快速导航
学历类
职业资格
公务员
医卫类
建筑工程
外语类
外贸类
计算机类
财会类
技能鉴定
Passage 4
Questions 16 to 20 are based on the following passage:
Culture shock is an occupational disease (职业病) for people who have been
suddenly transplanted abroad.
Culture shock is caused by the anxiety that results from losing all familiar
signs and symbols of social intercourse. Those signs are as following: when to
shake hands and what to say when meet people, when and how to give tips, how to
make purchases, when to accept and refuse invitations, when to take statements
seriously and when not. These signs, which may be words, gestures, facial
expressions, or customs, are acquired by all of us in the course of growing up
and as much a part of our culture as the language we speak or the beliefs we
accept. All of us depend on hundreds of these signs for our peace of mind and
day-to-day efficiency, but we do not carry most at the level of conscious
awareness.
Now when an individual enters a strange culture, all or most of these
familiar signs are removed. No matter how broadminded or full of good will you
may be a series of supports have been knocked from under you, followed by a
feeling of frustration. When suffering from culture shock people first reject
the environment which caused discomfort. The ways of the host country are bad
because they make us feel bad. When foreigners in a strange land get together in
complain about the host country its people, you can be sure that they are
suffering from culture shock.
16. According to the passage, culture shock is .
A. an occupational disease of foreign people B. may lead to very serious
symptoms
C. actually not a disease D. incurable
17. According to the passage, culture shock result from .
A. the sudden change of social atmosphere and customs
B. the sudden change of our daily habits
C. the sudden loss of our own signs and symbols
D. the discomfort that we feel when faced with a foreigner
18. Which one of the following may not be a symptom of culture shock?
A. You don’t know how to express your gratitude.
B. You don’t know how to greet other people.
C. You suddenly forget what a word means.
D. You don’t understand why a foreigner shrugs.
19. According to the passage, how would a person who stays abroad most
probably react when he is frustrated by the culture shock?
A. He is most likely to refuse to absorb the strange environment at
first.
B. He is really to accept the change and adapt himself to the new
environment.
C. Although he takes the culture difference for granted, he still doesn’t
know how to do with it.
D. He may begin to hate the people or things around him.
20. The main idea of this passage is that .
A. culture shock is an occupational disease
B. culture shock is caused by the anxiety of living in a strange culture
C. culture shock has peculiar symptoms
D. it is very hard to cope with life in a new setting
Passage 3
Questions 11 to 15 are based on the following passage:
Unlike their American or European counterparts, car salesmen in Japan work hard to get a buyer. Instead of lying lazily around showrooms waiting for customers to drop by, many Japanese car salesmen still go out to get them. They walk wearily along the streets cars door-to-door. New customers are hunted with
fruit and cakes on their birthdays. But life is getting tough, and not just because new-car sales are falling.
With more Japanese women (who often control the household budget) going out to work, the salesmen increasingly find nobody at home when they call. That means another visit in the evening or the weekend. Then they face an extra problem: more people, especially the young, prefer to choose a new car from a
showroom where they can compare different models.
Even as late as the mid-1980s some 90% of new cars were sold door-to-door. In some rural areas most new cars are still sold this way. But in the big cities more than half the new cars are now sold from showrooms.
Although investing in showrooms is expensive because of the high cost of Japanese land, dealers have little choice. A labor shortage and higher among Japan’s workforce are making it difficult to hire
door-to-door salesmen. Most of a Japanese car salesman’s working day is spent doing favors for customers, like arranging insurance or picking up vehicles for servicing, rather than actually selling.
Japan’s doorstep car salesmen are not about to vanish. The personal service they provide is so deep-rooted in Japan that they are likely to operate alongside the glittering new showrooms. The two systems even complement each other. What increasingly happens is that the showroom attracts the interest of a potential buyer, giving the footsore salesmen a firm lead to follow up with a home visit.
11. Japanese car sales usually do not wait at showrooms for customers to drop by; instead, .
A. they sell cars door-to-door
B. they buy presents for their customers
C. they enjoy themselves in recreation centers
D. they go out to do market researches
12. Implied but stated: the competition in car market is .
A. light B. moderate C. fierce D. unfair
13. Young people like to buy a new car .
A. at home B. from a showroom
C. made in the U.S.A. D. made in Japan
14. The squadron of Japanese car salesmen is reducing because of .
A. a labor shortage
B. higher expectations among Japan’s workforce
C. high cost land
D. both A and B
15. Japanese car salesmen to their customers many favors such as .
A. showing them around in an exhibition
B. arranging insurance
C. paying them a visit on weekends
D. selling ole cars for them
Trouble with Teamwork
Mary Owen examines the role and efficiency of teams
Recruiters say that candidates who can give examples ofwork they have done as
members of a successful team are in asstrong a position as those who can point
to significant individualachievement. Indeed, too much of the latter may suggest
thatthe person concerned is not a 'team player' - one of the moreserious
failings in the book of management.
The importance of being a team player is a side effect of the increasing
interaction acrossdepartments and functional divides. Instead of pushing
reports, paperwork and decisions aroundthe organisation, 'teams provide a
dynamic meeting place where ideas can be shared and expertisemore carefully
targeted at important business issues,' says Steve Gardner, in his book
KeyManagement Concepts. He adds, 'Globalisation has added a further dimension to
teamwork.Multinational teams now study policy decisions in the light of their
impact on the local market.'
But is teamworking being overdone? 'Some managers are on as many as seven or
eightdifferent teams', says Dr Cathy Bandy, a psychologist who recently ran a
conference on thesubject. 'They take up so much time that managers can't get on
with core tasks.' Forming teamsand having meetings has, she says, become an end
in itself, almost regardless of purpose. There isalso the danger of an unhealthy
desire to keep the team going after the work has been done. 'People feel the
need to belong, and team membership can provide a kind of
psychologicalsupport.'
The idea behind teamworking is that, when the right group of people is
brought together, a'force' develops which is greater than the sum of their
individual talents. This is often true in sport,where good players can reach
unexpected heights as members of an international team.However,few business
situations have as clear a set of objectives, or as clear criteria of success
orfailure, as winning a match.
'In business, everyone needs to be clear about what the challenge is and
whether a team isthe right way of approaching it', says Steve Gardner.
'Unfortunately, people focus instead on whothe members of the team should be and
what roles they are to play' Dr Bandy agrees. 'There isalways a danger that
teams can turn into committees,' she says. 'In a lot of situations, one or
twoindividuals would be much more effective.'
So what makes a successful team? There are some general qualities that have
been identified.Steve Gardnerrecommends that in every team there should be
someone who is good atresearching ideas and another who is good at shooting down
impractical ones. There should bethose who can resolve the tensions that
naturally occur in a team and others who are focused ongetting the job done.
Also, providing a clear and achievable target at the outset is the best way
ofensuring that the team will move on to greater things.
13、 What point does the writer make about teamworking at the beginning of the
article?
A It is the most successful form of management.
B It has changed the recruitment procedure in companies.
C Well-run teams still allow individuals to demonstrate their talents.
D Being a team player is now considered an essential management skill.
14 、According to the article, teamwork developed within companies as a
response to
A modern office design.
B changing work practices.
C a reduction in administrative tasks.
D the expansion of international business.
15 、In the third paragraph, Dr Bandy suggests that
A many employees do not enjoy working in teams.
B some managers are not very effective team leaders.
C some teams are created unnecessarily.
D few teams are well organised.
16 、According to the writer, teamwork is more effective in the field of sport
because the players
A know what they want to achieve.
B are more competitive by nature.
C have more individual talent.
D can be driven by national pride.
17 、Steve Gardner and Dr Bandy agree that when a business team is created
people do notpay enough attention to
A the structure of the team.
B alternatives to the team.
C selecting the team members.
D directing the team's activities.
18、 What is Steve Gardner's advice on operating a successful team?
A Maintain a flexible approach to membership.
B Allow personalities to develop within the team.
C Select people who fit naturally into certain roles.
D Make every effort to avoid conflict between members.
