大学英语四级考试模拟题Word格式.docx
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大学英语四级考试模拟题Word格式.docx
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Questions26to35arebasedonthefollowingpassage.
Asifyouneededanotherreasontohatethegym,itnowturnsoutthatexercisecanexhaustnotonlyyourmuscles,butalsoyoureyes.Fearnot,however,forcoffeecanstimulatethemagain.During(26)_______exercise,ourmusclestireastheyrunoutoffuelandbuildupwasteproducts.Muscleperformancecanalsobeaffectedbya(27)_______called"
centralfatigue,”inwhichanimbalanceinthebody’schemicalmessengerspreventsthecentralnervoussystemfromdirectingmusclemovements(28)_______.Itwasnotknown,however,whethercentralfatiguemightalsoaffectmotorsystemsnotdirectly(29)_______intheexerciseitself,suchasthosethatmovetheeyes.Tofindout,researchersgave11volunteercyclistsacarbohydrate(碳水化合物的)(30)_______eitherwithamoderatedoseofcaffeine(咖啡因),whichisknowntostimulatethecentralnervoussystem,orasaplacebo(安慰剂)without,during3hoursof(31)_______.Afterexercising,thescientiststestedthecyclistswitheyetrackingcamerastoseehowwelltheirbrainscouldstill(32)_______theirvisualsystem.Theteamfoundthatexercisereducedthespeedofrapideyemovementsbyabout8%,(33)_______theirabilitytocapturenewvisualinformation.Thecaffeine,theequivalentoftwostrongcupsofcoffee,was(34)_______toreversethiseffect,withsomecyclistsevendisplaying(35)_______eyemovementspeeds.Soitmightbeagoodideatogetsomeoneelsetodriveyouhomeafterthatmarathon.
注意:
此部分试题请在答题卡2上作答。
A)cautiously
B)commit
C)control
D)cycling
E)effectively
F)increased
G)involved
H)limited
I)phenomenon
J)preventing
K)sensitive
L)slowing
M)solution
N)sufficient
O)vigorous
SectionB
Inthissection,youaregoingtoreadapassagewithtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.AnswerthequestionsbymarkingthecorrespondingletteronAnswerSheet2.
Teamspirit
[A]Teamshavebecomethebasicbuildingblocksoforganizations.Recruitmentadvertisementsroutinelycallfor“teamplayers”.Businessschoolsgradetheirstudentsinpartontheirperformanceingroupprojects.Officemanagersknockdownwallstoencourageteambuilding.Teamsareasoldascivilization,ofcourse:
evenJesushad12co-workers.ButanewreportbyDeloitte,“GlobalHumanCapitalTrends”,basedonasurveyofmorethan7,000executivesinover130countries,suggeststhatthefashionforteamworkhasreachedanewhigh.Almosthalfofthosesurveyedsaidtheircompanieswereeitherinthemiddleofrestructuringorabouttoembarkon(开始)it;
andforthemostpart,restructuringmeantputtingmoreemphasisonteams.
[B]Companiesareabandoningconventionalfunctionaldepartmentsandorganisingemployeesintocross-disciplinaryteamsthatfocusonparticularproducts,problemsorcustomers.Theseteamsaregainingmorepowertoruntheirownaffairs.Theyarealsospendingmoretimeworkingwitheachotherratherthanreportingupwards.Deloittearguesthataneworganisationalformisontherise:
anetworkofteamsisreplacingtheconventionalhierarchy(等级体制).
[C]Thefashionforteamsisdrivenbyasensethattheoldwayoforganisingpeopleistoorigidforboththemodemmarketplaceandtheexpectationsofemployees.Technologicalinnovationplacesgreatervalueonagility(灵活性).JohnChambers,chairmanofCiscoSystemsInc.,aworldwideleaderinelectronicsproducts,saysthat“wecompeteagainstmarkettransitions(过渡),notcompetitors.Producttransitionsusedtotakefiveorsevenyears;
nowtheytakeoneortwo.”Digitaltechnologyalsomakesiteasierforpeopletoco-ordinatetheiractivitieswithoutresortingtohierarchy.The“millennials”(千禧一代)whowillsoonmakeuphalftheworkforceinrichcountrieswereraisedfromnurseryschoolonwardstoworkingroups.
[D]Thefashionforteamsisalsospreadingfromtheusualcorporatesuspects(suchasGEandIBM)tosomemoreunusualones.TheClevelandClinic,ahospitaloperator,hasreorganiseditsmedicalstaffintoteamstofocusonparticulartreatmentareas;
consultants,nursesandotherscollaboratecloselyinsteadofbeingseparatedbyspeciality(专业)andrank.TheUSArmyhasgonethesameway.Inhisbook,“TeamofTeams'
GeneralStanleyMcChrystaldescribeshowthearmy’shierarchicalstructurehindereditsoperationsduringtheearlystagesoftheIraqwar.Hissolutionwastolearnsomethingfromtheinsurgentsitwasfighting:
decentraliseauthoritytoself-organisingteams.
[E]Agoodruleofthumbisthatassoonasgeneralsandhospitaladministratorsjumponamanagementbandwagon,itistimetoaskquestions.LeighThompsonofKelloggSchoolofManagementinIllinoiswarnsthat,‘Teamsarenotalwaystheanswer—teamsmayprovideinsight,creativityandknowledgeinawaythatapersonworkingindependentlycannot;
butteamworkmayalsoleadtoconfusion,delayandpoordecision-making.”ThelateRichardHackmanofHarvardUniversityonceargued,“Ihavenoquestionthatwhenyouhaveateam,thepossibilityexiststhatitwillgeneratemagic,producingsomethingextraordinary...Butdon’tcountonit.”
[F]Hackman(whodiedin2013)notedthatteamsarehamperedbyproblemsofco-ordinationandmotivationthatchipawayatthebenefitsofcollaboration.High-flyersforcedtoworkinteamsmaybeundervaluedandfree-ridersempowered.Groupthinkmaybeunavoidable.Inastudyof120teamsofseniorexecutives,hediscoveredthatlessthan10%oftheirsupposedmembersagreedonwhoexactlywasontheteam.Ifitishardenoughtodefineateam’smembership,agreeingonitspurposeisharderstill.
[G]Profoundchangesintheworkforcearemakingteamstrickiertomanage.Teamsworkbestiftheirmembershaveastrongcommonculture.Thisishardtoachievewhen,asisnowthecaseinmanybigfirms,alargeproportionofstaffaretemporarycontractors.Teamworkimproveswithtime:
America’sNationalTransportationSafetyBoardfoundthat73%oftheincidentsinitscivil-aviationdatabaseoccurredonacrew’sfirstdayofflyingtogether.However,asAmyEdmondsonofHarvardpointsout,organisationsincreasinglyuse“team”asaverbratherthananoun:
theyformteamsforspecificpurposesandthenquicklydisbandthem.
[H]Theleastthatcanbeconcludedfromthisresearchisthatcompaniesneedtothinkharderaboutmanagingteams.Theyneedtoridtheirmindsofsentimentalism(感情用事):
themostsuccessfulteamshaveleaderswhoareabletosetanoveralldirectionandtakeimmediateaction.Theyneedtokeepteamssmallandfocused:
givingintopressuretobemore“inclusive”isaguaranteeofdysfunction.JeffBezos,Amazon’sboss,saysthat“IfIseemorethantwopizzasforlunch,theteamistoobig.”Theyneedtoimmunizeteamsagainstgroup-think:
Hackmanarguedthatthebestonescontain“deviants”(离经叛道者)whoarewillingtodosomethingthatmaybeupsettingtoothers.
[I]Anewstudyof12,000workersin17countriesbySteelcase,afurniture-makerwhichalsodoesconsulting,findsthatthebestwaytoensureemployeesare“engaged”istogivethemmorecontroloverwhereandhowtheydotheirwork―whichmaymeanliberatingthemfromhavingtodoeverythingincollaborationwithothers.
[J]However,organisationsneedtolearnsomethingbiggerthanhowtomanageteamsbetter:
theyneedtobeinthehabitofaskingthemselveswhetherteamsarethebesttoolsforthejob.Teambuildingskillsareinshortsupply:
Deloittereportsthatonly12%oftheexecutivestheycontactedfeeltheyunderstandthewaypeopleworktogetherinnetworksandonly21%feelconfidentintheirabilitytobuildcross-functionalteams.Looselymanagedteamscanbecomehotbedsofdistraction―employeesroutinelycomplainthattheycan’tgettheirworkdonebecausetheyareforcedtospendtoomuchtimeinmeetingsorcompelledtoworkinnoisyoffices.Evenintheageofopen-planofficesandsocialnetworkssomeworkisbestlefttotheindividual.
36.Successfulteamleadersknowexactlywheretheteamshouldgoandareabletotakepromptaction.
37.Decentralisationofauthoritywasalsofoundtobemoreeffectiveinmilitaryoperations.
38.Inmanycompanies,theconventionalformoforganisationisgivingwaytoanetworkofteams.
39.Membersofpoorlymanagedteamsareeasilydistractedfromtheirwork.
40.Teamworkismosteffectivewhenteammemberssharethesameculture.
41.AccordingtoareportbyDeloitte,teamworkisbecomingincreasinglypopularamongcompanies.
42.Someteammembersfindithardtoagreeonquestionslikemembershipandtheteam’spurpose.
43.Somescholarsthinkteamworkmaynotalwaysbereliable,despiteitspotentialtoworkwonders.
44.Toensureemployees’commitment,itisadvisabletogivethemmoreflexibilityastowhereandhowtheywork.
45.Producttransitionstakemuchlesstimenowthaninthepast.
SectionC
Thereare2passagesinthissection.Eachpassageisfollowedbysomequestionsorunfinishedstatements.Foreachofthemtherearefour
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