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1、2022湖南职称英语考试考前冲刺卷（9）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.B第二篇/BB An Imaginary World/B Imagine a world in which there was suddenly no emotiona world in which human beings could feel no love or happiness, no terror or hate. Try to imagine the consequences of such
2、 a transformation. People might not be able to stay alive: knowing neither joy nor pleasure, neither anxiety nor fear, they would be as likely to repeat acts that hurt them as acts that were beneficial. They could not learn: they could not benefit from experience because this emotionless world would
3、 lack rewards and punishments. Society would soon disappear: people would be as likely to harm one another as to provide help and support. Human relationships would not exist: in a world without friends or enemies, there could be no marriage, affection among companions, or bonds among members of gro
4、ups. Societys economic underpinnings would he destroyed: since earning $10 million would be more pleasant than earning $10, there would be no incentive to work. In fact, there would be no incentives of any kind. For as we will see, incentives imply a capacity to enjoy them. In such a world, the chan
5、ces that the human species would survive are next to zero, because emotions are the basic instrument of our survival and adaptation. Emotions structure the world for us in important ways. As individuals, we categorize objects on the basis of our emotions. True we consider the length, shape, size, or
6、 texture, but an objects physical aspects are less important than what it has done or can do to ushurt us, surprise us, anger us or make us joyful. We also use categorizations coloured by emotions in our families, communities, and overall society. Out of our emotional experiences with objects and ev
7、ents comes a social feeling of agreement that certain things and actions are good and others are bad, and we apply these categories to every aspect of our social lifefrom what foods we eat and what clothes we wear to how we keep promises and which people our group will accept. In fact, society explo
8、its our emotional reactions and attitudes, such as loyalty, morality, pride, shame, guilt, fear and greed, in order to maintain itself. It gives high rewards to individuals when perform important tasks such as surgery, makes heroes out of individuals for unusual or dangerous achievements such flying
9、 fighter planes in a war, and uses the legal and penal system to make people afraid to engage in antisocial acts.The emotional aspects of an object are more important than its physical aspects in that they_. Ahelp society exploit its members for profitBencourage us to perform important tasksChelp to
10、 perfect the legal and penal systemDhelp us adapt our behaviour to the world surrounding us 2.阅读下面的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance Reviews/B In theory, annual performance reviews are constructive and positive interactions between managers and employees working tog
11、ether to attain maximum performance and strengthen the organization. In reality, they often create division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52) /U, although the object of the annual performance review is to improve performance, it often has theU (53) /Uresult. A programmer at a
12、 brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a promotionU (54) /Ushe wasnt a team player, What were the data used to make thisU (55) /U She didnt smile in the company photo. U (56) /Uthis story might sound as if it came straight out of a comic strip,
13、 it is a trueU (57) /Uof one womans experience. By following a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the yearU (58) /Ua positive and useful performance review, managers and employees must start the year by working together toU (59) /Ucle
14、ar goals and expectations. It may be helpful to allow employees to submit a list of peopleU (60) /Uwith the company who will be in a good position toU (61) /Utheir performance at the end of the year; these people may be coworkers, suppliers, or even customers. By checking employees progress at about
15、 nine months, managers can give them a chance to correct mistakes and provideU (62) /Uto those who need it before the year is out. When conducting the review, managers shouldU (63) /Ustrengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. U (6
16、4) /U, when employees leave their performance reviews, they should he focusing onU (65) /Uthey can do in the year ahead, not worrying about what went into their files about the past. AevaluationBdesignationCaccountDexhibition 3.阅读下面的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance
17、 Reviews/B In theory, annual performance reviews are constructive and positive interactions between managers and employees working together to attain maximum performance and strengthen the organization. In reality, they often create division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52)
18、/U, although the object of the annual performance review is to improve performance, it often has theU (53) /Uresult. A programmer at a brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a promotionU (54) /Ushe wasnt a team player, What were the data used to
19、 make thisU (55) /U She didnt smile in the company photo. U (56) /Uthis story might sound as if it came straight out of a comic strip, it is a trueU (57) /Uof one womans experience. By following a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end th
20、e yearU (58) /Ua positive and useful performance review, managers and employees must start the year by working together toU (59) /Uclear goals and expectations. It may be helpful to allow employees to submit a list of peopleU (60) /Uwith the company who will be in a good position toU (61) /Utheir pe
21、rformance at the end of the year; these people may be coworkers, suppliers, or even customers. By checking employees progress at about nine months, managers can give them a chance to correct mistakes and provideU (62) /Uto those who need it before the year is out. When conducting the review, manager
22、s shouldU (63) /Ustrengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. U (64) /U, when employees leave their performance reviews, they should he focusing onU (65) /Uthey can do in the year ahead, not worrying about what went into their files
23、 about the past. AinBwithCbyDfor 4.阅读下面的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance Reviews/B In theory, annual performance reviews are constructive and positive interactions between managers and employees working together to attain maximum performance and strengthen the orga
24、nization. In reality, they often create division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52) /U, although the object of the annual performance review is to improve performance, it often has theU (53) /Uresult. A programmer at a brokerage (经纪) firm was shocked to learn at her annual per
25、formance review that she was denied a promotionU (54) /Ushe wasnt a team player, What were the data used to make thisU (55) /U She didnt smile in the company photo. U (56) /Uthis story might sound as if it came straight out of a comic strip, it is a trueU (57) /Uof one womans experience. By followin
26、g a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the yearU (58) /Ua positive and useful performance review, managers and employees must start the year by working together toU (59) /Uclear goals and expectations. It may be helpful to allow emplo
27、yees to submit a list of peopleU (60) /Uwith the company who will be in a good position toU (61) /Utheir performance at the end of the year; these people may be coworkers, suppliers, or even customers. By checking employees progress at about nine months, managers can give them a chance to correct mi
28、stakes and provideU (62) /Uto those who need it before the year is out. When conducting the review, managers shouldU (63) /Ustrengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. U (64) /U, when employees leave their performance reviews, they
29、 should he focusing onU (65) /Uthey can do in the year ahead, not worrying about what went into their files about the past. AestablishBaccomplishCattainDsurpass 5.阅读下面的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance Reviews/B In theory, annual performance reviews are constructive
30、 and positive interactions between managers and employees working together to attain maximum performance and strengthen the organization. In reality, they often create division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52) /U, although the object of the annual performance review is to im
31、prove performance, it often has theU (53) /Uresult. A programmer at a brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a promotionU (54) /Ushe wasnt a team player, What were the data used to make thisU (55) /U She didnt smile in the company photo. U (56)
32、/Uthis story might sound as if it came straight out of a comic strip, it is a trueU (57) /Uof one womans experience. By following a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the yearU (58) /Ua positive and useful performance review, managers
33、 and employees must start the year by working together toU (59) /Uclear goals and expectations. It may be helpful to allow employees to submit a list of peopleU (60) /Uwith the company who will be in a good position toU (61) /Utheir performance at the end of the year; these people may be coworkers,
34、suppliers, or even customers. By checking employees progress at about nine months, managers can give them a chance to correct mistakes and provideU (62) /Uto those who need it before the year is out. When conducting the review, managers shouldU (63) /Ustrengths and weaknesses during the past year an
35、d discuss future responsibilities, avoiding punishment or blame. U (64) /U, when employees leave their performance reviews, they should he focusing onU (65) /Uthey can do in the year ahead, not worrying about what went into their files about the past. AinvolvedBassociatedCsatisfiedDcooperated 6.阅读下面
36、的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance Reviews/B In theory, annual performance reviews are constructive and positive interactions between managers and employees working together to attain maximum performance and strengthen the organization. In reality, they often create
37、 division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52) /U, although the object of the annual performance review is to improve performance, it often has theU (53) /Uresult. A programmer at a brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a p
38、romotionU (54) /Ushe wasnt a team player, What were the data used to make thisU (55) /U She didnt smile in the company photo. U (56) /Uthis story might sound as if it came straight out of a comic strip, it is a trueU (57) /Uof one womans experience. By following a few tips and guidelines (准则) from i
39、ndustry analysis, this kind of ordeal (厄运) can be avoided. To end the yearU (58) /Ua positive and useful performance review, managers and employees must start the year by working together toU (59) /Uclear goals and expectations. It may be helpful to allow employees to submit a list of peopleU (60) /
40、Uwith the company who will be in a good position toU (61) /Utheir performance at the end of the year; these people may be coworkers, suppliers, or even customers. By checking employees progress at about nine months, managers can give them a chance to correct mistakes and provideU (62) /Uto those who
41、 need it before the year is out. When conducting the review, managers shouldU (63) /Ustrengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. U (64) /U, when employees leave their performance reviews, they should he focusing onU (65) /Uthey can
42、 do in the year ahead, not worrying about what went into their files about the past. AsuperviseBcommentCassessDobserve 7.阅读下面的短文，文中有15处空白，每处空白给出了4个选项，请根据短文的内容从4个选项中选择1个最佳答案。B Annual Performance Reviews/B In theory, annual performance reviews are constructive and positive interactions between manager
43、s and employees working together to attain maximum performance and strengthen the organization. In reality, they often create division,U (51) /Umorale (士气) ,and spark anger and jealousy.U (52) /U, although the object of the annual performance review is to improve performance, it often has theU (53)
44、/Uresult. A programmer at a brokerage (经纪) firm was shocked to learn at her annual performance review that she was denied a promotionU (54) /Ushe wasnt a team player, What were the data used to make thisU (55) /U She didnt smile in the company photo. U (56) /Uthis story might sound as if it came str
45、aight out of a comic strip, it is a trueU (57) /Uof one womans experience. By following a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the yearU (58) /Ua positive and useful performance review, managers and employees must start the year by working together toU (59) /Uclear goals and expectations. It may be helpful to allow employees to submit a list of peopleU (60) /Uwith