[外语类试卷]专业英语四级（阅读）模拟试卷37及答案与解析.doc

1、专业英语四级（阅读）模拟试卷 37及答案与解析 0 No matter what the reason, though, juggling more than one job is guaranteed to be a crash course in time management. If youre not careful, the word “crash“ could become more than figurative. We all know that well have to figure out a time management system when we take on a

2、 second job. Equally obvious is the fact that what works for one person (and their jobs)probably wont work for anyone else. Its up to you to find a system and stick with it. There are a few tricks, though, that can help. Keep firm dividers between your different jobs. Even if you are the boss on you

3、r second job youre working for yourself you have an obligation to keep that work separate from your day job. Focus on whats in front of you. Theres actually a benefit to punching a clock when you work for more than one supervisor. When youre on the clock for Company A, you know exactly which project

4、s you should be working on. If Company A is paying for this time, you should be theirs, heart and soul, at least until you clock out. Good records can also help. Im not just talking about the calendars and task lists most of us rely on, either. Making sure that you have any contact information avail

5、able no matter whether youre at Job A, Job B or Home can take some extra effort, but its worth it. The same goes for your notes and other paperwork. There will come a day when an emergency comes up at Job A when youre supposed to be taking care of something for Job B. Its a fact of life. Unless you

6、have very understanding supervisors or clients, youre going to have to choose between your jobs. In the moment, its very hard to make that decision. Ive decided between jobs based on which I enjoyed more, which paid better and which was more likely to fire me. You cant necessarily make decisions ahe

7、ad of time, either. The best you can do is make sure you know which of your commitments is the priority when youre thinking calmly and rationally. Beyond that, Id suggest thinking about contingency plans. Personally, my contingency plan is very simple. I can pick up and move any of my projects to an

8、ywhere that has Internet access. I know plenty of people who bring their work to their primary job. It seems to be a favorite tactic of folks starting up a freelancing career or small business. I dont think thats the best way to manage a packed schedule. If you dont have your primary employers permi

9、ssion, the arrangement is shady at best. That said, these situations do happen. If youre in one of them, the best advice is to just keep things quiet. Give precedence to the employer who is paying you for this specific chunk of time. Some companies dont want you to work anywhere else. They want you

10、to put in your eight hours, go home, sleep well and come back rested. Others consider employees who go looking for other projects as assets such employees have a jump start on networking and have a wider variety of experiences. Unfortunately, most supervisors do not come with a label describing whic

11、h variety they are. Because it can be very hard to figure out your boss stance, the general rule seems to be that you keep quiet on your extracurricular activities. I wouldnt talk about Job A at Job B, although, if my boss was to bring up the matter, Id be entirely truthful. 1 What does the author t

12、hink about “punching a clock“? （ A） It signifies the boundary between different jobs. （ B） It monitors the assignment of ones attention to different jobs. （ C） It helps one to concentrate on the job in front of him. （ D） It restricts the time for the second job. 2 It is indicated in the fifth paragr

13、aph that, when you have to choose between jobs, （ A） you need an understanding supervisor. （ B） you need to follow certain procedures. （ C） you need to be flexible. （ D） you need to compromise. 3 The author uses “contingency plan“ in the case of （ A） priority projects. （ B） minor projects. （ C） emer

14、gency. （ D） convenience. 4 When people start to take up a second job, they tend to （ A） bring it to their day job. （ B） hide it from their day job boss. （ C） first ask for their day job boss permission. （ D） still give priority to the day job. 5 When an employer considers the employees who go lookin

15、g for other projects as assets, he （ A） encourages them to become free lances. （ B） doesnt think they can work both jobs well. （ C） appreciates their wide variety of experience. （ D） doesnt want them to take up any second job. 6 If a title is to be given to the last two paragraphs, the best one is “

16、_“. （ A） How to deal with the jobs when they coincide? （ B） How much do you tell the boss? （ C） How to identify the type of the boss? （ D） How much do you pay to balance more than more job? 6 Strikes and demonstrations in Germany, Britain and France helped to make the shorter working week a union pr

17、iority. Employers gave way because in Germany sweating capital investment had traditionally been the way German managers sustained high productivity. In Britain, there was a certain cynicism in agreeing to a reduced working week as British workers have always opted for extensive overtime to make up

18、low basic wages. A nominal 35-hour week merely allowed more overtime. Working with union leaders such as Ron Todd and Bill Jordan in Britain and Hans Mayr, the wily IG Metall leader, in Germany, I found that there was one big gap in the movement for a 35-hour week. The Swedish union movement refused

19、 categorically to join the campaign. Given that in the 1980s as today 95% of the Swedish workforce is unionized, the absence of the Swedish metalworkers union left a large hole in the European campaign. The Swedish thought that focusing on nominal weekly working hours was fatuous. The Swedish metal

20、union believed that the distribution of working time should focus on annual holidays, family leave and on rigidly enforced limits on overtime that would be unacceptable to any self-respecting British shop steward. For the Swedish unions, working hours should help support Volvo, Saab, Electrolux and

21、other companies faced with the growing challenge of globalization. To prescribe a rigid working week as the solution to European labor market problems just did not make sense to the calm, consensual approach that had allowed Swedish capitalism to flourish while delivering the best version of “social

22、 Europe“ on offer in the continent. At the time, it appeared frustrating to see this breach in solidarity. But today, the Swedish refusal to make a totem out of the 35-hour week appears more than justified. Sweden has maintained both full employment and record levels of trade union membership. By co

23、ntrast, in Germany and France, where the 35-hour week was introduced, the continuing high level of unemployment and the lack of movement and energy in the labor market have contributed to the biggest slump in trade union membership ever seen in both countries. 7 The reason why in the end the 35-hour

24、 week has been gotten through in Germany is that （ A） facing vast strikes and demonstrations, German managers couldnt deny the longstanding fact of overworking employees for high profits. （ B） German workers devoted themselves to striking and demonstrating against the former longer working week. （ C

25、） the new working rule has been approved in most of European countries. （ D） the new working rule would definitely improve the rate of employment. 8 In the second paragraph, what does “nominal“ mean here? （ A） Formal. （ B） Regular. （ C） Artificial. （ D） Token. 9 In the 7th paragraph, what does “brea

26、ch in solidarity“ refer to? （ A） Social Europe. （ B） Prosperity in Sweden. （ C） Swedish noninvolvement. （ D） The 35-hour week. 10 What is the authors attitude towards the 35-hour week? （ A） Neutral. （ B） Supporting. （ C） Suspicious. （ D） Pessimistic. 11 Which statement is true according to the passa

27、ge? （ A） Swedish workers hardly dissented from its government in its working week problem. （ B） Until today there have been 95% of the Swedish metalworkers that are unionized. （ C） Those British managers who have self-respects are considered to oppose a rigid enforcement of limits on overtime. （ D）

28、Under the challenge of globalization, some major Swedish companies have turned to annual holidays and family leave for help. 11 The stunningly slow pace of job creation, which sank to growth of just 32,000 in July, has provided new ammunition in an intense political debate over job quality. For mont

29、hs, Democrats have said that the long-delayed employment recovery was concentrated in low-wage jobs that paid far less than those that were lost. White House officials replied that the available data failed to settle the matter one way or the other. The data is still inconclusive. But the weakness i

30、n job creation and the apparent weakness in high-paying jobs may be opposite sides of a coin. Companies still seem cautious, relying on temporary workers and anxious about rising health care costs associated with full-time workers. Many economists say that over the long term, the most vulnerable pos

31、itions are those at the low end of the wage scale that require fewer skills and are easily replicated. Even now, at a time when a disproportionate number of new jobs appear to be lower-paying ones, there has been growth in some high-income occupations like accounting, architecture and software. Yet

32、the earnings gap between the highest-paid employees and the rest of the work force is still widening, as it has over most of the last 30 years. The trend is most striking in factories, which accounted for the bulk of job losses in the last three years and tended to pay above-average wages. In contra

33、st to previous recoveries, when companies rehired a large proportion of laid-off workers, manufacturers have added only 91,000 jobs this year, having eliminated more than two million jobs in the previous three years. The largely permanent decline in manufacturing employment, which has been more acut

34、e after this recession than in previous ones, spans all levels from blue-collar workers through senior management. It has coincided with a bulge in the number of jobs in low-paying fields that are comparatively easy to enter: retail sales, hotel services and clerical work. 12 Which of the following

35、titles is most appropriate to the passage? （ A） Its Not Just the Jobs Lost, but the Pay in the New Ones. （ B） The New Ammunition: Slow Pace of Job Creation. （ C） Earnings Gap to Be Solved. （ D） The Verso of a Coin. 13 It can be inferred from the passage that （ A） Manufacturers have offered more jobs

36、 than they have eliminated in the past few years. （ B） The earnings gap problems used to be small in the past few decades. （ C） Republicans seem to be on a sticky wicket in job quality problems. （ D） The write appears to be optimistic about manufacturing employment in future. 14 Why do many companie

37、s prefer casual laborers? （ A） Because they could be low paid. （ B） Because they have no privilege of health care which costs higher and higher. （ C） Because most of them used to be laid-off workers. （ D） Because the rate of employment wont be influenced. 15 Now there is an increase of low-income jo

38、b employment in the field of （ A） architecture. （ B） software. （ C） hotel service. （ D） church service. 16 What is the authors attitude towards the current situation in labor market? （ A） Optimistic. （ B） Apathetic. （ C） Impersonal. （ D） Critical. 16 It often happens that a number of applicants with

39、 almost identical qualifications and experience all apply for the same position. In their educational background, special skills and work experience, there is little, if anything, to choose between half a dozen candidates. How then does the employer make a choice? Usually on the basis of an intervie

40、w. There are many arguments for and against the interview as a selection procedure. The main argument against it is that it results in a wholly subjective decision. As often as not, employers do not choose the best candidate, they choose the candidate who makes a good first impression on them. Some

41、employers, of course, reply to this argument by saying that they have become so experienced in interviewing staff that they are able to make a sound assessment of each candidates likely performance. The main argument in favour of the interview and it is, perhaps, a good argument is that an employer

42、is concerned not only with a candidates ability, but with the suitability of bis or her personality for the particular work situation. Many employers, for example, will overlook occasional inefficiencies from their secretary provided she has a pleasant personality. It is perhaps true to say, therefo

43、re, that the real purpose of an interview is not to assess the assessable aspects of each candidate but to make a guess at the more intangible things, such as personality, character and social ability. Unfortunately, both for the employers and applicants for jobs, there are many people of great abil

44、ity who simply do not interview well. There are also, of course, people who interview extremely well, but are later found to be very unsatisfactory employees. Candidates who interview well tend to be quietly confident, but never boastful; direct and straightforward in their questions and answers; ch

45、eerful and friendly, but never over-familiar; and sincerely enthusiastic and optimistic. Candidates who interview badly tend to be at either end of the spectrum of human behaviour. They are either very shy or over-confident. They show either a lack of enthusiasm or an excess of it. They either talk

46、too little or never stop talking. They are either over-polite or rudely abrupt. 17 We can infer from the passage that an employer might tolerate his secretarys occasional mistakes, if the latter is （ A） direct. （ B） cheerful. （ C） shy. （ D） capable. 18 What is the authors attitude towards the interv

47、iew as a selection procedure? （ A） Unclear. （ B） Negative. （ C） Objective. （ D） Indifferent. 19 According to the passage, people argue over the interview as a selection procedure mainly because they have （ A） different selection procedures. （ B） different purposes in the interview. （ C） different st

48、andards for competence. （ D） different experiences in interviews. 20 The purpose of the last paragraph is to indicate （ A） a link between success in interview and personality. （ B） connections between work abilities and personality. （ C） differences in interview experience. （ D） differences in perso

49、nal behaviour. 专业英语四级（阅读）模拟试卷 37答案与解析 【知识模块】 阅读 1 【正确答案】 A 【试题解析】 第 3段首句是该段的主题句，主题 是 “dividers”，作者认为，分配给各项工作的时间界限要分明，第 3句中提到的 punching a clock就是为了说明这个观点，可见 punching a clock的功能就是让人明确什么时间该做什么工作， A与这个意思最为相近，为本题答案。 【知识模块】 阅读 2 【正确答案】 C 【试题解析】 第 5段的主题是 choose between jobs，虽然该段并没有明确指出应如何选择，但最后一句提到的三种情况表明作者在需要选择的时候，会根据不同的情况灵活地作出选择，可见本题应选 C。 【知识模块】 阅读 3 【正确答案】 D 【试题解析】 从第 6段最后一句的 any projects和 anywhere可以推断作者推行contingency plan时是很随意的，方便的时候就会争取时间工作，因此应选 C。第6段第 3句开头的 beyond that表明作者在这一段提出了两点建议，这两点建议是并列的，不是互补的，所以别以为前两句提到了 priority， contingency p