[外语类试卷]国家公共英语（五级）笔试模拟试卷11及答案与解析.doc

1、国家公共英语（五级）笔试模拟试卷 11及答案与解析 Part A Directions: You will hear a talk. As you listen, answer Questions 1-10 by circling TRUE or FALSE. You will hear the talk ONLY ONCE. You now have 1 minute to read Questions 1-10. 1 The speakers are making arrangements for Monday, Tuesday and Wednesday. （ A） Right （ B）

2、 Wrong 2 The man doesnt have much to do during the week. （ A） Right （ B） Wrong 3 He will take the lawyer out to dinner. （ A） Right （ B） Wrong 4 He will have a meeting the whole morning on Tuesday. （ A） Right （ B） Wrong 5 He will meet the chief examiner on Tuesday morning. （ A） Right （ B） Wrong 6 He

3、will cancel the meeting with Johan Bluns parents. （ A） Right （ B） Wrong 7 The meeting with the lawyer is to be postponed. （ A） Right （ B） Wrong 8 The tutorial with Maria Rosa will be cancelled. （ A） Right （ B） Wrong 9 Mr. Dennis is from the examining board. （ A） Right （ B） Wrong 10 Mr. Dennis is exp

4、ected to come at 2:30 on Monday afternoon. （ A） Right （ B） Wrong Part B Directions: You will hear 3 conversations or talks and you must answer the questions by choosing A, B, C or D. You will hear the recording ONLY ONCE. 11 Why is it necessary to give a coin to someone when you give him a present w

5、ith a sharp edge or point? （ A） To specially celebrate his birthday. （ B） To express some special meaning which you dare not tell directly. （ C） To wish for a long-lasting friendship. （ D） To wish your friend good luck in his life. 12 Is Mollys uncle a superstitious person? （ A） He wasnt before, but

6、 now he has become one. （ B） Yes, he always believes in things which can bring him good or bad luck. （ C） Yes, he always says that its bad luck to walk under a ladder. （ D） No, he isnt, except when referring to walking under a ladder. 13 According to Mollys grandmother, how many years of bad luck wo

7、uld be brought if she breaks a mirror? （ A） Ten years. （ B） Seven years. （ C） Five years. （ D） Seven weeks. 14 Why does the woman call? （ A） Because she has a problem about her car. （ B） Because she wants to book a train ticket. （ C） Because she wants to know how she can go to Edinburgh. （ D） Becaus

8、e she wants to know how she can go to London. 15 How long does it take to go by train? （ A） About ten hours. （ B） Five hours. （ C） Eight hours. （ D） Fourteen hours. 16 How will the customer go there? （ A） By car. （ B） By plane. （ C） By coach. （ D） Not decided yet. 17 What role do most people in the

9、manufacturing trades play? （ A） Designers. （ B） Supervisors. （ C） Assistants. （ D） Employees. 18 Which of the following best characterizes the job of a semiskilled worker? （ A） Repetitive. （ B） Consistent. （ C） Exceptional. （ D） Complicated. 19 How are the working conditions for most manufacturing j

10、obs? （ A） Disgraceful. （ B） Forceful. （ C） Harsh. （ D） Monotonous. 20 Who are responsible for planning and directing the manufacturing process? （ A） Scientists and engineers. （ B） Management workers. （ C） Technicians. （ D） Public relation workers. Part C Directions: You will hear a talk. As you list

11、en, answer the questions or complete the notes in your test booklet for Questions 21-30 by writing NOT MORE THAN THREE words in the space provided on the right. You will hear the talk TWICE. You now have 1 minute to read Questions 21-30. 21 Franklin Roosevelt became president _. 22 At that time what

12、 was most Americans attitude towards world affairs? 23 What was Roosevelt concentrated on during his first years in office? 24 With whom did he want to improve the relations first in his presidency? 25 What did he himself call such a foreign policy? 26 Why did Roosevelt compromise over a lot of matt

13、ers with his neighbors? 27 Can you name two or three of such neighbors? 28 Why did Roosevelt refuse to break the relations with Moscow although the two governments were far different from each other about many subjects? 29 With how many nations did Roosevelts administration reach new trade agreement

14、 30 In summary, what did the speaker talk about? 一、 Section II Use of English (15 minutes) Directions: Read the following text and fill each of the numbered spaces with ONE suitable word. Write your answers on ANSWER SHEET 1. 31 You may say that the business of marking books is going to slow down y

15、our reading. (31) probably will. Thats one of the (32) for doing it. Most of us have been taken in by the notion that speed of (33) is a measure of our intelligence. There is (34) such thing as the right (35) for intelligent reading. Some things should be (36) quickly and effortlessly, and some shou

16、ld be read (37) and even laboriously. The sign of intelligence (38) reading is the ability to read (39) things differently according to their worth. In the (40) of good books, the point is not to see how many of them you can get through, (41) how many can you get through how many you can (42) your o

17、wn. A few friends are (43) than a thousand acquaintances. If this be your goal, (44) it should be, you will not be impatient if it takes more time and effort to read a great book than it (45) a newspaper. You may have another objection to (46) books. You cant lend them to your friends (47) nobody el

18、se can read them (48) being distracted by your notes. Whats more, you wont want to lend them because a (49) copy is a kind of intellectual diary, and (50) it is almost like giving your mind away. If your friend hopes to read your “Shakespeare“, or “The Federalist Papers“, tell him, gently but firmly

19、 to buy a copy. You will lend him your car or your coat but your books are as much a part of you as your head or your heart. Part A Directions: Read the following texts and answer the questions which accompany them by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. 51 Navigation compute

20、rs, now sold by most car-makers, cost $2,000 and up. No surprise, then, that they are most often found in luxury cars, like Lexus, BMW and Audi. But it is a developing technology meaning prices should eventually drop and the market does seem to be growing. Even at current prices, a navigation comput

21、er is impressive. It can guide you from point to point in most major cities with precise turn-by-turn directions spoken by a clear human sounding voice, and written on a screen in front of the driver. The computer works with an antenna that takes signals from no fewer than three of the 24 global pos

22、itioning system (GPS) satellites. By measuring the time required for a signal to travel between the satellites and the antenna, the cars location can be pinned down within 100 meters. The satellite signals, along with inputs on speed from a wheel-speed sensor and direction from a meter, determine th

23、e cars position even as it moves. This information is combined with a map database. Streets, landmarks and points of interest are included. Most systems are basically identical. The differences come in hardware the way the computer accepts the drivers request for directions and the way it presents t

24、he driving instructions. On most systems, a driver enters a desired address, motorway junction or point of interest via a touch screen or disc. But the Lexus screen goes a step further: you can point to any spot on the map screen and get directions to it. BMWs system offers a set of cross hairs that

25、 can be moved across the map (you have several choices of map scale) to pick a point youd like to get to. Audis screen can be switched to TV reception. Even the voices that recite the directions can differ, with better systems like BMWs and Lexuss having a wider vocabulary. The instructions are avai

26、lable in French, German, Spanish, Dutch and Italian, as well as English. The driver can also choose parameters for determining the route: fastest, shortest or no freeways, for example. 51 We learn from the passage that navigation computers _. （ A） will greatly promote sales of automobiles （ B） may h

27、elp solve potential traffic problems （ C） are likely to be accepted by more drivers （ D） will soon be viewed as a symbol of luxury 52 With a navigation computer, a driver will easily find the best route to his destination _. （ A） by inputting the exact address （ B） by indicating the location of his

28、car （ C） by checking his computer database （ D） by giving vocal orders to the computer 53 Despite their varied designs, navigation computers used in cars _. （ A） are of more or less the same price （ B） provide directions in much the same way （ C） work on more or less the same principles （ D） receive

29、 instructions from the same satellites 54 The navigation computer functions _. （ A） by means of a direction finder and a speed detector （ B） basically on satellite signals and a map database （ C） mainly through the reception of turn-by-turn directions （ D） by using a screen to display satellite sign

30、als 55 The navigation systems in cars like Lexus, BMW and Audi are mentioned to show _. （ A） the immaturity of the new technology （ B） the superiority of the global positioning system （ C） the cause of price fluctuations in car equipment （ D） the different ways of providing guidance to the driver 56

31、 Managers spend a great deal of their time in meetings. According to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22% of their time on meetings. So what are the managers doing in those meetings? There have conventionally been two answers. Th

32、e first is the academic version: Managers are coordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little

33、 more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve

34、 as shop windows for managerial talent, but this is far from the truth as a whole. The suggestion that meetings are actually battle grounds is misleading since the raison detre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and

35、 the organization as a whole. For the organization, meetings, represent recording devices. The minutes of meetings catalogue the change of the organization, at all levels, in a more systematic way than do the assorted memos and directives which are scattered about the company. They enshrine the minu

36、tes of corporate history, they itemize proposed actions and outcomes in a way which makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a reassuring level

37、 of control over events. What is more, the minutes record the debating of certain issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with Allied Breweri

38、es, explains: “Time and effort are seen to have been invested in scrutinizing a certain course of action“. Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it, even if it

39、actually went through “on the nod“. At the same time, the burden of responsibility is spread, so that no individual takes the blame. Thus, the public nature of formal meetings confers a degree of legitimacy on what happens in them. Having a view pass unchallenged at a meeting can be taken to indicat

40、e consensus. However, meetings also serve as an alibi for action, as demonstrated by one manager who explained to his subordinates: “I did what I could to prevent it I had our objections minutes in two meetings“. The proof of conspicuous effort was there in black and white. By merely attending meeti

41、ngs, managers buttress their status, while non-attendance can carry with it a certain stigma. Whether individual managers intend to make a contribution or not, it is satisfying to be considered one of those whose views matter. Ostracism, for senior managers, is not being invited to meetings. As one

42、cynic observed, meetings are comfortingly tangible: “Who on the shop floor really believes that managers are working when they tour the works? But assemble them behind closed doors and call it a meeting and everyone will take it for granted that they are hard at work“. Managers are being seen to ear

43、n their corn. Meetings provide managers with another form of comfort too that of formality. Meetings follow a fixed format: Exchanges are ritualized, the participants are probably known in advance, there is often a written agenda, and there is a chance to prepare. Little wonder then, that they come

44、as welcome relief from the upheaval and uncertainty of life outside the meeting room. Managers can draw further comfort from the realization that their peers are every bit as bemused and fallible as themselves. Meetings provide constant reminders that they share the same problems, preoccupations and

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