[考研类试卷]考研英语二（阅读）模拟试卷25及答案与解析.doc

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1、考研英语二（阅读）模拟试卷 25 及答案与解析Part B (10 points) 0 Last month Sheryl Sandberg, chief operating officer at Facebook, published “Lean In“, a controversial declaration on why women have not ascended to the most senior positions at companies. She concludes that it is partly womens own fault: they do not “lean

2、in“ and ask for promotions, pipe up at meetings and insist on taking a seat at the table. Some of it is down to simple miscommunication. Barbara Annis and John Gray argue in “Work With Me“ that men and women are biologically wired to think and react differently to situations, and have “gender blind

3、spots“ when it comes to understanding their co-workers behaviour. Ms Annis, who leads workshops on gender for big companies and governments, and Mr Gray, author of “Men are from Mars, Women are from Venus“, a bestselling book in 1992 about relationship problems, have collaborated to produce an easy-

4、to-read guide to workplace communications. Women ask more questions, gather more peoples opinions and seek collaboration with co-workers more frequently than men. Men view these preferences as signs of weakness, and women, in turn, grow annoyed by how competitively men work, and how quickly and subj

5、ectively they arrive at conclusions. If both female and male employees became more “gender intelligent“ about how their work and behavioural preferences are hard-wired, it would contribute to a more harmonious workforce. Women have been choosing to leave companies at twice the rate of men, and more

6、than half the women whom the authors met in workshops were considering leaving their firms. Women often tell their bosses that they are quitting for personal reasons, but the majority actually leave because they feel excluded from teams and not valued for their contributions. Communication and gende

7、r equality are not just problems at large firms. In “A Rising Tide“ Susan Coleman and Alicia Robb look beyond womens experience at big companies. They focus instead on women entrepreneurs, who have the potential to become leaders in their field, earn a high income and hire more women. In a positive

8、shift, women have been starting more firms in the past decade. However, these tend to be in the service and retail industries (as opposed to fast-growth industries like technology). They also remain smaller than mens firms. Ms Coleman and Ms Robb point out that part of this may be by design; women s

9、ometimes want to keep their businesses small in order to balance their family responsibilities. However, women also often lack the financing that male entrepreneurs enjoy. They have fewer savings, so usually launch their businesses with less capital than men, and are less likely to apply for a loan

10、for fear of being denied. How has the success of high-achievers differentiated them from other women? In “The XX Factor“, Alison Wolf, the director of public policy and management at Kings College London, argues that there are now around 70 million highly educated, high-earning women around the worl

11、d. They have more in common with elite men than with other women. These elite women tend to marry more often and have fewer children than less-educated women. They spend more time working, and, unexpectedly, more time parenting. Ms Sandberg also makes this point. As the demands on women in the workp

12、lace have increased, so too have the standards for being a good, involved motherwhich adds to the challenges for women at the top. 5 If you think Japans hard-drinking business culture is as dead as the Sony Betamax, think again. After more than a decade of economy during Japans lengthy economic rece

13、ssion, many Japanese companies are thriving todayand theyre reviving some of the business customs that were hallmarks of Japan Inc. during the booming 1980s. Not only are company-sponsored drinking marathons back, so too are subsidized dorms for single employees as well as corporate outings such as

14、hot-spring retreats and annual visits to the company founders ancestral grave. “We realized that workplace communication was becoming nonexistent,“ explains human-resources manager Shinji Matsuyama, whose company, Alps Electric, spent several million dollars last year to bring together about 3,000 w

15、orkers for its first company-wide undokai, or mini-Olympics, in 14 years. According to Matsuyama, the shared experience of playing dodge ball and skipping rope “helped unite people under a common goal.“ Its that sense of team spirit and togetherness that many Japanese corporations are trying to revi

16、ve. A generation ago, college graduates entered companies together, lived together, drank together, quite often married each other, and retired together. This close-knit corporate culture all ended when the country went into economic recession in the 1990s. Threatened by cheap labor and more efficie

17、nt business models, Japanese companies began adopting American management concepts such as merit-based pay and competition among employees. “The Japanese equated globalism with not just the American way of business, but with rejecting their past,“ says Jun Ishida, CEO of Tokyo-based business consult

18、ancy Will PM. “No more drinking sessions, no more company events. Suddenly it was about the individual out for himself and only himself.“ But as the economy became better in the past several years, many executives began to wonder if they had gone too far. Trying to rebuild company loyalty and decrea

19、se turnover, major companies including Canon, Kintetsu and Fujitsu have in recent years altered or scrapped their performance-based pay and restored seniority as a determinant of salaries. Meanwhile, trading house Mitsui last year reopened five dorms for single employeesa program that costs the comp

20、any nearly $1 million a year. Employees have responded enthusiastically. Despite the crowded space and shared bathrooms, 24-year-old Miki Masegi moved from her parents house in central Tokyo to live with 105 female co-workers. Though her commuting time doubled, she says the move was worth it. “It re

21、ally helps to have people around that you can talk to about your problems,“ Masegi says. Companies are trying to foster friendship and loyalty in other ways as well. Every new employee of Tokyo PR firm Bilcom, for example, must spend a weekend making a three-minute digital slide show sharing their m

22、ost moving personal experiences. Company president Shigeru Ota says the presentations are designed to “create a new type of family company by sharing life history. delight, anger, sorrow and pleasure.“ Despite such experiments, Japanese companies may find it hard to restore the glory days of Japan I

23、nc. Thats because today, one in three Japanese works part-time; younger employees in particular tend to value mobility over the security of lifetime employment. Indeed, during Noboru Koyamas Saturday-night drinking session, employee Eri Shimoda acknowledges that his co-workers “feel like family.“ Ye

24、t most of those who attended the party also say that, warm sentiment aside, they plan to leave the cleaning company within a few years. “Work is just work,“ says one of them. 10 A. Make arrangement before you pursueB. Watch your body language at a job interviewC. Put your interviewer at easeD. Dont

25、be carelesswatch the small stuffE. Prove you are the one the employers are looking forF. Do volunteer job to keep practicing your skillG. Never leave a gap between jobs in your resumeWhile searching for jobs, one of the best things you can do is to examine your job search with a critical eye: Is you

26、r resume really a good advertisement for your skills? Does your nail-biting habit turn off prospective employers? Do you tend to make your interviewers a little nervous? Some of the most important elements of a successful job search are details. Here are some tips to follow and details to consider.【

27、R1 】_Developing and following a plan at the beginning of a job search has a significant impact on its success. Setting “process goals“ to keep you on track toward your larger career goals. Process goals arent big-picture objectives. Theyre “roll up your sleeves and make it happen“ objectives. Maybe

28、you set a goal of making 10 phone calls a day or writing for two hours each day.【R2 】_Many job seekers may have gaping holes in their resumes through no fault of their ownthey wanted work but just couldnt find it. One possible solution: volunteering part time. Volunteering tells potential employers

29、that you are an energetic, compassionate person who, even when faced with problems of your own, never missed any opportunities. Volunteering also says that you didnt let your skills go to waste.【R3 】_Employers are looking for the candidate with the best knowledge and experience, but rarely do they h

30、ire for work skills at the expense of social skills. If you lack self-awareness, it shows. And it doesnt look good. Even in the critical small talk before the interview, make eye contact when youre speaking, smile when its appropriate, and look alert. Most of all, dont kick the desk, check your cell

31、 phone, play with your pen, stare off into space, or bite your nails.【R4 】_Most job seekers are prepared to follow the tone set by their interviewer. But that may not be your best plan. In fact, a great many interviewers hate interviewing. They know theyre not good at it, and they are dealing with s

32、trangers and asking questions to fill a job with which they are unfamiliar. A job seeker can gain an edge by staying friendly, listening carefully, using body language to indicate amiability, and stressing that he or she gets along with colleagues. 【R5】_The small stuff is not always a deal-breaker i

33、n other areas of life, but it often is when it comes to hiring. When youre on a job search, a small blunder can take on far greater importance than it would in most contexts. Heres what can happen in a hiring managers head when a job candidate makes a noticeable mistake: “She told me she would send

34、me this writing sample Monday, but then she sent it on Tuesday without acknowledging the delay. This might be out of character for her, everyone screws up occasionally. But if I ignore this possible red flag and hire her, and then she turns out to be scattered and bad with deadlines, Im going to be

35、kicking myself for not having paid attention to this sign now.“11 【R1 】12 【R2 】13 【R3 】14 【R4 】15 【R5 】15 The average price of all goods and services has risen about 50 percent. But the price of a college education has nearly doubled in that time. Is the education that todays students are getting tw

36、ice as good? Are new workers twice as smart? Have they become somehow massively more expensive to educate? Perhaps a bit. Richard Vedder, an Ohio University economics professor, says, “I look at the data, and I see college costs rising faster than inflation up to the mid-1980s by 1 percent a year. N

37、ow I see them rising 3 to 4 percent a year over inflation. What has happened? The federal government has started dropping money out of airplanes.“ Aid has increased, subsidized loans have become available, and “the universities have gotten the money. Its a giant waste of resources that will continue

38、 as long as the subsidies continue.“ James Heckman, the Nobel Prize-winning economist, has examined how the returns on education break down for individuals with different backgrounds and levels of ability. “Even with these high prices, youre still finding a high return for individuals who are bright

39、 and motivated,“ he says. On the other hand, “if youre not college ready, then the answer is no, its not worth it,“ says economic expert Dr. Kamin who tends to agree that for the average student, college is still worth it today, but he also agrees that the rapid increase in price is eating up more a

40、nd more of the potential return. For borderline students, tuition rise can push those returns into negative territory. Educator Elise Boulding seems to agree that the government, and parents, should be rethinking how we invest in higher educationand that employers need to rethink the increasing use

41、of college degrees as crude screening tools for jobs that dont really require college skills. “Employers seeing a surplus of college graduates and looking to fill jobs are just adding that requirement,“ says Vedder. “In fact, a college degree becomes a job requirement for becoming a bar-tender.“ We

42、have started to see some change on the finance side. A law passed in 2007 allows many students to cap their loan payment at 10 percent of their income and forgives any balance after 25 years. But of course, that doesnt control the cost of education; it just shifts it to taxpayers. It also encourages

43、 graduates to choose lower-paying careers, which reduces the financial return to education still further. “Youre subsidizing people to become priests and poets and so forth,“ says Heckman. “You may think thats a good thing, or you may not.“ Either way it will be expensive for the government. What mi

44、ght be a lot cheaper is putting more kids to work. Economist Bryan Caplan notes that work also builds valuable skillsprobably more valuable for kids who dont naturally love sitting in a classroom. Heckman agrees wholeheartedly: “People are different, and those abilities can be shaped. Thats what wev

45、e learned, and public policy should recognize that.“ Heckman would like to see more apprenticeship-style programs, where kids can learn in the workplacelearn not just specific job skills, but the kind of “soft skills,“ like getting to work on time and getting along with a team, that are crucial for

46、career success. “Its about having tutors and having workplace-based education,“ he says. “Time and again Ive seen examples of this kind of program working.“ 考研英语二（阅读）模拟试卷 25 答案与解析Part B (10 points) 【知识模块】 阅读 B 节1 【正确答案】 F【试题解析】 全文的第一句话就提到了“Lean In”一书的内容。该句提到，该书就女性为什么不能被提升至公司最高职位提出了具有争议性的结论。下一句则讲述具体原

47、因所在。故 F 项“分析女性为什么不能晋升到企业的最高层 ”为正确答案。【知识模块】 阅读 B 节2 【正确答案】 B【试题解析】 第二段第二句开始介绍“Work With Me”一书。第二句指出该书提到男女之间在了解同事的行为时会有“理解盲点”。第三句则介绍该书的两位作者合作写出解决工作沟通问题的指南，这也正是该书的内容。B 项所述与此对应，故为答案。【知识模块】 阅读 B 节3 【正确答案】 E【试题解析】 第二段第三句在谈到 Mr Gray 时用插入语对他进行了说明。Mr Gray 是 1992 年的畅销书男人来自火星，女人来自金星的作者，而该书探讨的是男女关系问题。E 项中的 gend

48、er relationship problems 与此对应，故为答案。【知识模块】 阅读 B 节4 【正确答案】 G【试题解析】 第四段介绍该书的内容。第三句说明该书关注的是 women entrepreneurs“女企业主” 。该段最后一句中的 They 指代这些女性创立的企业，指出她们的企业往往会比男性企业规模小。G 项中的 businesswomen 与 women entrepreneurs 对应，keep their firms smaller 则与最后一句对应，故 G 为答案。【知识模块】 阅读 B 节5 【正确答案】 D【试题解析】 结合第二、第三句的内容可知，“The XX F

49、actor”一书指出现在有7000 万女性精英，她们和男性精英有更多的共同点，D 项所述与此一致，故为答案。【知识模块】 阅读 B 节【知识模块】 阅读 B 节6 【正确答案】 C【试题解析】 Alps Electric 出现在第一段后半部分。该部分提到该公司花费了几百万美元来举办 undokai“运动会”或 mini-Olympics“小型的奥运会”，并引用该公司人力资源经理的话，表示这样“有助于团结员工”。C 中的 corporate sports meeting 与 undokai 和 mini-Olympics 对应，unite its staff 与 helped unite people对应，故 C 为答案。【知识模块】 阅读 B 节7 【正确答案】 D【试题解析】 第三段第二句提到一些主流公司为了重建忠诚度及降低员工流动率(decrease turnover)，改变原来以工作表现来决定工资的制度(performance-based pay)。D 项中的 keep down the turnover rate 与前者对应， merit-pay system 与后者对应，故确定 D 为答案。【知识模块】 阅读 B 节8