1、2017年 6月大学英语四级真题（第三套）及答案解析(总分：710.00，做题时间：150 分钟)Part Writing(总题数：1，分数：106.50)Directions：For this part, you are allowed 30 minutes to write an advertisement on your campuswebsite to sell a computer you used at college. Youradvertisement may include its brand, specifications/features, condition and p
2、rice, and yourcontact information. You should write at least 120 words but no more than 180 words.（分数：106.50）_Part Listening Com(总题数：0，分数：0.00)Section A (总题数：3，分数：49.70)Questions 1 and 2 are based on the news report you have just heard.（分数：14.2）(1).（分数：7.1）A.The?majority?of?drivers?prefer?to?drive?a
3、nd?park?themselves.B.Human drivers become easily distracted or tired while driving.C.Most drivers feel uncertain about the safety of self-driving cars.D.Most drivers have test driven cars with automatic braking features.(2).（分数：7.1）A.Their?drivers?would?feel?safe?after?getting?used?to?the?automatic?
4、devices.B.They would be unpopular with drivers who only trust their own skills.C.Their increased comfort levels have boosted their sales.D.They are not actually as safe as automakers advertise.Questions 3 and 4 are based on the news report you have just heard.（分数：14.2）(1).（分数：7.1）A.Thefts of snowmob
5、ile dogs in Alaska.B.A series of injuries to snowmobile drivers.C.Attacks on some Iditarod Race competitors.D.A serious accident in the Alaska sports event.(2).（分数：7.1）A.He stayed behind to look after his injured dogs.B.He has won the Alaska Iditarod Race four times.C.He received a minor injury in t
6、he Iditarod Race.D.He has quit the competition in Alaska for good.Questions 5 to 7 are based on the news report you have just heard.（分数：21.3）(1).（分数：7.1）A.It sank into the sea due to overloading.B.It ran into Nicaraguas Big Corn Island.C.It disappeared between two large islands.D.It turned over beca
7、use of strong winds.(2).（分数：7.1）A.13.B.25.C.30.D.32.(3).（分数：7.1）A.He has helped with the rescue effort.B.He is being investigated by the police.C.He was drowned with the passengers.D.He is among those people missing.Section B(总题数：2，分数：56.80)Questions 8 to 11 are based on the conversation you have ju
8、st heard.（分数：28.4）(1).（分数：7.1）A.At a shopping centre.B.At a community college.C.At an accountancy firm.D.At an IT company.(2).（分数：7.1）A.Helping out with data input.B.Arranging interviews.C.Sorting application forms.D.Making phone calls.(3).（分数：7.1）A.He enjoys using computers.B.He needs the money bad
9、ly.C.He wants to work in the city centre.D.He has relevant working experience.(4).（分数：7.1）A.Purchase some business suits.B.Learn some computer language.C.Improve his programming skills.D.Review some accountancy terms.Questions 12 to 15 are based on the conversation you have just heard.（分数：28.4）(1).（
10、分数：7.1）A.They are keen on high technology.B.They are poor at technology skills.C.They often listen to National Public Radio.D.They feel superior in science and technology.(2).（分数：7.1）A.Japanese.B.Germans.C.Poles.D.Americans.(3).（分数：7.1）A.Emailing.B.Texting.C.Science.D.Literacy.(4).（分数：7.1）A.It is un
11、dergoing a drastic reform.B.It lays emphasis on creative thinking.C.It has much room for improvement.D.It prioritizes training of practical skills.Section C(总题数：3，分数：142.00)Questions 16 to 18 are based on the passage you have just heard.（分数：42.6）(1).（分数：14.2）A.They have small roots.B.They grow white
12、 flowers.C.They taste like apples.D.They come from Central Africa.(2).（分数：14.2）A.They turned from white to purple in color.B.They became popular on the world market.C.They became an important food for humans.D.They began to look like modern-day carrots.(3).（分数：14.2）A.They were found quite nutritious
13、.B.There were serious food shortages.C.People discovered their medicinal value.D.Farm machines helped lower their prices.Questions 19 to 21 are based on the passage you have just heard.（分数：42.6）(1).（分数：14.2）A.She could update her family any time she liked.B.She could call up her family whenever she
14、likedC.She could locate her friends wherever they were.D.She could download as many pictures as she liked.(2).（分数：14.2）A.She liked to inform her friends about her success.B.She enjoyed reading her friends status updates.C.She felt quite popular among them.D.She felt she was a teenager again.(3).（分数：
15、14.2）A.She could barely respond to all her 500 Facebook friends.B.She spent more time updating her friends than her family.C.She could barely balance Facebook updates and her work.D.She didnt seem to be doing as well as her Facebook friends.Questions 22 to 25 are based on the passage you have just h
16、eard.（分数：56.8）(1).（分数：14.2）A.They have strong muscles.B.They live a longer life than horses.C.They eat much less in winter.D.They can work longer than donkeys.(2).（分数：14.2）A.It was a pet of a Spanish king.B.It was bought by George Washington.C.It was brought over from Spain.D.It was donated by a U.S
17、. Ambassador.(3).（分数：14.2）A.They met and exchanged ideas on animal breeding.B.They participated in a mule-driving competition.C.They showed and traded animals in the market.D.They fed mules with the best food they could find.(4).（分数：14.2）A.The wider use of horses.B.The arrival of tractors.C.A shrink
18、ing animal trade.D.A growing donkey population.Part Reading Compr(总题数：0，分数：0.00)Section A(总题数：1，分数：35.50)Americas Internet is faster than ever before, but people still complain about their Internet being too slow.New York s Attorney Generals office【C1】_ an investigation in the fall into whether or n
19、ot Verizon, Cablevision and Time Warner are delivering broadband thats as fast as the providers【C2】_ it is. Earlier this month, the office asked for the publics help to measure their speed results, saying consumers【C3】_ to get the speeds they were promised. “Too many of us may be paying for one thin
20、g, and getting another,“ the Attorney General said.If the investigation uncovers anything, it wouldnt be the first time a telecom provider got into【C4】_ over the broadband speeds it promised and delivered customers. Back in June, the Federal Communications Commission fined AT even Jesus had 12 co-wo
21、rkers. But a new report by Deloitte, “Global Human Capital Trends“, based on a survey of more than 7,000 executives in over 130 countries, suggests that the fashion for teamwork has reached a new high. Almost half of those surveyed said their companies were either in the middle of restructuring or a
22、bout to embark on ( 开 始 ) it; and for the most part, restructuring meant putting more emphasis on teams.B Companies are abandoning conventional functional departments and organising employees into cross-disciplinary teams that focus on particular products, problems or customers. These teams are gain
23、ing more power to run their own affairs. They are also spending more time working with each other rather than reporting upwards. Deloitte argues that a new organisational form is on the rise: a network of teams is replacing the conventional hierarchy (等 级体制).C The fashion for teams is driven by a se
24、nse that the old way of organising people is too rigid for both the modern marketplace and the expectations of employees. Technological innovation places greater value on agility ( 灵 活 性 ). John Chambers, chairman of Cisco Systems Inc., a worldwide leader in electronics products, says that “we compe
25、te against market transitions (过 渡), not competitors. Product transitions used to take five or seven years; now they take one or two.“ Digital technology also makes it easier for people to co-ordinate their activities without resorting to hierarchy. The “millennials“ (千禧一代) who will soon make up hal
26、f the workforce in rich countries were raised from nursery school onwards to work in groups.D The fashion for teams is also spreading from the usual corporate suspects (such as GE and IBM) to some more unusual ones. The Cleveland Clinic, a hospital operator, has reorganised its medical staff into te
27、ams to focus on particular treatment areas; consultants, nurses and others collaborate closely instead of being separated by speciality (专业) and rank. The US Army has gone the same way. In his book, Team of Teams, General Stanley McChrystal describes how the armys hierarchical structure hindered its
28、 operations during the early stages of the Iraq war. His solution was to learn something from the rebels it was fighting: decentralising authority to self-organising teams.E A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon (追随一种管理潮流), it is
29、time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois warns that, “Teams are not always the answerteams may provide insight, creativity and knowledge in a way that a person working independently cannot; but teamwork may also lead to confusion, delay and poor decision-maki
30、ng.“ The late Richard Hackman of Harvard University once argued, “I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary. But dont count on it.“F Hackman (who died in 2013) noted that teams are hindered by problems of co-or
31、dination and motivation that chip away at the benefits of collaboration. High-flyers (能干的人) who are forced to work in teams may be undervalued and free-riders empowered. Group-think may be unavoidable. In a study of 120 teams of senior executives, he discovered that less than 10% of their supposed m
32、embers agreed on who exactly was on the team. If it is hard enough to define a teams membership, agreeing on its purpose is harder still.G Profound changes in the workforce are making teams trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve whe
33、n, as is now the case in many big firms, a large proportion of staff are temporary contractors. Teamwork improves with time: Americas National Transportation Safety Board found that 73% of the incidents in its civil-aviation database occurred on a crews first day of flying together. However, as Amy
34、Edmondson of Harvard points out, organisations increasingly use “team“ as a verb rather than a noun; they form teams for specific purposes and then quickly disband them.H The least that can be concluded from this research is that companies need to think harder about managing teams. They need to rid
35、their minds of sentimentalism (感情用事) : the most successful teams have leaders who are able to set an overall direction and take immediate action. They need to keep teams small and focused: giving in to pressure to be more “inclusive“ is a guarantee of dysfunction. Jeff Bezos, Amazons boss, says that
36、 “If I see more than two pizzas for lunch, the team is too big.“ They need to immunise teams against group-think: Hackman argued that the best ones contain “deviants“ (离经叛逆者) who are willing to do something that may be upsetting to others.I A new study of 12,000 workers in 17 countries by Steelcase,
37、 a furniture-maker which also does consulting, finds that the best way to ensure employees are “engaged“ is to give them more control over where and how they do their workwhich may mean liberating them from having to do everything in collaboration with others.J However, organisations need to learn s
38、omething bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Team-building skills are in short supply: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together
39、 in networks and only 21% feel confident in their ability to build cross-functional teams. Loosely managed teams can become hotbeds of distraction employees routinely complain that they cant get their work done because they are forced to spend too much time in meetings or compelled to work in noisy
40、offices. Even in the age of open-plan offices and social networks some work is best left to the individual.（分数：71.0）(1).Successful team leaders know exactly where the team should go and are able to take prompt action.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(2).Decentralisation of authority was also found to be
41、more effective in military operations.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(3).In many companies, the conventional form of organisation is giving way to a network of teams.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(4).Members of poorly managed teams are easily distracted from their work.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(5).Tea
42、mwork is most effective when team members share the same culture. （分数：7.1）A.B.C.D.E.F.G.H.I.J.(6).According to a report by Deloitte, teamwork is becoming increasingly popular among companies.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(7).Some team members find it hard to agree on questions like membership and the
43、teams purpose.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(8).Some scholars think teamwork may not always be reliable, despite its potential to work wonders.（分数：7.1）A.B.C.D.E.F.G.H.I.J.(9).To ensure employees commitment, it is advisable to give them more flexibility as to where and how they work.（分数：7.1）A.B.C.D.E.F
44、.G.H.I.J.(10).Product transitions take much less time now than in the past. （分数：7.1）A.B.C.D.E.F.G.H.I.J.Section C(总题数：2，分数：142.00)Passage OneThe phrase almost completes itself; midlife crisis. Its the stage in the middle of the journey when people feel youth vanishing, their prospects narrowing and
45、death approaching.Theres only one problem with the cliche (套话). It isnt true.“In fact, there is almost no hard evidence for midlife crisis other than a few small pilot studies conducted decades ago,“ Barbara Hagerty writes in her new book, Life Reimagined. The bulk of the research shows that there m
46、ay be a pause, or a shifting of gears in the 40 s or 50 s, but this shift “can be exciting, rather than terrifying“.Barbara Hagerty looks at some of the features of people who turn midlife into a rebirth. They break routines, because “autopilot is death“. They choose purpose over happinesshaving a c
47、lear sense of purpose even reduces the risk of Alzheimers disease. They give priority to relationships, as careers often recede (逐渐淡化).Life Reimagined paints a picture of middle age that is far from gloomy. Midlife seems like the second big phase of decision-making. Your identity has been formed; yo
48、uve built up your resources; and now you have the chance to take the big risks precisely because your foundation is already secure.Karl Barth described midlife precisely this way. At middle age, he wrote, “the sowing is behind; now is the time to reap. The run has been taken; now is the time to leap
49、. Preparation has been made; now is the time for the venture of the work itself.“The middle-aged person, Barth continued, can see death in the distance, but moves with a “measured haste“ to get big new things done while there is still time.What Barth wrote decades ago is even truer today. People are healthy and energetic longer. We have presidential candidates running for their first term in office at age 68, 69 and 74. A longer lifesp
