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1、2021年福建公共英语考试模拟卷（3）本卷共分为1大题50小题，作答时间为180分钟，总分100分，60分及格。一、单项选择题（共50题，每题2分。每题的备选项中，只有一个最符合题意） 1.BText 3/BPeople in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a
2、 grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. F
3、or instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the availability of skilled workers in the region. The publics changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportuni
4、ties), and environmental and resource concerns are all parts of the increasingly complex world system in which leaders must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new pro
5、blems emerging from rapid advances in technology. Even at the community level, foresight is critical: School officials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and thei
6、r teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, especially in the military, when the post-World War atomic age made it critical to think about the unthinkable and prepare for it. Pioneering futurists at the RAND Corporation (the first th
7、ink tank) began seriously considering what new technologies might emerge in the future and how these might affect U.S. security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future worl
8、d is continuous with the present world, so we can learn a great deal about what may happen in the future by looking systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as popula
9、tion. land use, technology, and governmental systems). Using these techniques and many others, futurists now can tell us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the worlds population. Other events are viewed as far less likely
10、, but could be extremely important if they do occur, such as an asteroid colliding with the planet. All the following are cited as examples of the importance of exercising foresight EXCEPT _. Agovernment administratorsBschool officialsCschool students and teachersDgovernment planners 2.BPart A/B Rea
11、d the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. BText 1/BIf the various advocates of the conflicting options are all smart, experienced, and well-informed, why do they disagree so completely Wouldnt they all have thought
12、 the issue through carefully and come to approximately the same best conclusion The answer to that crucial question lies in the structure of the human brain and the way it processes information. Most human beings actually decide before they think. When any human being executive, specialized expert,
13、or person in the street encounters a complex issue and forms an opinion, often within a matter of seconds, how thoroughly has he or she explored the implications of the various courses of action Answer: not very thoroughly. Very few people, no matter how intelligent or experienced, can take inventor
14、y of the many branching possibilities, possible outcomes, side effects, and undesired consequences of a policy or a course of action in a matter of seconds. Yet, those who pride themselves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking
15、 thereafter consists of finding support for it. A very serious side effect of argumentative decision making can be a lack of support for the chosen course of action on the part of the losing faction. When one faction wins the meeting and the others see themselves as losing, the battle often doesnt e
16、nd when the meeting ends. Anger, resentment, and jealousy may lead them to sabotage the decision later, or to reopen the debate at later meetings. There is a better way. As philosopher Aldous Huxley said, It isnt who is right, but what is right, that counts. The structured-inquiry method offers a be
17、tter alternative to argumentative decision making by debate. With the help of the Internet and wireless computer technology, the gap between experts and executives is now being dramatically closed. By actually putting the brakes on the thinking process, slowing it down, and organizing the flow of lo
18、gic, its possible to create a level of clarity that sheer argumentation can never match. The structured-inquiry process introduces a level of conceptual clarity by organizing the contributions of the experts, then brings the experts and the decision makers closer together. Although it isnt possible
19、or necessary for a president or prime minister to listen in on every intelligence analysis meeting, its possible to organize the experts information to give the decision maker much greater insight as to its meaning. This process may somewhat resemble a marketing focus group; its a simple, remarkably
20、 clever way to bring decision makers closer to the source of the expert information and opinions on which they must base their decisions. The structured-inquiry process can be useful for _. Adecision makersBintelligence analysis meetingCthe experts informationDmarketing focus groups 3. Read the foll
21、owing text. Choose the best word or phrase for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. With Airbuss giant A380 airliner about in to take to the skies, you might think planes could not get much bigger and you would be right. For a given design, it turns U (21) /U, there comes a p
22、oint where the wings become too heavy to generate U (22) /U lift to carry their own weight. U (23) /U a new way of designing and making materials could U (24) /U that problem. Two engineers U (25) /U University College London have devised an innovative way to customise and control the U (26) /U of a
23、 material throughout its three-dimensional structure. In the U (27) /U of a wing, this would make possible a material that is dense, strong and load-bearing at one end, close to the fuselage, U (28) /U the extremities could be made less dense, lighter and more U (29) /U. It is like making bespoke ma
24、terials, U (30) /U you can customise the physical properties of every cubic millimetre of a structure. The new technique combines existing technologies in a(n) U (31) /U way. It starts by using finite-element-analysis software, of the type commonly used by engineers, U (32) /U a virtual prototype of
25、 the object. The software models the stresses and strains that the object will need to U (33) /U throughout its structure. Using this information it is then U (34) /U to calculate the precise forces acting on millions of smaller subsections of the structure. U (35) /U of these subsections is U (36)
26、/U treated as a separate object with its own set of forces acting on it and each subsection U (37) /U for a different microstructure to absorb those local forces. Designing so many microstructures manually U (38) /U be a huge task, so the researchers apply an optimisation program, called a genetic a
27、lgorithm, U (39) /U This uses a process of randomization and trial-and-error to search the vast number of possible microstructures to find the most U (40) /U design for each subsection. AofBatCinDfrom 4.BText 2/BEvery spring migrating salmon return to British Columbias rivers to spawn. And every spr
28、ing new reports detail fresh disasters that befall them. This year is no different. The fisheries committee of Canada s House of Commons and a former chief justice of British Columbia, Bryan Williams, have just examined separately why 1. 3 m sockeye salmon mysteriously disappeared from the famed Fra
29、ser river fishery in 2004. Their conclusions point to a politically explosive conflict between the survival of salmon and the rights of First Nations, as Canadians call Indians. In 2004, only about 524,000 salmon are thought to have returned to the spawning grounds, barely more than a quarter the nu
30、mber who made it four years earlier. High water temperatures may have killed many. The House of Commons also lambasted the federal Department of Fisheries and Oceans (DFO) for poor scientific data, and for failing to enforce catch levels. Four similar reports since 1992 have called for the departmen
31、ts reform. In vain. its senior officials are in denial about its failings, said the committee. Mr Williams report added a more shocking twist. He concluded that illegal fishing on the Fraser river is rampant and out of control, with no-go zones where fisheries of ricers are told not to confront Indi
32、an poachers for fear of violence. The judge complained that the DFO withheld a report by one of its investigators which detailed extensive poaching and sale of salmon by members of the Cheam First Nation, some of whom were armed. Some First Nations claim an unrestricted right to fish and sell their
33、catch. Canadas constitution acknowledges the aboriginal right to fish for food and for social and ceremonial needs, but not a general commercial right. On the Fraser, however, the DFO has granted Indians a special commercial fishery. To some Indians, even that is not enough. Both reports called for
34、more funds for the DFO, to improve data collection and enforcement. They also recommended returning to a single legal regime for commercial fishing applying to all Canadians. On April 14th, Geoff Regan, the federal fisheries minister, responded to two previous reports from a year ago. One, from a Fi
35、rst Nations group, suggested giving natives a rising share of the catch. The other proposed a new quota system for fishing licenses, and the conclusion of long-standing talks on treaties, including fishing rights, with First Nations. Mr Regan said his department would spend this year consulting stak
36、eholders (natives, commercial and sport fishermen). It will also launch pilot projects aimed at improving conservation, enforcement and First Nations access to fisheries. The best title for the passage may be _. AWhere have the salmon goneBHow to protect the salmonCEnvironment and fisheryDThe surviv
37、al of salmon and the rights of First Nations 5.BText 4/BWhen they were children, Terri Schiavos brother Bobby accidentally locked her in a suitcase. She tried so hard to get out of the suitcase that she jumped up and down and screamed. The scene predicted, horribly, how she would end, though by that
38、 stage she had neither walked nor talked for more than 15 years. By the time she finally died on March 31st, her body had become a box out of which she could not escape. More than that, it had become a box out of which the United States government, Congress, the president, the governor of Florida an
39、d an army of evangelical protestors and bloggers would not let her escape. Her life, whatever its quality, became the property not merely of her husband (who had the legal right to speak for her) and her parents (who had brought her up), but of the courts, the state, and thousands of self-appointed
40、medical and psychological experts across the country. The chief difference between her case and those of Karen Quinlan and Nancy Cruzan, much earlier victims of Persistent Vegetative State (PVS), was the existence of the internet. When posted videotapes showed Mrs Schiavo apparently smiling and comm
41、unicating with those around her, doctors called these mere reflex activity, but to the layman they seemed to reveal a human being who should not be killed. On March 20th, a CAT scan of Mrs Schiavos brain the grey matter of the cerebral cortex more or less gone, replaced by cerebrospinal fluid was po
42、sted on a blog. By March 29th, it had brought 390 passionate and warring responses. All this outside interference could only exacerbate the real, cruel dilemmas of the case. After a heart attack in February 1990, when she was 26, Mrs Schiavos brain was deprived of oxygen for five minutes and irrepar
43、ably damaged. For a while, her family hoped she might be rehabilitated. Her husband Michael bought her new clothes and wheeled her round art galleries, in case her brain could respond. By 1993, he was sure it could not, and when she caught an infection he did not want her treated. Her parents disagr
44、eed, and claimed she could recover. From that point the family split, and litigation started. Each side, backed by legions of supporters, accused the other of money-grubbing and bad faith. A Florida court twice ordered Mrs Schiavos feeding tube to be removed and Jeb Bush, the governor of Florida, ov
45、erruled it. The final removal of the tube, on March 18th, was followed by an extraordinary scene, in the early hours of March 21st, when George Bush signed into law a bill allowing Mrs Schiavos parents to appeal yet again to a federal court. But by then the courts, and two-thirds of Americans, thoug
46、ht that enough was enough. On March 24th the Supreme Court declined to hear the case. The cruel dilemmas of Schiavos case lies in _. Aa heart attack in February 1990Bher brain deprived of oxygen for five minutesCan infection she caught 3 years laterDthe disagreement between her parents and her husba
47、nd on her treatment 6.BText 3/BPeople in business can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow trends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager wit