[考研类试卷]考研英语（二）模拟试卷68及答案与解析.doc

1、考研英语（二）模拟试卷 68 及答案与解析一、Section I Use of EnglishDirections: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D. (10 points) 0 Many people see remarriage as a fresh new chance at happiness with a partner whom they should have chosen in the first place. But t

2、he statistics reveal that second or later marriages are much more likely to【C1】_divorce. Why is this so?For one thing, remarrying mates often have unrealistic【C2】_. They are in love, and they dont really understand that the【C3】_of a missing partner(due to divorce, desertion or death)doesnt actually【

3、C4】_the family to its first-marriage status.【C5 】_, remarriage will present them with a number of unanticipated design issues such as childrens loyalty binds, the【C6 】_of parenting tasks and the uniting of disparate family cultures. These are three of the 5 major structural challenges of remarriage

4、outlined by psychologist Patricia Paper in her remarkable architectural model of remarriage. Essentially, the remarried familys unanticipated and difficult job is to【C7 】_many of their old assumptions about how a “real family“ i.e. , a traditional first-marriage familyis supposed to【C8 】_and get to

5、work on self-consciously planning, designing and building an entirely new kind of family structure that will【C9 】_their own unique requirements.A second, and equally important problem for the new couple lies in the realm of【C10】_communication. This is especially true【C11】_matters which lie very clos

6、e to the mates hearts, such as the sensitive issue of the childrens behavior. Are the members of the pair【C12】_and caring of each others youngsters, who have【C13】_difficult losses and transitions? Or does a stepparent respond to a childs stark unfriendliness with outrage and attack?For example, it i

7、s much better for a stepmom say “I feel hurt when your daughters come to visit and dont even say Hello to me or make eye【C14】_“than “Whenever your bratty daughters come over, they walk right past me as if I didnt even exist! They are so rude, and you just【C15】_there!“ The first response is an “I“ me

8、ssage and could start a useful discussion about how to handle the problem, while the second “you“ response is blaming and likely to【C16】_an argument.The knottiest of remarriage issues is often that of【C17】_, and here a ton of research provides a clear guideline. The stepparents role should be simila

9、r to that of a nanny, an aunt or a baby-sitter who is familiar with the rules of the house(such as, no TV before homework is finished.)She or he monitors and reports on the childs behavior, but ONLY the biological parent should do any kind of punishment(and is also allowed to let rules【C18】_.)And ye

10、t, far too often, a step-parent will think they should be the enforcer if they are to get real respect from their step-children.The problems of remarriage are a national issue that has been hiding under the【C19】_for far too long. It is only by bringing the unique challenges out into the open that we

11、 can possibly bring the【C20 】_rate of these marriages down.1 【C1 】（A）lie in（B） persevere in（C） take in（D）end in2 【C2 】（A）expectations（B） communications（C） fascinations（D）regulations3 【C3 】（A）loss（B） replacement（C） emergence（D）recovery4 【C4 】（A）refresh（B） relive（C） restore（D）reshape5 【C5 】（A）On the c

12、ontrary（B） For that reason（C） In return（D）In that case6 【C6 】（A）breakout（B） breakdown（C） breakup（D）breakthrough7 【C7 】（A）leave behind（B） ponder over（C） conceive of（D）put forward8 【C8 】（A）activate（B） operate（C） profit（D）generate9 【C9 】（A）rectify（B） rectify（C） meet（D）entail10 【C10 】（A）personal（B） form

13、al（C） communal（D）interpersonal11 【C11 】（A）regarded（B） regard（C） regarding（D）to regard12 【C12 】（A）respectable（B） respective（C） respecting（D）respectful13 【C13 】（A）undercut（B） underwent（C） undertook（D）underestimated14 【C14 】（A）contract（B） combination（C） contact（D）contraction15 【C15 】（A）withstand（B） sta

14、re（C） stand（D）take16 【C16 】（A）revoke（B） provoke（C） involve（D）evolve17 【C17 】（A）regulation（B） praise（C） discipline（D）principle18 【C18 】（A）slide（B） glide（C） collide（D）decide19 【C19 】（A）race（B） radar（C） rage（D）razor20 【C20 】（A）solution（B） evolution（C） dissolution（D）resolutionPart ADirections: Read the

15、following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)20 There was a time when negotiation between management and labor followed a predictable pattern. With a wink and a smile on the factory floor, aggrieved unionized workers would go on strike and hand over

16、 a list of choke-the-company demands. With mock horror, management would deliver a meager pay rise and cite the difficult business climate as a reason for not being more generous. The two sides would then painfully hammer out a deal with mutual concessions, presumably in a smoke-filled room.But the

17、workplace has evolved to meet the standards of a global economy, with its accompanying competition, mergers, acquisitions and international labor force: in the United States, at least, the strike - threaten-hammer model has been recognized as unduly painful and counterproductive. The two-tier hierar

18、chy of management and labor has given way to a maze of responsibilities and relationships, all of which bring the interests of both sides closer together than ever before. Add to this the fierce international competition for jobs, and the diminishing influence of unions, the need for a new approach

19、to solving labor disputes and navigating contract relations becomes obvious.The mutual-gains approach to negotiation speaks to this need something Joel Cutcher-Gershenfeld, the project co-director of Harvard University Law Schools Program on Negotiation, calls “inter-space bargaining“ It demands tha

20、t the two sides leave behind conventional notions of winning and losing, and focus instead on their shared stake in the success of the company. “When people start to examine the underlying interests, it becomes easier to generate numerous options to satisfy those interests,“ suggests Mr. Cutcher-Ger

21、shenfeld. In order to help companies discover these shared interests, PON offers a series of two-day seminars four times a year, in which employers, employees and others come together to receive specialized training in collective bargaining. The course, “Negotiating Labor Agreements“, is admired by

22、unions and corporate leaders alike for teaching its 125 to 145 participants how to think beyond the bargaining box.Harvard University faculty and other management scholars engage participants with simulated exercises and realistic negotiating examples. The aim is to whittle away the familiar positio

23、ns that come between the two sides, and to train them to brainstorm new solutions together. Now five years old, this programs most notable contribution to the field of collective bargaining is to bring management and labor into the same seminar, to learn the same strategies at the same time.The Scho

24、ol of Industrial and Labor Relations at Cornell University in New York state also offers a two-day seminar on “Mutual Gains Negotiations; Win-Win Bargaining“, which follows similarly innovative lines for resolving labor disputes. The ILR caters on management and labor separately, the program incorpo

25、rates new interest-based strategies for bargaining. Part of its appeal among managers is its certificate program, which encourages negotiators to attend every one of its workshops in order to qualify for a Collective Bargaining Studies Certificate.21 Old day management and labor negotiation was pred

26、ictable because it_.（A）never failed to help workers get what they want（B） always took a furious form and ended lose-lose（C） always resulted in a better capital and labor relationship（D）never took into consideration of the difficult business climate22 The new trend in workplace relationship in the US

27、. can be described as_.（A）an even fiercer competition between management and labor（B） a closer interest tie between management and labor（C） a much stronger influence of work unions on management（D）an even weaker bargaining power on the part of the workers23 According to the text, an “inter-space bar

28、gaining“ is one that_.（A）emphasizes the liabilities of both management and labor（B） favors the interest of neither the management nor the labor（C） happens within the company meeting rooms（D）requires both management and labor to give away to the other24 The seminars held by PON are intended to_.（A）pu

29、t management and labor back to negotiation table again（B） help management and labor get less from each other（C） help management and labor reevaluate their respective roles（D）put more responsibilities to both management and labor25 The Collective Bargaining Studies Certificates will be issued to thos

30、e who_.（A）excel in their bargaining performances simulated negotiations（B） show a genuine interest in the bargaining strategies taught in the seminars（C） never fail to be present at each workshop during the process of the whole course（D）always think Win-Win in their negotiation with their counterpar

31、ts25 When we worry about who might be spying on our private lives, we usually think about the Federal agents. But the private sector outdoes the government every time. Its Linda Tripp, not the FBI, who is facing charges under Marylands laws against secret telephone taping. Its our banks, not the Int

32、ernal Revenue Service(IRS), that pass our private financial data to telemarketing firms.Consumer activists are pressing Congress for better privacy laws without much result so far. The legislators lean toward letting business people track our financial habits virtually at will.As an example of whats

33、 going on, consider U. S. Bancorp, which was recently sued for deceptive practices by the state of Minnesota. According to the lawsuit, the bank supplied a telemarketer called Member Works with sensitive customer data such as names, phone numbers, bank account and credit-card numbers, Social Securit

34、y numbers, account balances and credit limits.With these customer lists in hand, Member Works started dialing for dollars selling dental plans, video games, computer software and other products and services. Customers who accepted a “free trial offer“ had, 30 days to cancel. If the deadline passed,

35、they were charged automatically through their bank or credit-card accounts. U.S. Bancorp collected a share of the revenues. Customers were doubly deceived, the lawsuit claims. They didnt know that the bank was giving account numbers to Member Works. And if customers asked, they were led to think the

36、 answer was no.The state sued Member Works separately for deceptive selling. The company defends that it did anything wrong. For its part, U. S. Bancorp settled without admitting any mistakes. But it agreed to stop exposing its customers to nonfinancial products sold by outside firms. A few top bank

37、s decided to do the same. Many other banks will still do business with Member Works and similar firms.And banks will still be mining data from your account in order to sell you financial products, including things of little value, such as credit insurance and credit-card protection plans.You have al

38、most no protection from businesses that use your personal accounts for profit. For example, no federal law shields “transaction and experience“ information mainly the details of your bank and credit-card accounts. Social Security numbers are for sale by private firms. Theyve generally agreed not to

39、sell to the public. But to businesses, the numbers are an open book. Self-regulation doesnt work. A firm might publish a privacy-protection policy, but who enforces it?Take U. S. Bancorp again. Customers were told, in writing, that “all personal information you supply to us will be considered confid

40、ential.“ Then it sold your data to MemberWorks. The bank even claims that it doesnt “sell“ your data at all. It merely “shares“ it and reaps a profit. Now you know.26 Contrary to popular belief, the author finds that spying on peoples privacy_.（A）is mainly carried out by means of secret taping（B） ha

41、s been intensified with the help of the IRS（C） is practiced exclusively by the FBI（D）is more prevalent in business circles27 We know from the passage that_.（A）legislators are acting to pass a law to provide better privacy protection（B） most states are turning a blind eye to the deceptive practices o

42、f private businesses（C） the state of Minnesota is considering drawing up laws to protect private information（D）lawmakers are inclined to give a free hand to businesses to inquire into customers buying habits28 When the “free trial“ deadline is over, youll be charged without notice for a product or s

43、ervice if_.（A）you fail to cancel it within the specified period（B） you happen to reveal your credit card number（C） you find the product or service unsatisfactory（D）you fail to apply for extension of the deadline29 Businesses do not regard information concerning personal bank accounts as private beca

44、use_.（A）its revelation will do no harm to consumers under the current protection policy（B） it is considered “transaction and experience“ information unprotected by law（C） it has always been considered an open secret by the general public（D）its sale can be brought under control through self-regulatio

45、n30 We can infer from the passage that_.（A）banks will have to change their ways of doing business（B） privacy protection laws will soon be enforced（C） consumers privacy will continue to be invaded（D）free trial practice will eventually be banned30 Leadership is hardly a new area of research, of course

46、. For years, academics have debated whether leaders are born or made, whether a person who lacks charisma(capacity to inspire devotion and enthusiasm)can become a leader, and what makes leaders fail. Warren G. Bennis, possibly the worlds foremost expert on leading, has, together with his co-author,

47、written two best-sellers on the topic. Generally, researchers have found that you cant explain leadership by way of intelligence, birth order, family wealth or stability, level of education, race, or sex. From one leader to the next, theres enormous variance in every one of those factors.The authors

48、 research led to a new and telling discovery: that every leader, regardless of age, had undergone at least one intense, transformational experience what the authors call a “crucible“(severe test). These events can either make you or break you. For emerging leaders, they do more making than breaking,

49、 providing key lessons to help a person move ahead confidently.If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one according to the authors. They are: an “adaptive capacity“ that lets people not only survive inevitable setbacks heartbreaks, and difficulties but also learn from them; an ability to engage others through shared meaning or