?？即v階段16hz考試題英語

年入學(xué)統(tǒng)一考試管理類專業(yè)聯(lián)考英語試卷3BSectionIUseofReadthefollowingtext.Choosethebestword(s)foreachnumberedblankandmarkA,B,CorDontheANSWERSHEET.(10points)AreweatthebeginningofanotherAgeofExploration?Perhapsevenmoreimportant,areweatthebeginningof1AgeofColonization?Asthepopulationoftheworldincreasestowardsthepoint2theearthcannolongersupportallthepeople3onit,thesecondquestion urgent.Willwediscoveranewworld,4Columbusdid,onwhichhumanlifewillbepossible?Atthispointinthespaceage,noonecanreallyanswerthesequestions.Wecansay,5thatwewillnotseetomorrowthekindofspacetravelthat6fictionandthemovieshaveshown.Itwillbealongtimebeforewehaveflightthatrun7tohumancoloniesonthemoonorononeofthenets.Wearenotevengoingtobeableto8immediateadvantagesofthemineralsthatwemayfindonthenets9ourownsolarsystem.Greatproblemsmustbesolved10wecouldsendcolonistsoutintospace.Thedistancesthatmustbe11andthelengthoftimeittakestodothatcanhardlybe12.Therearealsodangersthatwestilldonotreallyunderstandfromradiation,forexample,orfrompiecesofmatter.13inspace,or'fromcontaminationfromformsoflifethatmight14there.Thereisalsoneedforhumanstotaketheirownenvironmentintospace15them.Sofarno"island"hasbeendiscoveredinspaceonwhichpeoplecanexistwithoutsystemsthat16life,andthesesystems panyanyfuturespace17Finally,onthemostpractical18,therehastobetheenormousexpense19inspaceexploration.TheU.S.andRussianernmenthavealreadyspentbillionsofdollarsforprojects20whichtheycanreceiveareturnonlyinknowledgeandnotinmoney.1.A.B.C.D.2.A.B.C.D.3.A.B.C.D.4.A.B.C.D.5.A.B.C.D.6.A.B.C.D.7.A.B.C.D.8.A.BC.D.9.A.B.C.D.10.A.B.C.D.11.A.B.C.D.12.A.B.C.D.13.A.B.C.D.14.A.B.C.D.15.A.BC.D.16.A.B.C.D.17.A.B.C.D.18.A.B.C.D.19.A.B.C.D.20.A.B.C.D.SectionIIReadingPartAReadthefollowingfourpassages.AnswerthequestionsbeloweachpassagebychoosingA,B,CD.MarkyouranswersontheANSWERSHEET.(40Thelongyearsoffoodshortageinthiscountryhavesuddenlygivenwaytoapparentabundance.Storesarechokedwithfood.Rationing（定量供應(yīng)）isvirtuallysuspended,andoverseasrshavebeenaskedtoholdbackdeliveries.Yet,insteadofjoythereiswidespreaduneasinessandconfusion.Whydofoodpriceskeeponrising,whenthereseemstobesomuchmorefoodabout?Istheabundanceonlytemporary,orhasitcometostay?Doesitmeanthatweneedtothinklessnowmorefoodathome?Nooneknowsthattoexpect.Therecentgrowthofexportsurplusesontheworldfoodmarkethascertainlybeenunexpectedlygreat,partlybecauseastrangesequenceoftwosuccessfulgrainharvests.NorthAmericaisnowbeingfollowedbyathird.MostofBritain’soverseasrsofmeat,too,areofferingmorethisyearandhomeproductionhasalsorisen.Buttheeffectofallthisonthefoodsituationinthiscountryhadbeenmadeworsebyasimultaneousriseinfoodprices,duechieflytothegradualcuttingdownof ernmentsupportforfood.Theshopsareoverstockedwithfoodnotonlybecausethereismorefoodavailable,butalsobecausepeople,frightenedbyhighprices,arebuyinglessofit.Moreover,theriseindomesticpriceshascomeatatimewhenworldpriceshavebeguntofall,withtheresultthatimportedfood,withtheexceptionofgrain,isoftencheaperthanthehome-producedvariety.Andnowgrainprices,too,arefalling.Consumersarebeginningtoaskwhytheyshouldnotbeenabledtobenefitfromthistrend.Thesignificanceofthesedevelopmentsisnotlostonfarmers,Theoldergenerationhaveseenitallhappenbefore.Despitethepresentpriceandmarketguarantees,farmersfeartheyareabouttobesqueezedbetweencheapfoodimportsandashrinkinghomemarket.Presentproductionisrunningat51percentabovepre-warlevels,andtheernmenthascalledforanexpansionto60percentbyl956;butrepeatedMinisterialadviceiscarryinglittleweightandtheexpansionprogrammeisnotworkingverywell.Whyisthere“wide-spreaduneasinessandconfusionaboutthefoodsituationinTheabundantfoodsupplyisnotexpectedtoBritainisimportinglessDespitetheabundance,foodpriceskeepBritainwillcutbackonitsproductionofThemainreasonfortheriseinfoodpricesis peoplearebuyinglesstheernmentisprovidinglessfinancialsupportfordomesticfoodproductionhasimportedfoodisdrivingpricesWhydidn’ttheernment’sexpansionprogrammeworkveryBecausethefarmerswereuncertainaboutthefinancialsupport ernmentBecausethefarmerswereuncertainforthebenefitsofexpandingBecausethefarmerswereuncertainwhetherforeignmarketscouldbefoundfortheirBecausetheoldergenerationoffarmerswerestronglyagainsttheThedecreaseinworldfoodpriceswasaresult asharpfallinthepurchasingpoweroftheasharpfallinthecostoffoodtheoverproductionoffoodinthefood-importingtheoverproductiononthepartofthemainfoodexportingWhatdidthefuturelooklikeforBritain’sfoodproductionatthetimethisarticlewasThefallinworldfoodpriceswouldbenefitBritishAnexpansionoffoodproductionwasatBritishfoodproducerswouldreceivemoreItlooksdepressingdespiteernmentguaranteesfinancialIfsustainablecompetitiveadvantagedependsonwork-skills,Americanfirmshaveaproblem.Human-resourcemanagementisnottraditionallyseenascentraltothecompetitivesurvivalofthefirmintheUnitedStates.Skillacquisitionisconsideredanindividualresponsibility.Labourissimplyanotherfactorofproductiontobehired-rentedatthelowestpossiblecost-muchasonebuysrawmaterialsorequipment.Thelackofimportanceattachedtohuman-resourcemanagementcanbeseeninthecorporatehierarchy.InanAmericanfirmthechieffinancialofficerisalmostalwayssecondincommand.Thepostofheadofhuman-resourcemanagementisusuallyaspecializedjob,offattheedgeofthecorporatehierarchy.TheexecutivewhoholdsitisneverconsultedonmajorstrategicdecisionsandhasnochancetomoveuptoChiefExecutiveOfficer(CEO).Bywayofcontrast,inJapantheheadofhuman-resourcemanagementiscentral--usuallythesecondmostimportantexecutive,aftertheCEO,inthefirm’shierarchy.WhileAmericanfirmsoftentalkaboutthevastamountsspentontrainingtheirwork,infacttheyinvestlessintheskillsoftheiremployeesthandoeitherJapaneseorGermanfirms.Themoneytheydoinvestisalsomorehighlyconcentratedonprofessionalandmanagerialemployees.Andthelimitedinvestmentsthataremadeintrainingworkersmealsomuchmorenarrowlyfocusedonthespecificskillsnecessarytodothenextjobratherthanonthebasicbackgroundskillsthatmakeitpossibletoabsorbnew.Asaresult,problemsemergewhennewbreakthrougharrive.IfAmericanworkers,forexample,takemuchlongertolearnhowtooperatenewflexiblemanufacturingstationsthanworkersonGermany(astheydo),theeffectivecostofthosestationsislowerinGermanythanitisintheUnitedStates.Moretimeisrequiredbeforeequipmentisupandrunningatcapacity,andtheneedforextensiveretraininggeneratescostsandcreatesbottlenecksthatlimitthespeedwithwhichnewequipmentcanbeemployed.Theresultisaslowerpaceoftechnologicalchange.Andintheendtheskillsofthebottomhalfofthepopulationaffectthewagesofthetophalf.Ifthebottomhalfcan’teffectivelystafftheprocessesthathavetobeoperated,themanagementandprofessionaljobsthatgowiththeseprocesseswilldisappear.WhichofthefollowingappliestothemanagementofhumanresourcesinAmericanTheyhirepeopleatthelowestcostregardlessoftheirTheyseethegainingofskillsastheiremployees’ownTheyattachmoreimportancetoworkersthantoTheyonlyhireskilledworkersbecauseofkeenWhatisthepositionoftheheadofhuman-resourcemanagementinanAmericanHeisoneofthemostimportantexecutivesintheHispostislikelytodisappearwhennewareHeisdirectlyunderthechieffinancialHehasnosayinmakingimportantdecisionsinthe28ThemoneymostAmericanfirmsputintrainingmainlygoes workerswhocanoperatenewworkerswholackbasicbackgroundtopAccordingtothepassage，thedecisivefactorinmaintainingafirm’scompetitiveadvantage theintroductionofnewtheimprovementofworkers’basictherationalcompositionofprofessionalandmanagerialtheattaentofimportancetothebottomhalfoftheWhatisthemainideaoftheAmericanfirmsaredifferentfromJapaneseandGermanfirmsinhuman-re-sourceTheheadofhuman-resourcemanagementmustbeinthecentralpositioninafirm’sThehuman-resourcemanagementstrategiesofAmericanfirmsaffecttheircompetitiveInAmericaalone,tipisnowa$16billion-a-yearindustryArecentpollwedthat40%ofAmericansloathe(厭惡)thepractice.Consumersactingrationallyoughtnottopaymorethantheyhavetoforagivenservice.Tipsshouldnotexist.Sowhydothey?Theconventionalwisdomisthattipsbothrewardtheeffortsofgoodserviceandreduce fortablefeelingsofinequality.Thebettertheservice,thebiggerthetip.ButaccordingtonewresearchfromCornelUniversity,tipnolongerservesanyusefulfunction.Thepaperysesdatafrom2,547groupsdiningat20differentrestaurants.Thecorrelationbetweenlargertipsandbetterservicewasveryweakonlyatinypartofthevariabilityinthesizeofthetiphadanythingtodowiththequalityofservice.Customerswhoratedamealas“excellent”stilltippedanywherebetween8%and37%ofthemealprice.Tipisbetterexinedbyculturethanbyeconomics.InAmerica,thecustomhas institutionalized:itisregardedaspartoftheacceptedcostofaservice.InaNewYorkrestaurant，failingtotipatleast15%couldwellmeanabusefromthewaiter.Hairdresserscanexpecttoget15—20%,themanwhodeliversyourgroceries$2.InEurope,tipislesscommon；inmanyrestaurants，discretionary（自由決定的）tipisbeingrecedbyastandardservicecharge.InmanyAsiancountries,tiphasneverreallycaughtonatall.Howtoaccountforthesenationaldifferences?AccordingtoMichaelLynn,theCornellpapers’co-authorcountriesinwhichpeoplearemoreextrovert（外傾性的）,sociableorneurotic（易激動(dòng)的）tendtotipmore.Tiprelievesanxietyaboutbeingservedbystrangers.And,saysM.Lynn,“inAmerica,wherepeopleareoutgoingandexpressive,tipisaboutsocialapproval.Ifyoutipbadly,peoplethinklessofyou.Tipwellisachancetoshowoff.”Icelanders,bycontrast,donotusuallytip--ameasureoftheirintroversion（內(nèi)傾性）”nodoubt.Whilesuchexnationsmaybecrude,thehardtruthseemstobethattipdoeswork.Itdoesnotbenefitthecustomer.Nor,inthecaseofrestaurants,doesitactuallyencouragethewaiter,orhelptherestaurantmanagertomonitorandassesshisstaff.Servicepeopleshould“justbepaidadecentwage”mayactuallymakeeconomicsense.3l.WhichofthefollowingstatementsbestexpressesthemainideaoftheTipisverypopularinBetterservicedeservesbiggerDiscretionarytipisnotTipembodiesone’ssocialWecaninferfromthefirstparagraph mostAmericansregardtipasarationalpractice,thoughsomeofthemdislikemostAmericansrecognizethefactthattipsencouragegoodserviceandmakeservantsfeeltipisunnecessaryandunreasonable,butpeopleinAmericahaveto,foritisasocialconsumersonlypaywhattheyhavetopayforagivenservice,becausetheydon’tInthethirdparagraph,severaldataarequotedinorder showthedifferenttiplevelbetweendifferentshowthetipcustom elustheStandardizedtiplevelinseveralWhichofthefollowingwordbestdescribestheauthor’sattitudetowardstheCornellA. B. C. D.Accordingtothelastparagraph,whichofthefollowingisNOTNobodybenefitsfromtipinthecaseofWaitersarenotmotivatedfromtipTipdoesnotbenefitmanagementoftheTipsshouldgointothedecentwagesofserviceThemainideaofthesebusiness-schoolacademicsisappealing.Inawordwherecompaniesmustadapttonewandsourceofcompetition,itismuchharderthanitusedtobetooffergoodemployeesjobsecurityandanopportunitytoclimbthecorporateladder.Yetitisalsomorenecessarythaneverforemployeestoinvestinbetterskillsandsparklewithbrightideas.Howcanfirmsgetthemostoutofpeopleiftheycannolongerofferthemprotectionandpromotion?Manybosseswouldlovetohaveananswer.SumantrraGhoshaloftheLondonBusinessSchoolandChristopherBartlettoftheHarvardBusinessschoolthinktheyhaveone:“Employability.”Ifmanagersoffertherightkindsoftrainingandguidance,andchangetheirattitudetowardstheirunderlings,theywillbeabletoreassuretheiremployeesthattheywillalwayshavetheskillsandexperiencetofindagoodjob—evenifitiswithadifferent Unfortunay,theypromisemorethantheydeliver.Theirthoughtsonwhatanidealorganizationshould plisharehardtoquarrelwith:encouragepeopletobecreative,makesurethegainsfromcreativityaresharedwiththepainsofthebusinessthatcanmakethemostofthem,keeptheorganizationfromgettingstaleandsoforth.Therealdisappointmentcomeswhentheyattempttoshowhowfirmsmightactuallycreatesuchanenvironment.Atitsnubisthenotionthatcompaniescanattaintheirelusivegoalsbychangingtheirimplicitcontractwithindividualworkers,andtreatingthemasasourceofvalueratherthanacoginamachine.Theauthorsofferafewinspiringexampleofcompanies——theyincludeMotorola,3MandABB——thathavemanagedtogosomewaytowardscreatingsuchorganizations.Buttheyofferlittleusefulguidanceonhowtogoaboutit,andleavethebiggestquestionsunanswered.Howdoyoucontinuouslytrainpeople,withoutdivertingthemfromtheireverydayjobofmakingthebusinessmoreprofitable?Howdoyoutrainpeopletobesuccessfulelsewherewhilestillencouragingthemtomakebigcommitmentstoyourownfirm?Howdoyougetyournewlyliberatedemployeestospendtheirtimeonideasthatcreatevalue,andnotsimplyonthosetheyenjoy?Mostoftheiranswersaretitudinous,andwhentheyarenottheyareunconvincing.Wecaninferfromthepassagethatinthepastan hadjobsecurityandopportunityofhadtocompetewitheachothertokeephishadtoundergotrainingallthehadnodifficultyclimbingthecorporateWhatdoesthewriterofthispassagethinkoftheideasofGhoshalandVery B.VeryC.Hardto D.QuiteIntheirwork,GhoshalandBartlett changesinbusinesscontractsbetweenemployersandThispassageseemstobe book B.C.news D.researchAccordingtoChritopherBartlettwhatwillimproveAbilitytolayoutone’stalentstoSkillsandknowledgeaccumulatedfromschoolTrainingopportunityandguidanceofferedbyBeingcreativeandreadytosharecollectivePartBReadthefollowingtextandanswerthequestionsbychoosingthemostsuitablesubtitlefromthelistA-Gforeachnumberedparagraph(41-45).Therearetwoextrasubtitleswhichyoudonotneedtouse.MarkyouranswersontheANSWERSHEET.(10points)MonitoryouralcoholPayattentiontotableDon'tbeaKeeptheconversationMakenewForyoungworkers,holidaypartiescanbeawonderfulopportunitytocelebrateasuccessfulyeargoneby,catchupwithcolleaguesandhobnobwithseniorexecutivestotrytogetahead.Butahostofchallengesconfrontyoungemployees--fromfiguringoutwhomtobringtowalkingthefinelinebetweenbeingfriendlyandbeingflirty.Somedo'sanddon'tswhenitcomestotheseevents:Ifyou'renewtothe,talktoco-workerswhohaveattendedpreviousofficefunctionstogetasenseofwhatyoushouldwear.Dressconservatively,not"likeyou'regoingtoaclubinVegas,"saysTomGimbel,CEOofstaffingfirmLaSalleNetworkinChicago.But,headds,don'ttakeit"tothepointwhere(you're)wearingasuitwhereeverybodyelseiswearingns."Steerclearoftalkingaboutthoselayoffsorpay zesthathavehitmorale,expertsadvise."Trytokeeptheconversationupbeat,"saysBarbaraPachter,ofPachter&Associates,abusiness-etiquetteandcommunicationsfirminCherryHill,N.J. "Ifyou'remerging,thatcouldbeanexcitingthing,(orif)you'readdingnewproductlines,thatcouldbeanexcitingthing"totalkWhileit'sfuntoindulgeinrumorsaboutcolleagues,youdon'twanttobeknownasthewho'salwaysspreadingjuicygossip."Youwanttobeknownforyourworkethic,youtobeknownfortheworkproductthatyouputout,andataholidayparty,youdon'twanttobetheonelingeverybodywho'smakingoutwithwhomandwho'sfightingwithwhom,"saysMr.Gimbel.Instead,heencouragespeopletosticktosafetopicslikesports,entertainmentandwhat'sgoingonintheworld.Evenifyou'reintimidatedbythecliqueofVPshuddlingintheirowncircle,don'tpassuptheopportunitytomeetthesepeople,whocouldbeinterviewingyouwhenyou'reupforyournextpromotion.Lookforanopeningtochimeinonatopicthatyouknowabout.Iftheydon'talreadyknowyou,introduceyourselfandsayhowlongyou'vebeenwiththeandwhatyoudo.Afterward,ifyoufeellikeyouconnectedwithsomeonesenior,sendthemafollow-upsayingitwasnicetomeetthem,saysMs.Pachter."WhathaveyougottoHolidaypartiesareoneofthefewworkceeventswhereimbibingisallowedandevenencouragedtogetpeoplerelaxed.However,justbecausealcoholis -flowingatthebardoesn'tmeanyoushouldtakethatasalicensetorepriseyourcollegefratparties."Mostpeopleheadtowardthebarandthebuffetwhentheygettoaho