[外语类试卷]国家公共英语五级(阅读理解)练习试卷6及答案与解析.doc
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1、国家公共英语五级(阅读理解)练习试卷 6及答案与解析 Part C Directions: Answer questions 71-80 by referring to the following games. Note: Answer each question by choosing A, B or C and mark it on ANSWER SHEET 1. Some choices may be required more than once. 0 A=Passage One B=Passage Two C=Passage Three In which passage you wi
2、ll find .Passage One American and Chinese cultures are at polar opposites. An American hostess, complimented for her culinary skills, is likely to say, “Oh, Im so glad you liked it. I cooked it especially for you.“ Not so a Chinese host or hostess, who will instead apologize profusely for giving you
3、 “nothing“ even slightly edible and for not showing you enough honor by providing proper dishes. The Chinese take pride in “modesty“; the Americans in “straightforwardness“. That modesty has left many a Chinese hungry at an American table, for Chinese politeness calls for three refusals before one a
4、ccepts an offer, and the American hosts take a “no“ to mean “no“, whether its the first, second, or third time. Recently, a number of a delegation sent to China by a large American corporation complained to me about how the Chinese had asked them three times if they would be willing to modify some p
5、roposal, and each time the Americans had said “no“ clearly and definitely. My friend was incensed that the Chinese had not taken their word the first time. I recognized the problem immediately and wondered why the American had not studied up on cultural differences before coming to China. It would h
6、ave saved them a lot of perplexity and needless frustration in their negotiation. Once youve learned the signals and how to respond, life becomes infinitely easier. When guests come, I know I should immediately ask if theyd like a cup of tea. They will respond, “Please dont bother,“ which is my sign
7、al to fetch tea. Passage Two An Asian engineer is assigned to a US laboratory and almost suffers a nervous breakdown. A US executive tells his staff hes going to treat them fairly and creates dissension. Each of these real life cases involved people who were regarded as superior employees, but were
8、ill-equipped to cope with the complexities and dangers of intercultural management. Never show the sole of your shoe to an Arab; never arrive on time for a party in Brazil; and in Japan, dont think “yes“ means “yes“, but simply learning the social “dos“ and “donts“ is not the answer, according to th
9、e new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous. For example, the American manager who promised to be fair thought he was telling the Japanese staff that their hard work would be rewarded; but when some workers received higher sala
10、ry increase than others, there were complaints. “You told us youd be fair, and you lied to us,“ accused one salesman. “It took me a year and a half,“ signed the American, “ to realize that fair, to my staff, means being treated equally.“ The Asian engineer who suffered in American was the victim of
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