1、雅思（阅读）模拟试卷 100 及答案解析(总分：80.00，做题时间：90 分钟)一、Reading Module(总题数：10，分数：80.00)1.Reading Module (60 minutes)_You should spend about 20 minutes on Questions 1-13, which are based on Reading Passage 1 below. What the Managers Really Do?When students graduate and first enter the workforce, the most common c
2、hoice is to find an entry-level position. This can be a job such as an unpaid internship, an assistant, a secretary, or a junior partner position. Traditionally, we start with simpler jobs and work our way up. Young professionals start out with a plan to become senior partners, associates, or even m
3、anagers of a workplace. However, these promotions can be few and far between, leaving many young professionals unfamiliar with management experience. An important step is understanding the role and responsibilities of a person in a managing position. Managers are organisational members who are respo
4、nsible for the work performance of other organisational members. Managers have formal authority to use organisational resources and to make decisions. Managers at different levels of the organisation engage in different amounts of time on the four managerial functions of planning, organising, leadin
5、g, and controlling.However, as many professionals already know, managing styles can be very different depending on where you work. Some managing styles are strictly hierarchical. Other managing styles can be more casual and relaxed, where the manager may act more like a team member rather than a str
6、ict boss. Many researchers have created a more scientific approach in studying these different approaches to managing. In the 1960s, researcher Henry Mintzberg created a seminal organisational model using three categories. These categories represent three major functional approaches, which are desig
7、nated as interpersonal, informational and decisional.Introduced Category 1: INTERPERSONAL ROLES. Interpersonal roles require managers to direct and supervise employees and the organisation. The figurehead is typically a top of middle manager. This manager may communicate future organisational goals
8、or ethical guidelines to employees at company meetings. They also attend ribbon-cutting ceremonies, host receptions, presentations and other activities associated with the figurehead role. A leader acts as an example for other employees to follow, gives commands and directions to subordinates, makes
9、 decisions, and mobilises employee support. They are also responsible for the selection and training of employees. Managers must be leaders at all levels of the organisation; often lower-level managers look to top management for this leadership example. In the role of liaison, a manager must coordin
10、ate the work of others in different work units, establish alliances between others, and work to share resources. This role is particularly critical for middle managers, who must often compete with other managers for important resources, yet must maintain successful working relationships with them fo
11、r long time periods.Introduced Category 2: INFORMATIONAL ROLES. Informational roles are those in which managers obtain and transmit information. These roles have changed dramatically as technology has improved. The monitor evaluates the performance of others and takes corrective action to improve th
12、at performance. Monitors also watch for changes in the environment and within the company that may affect individual and organisational performance. Monitoring occurs at all levels of management. The role of disseminator requires that managers inform employees of changes that affect them and the org
13、anisation. They also communicate the companys vision and purpose.Introduced Category 3: DECISIONAL ROLES. Decisional roles require managers to plan strategy and utilise resources. There are four specific roles that are decisional. The entrepreneur role requires the manager to assign resources to dev
14、elop innovative goods and services, or to expand a business. The disturbance handler corrects unanticipated problems facing the organisation from the internal or external environment. The third decisional role, that of resource allocator, involves determining which work units will get which resource
15、s. Top managers are likely to make large, overall budget decisions, while middle managers may make more specific allocations. Finally, the negotiator works with others, such as suppliers, distributors, or labor unions, to reach agreements regarding products and services.Although Mintzbergs initial r
16、esearch in 1960s helped categorise manager approaches, Mintzberg was still concerned about research involving other roles in the workplace. Minstzberg considered expanding his research to other roles, such as the role of disseminator, figurehead, liaison and spokesperson. Each role would have differ
17、ent special characteristics, and a new categorisation system would have to be made for each role to understand it properly.While Mintzbergs initial research was helpful in starting the conversation, there has since been criticism of his methods from other researchers. Some criticisms of the work wer
18、e that even though there were multiple categories, the role of manager is still more complex. There are still many manager roles that are not as traditional and are not captured in Mintzbergs original three categories. In addition, sometimes, Mintzbergs research was not always effective. The researc
19、h, when applied to real-life situations, did not always improve the management process in real-life practice.These two criticisms against Mintzbergs research method raised some questions about whether or not the research was useful to how we understand “managers“ in todays world. However, even if th
20、e criticisms against Mintzbergs work are true, it does not mean that the original research from the 1960s is completely useless. Those researchers did not say Mintzbergs research is invalid. His research has two positive functions to the further research.The first positive function is Mintzberg prov
21、ided a useful functional approach to analyse management. And he used this approach to provide a clear concept of the role of manager to the researcher. When researching human behavior, it is important to be concise about the subject of the research. Mintzbergs research has helped other researchers c
22、learly define what a “manager“ is, because in real-life situations, the “manager“ is not always the same position title. Mintzbergs definitions added clarity and precision to future research on the topic.The second positive function is Mintzbergs research could be regarded as a good beginning to giv
23、e a new insight to further research on this field in the future. Scientific research is always a gradual process. Just because Mintzbergs initial research had certain flaws, does not mean it is useless to other researchers. Researchers who are interested in studying the workplace in a systematic way
24、 have older research to look back on. A researcher doesnt have to start from the very beginning older research like Mintzbergs have shown what methods work well and what methods are not as appropriate for workplace dynamics. As more young professionals enter the job market, this research will contin
25、ue to study and change the way we think about the modern workplace.Questions 1-6Look at the following discriptions or deeds (Questions 1-6) and the list of categories below.Match each description or deed with the correct category, A, B or C.Write the correct letter, A, B, or C, in boxes 1-6 on your
26、answer sheet.NB You may use any letter more than once.List of CategoriesA INTERPERSONAL ROLES B INFORMATIONAL ROLES C DECISIONAL ROLES（分数：12.00）(1).the development of business scheme（分数：2.00）A.B.C.(2).presiding at formal events（分数：2.00）A.B.C.(3).using employees and funds（分数：2.00）A.B.C.(4).getting an
27、d passing message on to related persons（分数：2.00）A.B.C.(5).relating the information to employees and organisation（分数：2.00）A.B.C.(6).recruiting the staff（分数：2.00）A.B.C.Choose TWO letters, A-E.Write the correct letters in boxes 7 and 8 on your answer sheet.Which TWO positive functions about Mintzbergs
28、research are mentioned in the last two paragraphs?A offers waterproof categories of managersB provides a clear concept to define the role of a managerC helps new graduates to design their careerD suggests ways for managers to do their job betterE makes a fresh way for further research（分数：4.00）A.B.C.
29、D.E.A.B.C.D.E.Do the following statements agree with the information given in Reading Passage 1? In boxes 9-13 on you answer sheet, writeTRUE if the statement agrees with the informationFALSE if the statement contradicts with the informationNOT GIVEN if there is no information on this.（分数：10.00）(1).
30、Young professionals can easily know management experience in the work place.（分数：2.00）A.TRUEB.FALSEC.NOT GIVEN(2).Mintzbergs theory broke well-established notions about managing styles.（分数：2.00）A.TRUEB.FALSEC.NOT GIVEN(3).Mintzberg got a large amount of research funds for his contribution.（分数：2.00）A.
31、TRUEB.FALSEC.NOT GIVEN(4).All managers do the same work.（分数：2.00）A.TRUEB.FALSEC.NOT GIVEN(5).Mintzbergs theory is invalid in the future studies.（分数：2.00）A.TRUEB.FALSEC.NOT GIVENYou should spend about 20 minutes on Questions 14-26, which are based on Reading Passage 2 below.How Well Do We Concentrate
32、?A Do you read while listening to music? Do you like to watch TV while finishing your homework? People who have these kinds of habits are called multi-taskers. Multi-taskers are able to complete two tasks at the same time by dividing their focus. However, Thomas Lehman, a researcher in Psychology, b
33、elieves people never really do multiple things simultaneously. Maybe a person is reading while listening to music, but in reality, the brain can only focus on one task. Reading the words in a book will cause you to ignore some of the words of the music. When people think they are accomplishing two d
34、ifferent tasks efficiently, what they are really doing is dividing their focus. While listening to music, people become less able to focus on their surroundings. For example, we all have experience of times when we talk with friends and they are not responding properly. Maybe they are listening to s
35、omeone else talk, or maybe they are reading a text on their smart phone and dont hear what you are saying. Lehman called this phenomenon “email voice“.B The world has been changed by computers and its spin-offs like smart-phones or cellphones. Now that most individuals have a personal device, like a
36、 smart-phone or a laptop, they are frequently reading, watching or listening to virtual information. This raises the occurrence of multitasking in our day to day life. Now when you work, you work with your typewriter, your cellphone, and some colleagues who may drop by at any time to speak with you.
37、 In professional meetings, when one normally focuses and listens to one another, people are more likely to have a cell phone in their lap, reading or communicating silently with more people than ever. Even inventions such as the cordless phone has increased multitasking. In the old days, a tradition
38、al wall phone would ring, and then the housewife would have to stop her activities to answer it. When it rang, the housewife will sit down with her legs up, and chat, with no laundry or sweeping or answering the door. In the modern era, our technology is convenient enough to not interrupt our daily
39、tasks.C Earl Miller, an expert at the Massachusetts Institute of Technology, studied the prefrontal cortex, which controls the brain while a person is multitasking. According to his studies, the size of this cortex varies between species. He found that for humans, the size of this part constitutes o
40、ne third of the brain, while it is only 4 to 5 percent in dogs, and about 15% in monkeys. Given that this cortex is larger on a human, it allows a human to be more flexible and accurate in his or her multitasking. However, Miller wanted to look further into whether the cortex was truly processing in
41、formation about two different tasks simultaneously. He designed an experiment where he presents visual stimulants to his subjects in a way that mimics multi-tasking. Miller then attached sensors to the patients heads to pick up the electric patterns of the brain. This sensor would show if the brain
42、particles, called neurons, were truly processing two different tasks. What he found is that the brain neurons only lit up in singular areas one at a time, and never simultaneously.D Davis Meyer, a professor of University of Michigan, studied the young adults in a similar experiment. He instructed me
43、m to simultaneously do math problems and classify simple words into different categories. For this experiment, Meyer found that when you think you are doing several jobs at the same time, you are actually switching between jobs. Even though the people tried to do the tasks at the same time, and both
44、 tasks were eventually accomplished, overall, the task took more time than if the person focused on a single task one at a time.E People sacrifice efficiency when multitasking. Gloria Mark set office workers as his subjects. He found mat they were constantly multitasking. He observed that nearly eve
45、ry 11 minutes people at work were disrupted. He found that doing different jobs at the same time may actually save time. However, despite the fact that they are faster, it does not mean they are more efficient. And we are equally likely to self-interrupt as be interrupted by outside sources. He foun
46、d that in office nearly every 12 minutes an employee would stop and with no reason at all, check a website on their computer, call someone or write an email. If they concentrated for more than 20 minutes, they would feel distressed. He suggested that the average person may suffer from a short concen
47、tration span. This short attention span might be natural, but others suggest that new technology may be the problem. With cellphones and computers at our sides at all times, people will never run out of distractions. The format of media, such as advertisements, music, news articles and TV shows are
48、also shortening, so people are used to paying attention to information for a very short time.F So even though focusing on one single task is the most efficient way for our brains to work, it is not practical to use this method in real life. According to human nature, people feel more comfortable and
49、 efficient in environments with a variety of tasks. Edward Hallowell said that people are losing a lot of efficiency in the workplace due to multitasking, outside distractions and self-distractions. As a matter of fact, the changes made to the workplace do not have to be dramatic. No one is suggesting we ban e-mail or make employees focus on only one task. However, certain common workplace tasks, such as group meetings, would be more efficient if we banned cell-phones, a common distrac
