1、公共英语五级-207 及答案解析(总分：74.00，做题时间：90 分钟)一、Section Use of Eng(总题数：1，分数：20.00)Psychologists take contrastive views of how external rewards, from 1 praise to cold cash, affect motivation and creativity. Behaviorists, 2 research the relation 3 actions and their consequences argue that rewards can improve p
2、erformance at work and school. Cognitive researchers, who study various aspects of mental life, maintain 4 rewards often destroy creativity 5 encouraging dependence 6 approval and gifts from others. The latter view has gained many supporters, especially 7 educators. But the careful use of small mone
3、tary rewards sparks 8 in grade-school children, suggesting 9 properly presented inducements indeed aid inventiveness, 10 to a study in the June Journal of Personality and Social Psychology. “If kids know they“re working for a 11 and can focus 12 a relatively challenging task, they show the most crea
4、tivity“, says Robert Eisenberger of the University of Delaware in Newark. “But it“s easy to kill creativity by giving rewards for 13 performance or crea- ting too 14 anticipation for rewards.“ A teacher 15 continually draws attention to rewards or who hands 16 high grades for ordinary achievement en
5、ds up 17 discouraged students, Eisenberger holds. 18 an example of the latter point, he notes growing efforts at major universities to tighten grading standards and restore failing 19 . In earlier grades, the use of so-called token economies, in 20 students handle challenging problems and receive pe
6、rformance-based points toward valued rewards, shows promise in raising effort and creativity, the Delaware psychologist claims.（分数：20.00）二、Section Reading Co(总题数：0，分数：0.00)三、Part A(总题数：0，分数：0.00)四、Text 1(总题数：1，分数：5.00)Opinion polls are now beginning to show that, whoever is to blame and whatever hap
7、pens from now on, high unemployment is probably here to stay. This means we shall have to make ways of sharing the available employment more widely. But we need to go further. We must ask some primary questions about the future of work. Would we continue to treat employment as the norm? Would we not
8、 rather encourage many other ways for self-respecting people to work? Should we not create conditions in which many of us can work for ourselves, rather than for an employer? Should we not aim to revive the household and the neighborhood, as well as the factory and the office, as centers of producti
9、on and work? The industrial age has been the only period of human history in which most people“s work has taken the form of jobs. The industrial age may now be coming to an end, and some of the changes in work patterns which it brought may have to be reversed. This seems a daunting thought. But, in
10、fact, it could provide the prospect of a better future for work. Universal employment, as its history shows, has not meant economic freedom. Employment became widespread when the enclosures of the 17th and 18th centuries made many people depend ent on paid work by depriving them of the use of the la
11、nd, and thus of the means to provide a living for themselves. Then the factory system destroyed the cottage industries and removed work from people“s homes. Later, as transportation improved, first by rail and then by road, people commuted longer distances to their places of employment until, eventu
12、ally, many people“s work lost all connection with their home lives and the place in which they lived. Meanwhile, employment put women at a disadvantage. In pre-industrial time, men and women had shared the productive work of the household and village community. Now it became customary for the husban
13、d to go out to paid employment, leaving the unpaid work of the home and family to his wife. Tax and benefit regulations still as some this norm today and restrict more flexible sharing of work roles between the sexes. It was not only women whose work status suffered. As employment became the dominan
14、t form of work, young people and old people were excludeda problem now, as more teenagers become frustrated at school and more retired people want to live active lives. All this may now have to change. The time has certainly come to switch some effort and resources away from the idealist goal of cre
15、ating jobs for all, to the urgent practical task of helping many people to manage without full time jobs.（分数：5.00）(1).Research carried out in the recent opinion polls shows that _.（分数：1.00）A.available employment should be restricted to a small percentage of the populationB.new jobs must be created i
16、n order to rectify high unemployment figuresC.available employment must be more widely distributed among the unemployedD.the nowaday high unemployment figures are a truth of life(2).The arrival of the industrial age in our historical evolution meant that _.（分数：1.00）A.universal employment virtually g
17、uaranteed prosperityB.economic freedom came within everyone“s controlC.patterns of work were fundamentally changedD.people“s attitudes to work had to be reversed(3).The enclosures of the 17th and 18th centuries meant that _.（分数：1.00）A.people were no longer legally entitled to own landB.people were d
18、riven to look elsewhere for means of supporting themselvesC.people were not adequately compensated for the loss of their landD.people were badly paid for the work they managed to find(4).The effects of almost universal employment were overwhelming in that _.（分数：1.00）A.the household and village commu
19、nity disappeared completelyB.men now travelled enormous distances to their places of workC.young and old people became superfluous components of societyD.the work status of those not in paid employment suffered(5).The article concludes that _.（分数：1.00）A.the creation of jobs for all is an impossibili
20、tyB.our efforts and resources in terms of tackling unemployment are insufficientC.people should begin supporting themselves by learning a practical skillD.we should help those whose jobs are only part-time五、Text 2(总题数：1，分数：4.00)Managers spend a great deal of their time in meetings. According to Henr
21、y Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22% of their time on meetings. So what are the managers doing in those meetings? There have conventionally been two answers. The first is the academic version: Managers are coordinating and controllin
22、g, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the
23、 organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the truth as
24、 a whole. The suggestion that meetings are actually battle grounds is misleading since the raison d“etre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and the organization as a whole. For the organization, meetings, represent
25、recording devices. The minutes of meetings catalogue the change of the organization, at all levels, in a more systematic way than do the assorted memos and directives which are scattered about the company. They enshrine the minutes of corporate history, they itemize proposed actions and outcomes in
26、a way which makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a reassuring level of control over events. What is more, the minutes record the debating o
27、f certain issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with Allied Breweries, explains: “Time and effort are seen to have been invested in scrutin
28、izing a certain course of action.“ Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it, even if it actually went through “on the nod“. At the same time, the burden of resp
29、onsibility is spread, so that no individual takes the blame. Thus, the public nature of formal meetings confers a degree of legitimacy on what happens in them. Having a view pass unchallenged at a meeting can be taken to indicate consensus. However, meetings also serve as an alibi for action, as dem
30、onstrated by one manager who explained to his subordinates: “I did what I could to prevent itI had our objections minutes in two meetings.“ The proof of conspicuous effort was there in black and white. By merely attending meetings, managers buttress their status, while non-attendance can carry with
31、it a certain stigma. Whether individual managers intend to make a contribution or not, it is satisfying to be considered one of those whose views matter. Ostracism, for senior managers, is not being invited to meetings. As one cynic observed, meetings are comfortingly tangible: “Who on the shop floo
32、r really believes that managers are working when they tour the works? But assemble them behind closed doors and call it a meeting and everyone will take it for granted that they are hard at work.“ Managers are being seen to earn their corn. Meetings provide managers with another form of comfort toot
33、hat of formality. Meetings follow a fixed format: Exchanges are ritualized, the participants are probably known in advance, there is often a written agenda, and there is a chance to prepare. Little wonder then, that they come as welcome relief from the upheaval and uncertainty of life outside the me
34、eting room. Managers can draw further comfort from the realization that their peers are every bit as bemused and fallible as themselves. Meetings provide constant reminders that they share the same problems, preoccupations and anxieties, that they are all in the same boat. And for those who may be s
35、lightly adrift, meetings are ideal occasions for gently pulling them round. As Steve Styles, the process control manager (life services) at Legal there was an understandable tendency to seek an external scapegoat for internal disorders only tangentially attributable to the West and perhaps most impo
36、rtant, there was a virile tradition of ethnocentricism, vented long before against Indian Buddhism, which, since the seventeenth century, focused on Western Christianity. Accordingly, even before the missionary movement really got under way in the mid-nineteenth century, it was already at a disadvan
37、tage. After 1860, as missionary activity in the hinterland expanded, it quickly became apparent that in addition to the intangibles, numerous tangible grounds for Chinese hostility abounded. In part, the very presence of the missionary evoked attack. They were, after all, the first foreigners to lea
38、ve the treaty ports and venture into the interior, and for a long time they were virtually the only foreigners whose quotidian labors carried them to the farthest reaches of the Chinese empire. For many of the indigenous population, therefore, the missionary stood as a uniquely visible symbol agains
39、t which opposition to foreign intrusion could be vented. in part, too, the missionary was attacked because the manner in which he made his presence felt after 1860 seemed almost calculated to offend. By indignantly waging battle against the notion that China was the sole fountainhead of civilization
40、 and, more particularly, by his assault on many facets of Chinese culture, the missionary directly undermined the cultural hegemony of the gentry class. Also, in countless ways, he posed a threat to the gentry“s traditional monopoly of social leadership. Missionaries, particularly Catholics, frequen
41、tly assumed the garb of the Confucian literati. They were the only persons at the local level, aside from the gentry, who were permitted to communicate with the authorities as social equals. And they enjoyed an extraterritorial status in the interior that gave them greater immunity to Chinese law th
42、an had ever been possessed by the gentry. Although it was the avowed policy of the Chinese government after 1860 that the new treaties were to be strictly adhered to, in practice implementation depended on the wholehearted accord of provincial authorities. There is abundant evidence that cooperation
43、 was dilatory. At the root of this lay the interactive nature of ruler and ruled. In a severely understaffed bureaucracy that ruled as much by suasion as by might, the official, almost always a stranger in the locality of his service, depended on the active cooperation of the local gentry class. Ene
44、rgetic attempts to implement treaty provisions concerning missionary activities, in direct defiance of gentry sentiment, ran the risk of alienating this class and destroying future effectiveness.（分数：5.00）(1).In a vague way, anti-Christian feeling stemmed from _.（分数：1.00）A.the mere presence of invade
45、rsB.a generalized unfocused feelingC.the introduction to the WestD.none of the above(2).The author would agree that _.（分数：1.00）A.many problems in China came from internal disorders due to Western influenceB.many problems in China came from China itself and were unrelated to the WestC.scapegoats perf
46、orm a necessary function and there should be more of themD.all of the above are true(3).Which of the following statements would the author agree?（分数：1.00）A.Ethnocentricism is a manly tradition.B.The disdain toward Christianity was prefigured by a disdain toward Buddhism.C.Although Christianity was n
47、ot well received in China, Buddhism was.D.The author would agree with A and C.(4).Missionaries _.（分数：1.00）A.often dressed the same way as Chinese scholars didB.were free of the legal constraints that bound the local indigenous populationC.had greater access to authority than Chinese peasantsD.may he
48、 described by all of the above(5).Provincial authorities _.（分数：1.00）A.cooperated fully with the central government“s policyB.were alive to local feelingsC.were obliged to determine whether local sentiment tolerated implementationD.may be described by B and C七、Part B(总题数：1，分数：10.00)The final act of a
49、 controversy over GM crops that sets America against Europe unfolds today in Geneva. The World Trade Organisation will hear the closing arguments in a case where the public authority of both the European commission and the WTO is at stake. 1 Throughout the European Union there has been extensive concern about GM crops. Among the public“s fears is the potential for long-term harm to the environmentfor example through the increased use of herbicides and the gene flow to wild speciesand to human health, should new allergens appear. In a wider
