1、雅思（阅读）模拟试卷 100（无答案）一、Reading Module (60 minutes)0 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 choice is to find an entry-level position. This can be
2、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 managers of a workplace. However, these promotions can
3、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 responsible for the work performance of other organisationa
4、l 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, leading, and controlling.However, as many professionals alre
5、ady 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 strict boss. Many researchers have created a more scienti
6、fic 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 designated as interpersonal, informational and decisional.I
7、ntroduced 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 or ethical guidelines to employees at company meetings
8、. 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 decisions, and mobilises employee support. They are a
9、lso 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 coordinate the work of others in different work units, establ
10、ish 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 for long time periods.Introduced Category 2: INFORMATION
11、AL 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 that performance. Monitors also watch for changes in the
12、 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 organisation. They also communicate the companys vision a
13、nd 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 develop innovative goods and services, or to expand a bus
14、iness. 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 resources. Top managers are likely to make large, overall budg
15、et 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 research in 1960s helped categorise manager approaches,
16、 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 different special characteristics, and a new categorisation
17、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 were that even though there were multiple categories, the
18、 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 research, when applied to real-life situations, did not alway
19、s 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 the criticisms against Mintzbergs work are true, it does
20、 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 provided a useful functional approach to analyse managemen
21、t. 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 clearly define what a “manager“ is, because in real-lif
22、e 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 give a new insight to further research on this field in t
23、he 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 have older research to look back on. A researcher doe
24、snt 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 continue to study and change the way we think about the mode
25、rn 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 answer sheet.NB You may use any letter more than once.
26、List of CategoriesA INTERPERSONAL ROLES B INFORMATIONAL ROLES C DECISIONAL ROLES1 the development of business scheme2 presiding at formal events3 using employees and funds4 getting and passing message on to related persons5 relating the information to employees and organisation6 recruiting the staff
27、6 Choose TWO letters, A-E.Write the correct letters in boxes 7 and 8 on your answer sheet.Which TWO positive functions about Mintzbergs 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 gr
28、aduates to design their careerD suggests ways for managers to do their job betterE makes a fresh way for further research8 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
29、 if the statement contradicts with the informationNOT GIVEN if there is no information on this.9 Young professionals can easily know management experience in the work place.（A）TRUE（B） FALSE（C） NOT GIVEN10 Mintzbergs theory broke well-established notions about managing styles.（A）TRUE（B） FALSE（C） NOT
30、GIVEN11 Mintzberg got a large amount of research funds for his contribution.（A）TRUE（B） FALSE（C） NOT GIVEN12 All managers do the same work.（A）TRUE（B） FALSE（C） NOT GIVEN13 Mintzbergs theory is invalid in the future studies.（A）TRUE（B） FALSE（C） NOT GIVEN13 You should spend about 20 minutes on Questions
31、14-26, which are based on Reading Passage 2 below.How Well Do We Concentrate?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
32、 dividing their focus. However, Thomas Lehman, a researcher in Psychology, believes 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 so
33、me of the words of the music. When people think they are accomplishing two different 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
34、 friends and they are not responding properly. Maybe they are listening to someone 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-ph
35、ones or cellphones. Now that most individuals have a personal device, like a 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 c
36、ellphone, and some colleagues who may drop by at any time to speak with you. 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
37、 the cordless phone has increased multitasking. In the old days, a traditional 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
38、 modern era, our technology is convenient enough to not interrupt our daily 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 be
39、tween species. He found that for humans, the size of this part constitutes one 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, M
40、iller wanted to look further into whether the cortex was truly processing information 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
41、 up the electric patterns of the brain. This sensor would show if the brain 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
42、Michigan, studied the young adults in a similar experiment. He instructed mem 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 j
43、obs. Even though the people tried to do the tasks at the same time, and both 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.
44、 He found mat they were constantly multitasking. He observed that nearly every 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 eq
45、ually likely to self-interrupt as be interrupted by outside sources. He found 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 dis
46、tressed. He suggested that the average person may suffer from a short concentration 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 for
47、mat of media, such as advertisements, music, news articles and TV shows are 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 meth
48、od in real life. According to human nature, people feel more comfortable and 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
49、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 distraction. A person can also apply these tips to prevent self-distraction. Instead of arriving to your office and checking all of your e-mails for new tasks, a common workplace ritual, a person could dedicate an hour to a single task first thing in the morning. Self-timing is a great way to reduce distraction and eff
