专业八级-302及答案解析.doc
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1、专业八级-302 及答案解析(总分:100.00,做题时间:90 分钟)一、LANGUAGE USAGE(总题数:4,分数:100.00)We know that it is impossible to set up a limited number of types that would do full justice to the peculiarities of thousands of 1 languages and dialects spoken on the surface of the earth. Like all human institutions, speech is t
2、oo variable and too elusive to be quite safely ticketed. Even if we operate with a minutely subdivided scale of types, we may be quite certain that many of our languages will need trim before they fit. To get them into the scheme at all it will 2 be necessary to underestimate the significance of thi
3、s or that feature 3 or to ignore, for the time being, certain contradictions in their mechanism. It would be too easy to relieve ourselves from the burden of constructional thinking and to take the standpoint that 4 each language has its unique history, therefore its unique structure. Such a standpo
4、int expresses only a half truth. Just as similar social, economic, and religious institutions have grown up in different parts of the world from distinct historical antecedents, so also languages, travel along different roads, have tended to converge toward similar 5 forms. Moreover, the historical
5、study of language has proven to us beyond all doubt that a language changes not only gradually but consistently, that it moves unconsciously from one type towards others, and that analogous trends are observable in remote quarters 6 of the globe. From this it follows that broadly similar study must
6、not 7 have been reached by unrelated languages, independently and frequently. In assuming the existence of comparable types, however, 8 we are not denying the individuality of all historical processes; we are merely affirming that back of the face of history is powerful drifts 9 that move language,
7、like other social products, to balance patterns. 10 (分数:25.00)In recent years, railroads have been combining with each other, merging into supersystems, causing heightened concerns about monopoly. As recently as 1995, the top four railroads counted 11 for under 70 percent of the total ton-miles move
8、d by rails. Next year, after a series of mergers are completed, just four railroads will 12 control well over 90 percent of all the freight moved by major rail carriers. Supporters of the new supersystems argue that these mergers will allow substantial cost reductions and better coordinated service.
9、 13 Any threat of monopoly, they argue, is removed by fierce competition from trucks. But many shippers complain that as heavy 14 bulk commodities traveling long distances, such as coal, chemicals and grain, trucking is too cost and the railroads therefore have them 15 by the throat. The vast consol
10、idation within the rail industry means that the 16 most shippers are served by only one rail company. Railroads typically charge such “captive“ shippers 20 to 30 percent more than they do when another railroad is competing for the business. Shippers whom feel they are being overcharged have the righ
11、t to 17 appeal for the federal government“s Surface Transportation Board for 18 rate relief, and the process is expensive, time-consuming. and will 19 work only in truly extreme cases. Railroads justify rate discrimination against captive shippers in 20 the grounds that in the long run it reduces ev
12、eryone“s cost. If railroads charged all customers the same average rate, they argue, shippers who have the option of switching to trucks or other forms of transportation would do so, leaving remaining customers to shoulder the cost of keeping up the line.(分数:25.00)When asked how they define the Amer
13、ican Dream, most people will say, “Success.“ The dream of individual opportunity has been at home in 21 America when Europeans discovered a “new world“ in the Western 22 Hemisphere. Early immigrants like Hector St. Jean de Crevecoeur spoke highly the freedom and opportunity to be found in this new 2
14、3 land. His glowing descriptions of a classless society where anyone could attain success through honesty and hard work has fired the 24 imaginations of many European readers. In Letters from an American Farmer (1782) he wrote, “We are all excited at the spirit of an industry which is unfettered and
15、 restrained, because each person 25 works for himself. We have no princes, for which we toil, starve, 26 and bleed: we are the most perfect society now existing in the world.“ The promise of a land where “the awards of a man“s 27 industry follow with equal steps the progress of his labor“ drew poor
16、immigrants from Europe and fueled national expansion into the western territories. Our national mythology is full of illustrations of the American success story. There“s Benjamin Franklin, the very model of the self-educated, self-made man, who rose from modest origins to become a well-known scienti
17、st, philosopher, and statesman. The notion of success haunts us: we spent millions every year reading 28 about rich and famous, learning how to “make a fortune in real 29 estate with no money downward,“ and “dressing for success.“ The 30 myth of success has even invaded our personal relationships: t
18、oday it“s as important to be “successful“ in marriage or parenthood as it is to come out on top in business.(分数:25.00)Conventional wisdom about conflict seems pretty much cut and dried. Too little conflict breeds apathy and stagnation. Too much conflict leads to divisiveness and hostility. Moderate
19、levels of conflict, so, can spark creativity and motivate people in a healthy 31 and competitive way. Recent research by Professor Charles R. Schwenk, however, suggests that the optimal level of conflict may be complex to 32 determine than these simple generalizations. He studied perceptions of conf
20、lict among a sample of executives. Some of the executives worked for profit-seeking organizations and others for non-profit organizations. Somewhat surprised, Schwenk found that opinions about 33 conflict varied systematically as a function of the type of organization. Specifically, managers in non-
21、profit organizations strongly believed that conflict was beneficial to their organizations and that they promoted higher quality decision-making than might be 34 achieved at the absence of conflict. 35 Managers of for-profit organizations saw a different picture. They believed that conflict generall
22、y was damaging and usually led to good quality decision-making in their organizations. Schwenk 36 interpreted these results in the terms of the criteria for effective 37 decision-making suggested by the executives. In the profit-seeking organizations, decision-making effectiveness was mostly often 3
23、8 assessed in financial terms. The executives believed that consensus other than conflict enhanced financial indicators. 39 In the non-profit organizations, decision-making effectiveness was defined from the perspective of satisfying constituents. Giving 40 the complexities and ambiguities associate
24、d with satisfying many diverse constituents, executives perceived that conflict led to more considered and acceptable decisions.(分数:25.00)专业八级-302 答案解析(总分:100.00,做题时间:90 分钟)一、LANGUAGE USAGE(总题数:4,分数:100.00)We know that it is impossible to set up a limited number of types that would do full justice t
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