考研英語(yǔ)二命題人預(yù)測(cè)考試(九)

考研英語(yǔ)二命題人預(yù)測(cè)考試（九）unionofficialshavetobere-electedregularly;othersareelected,orevenappointed,forlife.Tradeunionofficialshavetoworkwithasystemof ”shopstewards"inmanyunions,“shopstewards"beingworkerselectedbyotherworkersastheirrepresentativesatfactoryorworkslevel.WhyistheinterdependenceoftheUKeconomymentionedinparagraph1?Topointuptheimportanceofthetradeunionpower.Tooutlineinbriefthegreatscaleofessentialservices.Toillustratethedangerinthewholeeconomicsystem.Tobringoutacentralizedandconcentratedindustrialsociety.Becauseoftheirout-of-dateorganizationsomeunionsfinditdifficultto[A]recruitnewmemberstojoin.remoldthemselvesasindustrieschange.adapttoadvancingtechnologies.bargainforhighenoughwages.Disagreementsarisebetweenunionsbecausesomeofthemtakeoverotherunions'jobs.trytowinovermembersofothertecttheirownmembersattheexpenseofendtorepresentworkersinnewtradeorganizations.Whatbasicproblemarewetoldmosttradeunionsface?Theyareequalinsizeofinfluence.Theyarelesspowerfulthaneverbefore.Theydon'thaveenoughmembers.Theyarenotorganizedefficiently.ThetitlewhichbestexpressestheideaofthetextwouldbeBritishTradeUnionsandTheirDrawbacks.ACentralizedandConcentratedSociety.ThePowerofTradeUnionsinBritain.TheStructureofBritishTradeUnions.

Text3Shoppinghasalwaysbeensomethingofanimpulseactivity,inwhichobjectsthatcatchourfancywhilestrollingareimmediatelyboughtonawhim.Advertisersandsellershavetakenadvantageofthisfact,carefullypositioninginexpensivebutattractiveitemsonpathsthatwearemostlikelytocross,hopingthatourhumannaturewillleadtoagreaterprofitforthem.WiththedawnoftheInternetanditsexplodinguseacrosstheworld,thesametacticsapply.Advertisersnowplace“banners”,linkstocommercialwebsitesdecoratedwithattractivepicturesdesignedtocatchoureyeswhilebrowsingthewebs,onkeywebsiteswithheavytraffic.Theypaytopdollarfortheright, thuscreatingprofitsforthehostingwebsiteaswell.Theseactionsareperformedinthehopesthatduringthecourseofourcasualandleisurely websurfing,we'llclickonthatbannerthatsparksourinterestandthus,intheory,buytheproductsadvertised.Initialresultshavebeenpositive.Websitesreportahugeinflowofcash,bothfromtheadvertiserswhotemptcustomersinwiththebannersandthehostingwebsites,whicharepaidforallowingthebannerstobeputinplace.AstrustandconfidenceinInternetbuyingincreasesandinformationsecurityisheightenedwithnewtechnology,thevolumeofbuyingisincreasing,leadingtoevengreaterprofits.Thecurrentsituation,however,isnotquiteasoptimistic.Justasmagazinereaderstendtounconsciouslyignoreadvertisementsintheirfavoriteperiodicals,webbrowsersarebeginningtoallowbannerstosliptheirnoticeaswell.Internetusersrespondtothefloodofbannersbyviewingthemasannoyances,anegativeimagethatishurtingsales,sinceusersarenowlessreluctanttoclickonthosebanners,preferringnottosupportthesystemthatputstheminplace.IfInternetadvertisingistocontinuetobeaviableandprofitablebusinesspractice,newmethodswillneedtobeconsideredtoreinvigoratetheindustry.Withtherecentdepressioninthetechnologysectorandslowingeconomy,evennewpracticesmaynotdothetrick.AsconsumersaresavingmoreandfrequentingtraditionalrealestatebusinessesovertheirInternetcounterparts,thefateof

Internetbusinessiscalledintoquestion.Thecomingyearswillbetheonlyreliableindicationofwhethershoppingontheworldwidewebisthewaveofthefutureorsimplyanimpulseactivitywhosewhimhaspassed.ItcanbelearnedfromthefirstparagraphthatInternetadvertisinghastakentheplaceofmoretraditionalmethodsofadvertising.isoneofthemosteffectivewaystomakeprofitsontheweb.isparallelingadvertisingmethodsintraditionalbusinesssettings.seekstotemptcustomersthroughimpulseshoppingmethods.ThesecondandthirdparagraphsarewritteninordertoillustratethepolicyInternetadvertisersdesigntolureclienteleanditsoutcome.theprocessandmixedconsequencesofInternetadvertisingandshopping.thebiggestsplashInternetadvertisershaverecentlymadeinsalespromotions.thebannersInternetadvertiserstakeadvantageoftoarousecustomers'interest.Analyzingthecurrentstateoftheonlineadvertisinginparagraph4,theauthorimpliesthatithastobemodifiedovertimetoremaineffective.forallitscurrentprofits,itwillfadeinthelongrun.bannersarebeginningtolosetheiradvertisingefficiency.Internetadvertisingmethodswillcontinuetodecreasesales.Theexpression“dothetrick"inthelastparagraphmostprobablymeanscometothepoint.fulfilltheirpurpose.failoftheirsuccess.liveuptotheirpromise.Theauthor'sattitudetowardonlineadvertisingcanbesummarizedasreservedconsentbutdiscontent.objectiveanalysisvoidofopinions.

enthusiasticsupportbutslightcontempt.approvalsofarbutuncertaintyinthefuture.Text4Themajorityofsuccessfulseniormanagersdonotcloselyfollowtheclassicalrationalmodeloffirstclarifyinggoals,assessingtheproblem,formulatingoptions,estimatinglikelihoodofsuccess,makingadecision,andonlythentakingactiontoimplementthedecision.Rather,intheirday-by-daytacticalactivities,theseseniorexecutivesrelyonwhatisvaguelytermed“intuition"tomanageanetworkofinterrelatedproblemsthatrequirethemtodealwithambiguity,inconsistency,novelty,andsurprise;andtointegrateactionintotheprocessofthinking.Generationsofwritersonmanagementhaverecognizedthatsomepracticingmanagersrelyheavilyonintuition.Ingeneral,however,suchwritersdisplayapoorgraspofwhatintuitionis.Someseeitastheoppositeofrationality;othersviewitasanexcuseofcapriciousness.Isenberg'srecentresearchonthecognitiveprocessesofseniormanagersrevealsthatmanagers'intuitionisneitherofthese.Rather,seniormanagersuseintuitioninatleastfivedistinctways.First,theyintuitivelysensewhenaproblemexists.Second,managersrelyonintuitiontoperformwell-learnedbehaviorpatternsrapidly.Thisintuitionisnotarbitraryorirrational,butisbasedonyearsofpainstakingpracticeandpersonalexperiencethatbuildskills.Athirdfunctionofintuitionistosynthesizeisolatedbitsofdataandpracticeintoanintegratedpicture,ofteninan "Aha!"experience.Fourth,somemanagersuseintuitionasacheckontheresultsofmorerationalanalysis.Mostseniorexecutivesarefamiliarwiththeformaldecisionanalysismodelsandtools,andthosewhousesuchsystematicmethodsforreachingdecisionsareoccasionallysuspiciousofsolutionssuggestedbythesemethodswhichruncountertotheirsenseofthe correctcourseofaction.Finally,managerscanuseintuitiontobypassin-depthanalysisandmoverapidlytofindoutaplausiblesolution.Usedinthisway,intuitionisanalmostinstantaneouscognitiveprocessinwhichamanagerrecognizesfamiliarpatterns.

Oneoftheimplicationsoftheintuitivestyleofexecutivemanagementisthat“thinking"isinseparablefromacting.Sincemanagersoften "know"whatisrightbeforetheycananalyzeandexplainit,theyfrequently actfirst andexplainlater.Analysisisinvariablytiedtoactioninthinking/actingcycles, inwhichmanagersdevelopthoughtsabouttheircompaniesandorganizationsnotbyanalyzingaproblematicsituationandthenacting,butbyactingandanalyzingincloseconcert.Giventhegreatuncertaintyofmanyofthemanagementissuesthattheyface,seniormanagersofteninitiate acourseofactionsimplytolearnmoreaboutanissue.Theythenusetheresultsoftheactiontodevelopamorecompleteunderstandingoftheissue.Oneimplication ofthinking/acting cyclesisthatactionisoftenpartofdefiningtheproblem,notjustofimplementingthesolution.Thelogicalorganizationofthefirstparagraphofthetextisthataconventionalmodelisdismissedandanalternativeintroduced.theresultsofrecentresearchareintroducedandsummarized.twooppositepointsofviewarepresentedandevaluated.awidelyaccepteddefinitionispresentedandqualified.Inrelationtotheawritersonmanagement"mentionedinPara.2,thetextsuggeststhattheyhavenotbasedtheiranalyzesonasufficientlylargesampleofactualmanagers.havereliedindrawingtheirconclusionsonwhatmanagerssayratherthanwhatmanagersdo.havemisunderstoodhowmanagersuseintuitioninmakingbusinessdecisions.havenotacknowledgedtheroleofintuitioninmanagerialpractice.Accordingtothetext,seniormanagersuseintuitioninallofthefollowingwaysEXCEPTtospeedupthecreationofasolutiontoaproblem.toidentifyaproblemorbringtogetherdifferentfacts.toinitiatecleargoalsandintheendattainthem.

toevaluatepossiblesolutionstoaproblem.Whenmentioning“thinking/actingcycles”(inPara.4),theauthorismostlikelytobelievethatamanageranalyzesaseriesofproblemsandthenactsonthatanalysis.amanagergathersdatabyactingandthenobservestheeffectsofaction.actionandanalysisinmanagerialpracticeinvariablyoccursimultaneously.amanagertakesaction,beingabletoclarifyreasonsforthataction.Accordingtothetext,whichofthefollowingwouldmostprobablybeonemajordifferenceinbehaviorbetweenManagerX,whousesintuitiontoreachdecisions,andManagerY,whousesonlyformaldecisionanalysis?ManagerXcheckspossiblesolutionstoaproblembysystematicanalysis;ManagerYdoesnot.ManagerXtakesactioninordertoarriveatthesolutiontoaproblem;ManagerYdoesnot.ManagerYdrawsonyearsofpersonalexperienceincreatingasolutiontoaproblem;ManagerXdoesnot.ManagerXdependsonday-by-daytacticalactivities;ManagerYdoesnot.PartBDirections:Youaregoingtoreadalistofheadingsandatext.ChoosethemostsuitableheadingfromthelistA-Fforeachnumberedparagraph(41-45).Thefirstandlastparagraphsofthetextarenotnumbered.Thereisoneextraheadingwhichyoudonotneedtouse.MarkyouranswersonANSWERSHEET1.(10points)PhysicalChangesLowSelf-EsteemEmergingIndependenceandSearchforIdentityEmotionalTurbulenceInterestintheOppositeSexPeerPressureandConformity

Thetransitiontoadulthoodisdifficult.Rapidphysicalgrowthbeginsinearlyadolescence—typicallybetweentheagesof9and13 —andthoughtprocessesstarttotakeonadultcharacteristics.Manyyoungstersfindthesechangesdistressingbecausetheydonotfullyunderstandwhatishappeningtothem.Fearsandanxietiescanbeputtorestbysimplykeepinganopenlineofcommunicationandpreparingforchangebeforeitoccurs.Themainissuesthatariseduringadolescenceare:41Achild'sselfworthisparticularlyfragileduringadolescence.Teenagersoftenstrugglewithanoverwhelmingsensethatnobodylikesthem,thatthey 'renotasgoodasotherpeople,thattheyarefailures,losers,uglyorunintelligent.42Someformofbodilydissatisfactioniscommonamongpre-teens.Ifdissatisfactionisgreat,itmaycausethemtobecomeshyorveryeasilyembarrassed.Inothercases,teensmayacttheopposite -loudandangry—inanefforttocompensateforfeelingsofself-consciousnessandinferiority.Asalarmingasthesebodilychangescanbe,adolescentsmayfinditequallydistressingtonotexperiencethechangesatthesametimeastheirpeers.Latematurationcancausefeelingsofinferiorityandawkwardness.43Youngpeoplefeelmorestronglyabouteverythingduringadolescence.Fearsbecomemorefrightening,pleasuresbecomemoreexciting,irritationsbecomemoredistressingandfrustrationsbecomemoreintolerable.Everyexperienceappearsking-sizedduringadolescence.Youngstershavingadifficultadolescencemaybecomeseriouslydepressedand/orengageinself-destructivebehavior.Often,thefirstcluethatateenagerneedsprofessionalhelpisadeep-rootedshiftinattitudeandbehavior.Parentsshouldbealerttothewarningsignsofpersonalitychangeindicatingthatateenagerneedshelp.Theyincluderepeatedschoolabsences,slumpinggrades,useofalcoholorillegalsubstances,hostileordangerousbehaviorandextremewithdrawalandreclusiveness.

44Thereistremendouspressureonadolescentstoconformtothestandardsoftheirpeers.Thispressuretowardconformitycanbedangerousinthatitappliesnotonlytoclothingandhairstyles; itmayleadthemtodothingsthattheyknowarewrong.45Adolescencemarksaperiodofincreasingindependencethatoftenleadstoconflictbetweenteenagersandparents.Thistensionisanormalpartofgrowingup—andforparents,anormalpartoftheletting-goprocess.Anothernormalpartofadolescenceisconfusionovervaluesandbeliefs.Thistimeofquestioningisimportantasyoungpeopleexaminethevaluestheyhavebeentaughtandbegintoembracetheirownbeliefs.Thoughtheymayadoptthesamebeliefsastheirparents,discoveringthemontheirownenablestheyoungpersontodevelopasenseofintegrity.Althoughadolescencewillpresentchallengesforyoungpeopleandtheirparents,awarenessandcommunicationcanhelppavethewayforasmoothtransitionintothisexcitingphaseoflife.SectionIIITranslationDirections:InthissectionthereisatextinEnglish.TranslateitintoChinese.WriteyourtranslationonANSWERSHEET2.(15points)Sometimesitisinterpersonalskillsratherthanprofessionalskillsthatreallycountinyourcareer.Interp