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任务型阅读(2014江苏)The expression,“everybody sdoing it,“is verymuch at the centerof the conceptof peer pressure.It is a stronginfluence of a group,especially ofchildren,on membersof thatgroup to behave aseverybody elsedoes.It can be positiveor negative.Most peopleexperience itin someway duringtheir lives.People aresocial creaturesby nature,and soit ishardly surprisingthat part of theirself-respect comesfrom the approval ofothers.This instinct(天性)is whythe approvalofpeers,or thefear ofdisapproval,is sucha powerfulforce inmany peoples lives.Itis the same instinctthat drivespeople todress oneway athome andanother wayat work,or toanswer“fine”when astranger asks“how areyou”even ifit is not necessarilytrue.There isa practicalaspect tothis:it helpssociety tofunction efficiently,andencourages ageneral level of self-discipline thatsimplifies day-to-day interaction.For certainindividuals,seeking socialacceptance isso importantthat itbecomes likeanaddiction;in orderto satisfythe desire,they maygo sofar as to abandontheir senseofright andwrong.Teens andyoung adultsmay feelforced touse drugs,or joingangs thatencouragecriminal behavior.Mature adultsmay sometimesfeel pressuredto coverup illegalactivityat the company wherethey work,or endup indebt becausethey areunable toholdback thedesire tobuy ahouse orcar that they cant affordin an effort to“keep upwiththe Joneses.”However,peer pressureisnotalways negative.A studentwhose friendsare goodatacademics maybe urgedto studyharder andget goodgrades.Players ona sportsteam mayfeeldriven toplay harderin orderto helpthe teamwin.This typeof influencecan alsogeta friendoff drugs,or tohelp anadult takeup agood habitor dropa badone.Studygroups andclass projectsare examplesof positive peer groupsthat encouragepeople to betterthemselves.Schools tryto teachkids aboutthe dangersof negativepeer pressure.They teach
80.原文第四段第四句,说明leaders mayalso beafraid thatthe admission ofa mistakewill damageor destroy….”,可见此空可以填damage/harm.kids tostand upand bethemselves,and encouragethem topolitely declineto do things thattheybelieve arewrong.Similarly,it can be helpfulto encouragechildren togreet thebeneficialinfluence ofpositivepeergroups.What isPeer Pressure•Peer pressurerefers to the strong71A hatyou mustdothingsthe wayotherpeople ofyour agedo.汹•It worksin nearly everyone ofus,and72▲us inone\or anothr4good orConceptofbad.peer pressure•Being socialcreatures,people expecttheapprovalfrom theirfep J\V mem卜,.
3.•People aroundwill a佗cl howone lives74▲.•「eerpressur,society functioneftlciently.A73▲fiinction ofpeer pressure•Th.desire tobe sociallyaccepted byones peersis^iKC adrug.to society•Negative influencesinclude lackof76▲sense,criminal lienees,arover-consumption.•Positive influencesare goodgrades,team77▲•and thebuilding-up ofgood78▲,etc,Influences of•To avoidthe dangerof negativepeerpressure,kids shouldpeerpressurelearn tobe79▲when necessan;and say80▲toon75▲anything thatis wrongor illegal.
71.feeling
72.influences
73.practical
74.unconsciously
75.individuals
76.moral
77.spirit
78.habits
79.independent
80.no2013江苏Quiet Virtue:The ConscientiousTheeveryday signsof conscientiousness认真尽责一being punctual,careful indoingwork,self-disciplined,and scrupulous一丝不苟的in attendingto responsibilities一are typicalcharacteristics of the modelorganizational citizen,the peoplewho keepthingsrunning as they should.They followthe rules,help out,and areconcerned aboutthe peopletheywork with.It sthe conscientiousworker whohelps newcomersor updatespeople whoreturnafter anabsence,who getsto workon time and neverabuses sickleaves,who alwaysgetsthings doneon deadline.Conscientiousness isa keyto successin anyfield.In studiesof jobperformance,outstanding effectivenessfor almostall jobs,from semi-skilled laborto salesandmanagement,depends onconscientiousness.It isparticularly importantfor outstandingperformancein jobsatthelower levelsof anorganization:the secretarywhose messagetakingis perfect,the deliverytruck driverwho isalways ontime.Among sales representatives for a largeAmerican carmanufacturer,those whowere mostconscientioushad thelargest volumeof sales.Conscientiousness alsooffers abuffer(缓冲)against thethreat ofjob lossin today,s constantlychanging market,because employeeswiththis qualityare amongthe mostvalued.For thesalesrepresentatives,their levelofconscientiousness matteredalmost asmuch astheir salesin determiningwho stayedon.There isan airaround highlyconscientious peoplethat makesthem seemeven betterthanthey actuallyare.Their reputationfor dependabilityinfluences managersevaluations oftheirwork,giving themhigher evaluationsthan objectivemeasures oftheir performancewouldpredict.But conscientiousnessin theabsence ofsocial skillscan leadto problems.Sinceconscientious peopledemand somuch ofthemselves,they canhold otherpeople totheir ownstandards,and sobe overlyjudgmental whenothers dont showthesamehigh levelsof modelbehavior.Factory workersin GreatBritain andthe UnitedStates whowere extremelyconscientious,for example,tended tocriticize co-workers evenabout failuresthat seemedunimportantto thosethey criticized,which damagedtheir relationships.When conscientiousnesstakes theform ofliving upto expectations,it candiscouragecreativity.In creativeprofessions likeart or advertising,openness towild ideas andspontaneity(自发性)are scarceand indemand.Success insuch occupationscalls forabalance,however;without enoughconscientiousness tofollow through,people becomemeredreamers,with nothingto showfor theirimaginativeness.Quiet Virtue:The ConscientiousJConscientious peopleare very
71.▲with themselves.Features of■―I conscientiousnessConscientious people arcvery72A toothers.,Conscientiousness keepsan ofjization74▲sm*inty.;・Con^itious e**,ioyees at•:lower levelsgive outstanding6_4_73A of14conscientiousnessT umost conscir*-^dlespersons usuallyhave thelargestvolume of•Cons/*jntlous employesare lesskly tobe76Ar Mployerse\nations ofth.work ofconscientious peoplecan be78▲.Conscientiouspeoplewithout socialskills tendto have79▲relationships with theirPossible77_A_withfellow workers.conscientiousnessConscientiousness con80▲creativity,especially inprofessions callingforimagination.【答案】
73.Functions RolesImportance Significance【答案】
4.running workinggoing operatingfunctioning7s.【答案】higher sub;ective unfairun;ust pre;ud:ced AJ JJ2012江苏“Happiness Advantage“EffectIn July2010Burts Bees,a personal-care productscompany,was goingthrough enormouschangeas itbegan aglobal expansioninto19new countries.In thiskind ofhigh-pressuresituation,many leadersbother theirassistants withfrequent meetingsor floodtheirin-boxes withurgent demands.In doing so,managers lifteveryone,s anxietylevel,whichactivates thepart ofthe brainthat processesthreats andsteals resourcesfrom theprefrontalcortex大脑皮层,which isresponsible foreffective problemsolving.Burts Bees,s then-CEO,John Wolfgang,took adifferent approach.Each day,hed sendoutane-mail praisinga teammember forwork relatedto globalmarketing.He,d interrupthisown presentationsto remindhis managersto talkwiththeirteams aboutthe companysvalues.He askedme tofurther athree-hour sessionwith employeeson happinessin thecourseof theexpansion effort.As onemember ofthe seniorteam toldmeayear later,Wolfgang,s emphasison developingpositive leadershipkept hismanagers activelyinvolved and loyalas theysuccessfully transformedthe companyinto aglobal one.That outcomeshouldn,t surpriseus.Research showsthat whenpeople workwith apositivemind-set(思维模式),performance onnearlyeverylevel一productivity,creativity,involvement一improves.Yet happinessis perhaps the most misunderstood driverofperformance.For one,most peoplebelieve thatsuccess comesbefore happiness.〃Once Igeta promotion,111be happy,z,they think.Or,“Once Ihit mysales target,IH feelgreat.〃But becausesuccess isa movingtarget一as soonas youhit yourtarget,you raiseit again一the happinessthat resultsfrom successdoes notlast long.In fact,it worksthe otherway around:People whohave apositive mind-set performbetterin theface ofchallenge.I callthis the happiness advantage”—every business outcomeshows improvementwhen thebrain ispositive.Ive observedthis effectin myrole asaresearcher andlecturer in48countries onthe connectionbetween employeehappiness andsuccess.And Imnot alone:In ananalysis of225academic studies,researchers foundstrongevidence of cause-and-effect relationshipbetween life satisfaction and successful businessoutcomes.Another commonmisunderstanding isthat ourgenetics,our environment,ora combinationof the two determines how happy we are.To besure,both factorshave animpact.But one,s generalsense ofwell-being issurprisingly unstable.The habitsyou form,the wayyouinteract withcolleagues,how youthink aboutstress一all thesecanbemanaged toincreaseyour happiness and yourchances ofsuccess.Happiness AdvantageEffect usualapproachmanagement stylemay resultin greater72▲andSucna【rnanagementless productivityin theassistants.John Wolfgangwas73_A_of hisassistants,The managersremained74▲.tothecompany.Positrve leadershipcould make a big75_A1to empJoyeBSperformance.--——--一Happiness isperhapsthemostmisunderstooddriver ofperfonnance.I Asa matterof fact,your77▲wool keepyourhappiness long.Research findings:People performThe.happiness advantage*effect is78▲better whenthinkingproved byresearch findings.76—▲.It isalso misunderstoodthat howhappy we are is79▲by ourgenetics,environment oracombination ofthetwo.A lotof factorshave animpacton howhappy peopleare andwhetherthere are80▲of beingsuccessful.
71.【答案】bother/annoy【试题解析】many leadersbother theirassistants withfrequent meetingsor floodtheirin-boxes withurgent demands.
72.【答案】anxiety/conern/worry【试题解析】In doingso,managers lifteveryone,s anxietylevel,
73.【答案】considerate/aware/conscious【试题解析】根据文章Burts Bees,s then-CEO,John Wolfgang,took adifferent approach.”他用了不同的方法他了解助手的那种感觉Be awareof意识到,了解到
74.【答案】loyal/faithful/devoted/committed【试题解析】Wolfgangs emphasison developingpositive leadershipkept hismanagersactively involvedandloyalastheysuccessfully transformedthecompanyinto aglobal one.
75.【答案】difference【试题解析】根据文章第三段和第四段可知Wolfgang和上面第一段提到的那些负责人的做法不同,他的这种方法很有区别,故填的是makeadiffernce有区别,有影响
76.【答案】positively【试题解析】根据文章第三段People whohave apositive mind-set performbetter inthe faceofchallenge.可知答案
77.【答案】success/achievements【试题解析】根据文章“thehappinessthat resultsfrom successdoes notlast long.可知答案
78.【答案】strongly【试题解析】根据文章researchers foundstrong evidenceofcause-and-effect relationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.”可知答案
79.【答案】determined/decided【试题解析】根据文章Another commonmisunderstanding isthat ourgenetics,our environment,oracombinationofthetwodetermineshowhappyweare.”可知答案
80.【答案】chances/possibilities/opportunities【试题解析】根据文章最后一段all thesecanbemanaged toincrease yourhappinessandyourchances ofsuccess.可矢口答案(2011江苏)When Shoulda LeaderApologize andWhen NotWhyDifficultWhen wewrong someonewe know,even notintentionally,wearegenerally expected toapologize soastoimprove thesituation.But whenwe reacting asleaders,the circumstancesaredifferent.The actof apologyis carriedout notmerely atthe leveloftheindividualbut alsoatthelevelofthe institution.It isa performancein whichevery expressionmattersand everyword becomespart ofthe publicrecord.Refusing to apologize canbe smart,orit canbe stupid.So,readiness toapologize canbe seenasasign ofstrong characteroras asign ofweakness.A successfulapology canturn hateinto personaland organizationalharmony一while an apology thatis toolittle,too late,or tooobviously strategiccan bringonindividual and institutional ruin.What,then,is tobe doneHow canleaders decideifand whentoapologizepubliclyWhy NowThequestion ofwhether leadersshould apologizepublicly hasnever beenmore urgent.During thelast decadeor so,the UnitedStates inparticular hasdeveloped anapology culture一apologies ofall kindsand forall sortsof wrongdoingsare madefar morefrequently thanbefore.More newspaperwriters havewritten aboutthe growingimportance of public apologies.More articles,cartoons,advice columns,and radioand televisionprograms havesimilarlydealt withthe subjectof privateapologies.Why BotherWhydo weapologize Whydo weever putourselves insituations likelytobedifficult,embarrassing,and evenrisky Leaderswho apologizepublicly couldbe aneasy target.Theyare expectedto appearstrong andcapable.And wheneverthey makepublic statementsof anykind,their individualandinstitutionalreputations arein danger.Clearly,then,leadersshould notapologize oftenor lightly.For aleader toexpress apology,there needsto beagood,strong reason.Leaders willpublicly apologizeif andwhen theythink the costs ofdoingso arelower thanthecostsof notdoingso.Why RefuseWhyis itthat leadersso oftenrefuse toapologize,even whena publicapology seemstobe inorder Theirreasons canbe individualor institutional.Because leadersare publicfigures,their apologiesare likelytobepersonally uncomfortableand evenprofessionallyrisky.Leaders mayalso beafraid thatadmissionofamistakewill damageor destroytheorganization forwhich they are responsible.There canbe goodreasons forhanging toughintough situations,as weshall see,but it isahigh-risk strategy.■,(2011江苏)
71.根据原文中的第——段的It isa performancein whichevery expressionmatters andeveryword becomespartofthe publicrecord.因止匕71空可以填performance
72.文章第一段but处点出当我们是领导时,道歉的情况就和一般情况不一样了,下面描述的都是作为领导人,道歉的难度得出结论,itisnoeasy job…
73.根据题干定位到文章第一段最后,破折号处引出该题可见如果这种道歉没有很适当/正确的提出,就会造成个人和组织的毁灭因此此空应填properly/rightly/successfully.
74.根据文章第二段第一句,得出答案为urgent
75.根据文章第二段第二句,破折号处的anapologyculture,得出75空应填culture.
76.文章第二段倒数第二句,说明了More newspaperwriters havewritten aboutthe growingimportanceofpublicapologies.可见答案为growing/increasing/rising.
77.根据题干定位到原文第三段看到第四句theyareexpectedtoappear andcapable”,因止匕可以填expected/supposed/required.
78.第三段第四句,写明了And wheneverthey makepublic statementof anykind,•••.可见这里填public.
79.根据提干定位到原文第四段第三句,可见此空填likely.。