1、大学英语六级模拟试卷 732及答案与解析 一、 Part I Writing (30 minutes) 1 Directions: For this part you are allowed 30 minutes to write a composition on the topic Cyber Crimes. You should write no less than 150 words and base your composition on the outline (given in Chinese) below: 1. 网上犯罪的形式很多，如 2. 网上犯罪的根源 3. 如何打击网上犯
2、罪现象 二、 Part II Reading Comprehension (Skimming and Scanning) (15 minutes) Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions attached to the passage. For questions 1-4, mark： Y (for YES) if the statement agrees with the information given in the
3、 passage; N (for NO) if the statement contradicts the information given in the passage; NG (for NOT GIVEN) if the information is not given in the passage. 2 Cross Cultural Conflict Resolution in Teams Team members work in increasingly diverse environments: in terms of age, gender, race, language, an
4、d nationality. Beyond these differences, there are also deeper cultural differences that influence the way conflict is approached. The use of teams represents an important change in the way we work. The theory is that through the interdependency of the parts greater productivity is achieved by the w
5、hole. Experience has been less kind. One reason that teams fail to meet performance expectations is their paralysis through unresolved conflict. Teams Dynamics Over time successful teams develop culturally distinct pathways to communicate, problem solving, make decisions, and resolve conflict. Most
6、literature on teams suggests that they realize high performance levels by passing through four distinct development phases, forming, storming, norming and performing. The development of team norms does not take place in a vacuum, but is embedded in the wider social, political and economic context of
7、 the day; Another reality is that team members do not have access to the same power. Sources of power differ, as do expectations about how and when it will be used. It is suggested that a successful team will: be comfortable dealing with conflict be committed to resolving disputes close to the sourc
8、e resolve disputes based on interests before rights and power learn from experience with Conflicts. This ties in with research on the effects of interpersonal conflict in teams. A team members commitment to the team and the team mission decreases if conflict goes unresolved, but can increase if conf
9、lict is well-managed and resolved. If unhealthy conflict goes unresolved for too long, team members are likely to quit or to search for alternatives. Defining Culture Social anthropology, as the academic field responsible for the study of culture, has yet to settle on a definition of culture. Howeve
10、r, for our practical purposes, culture is defined as the shared set of values, beliefs, norms, attitudes, behaviors, and social structures that define reality and guide everyday interactions. This definition implies that culture is an attribute of a group, and also contemplates the fact that there m
11、ay be as much variation within the group as between different groups: We often associate culture with a national group, however, culture includes ethnic groups, clans, tribes and organizations. Teams within organizations also have beliefs, attitudes and behaviors that constitute unique cultures. Alt
12、hough there are many similarities between cultures, it is important not to minimize real differences that do exist. A useful tool for considering the cultures of different groups is the bell curve. The majority of a group culture will confirm to a dominant set of beliefs, attitudes and behaviors, bu
13、t there will be members of the cultural group that differ in significant ways from the norm. Individualistic and Collectivist Dimensions of a Culture An important dimension of culture is the extent to which members identify with the group (in this case the team) rather than themselves as individuals
14、. Individualistic cultures place a high value on “autonomy, initiative, creativity, and authority in decision making.“ Individual interests trump group interests, and any group commitment is a function of a perceived self-benefit. Collectivist cultures, on the other hand, value the group above the i
15、ndividual. Group conformity and commitment is maintained at the expense of personal interests. Harmony, getting along and maintaining face are seen as crucial. The dominant culture in the USA, Canada, Western Europe, Australia, and New Zealand is individualistic, while collectivism predominates the
16、rest of the world. However examples of both are found everywhere. In California where the recent census found that 32% of the population is Hispanic, 7% are African American and 10% are of Asian descent, it can safely be assumed that a relatively high percentage of the workforce comes from a social
17、environment that is collectivist. Comfort with Conflict Individualists and collectivists view conflict differently. Collectivists, who place a high value on harmony, getting along and face see conflict as a sign of social failure. As a result, comfort levels with conflict situations, especially of a
18、n interpersonal nature are low. Conflict is often avoided. While many individualists also feel discomfort with conflict, it is acknowledged as an inevitable part of life that must be dealt with. However, being in conflict with another is not necessarily something to be ashamed about. Negotiation Sty
19、le Negotiation is a means to satisfy needs. It can be broken down into one of two approaches positional and interest based. Positional negotiation involves haggling over extreme positions without a clear understanding of underlying interests. By contrast, an interest based approach focuses on the ne
20、eds and concerns of the disputants. An interest based approach is widely used by conflict resolution practitioners, especially in western cultures. It has been popularized through books such as Getting to Yes but the extent of its internalization is limited. Teams should consider their own negotiati
21、on styles and make an explicit decision as to whether they will use an interest based or positional negotiation approach. During negotiations, cultures that prefer a direct communication style will seek direct, face-to-face communication rather than indirect shuttle diplomacy. There are other cultur
22、al factors that have a bearing on the way a team will approach conflict prevention and resolution. These include: our relationship to time our relationship to rules our relationship to venue Given that teams are comprised of diverse individuals with unique cultural backgrounds, what lessons can we d
23、istill for the successful prevention and resolution of conflict? 1. Know Yourself and Your Own Culture Starting with yourself, examine your own beliefs, values, biases, and prejudices. How do you behave? What are your hot buttons? Locate your individual culture in the context of your family, regiona
24、l, and national cultures. What is the social, political and economic context of the day? Being aware of our own cultures helps us to be open to different ideas. We are able to compare and contrast different approaches without being threatened. 2. Learn Others Expectations We should expect different
25、expectations. The only way we will know what our team members expect is to have an explicit conversation about the nature of conflict and how we prefer to deal with it when it arises. This should lead to a more general conversation that addresses how the team wants to work together. The sooner this
26、happens the better. We can also read books and watch movies to understand others culture. Learning about a new culture takes time. Some liken culture to an iceberg where over nine tenths is out of sight. So it is with culture. There is the surface culture, and then there is that which is hidden-deep
27、 culture. 3. Check Your Assumptions As we filter incoming information through our senses it is natural to make assumptions. We should develop acceptable communication protocols to check out the basis of our perceptions. Failure to do so leads to inaccurate stereotypes and may foster negative feeling
28、s of hostility. One approach is to give specific feedback on the behavior you observed and to seek clarification of your interpretations. Be open to various interpretations. Your first interpretation is not necessarily correct. Another variation is to give feedback on how you felt when the specified
29、 behavior occurred. It sometimes helps to list all the possible interpretations you have thought of almost as if brainstorming. 4. Consider the Platinum Rule The Platinum rule encourages us to treat our team members as they would like to be treated rather than the way we like to be treated (the gold
30、en rule). It is similar to the difference between sympathy and empathy. Empathy is not about “walking a mile in his moccasins“ but imagining “how he feels walking in his moccasins.“ Problems with the platinum rule arise when your way and the others way clash. 2 This passage focuses on the impact of
31、cultural differences on teamwork and partnership. （ A） Y （ B） N （ C） NG 3 A unanimous definition of culture has failed to emerge both in social anthropology and every- day life. （ A） Y （ B） N （ C） NG 4 Unresolved conflict can be destructive to the performance of teams. （ A） Y （ B） N （ C） NG 5 Accord
32、ing to the Platinum rule, we should treat our team members as we would have them treat us. （ A） Y （ B） N （ C） NG 6 There are two basic categories of negotiation styles: positional and _. 7 Conflict is regarded as a marker of _ by collectivists while accepted as unavoidable by individualists. 8 Compa
33、red with the _ culture, the surface culture is only a small part of culture. 9 The failure of developing acceptable _ may result in inaccurate stereotypes and foster negative feelings of hostility. 10 According to different cultures, negotiations can be conducted through direct, face-to-face communi
34、cation or indirect _. 11 The _ can be used when considering the cultures of different groups. Section A Directions: In this section, you will hear 8 short conversations and 2 long conversations. At the end of each conversation, one or more questions will be asked about what was said. Both the conver
35、sation and the questions will be spoken only once. After each question there will be a pause. During the pause, you must read the four choices marked A, B, C and D, and decide which is the best answer. （ A） 6 hours. （ B） 8.5 hours. （ C） 3.5 hours. （ D） 2.5 hours. （ A） Classmates. （ B） Boss and secre
36、tary. （ C） Husband and wife. （ D） Teacher and student. （ A） It is based on a lot of research. （ B） It can be finished in a few weeks time. （ C） It has drawn criticism from lots of people. （ D） It falls short of her supervisors expectations. （ A） At the information desk. （ B） On the platform. （ C） On
37、 the train. （ D） Near the stairs. （ A） About a month. （ B） About one week. （ C） About three weeks, （ D） About two weeks. （ A） History. （ B） Ecology. （ C） Psychology. （ D） Sociology. （ A） The class thought the demonstration was too complex. （ B） Too many students showed up. （ C） The professor didnt s
38、how up. （ D） The professor cancelled it. （ A） The man will go in for business fight after high school. （ B） The woman is not happy with the mans decision. （ C） Tile man wants to be a business manager. （ D） The woman is working in a kindergarten. （ A） He is promoting the sales of something by telepho
39、ne. （ B） He is talking with the woman on how to stay healthy. （ C） He is discussing with the woman on how to stay fit. （ D） He is talking with the woman about a fitness program. （ A） A subscription to a book. （ B） A bargain on dance lessons. （ C） A cheap airfare to Hawaii. （ D） A membership to sport
40、s club. （ A） She requests the man not to call her again. （ B） She requests the man to call her in a few days. （ C） She requests to change a salesman. （ D） She requests a cheaper price for what the man offers. （ A） The purpose of laughter. （ B） The cause of laughter and its effects. （ C） Who and when
41、 people laugh. （ D） The origins of laughter. （ A） It is a survival technique for babies. （ B） To ease hostilities. （ C） To make parents feel relaxed. （ D） To fight diseases. （ A） She can hear them crying very loudly at the zoo. （ B） Shes heard them panting and was told it was laughter. （ C） Shes rea
42、d about it from Darwin. （ D） She used to work at a zoo. （ A） He has some pet apes in his apartment. （ B） Hes worried the chicken he left out will spoil. （ C） Hes worried his roommates will worry about him. （ D） Hes worried he will miss out on his dinner. Section B Directions: In this section, you wi
43、ll hear 3 short passages. At the end of each passage, you will hear some questions. Both the passage and the questions will be spoken only once. After you hear a question, you must choose the best answer from the four choices marked A, B, C and D. （ A） Eliminating the original vegetation from the bu
44、ilding site. （ B） Marking the houses in an area similar to one another. （ C） Deciding where a house will be built. （ D） Surrounding a building with wild flowers and plants. （ A） They are changed to make the site more interesting. （ B） They are expanded to limit the amount of construction. （ C） They
45、are integrated into the design of the building. （ D） They are removed for construction. （ A） Because many architects studied with Wright. （ B） Because Wright started the practice of “land-scraping“. （ C） Because Wright used elements of envelope building. （ D） Because most of the houses Wright built
46、were made of stone. （ A） Until he eats it. （ B） At least thirty minutes. （ C） All day. （ D） No more than thirty minutes. （ A） A young one. （ B） A small one. （ C） A big one. （ D） An old one. （ A） 3. （ B） 4. （ C） 2. （ D） 1. （ A） To inform the job hunters of the opportunities available. （ B） To help de
47、sign classified ads in the newspaper. （ C） To classify available jobs into various categories. （ D） To help job hunters write impressive application letters. （ A） There is a fierce competition for the top-level jobs. （ B） There are so many people out of work. （ C） The job history is considered a goo
48、d reflection of the job hunter. （ D） New graduates without work experience are unwanted. （ A） To write an-initial letter giving a full job history. （ B） To pass certain exams before applying for a job. （ C） To be able to read and write. （ D） To keep any detailed information until they came for an in
49、terview. （ A） An aggressive comment on the companys practice. （ B） A sophisticated opinion about the organization one was trying to join. （ C） Something that would make ones application unique. （ D） A university diploma. Section C Directions: In this section, you will hear a passage three times. When the passage is read for the first time, you should listen carefully for its general idea. When the passage is read for the second time, you
