[外语类试卷]雅思(阅读)模拟试卷25及答案与解析.doc
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1、雅思(阅读)模拟试卷 25及答案与解析 一、 Reading Module (60 minutes) 0 The Genuine Article A Many business books assume that potential leaders are a blank canvas onto which must be hurled a particular set of habits and characteristics in order to form the perfect chief executive of the future. Others assume that to b
2、ecome a better boss executives need do no more than ape other corporate high-flyers or draw inspiration from leaders in other walks of life. In this vein, for example, there is the Jack Welch model and the Richard Branson model. B Military commanders are a favourite military metaphors still abound i
3、n the corporate world and Napoleon and:Alexander feature frequently. Alexanders record on globalisation, however, is the more appealing in the current business climate. Failure to make it in Moscow and being off shored on St Helena are not to be found on the CVs of potential business leaders of toda
4、y. C Rob Goffee and Gareth Jones, two British academics, eschew the notion that effective bosses can be constructed piecemeal. Their implicit message is that bosses are born, or at least made before they delve into books on management. Rather than suggesting that high-quality leaders can be construc
5、ted from what they dismiss as an “amalgam of traits“, they stress that there are “no universal leadership characteristics“. The talent that the pair thinks most Vital is “authenticity“. D After 25 years spent observing well-regarded chief executives and good managers further down the ladder, the aut
6、hors conclude that authors who are true to characteristics they already possess make the best bosses. Their message to the aspiring high-flyer is “be yourself“, have a lot of self-knowledge and be comfortable with who you are. Identikit executives hiding behind the latest management fad, ambitious r
7、ole players, time-servers and office politicians may manage to creep to the top. However, Messrs Jones and Goffee insist that those they seek to lead will soon find them out. Authenticity cannot be faked, they say, and a little eccentricity wont hurt either. The authors approvingly cite Mr Bransons
8、casual style and endearing difference from the norm that his followers appreciate. E Displaying other differences, foibles or even shortcomings, they say, adds to the authenticity, and they give examples of the kinds of differences that bosses should exude. When CEO of Unilever, Niall FitzGerald gav
9、e free vent to his Irishness; Franz Humers passion was on display for all to see at Roche; and the BBC revelled in Greg Dykes “blokeishness“. The authors do concede that there are techniques which can improve leadership. Some characteristics work better than others, so play these up. However, they w
10、arn against phoney sincerity, and (perhaps surprisingly) they advocate displays of weakness. Mr Dyke had a notoriously bad temper; Alain Levy of PolyGram could be blunt and emotional. Appear human and your leadership will seem more attractive. F The authors go on to make some fairly obvious points t
11、hat the truly authentic and self-aware could probably work out for themselves: be conscious of how well you read situations (and try to get better); conform (but not too much); get close to your underlings (but not too close); and communicate authentically too. Are you better on e-mail or face-to-fa
12、ce? They cite Mr Welchs use of experiences from his boyhood in his communiqus as a way of conveying authenticity. They suggest trying a little humour which is surely not a good idea if you are not authentically funny. G It is a shame that the British authors offer many more examples from Europe than
13、 they do from America. The reader is left wondering whether revealing eccentricities in a land where conformity is more highly prized (and weaknesses where capitalism is reddest in tooth and claw) would meet with less success. Wal-Mart, Microsoft and other hugely successful American companies have b
14、een led by rather unexceptional people with little sense of humour. H Readers looking for detailed and specific advice on being a good manager may feel that the authors message is a little too vague. Managers who are unpleasant by nature may also want to try another approach. That said, “be yourself
15、“ is doubtless good advice for anyone yearning to lead hundreds and thousands of employees. Or indeed anyone merely wishing to lead a happy life. 1 Questions 1-4 The text has 8 paragraphs (A-H). Which paragraph contains each of the following pieces of in formation? 1 People who try to be good manage
16、rs simply by following the latest books advice will be seen as they really are by those they manage. 2 A brief comparison of Overall European and American business styles. 3 Ideas that conventional books suggest to those who wish to be business leaders. 4 How childhood experiences can help business
17、leaders. 5 Questions 5-8 Complete the following sentences using NO MORE THAN THREE WORDS from the text. 5 Goffey and Jones do not believe business leaders are created by putting personal qualities on a _. 6 The surprising thing that Goffey and Jones recommend is occasionally showing _. 7 Really _ pe
18、ople probably dont need to read Goffey and Jones book to discover many of their ideas about what makes a good business leader. 8 The article suggests that authenticity is good advice for people who want _ as well as for potential business leaders. 9 Questions 9-13 Do the following statements agree w
19、ith the information given in the text? Write TRUE if the information in the text agrees with the statement. Write FALSE if the information in the text contradicts the statement. Write NOT GIVEN if there is no information on this. 9 Alexander is currently more fashionable as a model for business lead
20、ers than Napoleon. 10 Goffee and Jones believe that business leaders should act naturally. 11 A good business leader should be very friendly with the people working under him/ her. 12 The writer thinks that using humour is not always a good idea. 13 The examples given in the article prove that busin
21、ess leaders in Europe and in America need different characteristics. 13 Trouble in Paradise Valley A On one side of the argument there are eagles, wolves and orchids; on the other side there are endless heavy lorries and burgeoning economic growth. Welcome to Europes new environmental battleground T
22、he conflict is coming to a head for the first time in a pristine valley in north-east Poland, crammed with spectacular wildlife, which has been earmarked as the route for a badly-needed motorway to the Baltic states. The clash of priorities has bitterly divided public opinion in Poland itself and ha
23、s now set the country on collision course with the European Union. Yet the struggle to save the Rospuda valley is only the first of many conflicts likely to arise between economic development in the new EU member nations of central and eastern Europe, and their wildlife heritage. B Species which hav
24、e long been rare or extinct in western European countries, such as lynx, elk, wolf and beaver, along with scores of uncommon bird species, from eagles to corncrakes, still have substantial populations in the ten central and eastern European nations which have recently joined the EU. In Poland and th
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