江苏高考英语真题任务型阅读Word格式.docx
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江苏高考英语真题任务型阅读Word格式.docx
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注意:
请将答案写在答题卡上相应题号的横线上。
每个空格只填一个单词。
QuietVirtue:
TheConscientious
Theeverydaysignsofconscientiousness(认真尽责)—beingpunctual,carefulindoingwork,self-disciplined,andscrupulous(一丝不苟的)inattendingtoresponsibilities—aretypicalcharacteristicsofthemodelorganizationalcitizen,thepeoplewhokeepthingsrunningastheyshould.Theyfollowtherules,helpout,andareconcernedaboutthepeopletheyworkwith.It’stheconscientiousworkerwhohelpsnewcomersorupdatespeoplewhoreturnafteranabsence,whogetstoworkontimeandneverabusessickleaves,whoalwaysgetsthingsdoneondeadline.
Conscientiousnessisakeytosuccessinanyfield.Instudiesofjobperformance,outstandingeffectivenessforalmostalljobs,fromsemi-skilledlabortosalesandmanagement,dependsonconscientiousness.Itisparticularlyimportantforoutstandingperformanceinjobsatthelowerlevelsofanorganization:
thesecretarywhosemessagetakingisperfect,thedeliverytruckdriverwhoisalwaysontime.
AmongsalesrepresentativesforalargeAmericancarmanufacturer,thosewhoweremostconscientioushadthelargestvolumeofsales.Conscientiousnessalsooffersabuffer(缓冲)againstthethreatofjoblossintoday’sconstantlychangingmarket,becauseemployeeswiththisqualityareamongthemostvalued.Forthesalesrepresentatives,theirlevelofconscientiousnessmatteredalmostasmuchastheirsalesindeterminingwhostayedon.
Thereisanairaroundhighlyconscientiouspeoplethatmakesthemseemevenbetterthantheyactuallyare.Theirreputationfordependabilityinfluencesmanagers’evaluationsoftheirwork,givingthemhigherevaluationsthanobjectivemeasuresoftheirperformancewouldpredict.
Butconscientiousnessintheabsenceofsocialskillscanleadtoproblems.Sinceconscientiouspeopledemandsomuchofthemselves,theycanholdotherpeopletotheirownstandards,andsobeoverlyjudgmentalwhenothersdon’tshowthesamehighlevelsofmodelbehavior.FactoryworkersinGreatBritainandtheUnitedStateswhowereextremelyconscientious,forexample,tendedtocriticizeco-workersevenaboutfailuresthatseemedunimportanttothosetheycriticized,whichdamagedtheirrelationships.
Whenconscientiousnesstakestheformoflivinguptoexpectations,itcandiscouragecreativity.Increativeprofessionslikeartoradvertising,opennesstowildideasandspontaneity(自发性)arescarceandindemand.Successinsuchoccupationscallsforabalance,however;
withoutenoughconscientiousnesstofollowthrough,peoplebecomemeredreamers,withnothingtoshowfortheirimaginativeness.
题型自主分析:
1、原词重现(信息查找):
2、词性转换(信息加工):
3、提炼概括(信息归纳):
2012江苏卷
第四部分:
任务型阅读(共10小题;
每小题1分,满分10分)
请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。
注意:
HappinessAdvantage”Effect
InJuly2010Burt’sBees,apersonal-careproductscompany,wasgoingthroughenormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslifteveryone’sanxietylevel,whichactivatesthepartofthebrainthatprocessesthreatsandstealsresourcesfromtheprefrontalcortex(大脑皮层),whichisresponsibleforeffectiveproblemsolving.
Burt’sBees’sthen-CEO,JohnWolfgang,tookadifferentapproach.Eachday,he’dsendoutane-mailpraisingateammemberforworkrelatedtoglobalmarketing.He’dinterrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsaboutthecompany’svalues.Heaskedmetofurtherathree-hoursessionwithemployeesonhappinessinthecourseoftheexpansioneffort.Asonememberoftheseniorteamtoldmeayearlater,Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.
Thatoutcomeshouldn'
tsurpriseus.Researchshowsthatwhenpeopleworkwithapositivemind-set(思维模式),performanceonnearlyeverylevel---productivity,creativity,involvement---improves.Yethappinessisperhapsthemostmisunderstooddriverofperformance.Forone,mostpeoplebelievethatsuccesscomesbeforehappiness.“OnceIgetapromotion,I’llbehappy,”theythink.Or,“OnceIhitsalestarge,I’llfeelgreat.”Butbecausesuccessisamovingtarget—assoonasyouhityourtarget,youraiseitagain-----thehappinessthatresultsfromsuccessdoesnotlastlong.
Infact,itworkstheotherwayaround:
Peoplewhohaveapositivemind-setperformbetterinthefaceofchallenge.Icallthisthe“happinessadvantage”–everybusinessoutcomeshowsimprovementwhenthebrainispositive.I'
veobservedthiseffectinmyroleasaresearcherandlecturerin48countriesontheconnectionbetweenemployeehappinessandsuccess.AndI’mnotalone:
Inananalysisof225academicstudies,researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.
Anothercommonmisunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshaveanimpact.Butone’sgeneralsenseofwell-beingissurprisinglyunstable.Thehabitsyouform,thewayyouinteractwithcolleagues,howyouthinkaboutstress---allthesecanbemanagedtoincreaseyourhappinessandyourchancesofsuccess.
2011江苏卷
每个空格只填1个单词。
WhenShouldaLeaderApologizeandWhenNot?
WhyDifficult?
Whenwewrongsomeoneweknow,evennotintentionally,wearegenerallyexpectedtoapologizesoastoimprovethesituation.Butwhenwe’reactingasleaders,thecircumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyattheleveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologizecanbeseenasasignofstrongcharacterorasasignofweakness.Asuccessfulapologycanturnhateintopersonalandorganizationalharmony—whileanapologythatistoolittle,toolate,ortooobviouslystrategiccanbringonindividualandinstitutionalruin.What,then,istobedone?
Howcanleadersdecideifandwhentoapologizepublicly?
WhyNow?
Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmoreurgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdevelopedanapologyculture—apologiesofallkindsandforallsortsofwrongdoingsaremadefarmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.Morearticles,cartoons,advicecolumns,andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivateapologies.
WhyBother?
Whydoweapologize?
Whydoweeverputourselvesinsituationslikelytobedifficult,embarrassing,andevenrisky?
Leaderswhoapologizepubliclycouldbeaneasytarget.Theyareexpectedtoappearstrongandcapable.Andwhenevertheymakepublicstatementsofanykind,theirindividualandinstitutionalreputationsareindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.Foraleadertoexpressapology,thereneedstobeagood,strongreason.Leaderswillpubliclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthecostsofnotdoingso.
WhyRefuse?
Whyisitthatleaderssooftenrefusetoapologize,evenwhenapublicapologyseemstobeinorder?
Theirreasonscanbeindividualorinstitutional.Becauseleadersarepublicfigures,theirapologiesarelikelytobepersonallyuncomfortableandevenprofessionallyrisky.Leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroytheorganizationforwhichtheyareresponsible.Therecanbegoodreasonsforhangingtoughintoughsituations,asweshallsee,butitisahigh-riskstrategy.
2010江苏卷
Formorethantwentyyearsscientistshavebeenseekingtounderstandthemysteryofthe‘‘sixthsense"
ofdirection.Bytryingoutideasandsolvingproblemsonebyone,theyarenowgettingclosertooneanswer.
Onefunnyideaisthatanimalsmighthaveabuilt-incompass(指南针).
Ourearthitselfisabigmagnet(磁体).Soalittlemagneticneedlethatswingsfreelylinesitselfwiththebigearthmagnettopointnorthandsouth.Whenpeoplediscoveredthatideaaboutathousandyearsagoandinventedthecompass,itallowedsailorstonavigate(航海)onoceanvoyages,evenundercloudyskies.
Actuallytheideaofthelivingcompasscamejustfromobservinganimalsinnature.
Manybirdsmigratetwiceayearbetweentheirsummerhomesandwinterhomes.Someofthemflyforthousandsofkilometersandmostlyatnight.Experimentshaveshownthatsomebirdscanrecognizestarpatterns.Buttheycankeeponcourseevenundercloudyskies.Howcantheydothat?
Acommonbirdthatdoesnotmigratebutisgreatatfindingitswayhomeisthehomingpigeon.Notallpigeonscanfindtheirwayhome.Thosethatcanareverygoodatit,andtheyhavebeenwidelystudied.
Oneinterestingexperimentwastoattachlittlemagnetstothebirds’headstoblocktheirmagneticsense—justasaloudradiocankeepyoufromhearingacalltodinner.Onsunnydays,thatdidnotfoolthepigeons.Evidentlytheycanusethesuntotellwhi
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