[外语类试卷]专业英语八级模拟试卷259及答案与解析.doc

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1、专业英语八级模拟试卷 259及答案与解析 SECTION A MINI-LECTURE Directions: In this section you sill hear a mini-lecture. You will hear the lecture ONCE ONLY. While listening, take notes on the important points. Your notes will not be marked, but you will need them to complete a gap-filling task after the mini-lecture.

2、 When the lecture is over, you will be given two minutes to check your notes, and another ten minutes to complete the gap-filling task on ANSWER SHEET ONE. Use the blank sheet for note-taking. 0 Group Specifically, “group“ is a collection of people who interact with each other over time to accomplis

3、h a common goal. The most predictable thing about groups is that they have a life cycle. The five stages of the life cycle are: Forming, Storming, Northing, Performing, and Adjourning. 1. The forming stage is a【 1】 and necessary part of the group development process. During this stage, you can expec

4、t to hear polite and casual exchanges of【 2】 between and among members. 2. Then comes the storming stage. The group now begins to discuss in earnest who is going to be responsible for what.【 3】 are. aired, polite conversation is abandoned, and individual personalities and communication styles emerge

5、. The storm begins when group goals conflict with individual【 4】 . Conflicts between group members and emotional responses are to be expected. 3. The third stage is norming. During this middle stage, members express their opinions, begin to develop common or shared opinions and begin to work as a un

6、it. They begin to realize individual【 5】 to the overall goal and begin accepting responsibility for the final product. 4. In the following performing stage, members will be functioning like a well-oiled machine. Everything comes together. Suggestions, comments, ideas, and criticisms are provided wit

7、h a【 6】 tone, and members are assuming positive and comfortable roles with high【 7】 . 5. Finally, the adjourning stage, As the life cycle of a group draws to an【 8】 , members begin to engage in parting rituals. They pat each other on the back and make reassuring statements about the fine【 9】 they ha

8、ve reached. The group then adjourns. All effective groups pass through this life cycle. As a result, you produce an end product that is【 10】 to anything one individual member could have produced. 1 【 1】 2 【 2】 3 【 3】 4 【 4】 5 【 5】 6 【 6】 7 【 7】 8 【 8】 9 【 9】 10 【 10】 SECTION B INTERVIEW Directions:

9、In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions. Now listen to the interview. 11 Grammar

10、 school was for Students who _. （ A） were at the age of 16 （ B） failed the eleven plus exam （ C） did well in the eleven plus exam （ D） were not qualified for secondary school 12 Janet thinks that stopping dividing children at the age of 11 _the old education system. （ A） does not greatly improve （ B

11、） greatly improves （ C） does not improve （ D） is not as good as 13 One of the problems in English schools is that _. （ A） the schools are overcrowded （ B） the classrooms are not big enough （ C） there are too many students in a class （ D） the encouragement on students individualism is not enough 14 O

12、n the issue of adaptation to society, Janet thinks _. （ A） only the subjects that could be used in society are important for the students （ B） the subjects could be irrelevant so long as the students could enjoy them （ C） there should be more classes on social studies （ D） there should be no exams i

13、n subjects of social studies. 15 In Janets opinion, school education could be improved if the students could be encouraged _. （ A） to enjoy a subject for its own sake （ B） to be more competitive （ C） not to worry about exams （ D） to study with a specific aim SECTION C NEWS BROADCAST Directions: In t

14、his section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. At the end of each news item, you will be given 10 seconds to answer the questions. 16 Which of the following is NOT TRUE about Indias new Prime Minister Manmohan Singh? （ A） He is a member of

15、 the Congress Party. （ B） He was born in a foreign country. （ C） He is known as the architect of Indias economic reform. （ D） He is from a minority group. 17 The Congress Party brought enormous pressure on Sonia Gandhi in order to _. （ A） force her to resign as party leader （ B） persuade her to take

16、 the post as Prime Minister （ C） force her to transfer the power to Manmohan Singh （ D） ask her to give in to protestors 18 According to a U.S. defense official, General Sanchez _. （ A） may be removed from his present post in Iraq （ B） may be appointed as the top U.S. commander in Iraq （ C） is respo

17、nsible for the prisoner abuse in Iraq （ D） is in disagreement with the Pentagon 19 According to a Washington Post report, General Sanchez might have _ the abuse of prisoners. （ A） seen （ B） ordered （ C） denied （ D） forbidden 20 According to U.S. officials, _. （ A） the U.S. has detected an Iranian sp

18、y service network （ B） the U.S. has broken the codes used in Iranian spy communications （ C） the U.S. would improve its ability to gather intelligence on Iran （ D） an Iraqi politician has revealed important intelligence to Iran 20 Since the late 1970s, in the face of a severe 10ss of market share in

19、 dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through cost-cuttig programs. (Cost-cutting here is defining the amount of labor constant.) However, from 1978 through 1982, productivity - the

20、 value of goods manufactured divided by the amount of labor input - did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear the har

21、der manufactures worked to implement cost-cutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a “40, 4

22、0, 20“ rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment

23、 and process technology. The final 20 percent rests on implementing conventional east-cutting. This rule does not be tried. The well-known tools of this approach - including simplifying jobs and retraining employees to work smarter, not harder - do produce results. But the tools quickly reach the li

24、mits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathys study of automobile manufacturers has shown, an industry can easily become prisoner of its own investment in cast-cutting techniques, reducing its abi

25、lity to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of min

26、imizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers. Every company I know that has freed itself from the paradox has do

27、ne so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a mamufacturing strategy that allowed different

28、 areas of the factory to specialize in different markets replaced the conventional cast-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are. also encouraging managers to focus on a wider set of objectives beside

29、s cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing. 21 The author of t. he passage is primarily concerned with _. （ A） summarizing a thesis （ B） recommending a different approach （ C） comparing points of view （ D） making a series of predictions 22 T

30、he author s attitude toward the culture in most factories is best described as _. （ A） cautious （ B） critical （ C） disinterested （ D） respectful 23 In the passage, the author includes all of the following EXCEPT _. （ A） a business principle （ B） a definition of productivity （ C） an example of a succ

31、essful company （ D） an illustration of a process technology 24 The author suggests that implementing manufacturing competitiveness is a strategy that is _. （ A） flawed and ruinous （ B） shortsighted and difficult to sustain （ C） popular and easily accomplished （ D） useful but inadequate 24 The year w

32、hich preceded my fathers death made great change in my life. I had been living in New Jersey, working defense plants, working and living among southerners, white and black. I knew about the south, of course, and about how southerners treated Negroes and how they expected them to behave, but it had n

33、ever entered my mind that anyone would look at me and expect me to behave that way. I learned in New Jersey that to be a Negro meant, precisely, that one was never locked at but was simply at the mercy of the reflexes of the color of ones skin caused in other people. I acted in New Jersey as I had a

34、lways acted, that is as though I thought a great deal of myself - I had to act that way - with results that were, simply, unbelievable. I had scarcely arrived before I had earned the enmity, which was extraordinarily ingenious, of all my superiors and nearly all my co-workers. In the beginning, to m

35、ake matters worse, I simply did not know what was happening. I did not know what had done, and I shortly began to wonder what anyone could possibly do, to bring about such unanimous, active, and unbearably vocal hostility. I knew about jim-crow but I had never experienced it. I went to the same self

36、-service restaurant three times and stood with all the Princeton boys before the counter, waiting for a hamburger and coffee; it was always an extraordinarily long time before anything was set before me: I had simply picked something up. Negroes were not served there, I was told, and they had been w

37、aiting for me to realize that I was always the only Negro present. Once I was told this, I determined to go there all the time. But now they were ready for me and, though some dreadful scenes were subsequently enacted in that restaurant, I never ate there again. It was same story all over New Jersey

38、, in bars, bowling alleys, diners, places to live. I was always being forced to leave, silently, or with mutual imprecations. I very shortly became notorious and children giggled behind me when I passed and their elders whispered or shouted - they really believed that I was mad. And it did begin to

39、work on my mind, of course; I began to be afraid to go anywhere and to compensate for this I went places to which I really should not have gone and where, God knows, I had no desire to be. My reputation in town naturally enhanced my reputation at work and my working day became one long series of acr

40、obatics designed to keep me out of trouble. I cannot say that these acrobatics night, with but one aim: to eject me. I was fired once, and contrived, with the aid of a friend from New York, to get back on the payroll was fired again, and bounced back again. It took a while to fire me for the third t

41、ime, but the third time took. There ware no loopholes anywhere. There was not even any way of getting back inside the gates. That year in New Jersey lives in my mind as though it were the year during which, having an unsuspected predilection for it, I first contracted some dread, chronic disease, th

42、e unfailing symptom of which is kind of blind fever, a pounding in the skull and fire in the bowels. Once this disease is contracted, one can never be really carefree again, for the fever, without an instants warning, can recur at any moment. It can wreck more important race relations. There is not

43、a Negro alive who does not have this rage in his blood - one has the choice, merely, of living with it consciously or surrendering to it. As for me, this fever has recurred in me, and does, and will until the day I die. My last night in New Jersey, a white friend from New York took me to the nearest

44、 big town, Trenton, to go to the movies and have a few drinks. As it turned out, he also saved me from, at the very least, a violent whipping. Almost every, detail of that night stands out very dearly in my memory. I even remember the name of the movie we saw because its title impressed me as being

45、so partly ironical. It was a movie about the German occupation of France, starring Maureen O Hara and Charles Laughton and called This Land Is Mine. I remember the name of the diner we walked into when the movie ended. It was the “American Diner“. When we walked in the counterman asked what we wante

46、d and I remember answering with the casual sharpness which had become my habit: “We want a hamburger and a cup of coffee, what do you think we want?“ I de not know why, after a year of such rebuffs, I so completely failed to anticipate his answer, which was, of course, “We dont serve Negroes here. “

47、 This reply failed to discompose me, at least for the moment. I made some sardonic comment about the name of the diner and we walked out into the streets. This was the time of what was called the “brown-out“, when the lights in all American cities were very dim. When we reentered the streets somethi

48、ng happened to me which had the force of an optical illusion, or a nightmare. The streets were very crowded and I was facing north. People were moving in every direction but it seemed to me, in that instant, that all of the people I could see, and many more than that, were moving toward me, against

49、me, and that everyone was white. I remember how their faces string connecting my head to my body had been cut. I began to walk. I heard my friend call after me, but I ignored him. Heaven only knows what was going on in his mind, but he had the good sense not to touch me - I dont know what would have happened if he had - and to keep me in sight. 1 don t know what was going on in my mind, either: I certainly had no conscious plan. I wanted to do something to crush these white faces, whi