Afriendofminewasfondofdrawinghorse.Hedrewthehorsesverywell,buthealwaysbeganthetail.NowitistheWesternruletobeginattheheadofthehorse,thatiswhyIwassurprised.Itstruckmethatitcouldnotreallymakeanydifferencewhethertheartistbeginsattheheadorthetailorthebelly(肚子)orthefootofthehorse,ifhereallyknowshisbusiness.Andmostgreatartistswhoreallyknowtheirbusinessdonotfollowotherpeople’srule.Theymaketheirownrules.Everyoneofthemdoeshisworkinawaypeculiar(奇特的)tohimself;andthepeculiaritymeansonlythathefindsitmoreeasytoworkinthatway.
Nowtheverysamethingistruetoliterature(文学).Andthequestion,"HowshallIbegin?"onlymeansthatyouwanttobeginattheheadinsteadofbeginningatthetailorsomewhereelse.Thatis,youarenotyetexperienced(有经验的)enoughtotrusttoyourownpowers.Whenyoubecomemoreexperiencedyouwill
neveraskthequestion,andIthinkthatyouwilloftenbeginatthetail--thatistosay,youwillwritetheendofthestorybeforeyouhaveeventhoughtofthebeginning.
1.Afriendofthewriter’sdrewthehorses____.
A.verywell
B.inthewayofwesternrule
C.inthewayofhisownrule
D.alloftheabove
2.Thewriterwassurprisedbecause____.
A.theartistbegantodrawattheheadofthehorse
B.theartistbegantodrawatthetailofthehorse
C.theartistmadehisownrule
D.theartistdidnotfollowotherpeople’srule
3.Youarenotyetexperiencedbecause____.
A.youdon’tknowwheretobegin
B.youwanttobeginattheheadinsteadofbeginningatthetail
C.youalwaysaskedquestion
D.youdonottrusttoyourownpowers
4.Whenyoubecomemoreexperiencedyouwill____.
A.neveraskquestion
B.oftenbeginatthetail
C.shouldwritetheendofthestory
D.shouldthinkofthebeginning
5.Thetopicofthepassageis______.
A.Howtodrawahorse
B.Howtowriteastory
C.Howtomakeyourownrules
D.Trusttoyourownpowers
1-5 CDDCD
暂无解析
SectionB
Directions:Therearetenblanksinthefollowingletter.YouarerequiredtochoosethebestonefromthegivenfourchoicesmarkedA,B,C,andD.Thenwritedownthecorrectanswerinthebrackets.Thissectiontotals10points,onepointforeachblank.
DearMr.Bush
Thankyouforyour1ofJanuary5forourBeautyBrandBlouses.
Wearenowexporting2ofvariousbrands,amongwhichBeautyBrandisthemostfamous.Theyareingreat3abroadandourstocksarerunning4quickly.Theyarepopularnotonlyfortheirnoveldesign,butalsoforthereasonableprices.Weareconfidentthatonceyouhavetriedourblouses,youwillplacerepeatorderswithus5largequantities.
Asyourequested,wearenow6asfollows:
Price:US$600perdozenCIFNewYork
TermsofPayment:BysightL/Ctobeopenedthroughabanktobe7bytheSellers.
Shipment:InMarch2007.
Pleasenotethatwedonotallowanycommission8ourblouses,butadiscountof5%maybe9ifthequantityismorethan1,000dozen.
Theaboveofferismadewithout10andissubjecttoourfinalconfirmation.
Wehopethatyouwillplaceanorderwithusatanearlydate.
Sincerelyyours
()1.A.requestB.enquiryC.acquisitionD.requirement
()2.A.blousesB.womanblousesC.womanshirtsD.ladyshirts
()3.A.needB.wantC.requireD.demand
()4.A.upB.offC.downD.away
()5.A.atB.forC.inD.with
()6.A.orderingB.offeringC.placingD.advising
()7.A.agreedB.approvedC.acceptableD.covered
()8.A.onB.inC.ofD.at
()9.A.providedB.suppliedC.furnishedD.granted
()10.A.promiseB.dutyC.engagementD.onus
Thereisno( )betweenthenations.
TroublewithTeamwork
MaryOwenexaminestheroleandefficiencyofteams
Recruiterssaythatcandidateswhocangiveexamplesofworktheyhavedoneasmembersofasuccessfulteamareinasstrongapositionasthosewhocanpointtosignificantindividualachievement.Indeed,toomuchofthelattermaysuggestthatthepersonconcernedisnota'teamplayer'-oneofthemoreseriousfailingsinthebookofmanagement.
Theimportanceofbeingateamplayerisasideeffectoftheincreasinginteractionacrossdepartmentsandfunctionaldivides.Insteadofpushingreports,paperworkanddecisionsaroundtheorganisation,'teamsprovideadynamicmeetingplacewhereideascanbesharedandexpertisemorecarefullytargetedatimportantbusinessissues,'saysSteveGardner,inhisbookKeyManagementConcepts.Headds,'Globalisationhasaddedafurtherdimensiontoteamwork.Multinationalteamsnowstudypolicydecisionsinthelightoftheirimpactonthelocalmarket.'
Butisteamworkingbeingoverdone?'Somemanagersareonasmanyassevenoreightdifferentteams',saysDrCathyBandy,apsychologistwhorecentlyranaconferenceonthesubject.'Theytakeupsomuchtimethatmanagerscan'tgetonwithcoretasks.'Formingteamsandhavingmeetingshas,shesays,becomeanendinitself,almostregardlessofpurpose.Thereisalsothedangerofanunhealthydesiretokeeptheteamgoingaftertheworkhasbeendone.'Peoplefeeltheneedtobelong,andteammembershipcanprovideakindofpsychologicalsupport.'
Theideabehindteamworkingisthat,whentherightgroupofpeopleisbroughttogether,a'force'developswhichisgreaterthanthesumoftheirindividualtalents.Thisisoftentrueinsport,wheregoodplayerscanreachunexpectedheightsasmembersofaninternationalteam.However,fewbusinesssituationshaveasclearasetofobjectives,orasclearcriteriaofsuccessorfailure,aswinningamatch.
'Inbusiness,everyoneneedstobeclearaboutwhatthechallengeisandwhetherateamistherightwayofapproachingit',saysSteveGardner.'Unfortunately,peoplefocusinsteadonwhothemembersoftheteamshouldbeandwhatrolestheyaretoplay'DrBandyagrees.'Thereisalwaysadangerthatteamscanturnintocommittees,'shesays.'Inalotofsituations,oneortwoindividualswouldbemuchmoreeffective.'
Sowhatmakesasuccessfulteam?Therearesomegeneralqualitiesthathavebeenidentified.SteveGardnerrecommendsthatineveryteamthereshouldbesomeonewhoisgoodatresearchingideasandanotherwhoisgoodatshootingdownimpracticalones.Thereshouldbethosewhocanresolvethetensionsthatnaturallyoccurinateamandotherswhoarefocusedongettingthejobdone.Also,providingaclearandachievabletargetattheoutsetisthebestwayofensuringthattheteamwillmoveontogreaterthings.
13、Whatpointdoesthewritermakeaboutteamworkingatthebeginningofthearticle?
AItisthemostsuccessfulformofmanagement.
BIthaschangedtherecruitmentprocedureincompanies.
CWell-runteamsstillallowindividualstodemonstratetheirtalents.
DBeingateamplayerisnowconsideredanessentialmanagementskill.
14、Accordingtothearticle,teamworkdevelopedwithincompaniesasaresponseto
Amodernofficedesign.
Bchangingworkpractices.
Careductioninadministrativetasks.
Dtheexpansionofinternationalbusiness.
15、Inthethirdparagraph,DrBandysuggeststhat
Amanyemployeesdonotenjoyworkinginteams.
Bsomemanagersarenotveryeffectiveteamleaders.
Csometeamsarecreatedunnecessarily.
Dfewteamsarewellorganised.
16、Accordingtothewriter,teamworkismoreeffectiveinthefieldofsportbecausetheplayers
Aknowwhattheywanttoachieve.
Baremorecompetitivebynature.
Chavemoreindividualtalent.
Dcanbedrivenbynationalpride.
17、SteveGardnerandDrBandyagreethatwhenabusinessteamiscreatedpeopledonotpayenoughattentionto
Athestructureoftheteam.
Balternativestotheteam.
Cselectingtheteammembers.
Ddirectingtheteam'sactivities.
18、WhatisSteveGardner'sadviceonoperatingasuccessfulteam?
AMaintainaflexibleapproachtomembership.
BAllowpersonalitiestodevelopwithintheteam.
CSelectpeoplewhofitnaturallyintocertainroles.
DMakeeveryefforttoavoidconflictbetweenmembers.
MRKConsultingLtdhasbeenoperatingintheglobalmarketsince1988.WehavesuccessfullyplacedhundredsofIT&BankingprofessionalsinleadingcompaniesintheFinance,BankingandITindustries.
SectionD
Evenifyougetworkdoneandgenerallygetalongwithco-workers,youcouldhavehabitsthatbugyourboss(nottomentionyourofficemates).Whilethesequirksmaynotnecessarilygetyoufired,theycertainlycankeepyoufromclimbingthecorporateladder.We’veuncoveredanumberofhabitsthatbugyourbossandoffertipsonhowtoavoidthem.
AccordingtoLaRhondaEdwards,ahumanresourcesmanagerwiththirteenyearsofHRexperience,tardinessisoneofthebiggestconcernsformanagers.“Ifthenormalworkdaystartsat8o’clock,thentheexpectationisthatyou’reintheofficereadytostartyourday,”sheexplains.Heradvicetothechronicallylate?“Planahead,”sheurges.“Ifyoulive50minutesaway,youdon’tleave50minutesearly.Tagonextratimeandanticipateroadblocks.”Somepeopleevensettheirclocksafewminutesearlytoensurethatthey’reontime.Differentbossespreferdifferentmodesofcommunication.LindseyPollak,aworkplaceexpertandauthorofGettingfromCollegetoCareer,saysifyoutextyourbossandsheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate[her].”Fortunately,there’sasimplefix:askyourbosshowandwhentosendupdates.Ifyou’retooshytoaskoutright,thenPollaksuggestsobservinghowtheycommunicatewithyou.“Ifyouhaveabosswhocommunicatesonceadaybyemail,that’stheboss’preferredfrequencyandmethodofcommunication,”explainsPollak.
Acluttered,messyworkspacecangiveyourbosstheimpressionthatyou’relazyordisorganized,sotrytokeepyourdeskneat.“Neverputmoreonyourdeskthanyou’regoingtoworkonfortheday,”recommendsEdwards.“Attheendoftheday,makesureyousetupforthenextday.Imaybeworkingonfivethingsatonce,butattheendoftheday,they’regone,andIsetupforthenextday.”Mostmanagerswouldratheryouaskaquestionthanmakeamistake,butmanyquestionscanbeansweredonyourown.“IsthissomethingyoucouldGoogleoraskacolleague?”wondersPollak.“Theinternetissovastthatalotofinformationyoucangetyourself.”Ifyoumustapproachyourbosswithaquestionorissue,thenPollakrecommendsbrainstormingbeforehand.“Ratherthansaying‘Thisclientisterrible.WhatshouldIdo?’thinkaboutpotentialsolutions,”shesays.
Cellphonesarepracticallyubiquitousintheworkplacethesedays,butit’sstilldisruptiveanddisrespectfulwhentheygooffduringameeting.Edwardssaysthatyoushould,“putyourcellphoneonvibrateorleaveitinyourownofficesoit’snotadistraction.”Thatwayyouwon’tbetemptedtotexteither
()6.Accordingtothearticle,howmanypiecesofadviceareofferedhere?.
A.TwoB.ThreeC.FourD.Five(B)
()7.Whatisthisarticleabout?.
A.Howtobesuccessfulintheworkplace.
B.Howtocommunicatewithyourboss.
C.Howtoavoidquirksthatannoyyourboss.
D.Howtoutilizeyourmobilephonesatwork.
()8.Whatdoesthephrase“togetacross”inthesentence“…sheprefersin-personmeetings,“eitheryourinformationwon’tgetacrossoryou’llirritate…”ofthesecondparagraphmean?.
A.TobecommunicatedB.Tobepassed
C.TobepromotedD.Tobeanticipated(A)
()9.Accordingtothearticle,whichofthefollowingmodesofcommunicationisthebestwhencommunicatingwithyourboss?.
A.Anywaysyouthinkareappropriate.
B.In-personmeetings.
C.Correspondence.
D.Thewayyourbosscommunicateswithyou.(D)
()10.Whichofthefollowingstatementsisnotmentioned?
A.Employeesshouldpayrespecttotheirbossesanytime.
B.Employeesshouldplanbeforehandsoastoshowupatworkontime.
C.Employeesshouldnotlettheirmobilephonesgooffduringmeetings.
D.Employeesshouldkeeptheirdesksneatandorganized.
