｃtioｎCix１6.ＳectionD1７.SecｔionE18．SｅctioｎFToresｏｌvｅadisputemｅaｎsｔoturnopposinｇpositｉonｓｉnｔoasingleoｕtcｏme.Tｈｅtwopａrtｉｅsmａyｃhoosetofocuｓtheiratｔentiｏnononeorｍｏreoｆｔｈreeｂａｓicfaｃtoｒｓ．Ｔｈeymayｓeekto(1)reｃｏnciletheirinterestｓ,(2)determineｗhoisｒiｇht，and/oｒ(3)deteｒｍinewhoｉsmoｒepowerfｕl.SeｃtionAInterｅsｔsａｒeneｅds,desiｒes,coｎcerns,fｅaｒs-ｔhethingｓonｅcaｒeｓaｂouｔorwants.Theypｒoviｄethefoundaｔionfｏraｐerson'ｓorａｎorganiｓation'spｏsｉtｉoninaｄiｓpｕte．Ｉnadisｐuｔe,notoｎlｙdotheinｔeｒestsofoneparｔｙnｏｔcoincidｅwithtｈosｅoftｈeotherparｔｙ,bｕtｔhｅyareiｎcoｎflict．Fｏrｅxample,tｈedｉreｃｔorofsalesfｏranelecｔronicｓcoｍｐanyｇetsｉnｔoadiｓpｕｔｅwｉththedirectｏrofmaｎuｆacturiｎgｏveｒtｈｅnuｍbeｒofＴVmoｄeｌｓｔｏproduce.ThedｉｒectorofｓalesｗantstｏpｒoduｃeｍｏremodelsbeｃauseｈｅriｎteｒｅstiｓｉnsellingTVｓｅts；mｏreｍodelsｍeaｎｍorecｈｏicefｏrcｏnsｕmeｒsaｎｄｈｅncｅinｃreａsedsaleｓ.Thedirｅｃtｏrｏfmａnuｆaｃtuｒiｎg,ｈowevｅr,wａｎtsｔoｐrｏducｅfewｅｒmodelｓ．Hisinｔerestisindeｃrｅａsｉngmaｎufacturiｎgcostsanｄｍoreｍodelｓmeａnhigherｃosts.SectiｏｎBＲeｃoｎciｌingｓuchｉntｅrestｓｉsnotｅａｓy.Itinvolvｅｓprobｉngfordeeplyrootedcoｎcerns,dｅvisingcreaｔivesｏlｕtions,andmakiｎｇtｒaｄeｏffsａndcｏmprｏｍｉseswｈerｅinteｒｅstsaｒｅopposed．Thｅｍｏstｃｏmmoｎｐrｏceｄuｒefｏrdoiｎgｔhisiｓneｇotiatiｏn,theacｔoｆcoｍmunｉcａt(yī)iｏnintendedｔoreaｃhａgreeｍent.Anothｅriｎteresｔｓｂasedprocedureismediation，ｉｎwhｉcｈaｔhirdparｔyassｉststheｄispuｔaｎts，tｈetwosiｄeｓinｔhedｉspute,inreachｉｎgagreeｍｅnt．ＳｅctiｏnＣBynomeansｄoａllnｅgoｔｉationｓ（ormediaｔions)foｃｕsonrecｏncｉlinginterests.Somenegotiatiｏnsｆocusondeterｍiniｎgwhｏisｒighｔ,ｓuｃhaswhentwolawｙersaｒgueａbｏutｗhosecaｓｅhasｔhegreaｔｅｒｍerit.Othernegoｔiaｔｉoｎｓｆocuｓondeteｒminｉnｇwhｏｉsmorepoｗerｆul,ｓuchaswhｅｎｑuａrrellingneighｂoursornationｓｅｘcｈａｎgｅthreatsaｎdcｏｕnterthreatｓ.Ofｔennｅgotiatioｎsiｎvｏlｖeamｉxｏfａllthreesomeatｔemｐtstosａt(yī)ｉsfyinteｒｅsts,somedｉscussionofｒights，andｓomeｒeferenceｓtoｒｅlativepower.SectioｎDIｔｉsoftencompｌｉcaｔedｔoａt(yī)tempttodeｔeｒminewｈoisrigｈtｉnadｉspｕte.Althｏuｇhｉtisｕsｕaｌlyｓtraightｆorwardｗheｒerightsaｒeforｍalisｅdinlaｗ，otｈｅrrightsｔakethefoｒmofｕｎwｒitteｎｂutsoｃiallyaccｅpteｄｓｔanｄardsofbｅhavｉour，ｓucｈasｒｅｃiprocity,pｒecｅｄent，equaｌity,andｓeｎiｏrity．Ｔherｅａｒｅoftｅndifｆeｒenｔ-ａnｄsｏmｅtimｅｓconｔradictｏrｙstａｎｄaｒdsthａt(yī)ａppｌytorigｈtｓ.Reachiｎｇａgreementonｒｉghｔs,wheｒetheoutcomewilldｅtｅrｍｉｎewhogeｔswhａt(yī)，canｏftenbｅsodｉｆficultthaｔｔｈepartiesfrequentlytｕrnｔoathirdparｔｙtodｅterminewｈｏisrｉgｈt.Themｏstｔｙpicalｒiｇｈtspｒocedｕreｉsadｊudicatｉon,ｉnwhiｃhｄispｕtａntｓprｅｓentevｉdeｎceandａrgｕmentsｔoaneutｒaｌthirdpartｙwhohaｓthepoｗerｔomaｋeadｅciｓiｏnｔhａｔｍustbｅfoｌloweｄbyｂoｔhdisｐutaｎts.（Inｍediaｔｉｏn,bycｏｎtｒast，thethirｄpartyｄｏesnothaｖethｅpｏwｅrtodｅcideｔｈedispute.）Pｕblicaｄjｕdicationiｓｐroｖiｄｅdｂycoｕｒｔｓandadｍｉnｉstraｔiveagencies．Ｐｒivaｔｅadjudicationｉspｒovｉdedbyarbitｒａt(yī)ors.SectｉonEＡthirｄwaｙtoresｏｌveadisputeiｓontheｂasiｓｏｆｐoｗｅr.Weｄefinｅｐoｗer,somewｈａｔnarｒowly，ａsｔheabilitytopressurｅsｏmeｏｎetｏdｏsomｅthinghewoｕｌdｎotothｅｒｗisedo.Exercisingpoｗertｙpicａllymeansiｍｐosinｇcoｓtsontheotheｒsiｄeｏｒthreatenｉｎgtodoｓo．Tｈeexercisｅｏfpｏweｒｔakｅｓｔwocoｍmoｎfｏｒms:acｔｓｏfaggｒession，sucｈａsphysicaｌattack,andwithholｄiｎgtｈｅbeｎｅfｉtsthａｔｄeriveｆromarelaｔiｏｎship,aｓwhｅｎemplｏyeesｓtopｗorkｉｎgｉnastｒike.SｅctｉoｎＦInrelatｉonｓhｉｐsofmutuａlｄepenｄeｎce,suchａsbetｗeenlaｂourandmanagementorwiｔhiｎanｏrｇanｉsatioｎorａfaｍily，ｔhｅqｕestｉｏnoｆwhｏismｏrepoweｒｆｕｌturｎsonwｈoislessdependentｏnｔheoｔher．Iｆacoｍpaｎynｅe(cuò)ｄstheeｍｐloyees'woｒkmorethａnemployｅe(cuò)sneedthｅcoｍpanｙ＇spaｙ,thｅｃomｐａnyiｓmoredｅpendｅntandhencelesspowerｆul.Howdｅpenｄeｎtoneisturnsonhowsaｔiｓfaｃtｏｒyｔhealterｎativeｓareｆorｓatｉsfｙinｇｏｎｅ＇ｓintereｓts.Ｔheｂeｔtertｈeａｌteｒnative,tｈelesｓｄepｅndenｔoneｉs.Ｉfiｔisｅasiｅrfortｈecomｐanyｔｏreｐlacｅstｒikingemployｅe(cuò)sthaｎitｉｓfｏrstrｉkingemｐｌｏyｅe(cuò)stofiｎdｎeｗｊｏｂs,ｔｈecoｍpanyiｓlessdepｅndenｔandthｅreｂyｍoreｐowerful.Deteｒminingｗｈoistｈeｍoｒepowerfuｌｐartywｉthｏｕtaｄecisiveandpotentiａllyｄeｓtrucｔivepowercontestｉｓdｉffｉcultbｅcａuseｐoｗeriｓultimａｔelｙａｍatｔerofperceptｉons.★ 答案與解析14-１8題型:段落主旨題14.ＳectionＡ，通讀全段,段落中有一句是forexaｍｐｌe句型,它前面的句子是主題句,也就是本段的第三句：Ｉｎａdisｐuｔe,noｔｏnlyｄｏtｈeinterestsofonｅparｔｙnotｃoiｎｃideｗithtｈoseoftheotheｒparty,butthｅyａreinｃonflicｔ.中文譯文:在一個(gè)沖突中,不僅一方的利益與另一方不一致，并且它們是沖突的。對(duì)照選項(xiàng)列表，本段話的Headinｇ是xii。15.SecｔiｏnＢ，通讀全段，本段話的第一句:Reconcilingsuchiｎteｒestsisnoteasy.中文譯文:使利益一致是不容易的。根據(jù)前面講的規(guī)律,這句話是該段話的主題句。本段的Hｅaｄing是vｉMethodsｏfsettlingconｆlｉctｉnginteｒestｓ(解決沖突利益的方法）16．ＳectiｏｎＤ，通讀全段，沒有明顯的主題句。假如理解全段有困難,把本段話的第一句當(dāng)作是該段話的主題句（事實(shí)上，它的確也是本段話的主題句):Ｉtisｏｆtenｃomplicatedtoaｔｔempｔtodetｅrｍinewhoisｒigｈtｉnａｄispute．中文譯文:試圖決定誰(shuí)在沖突中是對(duì)的的通常是復(fù)雜的。與選項(xiàng)一一相應(yīng)，對(duì)的答案為iiHaｎdliｎgrｉghtｓbaseddisputes(解決基于對(duì)錯(cuò)的沖突）。１７.SectiｏnE，通讀全段，沒有明顯的主題句。假如理解全段有困難，把本段話的第一句當(dāng)作是該段話的主題句（事實(shí)上，它的確也是本段話的主題句）：Ａthｉｒdwａytoｒesoｌvｅａdｉsｐuteiｓoｎｔｈebasisoｆpｏwｅr．中文譯文：解決沖突的第三種方法是基于力量。關(guān)鍵詞是ｐoｗer。與選項(xiàng)一一相應(yīng),對(duì)的答案為xiTheｒｏlｅofpowerinｓettｌingdｉsagrｅe(cuò)ｍents(力量在解決沖突中的作用)。18.SecｔionＦ，通讀全段,沒有明顯的主題句。假如理解全段有困難,把本段話的第一句當(dāng)作是該段話的主題句（事實(shí)上，它的確也是本段話的主題句):Inrelatiｏnshipｓofmｕtuaｌdependence,suｃｈａsbetweenｌaboｕraｎｄmａｎagemeｎtorwithinanorganisａｔionorafamｉly,theｑuesｔionofwhoismorepowｅｒｆuｌｔuｒnsonｗhoiｓlｅsｓｄｅpenｄeｎtoｎｔhｅoｔheｒ.中文譯文:在互相依賴的關(guān)系中，例如,勞資關(guān)系或在一個(gè)家庭或一個(gè)組織中，誰(shuí)更有力量的問題就轉(zhuǎn)換成誰(shuí)更少依賴于另一方。本句比較復(fù)雜,中間有一個(gè)較長(zhǎng)的插入語(yǔ),可先略去不讀。關(guān)鍵詞是dependence和ｄepeｎdent。與選項(xiàng)一一相應(yīng),對(duì)的答案為ivＴｈｅｒｏｌeofｄependｅnceｉndisｐuｔes（依賴性在沖突中的作用)。DAY4實(shí)戰(zhàn)演練Quｅｓtions14-18ＲeadingPaｓsage2hasseｖenparagｒaphｓA-G.CｈoｏsｅtｈｅmoｓｔsuｉｔaｂleheａdingｓfoｒparagrapｈsB-EandGfroｍthelistofheadｉngsbeｌow.Writeｔheapproｐrｉａt(yī)enｕｍｂｅｒs(i-x)ｉnboxeｓ14-18onyｏurａnswersheｅｔ.NBThｅｒeａｒemｏrehｅaｄｉｎｇsｔｈanpａrａgｒａｐｈssｏｙouwｉllnotuseaｌloｆtheｍ.Ｙｏumａyusｅａｎyoftｈｅheadiｎｇｓmoｒｅｔhanonce.ＬiｓtoｆHeadings(ｉ）Theｅffeｃtofchangiｎgｄeｍoｇraphicsonｏｒganｉｓatioｎs（ii）FuturechaｎgｅsiｎtheＥｕrｏpeａnwoｒkforce（iiｉ)Theunｓtrｕcｔuredinterviｅwaｎdｉｔsvａｌidiｔy.(iv)Ｔｈeｐｅrsoｎ-ｓkilｌｓmaｔchapproａchtoｓeleｃｔioｎ(v)Theimplｉｃａｔionsｏfaｐoorperson-eｎｖironmeｎtｆit(vi)Sｏmｅpoorｓｅlｅｃtiｏｎdeｃiｓionｓ（vii)Tｈｅvalｉdｉtyoｆseｌectionproｃｅdureｓ(vｉii)Ｔｈepｅｒｓon-eｎviroｎmeｎｔfｉｔ（ix)PastａndfuturedemｏgraｐhiccｈaｎgeｓiｎＥurope(x)Ａdequateandinａｄequateexpｌａｎatiｏnsoforgａｎisaｔiｏnalfailure ExamplｅＰaｒａgraphAAnswer（x)1４.ＰａraｇraphB１５.PaｒagｒaphＣ1６.PａｒagｒapｈD１７．ParagｒaｐhＥExampleＰaｒaｇrapｈFAｎswer(ｉx)18.PａｒagraphGPＥOPLEAＮDＯRGANISATＩＯNS:THEＳELECTIONISSUEＡIn1991，aｃcｏrｄiｎｇｔｏtｈeＤｅｐａｒtmｅntofＴraｄeaｎｄＩnｄuｓtｒｙ,aｒeｃoｒd４８,000Britishｃｏｍpaniesｗentouｔｏfｂusｉneｓs.Wｈｅｎbusinｅsｓesfａil，thepoｓｔ-mortemaｎalyｓisisｔｒａditionａｌｌyuｎdertaｋｅnbyaccountanｔsａnｄｍａｒketsｔrａt(yī)egisｔｓ.Ｕnaｒguabｌyorｇａnisaｔｉｏｎsdｏfaｉlbecauｓｅoｆuｎdercaｐiｔaｌｉsatｉon，pooｒfinanｃialmanagement,aｄversｅｍａｒkｅtcondiｔionsetc.Ｙet,cｏｎｖersely，orｇanｉｓatｉonswitｈｓounｄfinanciaｌｂａcｋing,ｇooｄprｏｄuctiｄｅaｓａndmarketacumenoftｅnunｄerpeｒｆorｍaｎdｆａiｌtｏmｅｅtshaｒｅholderｓ'eｘpectationｓ.Ｔｈeｃomplexity,ｄegreeａndsｕｓtainｍｅntoforｇａnisatioｎａlｐeｒｆorｍanｃｅｒｅqｕiｒesanexplanａt(yī)ｉonwhiｃhgoesbeyoｎdthebalancｅsheetａndthｅ“paperconｖerｓiｏn”offinanciａｌinｐutsinｔopｒofiｔmaｋingoutputs.Aｍorecomｐleｔeexplanatｉｏｎof“wｈatweｎtｗronｇ”ｎecesｓarilｙmustconｓｉｄerｔheessencｅofwhatanｏrｇａnisatioｎactｕａｌlyisanｄｔhatoneofthｅｆｉnancｉａlinputs，themｏstimｐorｔantanｄofｔenthemｏstexpensive,ispｅｏple.BＡnｏｒganisatｉｏnisonlyａsgｏoｄａsｔhepeopleiteｍｐｌｏyｓ.Seｌecｔｉngｔheｒigｈtｐersoｎｆoｒtheｊoｂｉnvoｌveｓmorｅtｈaniｄentifyingthｅe(cuò)sseｎｔiaｌoｒｄesｉraｂlｅranｇeｏｆskillｓ，ｅducatｉoｎａlandprｏfeｓsionａlqualiｆicationsnｅｃesｓarｙtoperｆorｍtｈejｏbandｔheｎreｃｒuitｉｎgthecandidaｔewhoiｓｍｏstｌikｅlytopossesstｈｅseskｉllsｏratｌｅaｓｔｉｓpeｒｃｅivedtoｈavetheaｂilｉｔyanｄｐredispｏsｉtiｏntoacquirethem.Thｉｓisapurelｙｐersｏn/ｓkｉｌlｓmatｃｈapprｏaｃhtｏselecｔiｏｎ.CWorkinvａｒiaｂlytａｋesplaｃeiｎtheｐrｅsencｅaｎd／orunｄｅrｔhｅdireｃtioｎofｏthers,inapａｒtｉcuｌarorgaｎｉsatioｎalｓｅtting．Theindｉviduａlhasｔo“fit”inwiththeｗorkenｖironment,wｉthｏtｈeremployeｅs,wiｔｈｔhｅoｒganisaｔｉonａlcｌimate,styｌeofｗork,organisationaｎdcuｌtureｏftheｏrgａnisatiｏn．Diｆｆｅreｎtoｒganiｓationｓhaｖｅdiｆfｅrｅntcultures(Ｃaｒtwright&Cooｐer,19９1;1９92).WorｋiｎgａsanengineeｒatBritishＡｅrospaｃeｗilｌnotneceｓsariｌybeaｓimiｌaｒexpｅriencetoworkｉngintｈｅｓamecapａcitｙａt(yī)ＧEＣｏrPlesｓey.DＰoｏｒseｌｅctiondecisiｏｎsareeｘｐｅnsｉve．Forｅｘample,thecｏｓtsoftrａｉniｎgapｏｌiｃｅｍanａreabout￡2０,000(ａpprｏx.US$3０,００0).Tｈeｃoｓtsofemｐｌoyinganuｎsｕitaｂletechniｃianｏｎanoilrigoｒinａnucleａrplａｎtcouｌd，iｎａnｅmerｇｅnｃy，resｕltｉｎｍiｌliｏnsofｐoundsｏfdamａgｅorｌossｏflｉfe.Thｅｄｉsharｍoｎyｏｆaｐoorperｓｏｎ-ｅnviｒonmentｆit（PE-fiｔ)iｓlikｅｌytｏreｓultｉnloｗｊｏbsatiｓfactioｎ,lａckofoｒganisatｉｏnalcｏmmitmｅnｔａｎｄempｌoｙeestｒess,whichafｆectorgaｎizatｉｏnaloutcomesｉ．e．pｒoｄuｃtｉviｔy,ｈｉghｌａbｏｕｒｔuｒｎｏｖｅrandaｂｓｅnteeiｓｍ,ａｎｄｉndｉvidualoｕtcoｍesｉ.e．physiｃaｌ，psycｈologicａｌandmentalweｌl-being.EHoweｖeｒ,despitetheimporｔanｃｅｏfｔｈeｒeｃｒuitmentdecisionandｔｈerangeofsｏphisticatｅdａnｄmoreobjectｉveselectiontechniｑｕesaｖａiｌable,ｉncｌudiｎｇthｅｕseofｐｓｙｃｈomｅｔricteｓts，assesｓｍentcentreseｔc.，manyｏｒganisatｉｏｎsarｅstillpｒeｐａredｔｏmａkethisdｅcｉsiｏｎonｔhebａsiｓｏｆasｉnglｅ３0to4５minuteunｓtruｃtuｒedinteｒvieｗ.Inｄｅｅd,rｅsearcｈhasdeｍoｎstraｔｅdthａt(yī)asｅleｃｔｉoｎｄｅcｉsｉoｎisoftenmadeｗithintｈefiｒstｆｏurｍｉｎuｔesoftheｉnterviｅｗ.Iｎtheｒemainiｎgtｉme,ｔheｉｎtervieweｒthenatteｎdsexclusivelyｔoinfｏｒmationthａt(yī)rｅinfｏrcesthｅｉｎｉｔｉａl“acｃepｔ”or“rejｅct”deciｓｉｏn.Rｅｓearchiｎｔotheｖalidityofｓeleｃtionmｅthｏdshasconsistｅnｔｌｙdｅmｏnstratedthattheuｎｓｔｒucturedｉnｔerview,ｗheretheinterviewｅrasksaｎｙqｕestionｓhｅorshelikes,isapoorprediｃtoｒoffｕｔｕｒｅjobperfｏrmancｅandfareｓｌｉｔtlｅｂｅtterthａnmｏｒecｏntroｖｅrｓｉａlmｅtｈｏdslikegｒaphoｌogyanｄasｔrology.Intiｍｅsofhighunemploｙmeｎt,recｒuitｍｅntbeｃomeｓa“ｂuyer'smarｋet”andｔhｉｓwａｓthｅcａseinBritainduringｔｈe19８0s.FThefｕture，wearｅtoｌｄ,isｌikelｙtobeｄｉffeｒeｎt．DｅtaileｄsuｒｖeysofｓｏｃialａndeｃonomiｃtrｅｎdｓｉｎtｈeEuｒopeanCｏmmuｎityshｏｗｔhatＥurｏpe'spopulationiｓfaｌlingandgｅｔtｉｎgoldｅｒ.ThebｉrthrateｉｎtheCommunityｉｓnowoｎlyｔhree－qｕａｒtersoｆtｈelｅvｅlneedｅdtoensｕrerｅplａｃeｍeｎtoｆtheexistinｇpｏpulation.Bｙtheｙear2０23,itisｐredicteｄthatmoｒethanｏneiｎfoｕrEuｒopeaｎswillbeageｄ60oｒmoｒeaｎdｂaｒｅｌｙｏneiｎfivewillbｅuｎdｅr20．Ｉnafive-yｅarpeｒiodｂｅtｗｅｅn198３aｎd1988tｈｅCｏmmunｉty’sfeｍalewoｒkfoｒceｇreｗｂyalｍoｓtsｉxmiｌlioｎ.Asａresｕlt,51%ｏfallwomenaged14to64arenowｅcoｎｏmicallyacｔiｖeiｎthｅlabourmarkｅtcomｐaredｗｉtｈ78%ofmeｎ.GThｅchaｎｇiｎgdemographiｃswｉllnｏtoｎlｙaffectｓelectioｎraｔios.Ｔheｙwillalｓomａｋeitincreasinglｙiｍpoｒtantfｏrｏｒgａnisatｉｏｎswｉshingｔoｍａｉntａｉnｔhｅiｒcompeｔiｔiveeｄgetobemｏrerespoｎsiveandacｃommｏdaｔｉｎｇtothechａnｇingneedsoftheirworkｆorceiftｈeｙarｅｔoretaｉnandｄｅvｅlｏptｈｅｉrｈumaｎｒesｏurceｓ.More