江苏高考英语真题任务型阅读.pdf
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1、20132013 卷卷第四部分:任务型阅读(共第四部分:任务型阅读(共 1010 小题;每小题小题;每小题 1 1 分,满分分,满分 1010 分)分)请认真阅读下列短文,并根据所读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 ConscientiousQuiet Virtue:The ConscientiousThe everyday signs of conscientiousness(认真尽责)being punctual,careful in doing work,self-discip
2、lined,and scrupulous(一丝不苟的)in attending to responsibilitiesare typicalcharacteristics of the model organizational citizen,the people who keep things running as theyshould.They follow the rules,help out,and are concerned about the people they work with.Its theconscientious worker who helps newers or
3、updates people who return after an absence,who gets towork 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,outstandingeffectiveness for almost all jobs,from semi-skilled labor to sales and m
4、anagement,depends onconscientiousness.It is particularly important for outstanding performance in jobs at the lowerlevels of an organization:the secretary whose message taking is perfect,the delivery truck driverwho is always on time.Among sales representatives for a large American car manufacturer,
5、those who were mostconscientious had the largest volume of sales.Conscientiousness also offers a buffer(缓冲)againstthe threat of job loss in today s constantly changing market,because employees with this qualityare among the most valued.For the sales representatives,their level of conscientiousness m
6、atteredalmost as much as their sales in determining who stayed on.There is an air around highly conscientious people that makes them seem even better than theyactually are.Their reputation for dependability influences managers evaluations of their work,giving them higher evaluations than objective m
7、easures of their performance would predict.But conscientiousness in the absence of social skills can lead to problems.Since conscientiouspeople demand so much of themselves,they can hold other people to their own standards,and sobe overly judgmental when others dont show the same high levels of mode
8、l behavior.Factoryworkers 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 ex
9、pectations,it can discourage creativity.In creative professions like art or advertising,openness to wild ideas and spontaneity(自发性)arescarce and in demand.Success in such occupations calls for a balance,however;without enoughconscientiousness to follow through,people bee mere dreamers,with nothing t
10、o show for theirimaginativeness.题型自主分析: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):.20122012 卷卷第四部分第四部分:任务型阅读任务型阅读(共共1010 小题小题;每小题每小题1 1 分分,满分满分1010 分分)请认真阅读下列短文,并根据所读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 AdvantageHappiness Advantage”Effect EffectIn July 2010 Burts Bees
11、,a personal-care products pany,was going through enormouschange 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 urgentdemands.In doing so,managers lift everyones anxi
12、ety level,which activates the part of the brainthat processes threats and steals resources from the prefrontal cortex(大脑皮层),which isresponsible for effective problem solving.Burts Beess then-CEO,John Wolfgang,took a different approach.Each day,he d sendout anpraising a team member for work related t
13、o global marketing.Hed interrupt his ownpresentations to remind his managers to talk with their teams about the pany s values.He askedme to further a three-hour session with employees on happiness in the course of the expansioneffort.As one member of the senior team told me a year later,Wolfgangs em
14、phasis on developingpositive leadership kept his managers actively involved and loyal as they successfully transformedthe pany into a global one.That oute shouldnt surprise us.Research shows that when people work with a positivemind-set(思 维 模 式),performanceonnearlyeverylevel-productivity,creativity,
15、involvement-improves.Yet happiness is perhaps the most misunderstood driver of performance.For one,most people believe that success es before happiness.“Once I get a promotion,I ll behappy,”they think.Or,“Once I hit sales targe,Ill feel great.”But because success is a movingtargetas soon as you hit
16、your target,you raise it again-the happiness that results fromsuccess does not last long.In fact,it works the other way around:People who have a positive mind-set perform better inthe face of challenge.I call this the“happiness advantage”every business oute showsimprovement when the brain is positiv
17、e.Ive observed this effect in my role as a researcher and.lecturer in 48 countries on the connection between employee happiness and success.And I m notalone:In an analysis of 225 academic studies,researchersfound strong evidence ofcause-and-effect relationship between life satisfaction and successfu
18、l business outes.Another mon misunderstanding is that our genetics,our environment,or a bination of the twodetermines how happy we are.To be sure,both factors have an impact.But ones general sense ofwell-being is surprisingly unstable.The habits you form,the way you interact with colleagues,howyou t
19、hink about stress-all these can be managed to increase your happiness and your chances ofsuccess.题型自主分析: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):20112011 卷卷第四部分:任务型阅读第四部分:任务型阅读(共共 1010 小题;每小题小题;每小题 1 1 分,满分分,满分 1010 分分)请认真阅读下列短文,并根据所读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 个单词。Whe
20、n Should a Leader Apologize and When Not?When Should a Leader Apologize and When Not?Why Difficult?Why Difficult?When we wrong someone we know,even not intentionally,we are generally expected toapologize so as to improve the situation.But when we re acting as leaders,the circumstances aredifferent.T
21、he act of apology is carried out not merely at the level of the individual but also at thelevel of the institution.It is a performance in which every expression matters and every word beespart of the public record.Refusing to apologize can be smart,or it can be stupid.So,readiness toapologize can be
22、 seen as a sign of strong character or as a sign of weakness.A successful apologycan 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
23、 if and when to apologize publicly?Why Now?Why Now?The question of whether leaders should apologize publicly has never been more urgent.Duringthe last decade or so,the United States in particular has developed an apology cultureapologies ofall kinds and for all sorts of wrongdoings are made far more
24、 frequently than before.More newspaperwriters 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 privateapologies.Why Bother?Why Bother?Why do we apologize?Why do we ever put o
25、urselves in situations likely to be difficult,embarrassing,and even risky?Leaders who apologize publicly could be an easy target.They areexpected to appear strong and capable.And whenever they make public statements of any kind,theirindividual and institutional reputations are in danger.Clearly,then
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