江苏高考英语真题任务型阅读.doc
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1、2013江苏卷第四部分:任务型阅读(共10小题;每小题1分,满分10分)请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意:请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。Quiet Virtue: The ConscientiousThe everyday signs of conscientiousness (认真尽责)being punctual, careful in doing work, self-disciplined, and scrupulous (一丝不苟的) in attending to responsibilitiesare
2、 typical characteristics of the model organizational citizen, the people who keep things running as they should. They follow the rules, help out, and are concerned about the people they work with. Its the conscientious worker who helps newcomers or updates people who return after an absence, who get
3、s to work on time and never abuses sick leaves, who always gets things done on deadline.Conscientiousness is a key to success in any field. In studies of job performance, outstanding effectiveness for almost all jobs, from semi-skilled labor to sales and management, depends on conscientiousness. It
4、is particularly important for outstanding performance in jobs at the lower levels of an organization: the secretary whose message taking is perfect, the delivery truck driver who is always on time.Among sales representatives for a large American car manufacturer, those who were most conscientious ha
5、d the largest volume of sales. Conscientiousness also offers a buffer (缓冲) against the threat of job loss in todays constantly changing market, because employees with this quality are among the most valued. For the sales representatives, their level of conscientiousness mattered almost as much as th
6、eir sales in determining who stayed on.There is an air around highly conscientious people that makes them seem even better than they actually are. Their reputation for dependability influences managers evaluations of their work, giving them higher evaluations than objective measures of their perform
7、ance would predict.But conscientiousness in the absence of social skills can lead to problems. Since conscientious people demand so much of themselves, they can hold other people to their own standards, and so be overly judgmental when others dont show the same high levels of model behavior. Factory
8、 workers in Great Britain and the United States who were extremely conscientious, for example, tended to criticize co-workers even about failures that seemed unimportant to those they criticized, which damaged their relationships.When conscientiousness takes the form of living up to expectations, it
9、 can discourage creativity. In creative professions like art or advertising, openness to wild ideas and spontaneity (自发性) are scarce and in demand. Success in such occupations calls for a balance, however; without enough conscientiousness to follow through, people become mere dreamers, with nothing
10、to show for their imaginativeness.题型自主分析:1、原词重现(信息查找):2、词性转换(信息加工):3、提炼概括(信息归纳): 2012江苏卷第四部分: 任务型阅读(共10 小题;每小题1 分,满分10 分)请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意:请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。 Happiness Advantage” EffectIn July 2010 Burts Bees, a personal-care products company, was going through en
11、ormous change as it began a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent demands. In doing so, managers lift everyones anxiety level, which activates the part of the br
12、ain that processes threats and steals resources from the prefrontal cortex(大脑皮层), which is responsible for effective problem solving.Burts Beess then-CEO, John Wolfgang, took a different approach. Each day, hed send out an e-mail praising a team member for work related to global marketing. Hed inter
13、rupt his own presentations to remind his managers to talk with their teams about the companys values. He asked me to further a three-hour session with employees on happiness in the course of the expansion effort. As one member of the senior team told me a year later, Wolfgangs emphasis on developing
14、 positive leadership kept his managers actively involved and loyal as they successfully transformed the company into a global one.That outcome shouldnt surprise us. Research shows that when people work with a positive mind-set(思维模式), performance on nearly every level- productivity, creativity, invol
15、vement-improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most people believe that success comes before happiness. “Once I get a promotion, Ill be happy,” they think. Or, “Once I hit sales targe, Ill feel great.” But because success is a moving targetas soon as
16、 you hit your target, you raise it again - the happiness that results from success does not last long. In fact, it works the other way around: People who have a positive mind-set perform better in the face of challenge. I call this the “happiness advantage” every business outcome shows improvement w
17、hen the brain is positive. Ive observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And Im not alone: In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect relationship between l
18、ife satisfaction and successful business outcomes.Another common misunderstanding is that our genetics, our environment, or a combination of the two determines how happy we are. To be sure, both factors have an impact. But ones general sense of well-being is surprisingly unstable. The habits you for
19、m, the way you interact with colleagues, how you think about stress-all these can be managed to increase your happiness and your chances of success.题型自主分析:1、原词重现(信息查找):2、词性转换(信息加工):3、提炼概括(信息归纳): 2011江苏卷第四部分:任务型阅读(共10小题;每小题1分,满分10分)请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意:请将答案写在答题卡上相应题号的横线上。每个空格只填1个
20、单词。When Should a Leader Apologize and When Not?Why Difficult?When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when were acting as leaders, the circumstances are different. The act of apology is carried out not merely at
21、 the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character
22、 or as a sign of weakness. A successful apology can turn hate into personal and organizational harmonywhile an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize p
23、ublicly?Why Now?The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology cultureapologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More n
24、ewspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.Why Bother?Why do we apologize? Why do we ever put ourselves in situations likely to b
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