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1、2021湖南在职攻读硕士联考考试模拟卷（8）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.Starting with his review of Skinner’s Verbal Behavior, Noam Chomsky had led the psycholinguists who argue that man has developed an innate (天生的) capacity for dealing with the linguistic universals
2、 common to all languages. Experience and learning then provide only information about the (1) instances of those universal aspects of language which are needed to communicate with other people within a particular language (2) .This linguistic approach (3) the view that language is built upon learned
3、 associations between words. What is learned is not strings of words per se (本身), but (4) rules that enable a speaker to (5) an infinite variety of novel sentences. (6) single words are learned as concepts: they do not stand in a one-to-one (7) with the particular thing signified, but (8) all member
4、s of a general class.This view of the innate aspect of language learning is at first not readily (9) into existing psychological frameworks and (10) a challenge that has stimulated much thought and new research directions. Chomsky argues that a precondition for language development is the existence
5、of certain principles intrinsic (原有的) to the mind that provide invariant structures (11) perceiving, learning and thinking. Language (12) all of these processes; thus its study (13) our theories of knowledge in general.Basic to this model of language is the notion that a child’s learning of la
6、nguage is a kind of theory (14) . It’s thought to be accomplished (15) explicit instruction, (16) of intelligence level, at an early age when he is not capable of other complex (17) or motor achievements, and with relatively little reliable data to go on. (18) , the child constructs a theory o
7、f an ideal language which has broad (19) power. Chomsky argues that all children could not develop the same basic theory (20) it not for the innate existence of properties of mental organization which limit the possible properties of languages.4（）A.transformationalB.institutionalC.systematicD.consti
8、tutional2.When two of the world’s richest and mightiest men pledge to destroy an enemy, it is time to pay attention. Bill Gates, the former boss of Microsoft who now devotes all his time to his charitable foundation, travelled this week to New York, the city run by Michael Bloomberg, to join h
9、is fellow billionaire’s campaign to stamp out smoking.Have the two potentates met their match Despite decades of work by health campaigners, more than one billion people still smoke today. Smoking kills up to half of those who fail to quit puffing, reducing their lives by an average of 10 to 1
10、5 years. The World Health Organisation (WHO) says more than 5 million people a year die early from the effects (direct or indirect) of tobacco. That exceeds the combined toll of HIV/AIDS, tuberculosis and malaria.Despite that dismal situation, there are three reasons to give the latest pair of campa
11、igners a slim chance of success: money, methods and motivation. Messrs Gates and Bloomberg vowed to spend a combined total of $ 500 million on discouraging the weed. Since Mr. Bloomberg’s charity had already announced an award of $125 million earlier, the new money pledged this week totalled a
12、 mere $ 375 million: $ 250 million from the mayor, and a fresh $ 125 million from the software magnate’s philanthropic outfit.How will this cash be spent In quite innovative ways, and that is a second reason for optimism. Hitherto, most anti-smoking funds have been channelled through a few lar
13、ge bureaucracies. But Mr. Bloomberg’s charity wants to let a thousand flowers bloom: in other words, to lend a hand to many initiatives, both public and private, to see what works. There will be a competitive grant scheme for poor countries where the tobacco habit is spreading.The very fact th
14、at two giants are teaming up is a landmark in American philanthropy- comparable to Warren Buffett’s decision, two years ago, to put his fortune at the disposal of Mr. Gates’ foundation. As part of their joint commitment, Mr. Gates is giving some of his $ 125 million directly to Mr. Bloom
15、berg’s charity; the rest will go to carefully monitored projects in India, China and other places where the number of smokers is rising relentlessly.Then there is motivation. There are other big players in this cause, and that should induce every new entrant to try bringing something fresh to
16、the party. Earlier this year the WHO started a campaign against tobacco known as MPower. One of its selling points was that in contrast with many other projects, it had a fairly clear idea about what was needed. WHO experts have listed a series of tactics, ranging from aggressive public education to
17、 a rise in tobacco taxes, that deliver results. (Even if high taxes lead to some smuggling and diversion, studies done in Brazil, for example, show that fiscal measures do curb consumption. ) The World Bank, which funded that research, is also thought to be ready to join the anti-smoking scrum after
18、 years of paying little attention.A crowded field, indeed. But having an extra $ 500 million from two hard-driven billionaires surely won’t hurt.What is the unique significance of the MPower campaign（）A. It is backed by many powerful organizations and companiesB. It has a clear idea of what me
19、asures should be takenC. It has top specialists of WHO being the counselorsD. It adopts fiscal, administrative and medical measures3.The day was star-crossed: Friday the 13th in the month of October, on the eve of the second looming anniversary of a devastating market crash. I’m telling you, p
20、sychology is really funny. People get crazy in situations like that, said portfolio strategist Elaine Garzarelli. Last week Friday the 13th lived up to its frightful reputation. After drifting lower at a sleepy pace for most of the day, the Dow Jones industrial average abruptly lurched into a hair-r
21、aising sky dive in the final hour of trading.The Bush Administration moved swiftly to avert any sense of crisis after the market closed. Declared Treasury Secretary Nicholas Brady: It’s important to recognize that today’s stock market decline doesn’t signal any fundamental change i
22、n the condition of the economy. The economy remains well balanced, and the outlook is for continued moderate growth. But Massachusetts Democrat Edward Markey, who chairs a House subcommittee on telecommunications and finance, vowed to hold hearings this week on the stock market slide. Said he: This
23、is the second heart attack. My hope is that before we have the inevitable third heart attack, we pay attention to these problems.Experts found no shortage of culprits to blame for the latest shipwreck. A series of downbeat realizations converged on Friday, ranging from signs of a new burst of inflat
24、ion to sagging corporate profits to troubles in the junk-bond market that has fueled major takeovers. The singular event that shook investors was the faltering of a $6.75 billion labor management buyout of UAL, the parent company of United Airlines, the second largest U. S. carrier.On one point most
25、 thoughtful Wall Streeters agreed: the market had reached such dizzying heights that a correction of some sort seemed almost inevitable. Propelled by favorable economic news and a wave of multibillion-dollar takeovers, stocks had soared more than 1,000 points since the 1987 crash. But by last August
26、 some Wall streeters were clearly worried.The heaviest blow to the market came Friday afternoon. In a three-paragraph statement, UAL said a labor-management group headed by Chairman Stephen Wolf had failed to get enough financing to acquire United. Several banks had apparently balked at the deal, wh
27、ich was to be partly financed through junk bonds. The take-over group said it would submit a revised bid in the near term,’ but the announcement stunned investors who had come to view the United deal as the latest sure thing in the 1980s buyout binge. Said John Downey, a trader at the Chicago
28、Board Options Exchange: The airline stocks have looked like attractive takeover targets. But with the United deal in trouble, everyone started to wonder what other deals might not go through.The main reason for the latest crisis in stock market as pointed out by the writer lies in（）A. the perception
29、 of inflationB.the collapse of confidenceC. the failure of a buyout dealD. the correction of a market4.Once upon a time, innovation at Procter Gamble flowed one way: from the United States outward. While the large Cincinnati-based corporation was no stranger to foreign markets, it usually sold them
30、products that were already familiar to most Americans. Many Japanese families, for instance, swaddle their babies in Pampers diapers, and lots of Venezuelans brush their teeth with Crest. And of course (company executives assumed) Americans at home wanted these same familiar, red white-and-blue bran
31、ds. We might buy foreign-made cars, or chocolates, or camerasbut household cleaners and detergents.9Recently, however, PG broke with this long-standing tradition. Ariel, a PG laundry detergent, was born overseas, and is a familiar sight on store shelves in Europe and Latin America. Now bilingual pac
32、kages of Ariel Ultra, a super-concentrated cleaner, are appearing on supermarket shelves in Los Angeles.Ariel’s appearance in the United States reflects demographic changes making Hispanics the nation’s fastest-growing ethnic group. Ariel is a hit with this population. In fact, many Mexi
33、can immigrants living in southern California have been importing Ariel from Tijuana, Mexico. Hispanies knew this product and wanted it, says PG spokeswoman Marie Salvado. We realized that we couldn’t convince them to buy our other laundry detergents. PG hopes that non-Hispanic consumers will g
34、ive Ariel a try too.Ariel’s already strong presence in Europe may provide a springboard for the company to expand into other markets as well. Recently PG bought Rakona, Czechoslovakia’s top detergent maker. Ariel, currently a top seller in Germany, is likely to be one of the fast new bra
35、nds to appear in Czech supermarkets. And Ariel is not tile only foreign idea that the company hopes to transplant back to its home territory. Cinch, an all-purpose spray cleaner similar to popular European products, is currently being test-marketed in California and Arizona. Traditionally Americans
36、have used separate cleaners for different types of surfaces, but market research shows that American preferences are becoming more like those in other countries.Insiders note that this new reverse flow of innovation reflects more sweeping changes at Procter Camble. The firm has hired many new Japane
37、se, German, and Mexican managers who view PG’s business not as a one-way flow of American ideas, but a two-way exchange with other markets. Says Bonita Austin of the investment fin Wertheim Schroeder, When you met with PG’s top managers years ago, you wouldn’t have seen a single fo
38、reign face; today, they could even be in the majority. As Procter Gamble has found, the United States is no longer an isolated market. Americans are more open than ever before to buying foreign-made products and to selling U S-made products overseas.According to the text, Procter & Gamble hopes to t
39、ransplant foreign idea back to its home territory because（）A. Americans are more likely to buy foreign-made products than beforeB. for most Americans foreign products are much more attractive than home-made onesC. foreign-made products are superior to home-made ones in terms of qualityD. the company
40、 has hired more foreigners in its top management than before5.An analysis of workplace trends shows that employee perks, a reliable indicator of job market strength, are beginning to make a comeback. While not as Extravagant as those offered in the late 1990s, companies clearly are shifting their fo
41、cus from workforce reduction to workforce retention. Firms realize that they require a foundation of experienced, trained, and motivated workers. These employers are improving and/ or adding perks to prevent an exodus of workers that could occur as the economy continues improving. They also may be l
42、ooking further down the road when severe labor shortages are expected to return.An analysis of perks offered in today’s workplace shows that many of the 1990s-style benefits, such as game rooms and luxury car leases, have been abandoned. The perks that remain popular with employers and employe
43、es are those that help workers stay healthy, career focused, and financially stable. Perhaps the most appreciated are those that help individuals maintain work-life balance.Work-life balance is just one part of the growing concern companies have about the overall emotional and physical health of the
44、ir workers. Employees who are stressed out or depressed because they do not feel as if they are giving enough attention to the nonwork aspects of their lives ultimately are unproductive. More and more companies also are learning that workers desire the opportunity to grow professionally in the workp
45、lace. HewlettPackard, for instance, has boosted its employee education and development budget by 20%.Nationwide Insurance, based in Columbus, Ohio, established a career-planning website in 2003. The site provides information on company job opportunities, career development, and an in-house mentoring
46、 program. Nationwide also is helping to educate its employees in financial matters, acknowledging that workers distracted by such issues on the job are not giving their full attention to the company’s priorities. It is adding classes and seminars on personal finance issues and 401(k) investmen
47、ts.Sometimes perks simply are about keeping employee morale elevated. Knowing that an improving economy might prompt valued employees to seek new opportunities, the owner of Ticketcity. com has lavished his best performers with tickets to the Masters golf tournament (锦标赛), access to country clubs, a
48、nd invitations to a management retreat in Sedona, Ariz.Moreover, even companies that cannot afford to institute costly perks can find ways to make sure current employees are happy. Doug Dorman, vice president of human resources for the Greenville (S.C.) Hospital System explains that there is a defin
49、ite sense of urgency when it comes to employee retention, knowing that labor shortages are returning. Dorman notes, however, that they have not focused on perks, but rather on creating a culture of recognition and appreciation. Employees stay when they have good two-way communication with management and are truly appreciated and recognized for their contributions.According to the text, the return of perks is mostly because （）A. improve professional skills of employeesB. elevate the morale of the workforc