1、国家公共英语（五级）笔试模拟试卷 137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 （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （
2、A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE （ A） TRUE （ B） FALSE 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 Which of the fol
3、lowing about pickpocketing is NOT true? （ A） It is a fast increasing crime. （ B） Its methods are improving. （ C） Nobody is safe from a veteran pickpocket. （ D） There are about 4, 000, 000 victims every year. 12 What was probably the reason for discontinuing to hang a pickpocket in the 18th century?
4、（ A） Hanging was a useless warning. （ B） It was too cruel and violent. （ C） Too many people watched the practice. （ D） Other pickpockets were only spectators. 13 Where is the least likely place for pickpocketing? （ A） Banks and supermarkets. （ B） Train and bus stations. （ C） Post offices and hospita
5、ls. （ D） Elevators and airports. 14 What is the speaker mainly discussing? （ A） Traditional European architecture. （ B） Techniques for building log cabins. （ C） The history of log structures. （ D） How to build a home yourself. 15 According to the speaker, what gives modern log homes their warm atmos
6、phere? （ A） Their small size. （ B） Their rustic dirt floors. （ C） Their walls made up of rounded logs. （ D） Their sliding board windows. 16 According to the speaker, why were log cabins especially popular to settlers who moved west? （ A） They could easily build the log houses themselves. （ B） They c
7、ould construct the houses from kits. （ C） They liked the cozy atmosphere of the log interior. （ D） They wanted homes that could be transported. 17 Which of the following is the acceptable table manner in Britain? （ A） You lift your soup bowl to your mouth. （ B） You make noise when drinking soup. （ C
8、） You shouldnt raise your elbows to your shoulders. （ D） You shouldnt put your hands on the table. 18 Which is considered as a good manner in Mexico? （ A） To put your hands on the table during the meal. （ B） To make noise in eating any kind of food. （ C） To eat your meal quickly and clearly. （ D） To
9、 put your elbows away from the table. 19 In Arab countries, what is considered very impolite? （ A） Eating with left hand. （ B） Eating with a fork. （ C） Drinking soup noisily. （ D） Talking while eating. 20 Whats the main idea of the passage? （ A） An introduction of British table manners. （ B） Table m
10、anners and enjoyment. （ C） Different countries have different table manners. （ D） The importance and details of table manners. Part C Directions: You will hear a talk. As you listen, answer the questions or complete the notes in your test booklet for Questions 21-30 by writing NOT MORE THAN THREE wo
11、rds in the space provided on the right. You will hear the talk TWICE. You now have 1 minute to read Questions 21-30. 21 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. 30
12、“Down-to-earth“ means someone or something that is honest, realistic and easy to deal with. It is a pleasure to (31) _ someone who is down-to-earth. A person who is down-to-earth is easy to talk (32) _ and accepts other people as equals. A down-to-earth person is just the (33) _ of someone who acts
13、important or proud. Down-to-earth persons may be (34) _ members of society, of course. But they do not let their importance“ (35) _to their heads. “They do not consider themselves to be better persons than (36) _ of less importance. Someone who is filled with his own importance and pride, (37) witho
14、ut cause, is said to have “his nose in the air. “ There is (38) _ way a person with his nose in the air can be down-to-earth. Americans (39) _ another expression that means almost the same as “down-to-earth. “ The expression is “both-feet-on-the-ground. “ Someone (40) _both-feet-on-the-ground is a p
15、erson with a good understanding (41) _ reality. He has what is called “common sense. “ He may have dreams, (42) _ he does not allow them to block his knowledge of (43) _ is real. The opposite kind of (44) is one who has his “head-in-the- clouds. “ A man with his head-in-the-clouds is a dreamer (45)_
16、 mind is not in the real world. (46) _, such a dreamer can be brought back to earth. Sharp words from teacher can usually (47) _a day-dreaming student down-to-earth. Usually, the person who is down-to-earth is very (48) _ to have both feet on the ground. (49) _ we have both our feet on the ground, w
17、hen we are down-to-earth, we act honestly and openly (50) _ others. Our lives are like the ground below us, solid and strong. 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. 50 The president of a
18、 university acts as the institutions chief executive officer. Presidents usually have extensive academic experience as either college or university administrators. In some cases, they may be people of notable achievement outside of academic life. For example, Dwight D. Eisenhower served as president
19、 of Columbia University in New York City from 1948 to 1950, after commanding the Allied forces in Europe during World War II (1939 1945). He was later elected the 34th president of the United States, in 1952. Presidents of colleges and universities enforce the policies, regulations, and other proced
20、ures that govern their institution. They also meet with the board of trustees and make recommendations to the board regarding the government and policies of the school. They appoint and, if necessary, remove other officers of the institution, such as vice presidents or deans; they approve or disappr
21、ove new policies and procedures recommended by the institutions administrative and faculty committees; and they represent the college or university to the general public and to the institutions alumni. Depending on the size of the institution, a college or university will appoint a number of vice pr
22、esidents to assist the president in running the school. The academic vice president is responsible for faculty appointments and dismissals and for approving or revising academic programs. Often the academic vice president is a former dean of a college or other academic division within the institutio
23、n. The institutions financial and budgetary matters are the responsibility of the vice president for finance. The vice president for student services is responsible for nonacademic matters relating to students, such as operating counseling services, residence halls, and student activities and organi
24、zations. The vice president for human resources is responsible for nonfaculty appointments such as the hiring of secretaries and personnel to maintain the grounds and other facilities. The academic deans are the chief executives and administrators of the various colleges or other academic divisions
25、of an institution. For example, at a large university, the College of Liberal Arts and Sciences, the College of Education, and the School of Law each have a dean who is appointed by the president or the academic vice president. Frequently, deans have had experience as chairperson of academic departm
26、ents in the institution. The responsibilities of deans typically include implementing policies established by the board of trustees and the president; preparing the budgets and overseeing the spending of funds within the academic division; supervising the faculty; recommending faculty in their colle
27、ge or school to the academic vice president for appointment, promotion, tenure, or termination; and maintaining or increasing student enrollments in their college or school. 51 Which of the following official ranks is not introduced? （ A） President of the university. （ B） Vice president of the unive
28、rsity. （ C） Dean of the college. （ D） Dean of the department. 52 _must have academic achievement in certain subject. （ A） Presidents （ B） Vice presidents （ C） Academic vice presidents （ D） Deans 53 Which of the following statement is true? （ A） Deans are the chief leaders in a university. （ B） Presi
29、dents are chief officers in a university. （ C） General Dwight D. Eisenhower was an excellent academic president. （ D） Deans can remove the vice president of an institution. 54 _is not the duty of deans. （ A） Meeting the board of trustees （ B） Supervising the spending of funds within the college （ C）
30、 Recommending faculty to academic vice president for promotion （ D） Being charge of the enrollment of students 55 The word “alumni“ (in paragraph 2) means_. （ A） a male former student of a school, college or university （ B） a female former student of a school, college or university （ C） a former tea
31、cher of a school, college or university （ D） a former executive of a college or university 55 A very important world problem in fact, I think it may be most important of all the great world problems which face us at the present time is the rapidly increasing pressure of population on the land. The p
32、opulation of the world today is about 4, 000, 000, 000. That is an enormous number, yet it is known quite accurately, because there are very few parts of the world which have not carried out a modern census. The important thing is not so much the actual population of twenty million about six months
33、increase in world population. Take Australia. There are ten million people in Australia. So it takes the world about three months to add to itself a population which peoples that vast country. Let us take our own crowded country, England and Walesforty-five to fifty million people. This is just abou
34、t a years supply. By this time tomorrow, and every day, there will be added to the earth about 120. 000 extra people just about the population of the city of York. I am not talking about birth rate. This is net increase. To give you some idea of birth rate, look at the second hand of your watch. Eve
35、ry second, three babies are born somewhere in the world. Another baby! Another baby! You cannot speak quickly enough to keep up with the birth rate. This enormous increase of population will create immense problems. Unless something terrible happens, there will be as many as 7, 000, 000, 000 people
36、on the surface of the earth! So this is a problem which you are going to see in your lifetime. 56 The population of the world today is about_. （ A） 400 million （ B） 4 billion （ C） 400 million （ D） 40 billion 57 England and Wales_. （ A） have a bigger population problem than Australia （ B） have the sa
37、me population increase rate as Australia （ C） have the same number of people as the worlds yearly increase （ D） can supply Australia with a whole years increase of people 58 According to the author, Australia_. （ A） has a population of twenty million （ B） is a vast country that needs a bigger popula
38、tion （ C） constitutes one-fourth of the worlds population increase every year （ D） has a population that happens to be one-fourth of the yearly world increase 59 The present net increase of world population is_. （ A） 180 per minute （ B） one per second （ C） 120, 000 per week （ D） too many to be count
39、ed 60 In the last paragraph, what does the author probably imply by “something terrible“? （ A） Population explosion. （ B） Land shortage. （ C） Exhaustion of life supply. （ D） Natural disasters or wars. 60 Managers spend a great deal of their time in meetings. According to Henry Mintzberg, in his book
40、, The Nature of Managerial Work, managers in large organizations spend only 22 per cent of their time on meetings. So what are the managers doing in those meetings? There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, making decisi
41、ons, 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 more than strategic sites for corporate gladiators to perform before the organizational
42、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 as shop windows for managerial talent, but this is far from the truth as a whole. The su
43、ggestion that meetings are actually battle grounds is misleading since the feelings of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and the organization as a whole. For the organization, meetings represent recording devices. The
44、 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 minutes of corporate history, they itemize proposed actions and outcomes in a way which makes one
45、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 of control over events. What is more, the minutes record the debating of certain issues in an
46、 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 Breweries, explains: “Time and effort are seen to have been invested in scrutinizing a certain course
47、 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 actually went through “on the nod“. At the same time, the burden of responsibility is spread,
48、 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 indicate consensus. However, meetings also serve as an alibi for action, as demonstrated by one mana
49、ger 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 meetings, 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,
