《考研英语新题型最优模拟题.doc》由会员分享，可在线阅读，更多相关《考研英语新题型最优模拟题.doc（268页珍藏版）》请在taowenge.com淘文阁网|工程机械CAD图纸|机械工程制图|CAD装配图下载|SolidWorks_CaTia_CAD_UG_PROE_设计图分享下载上搜索。
1、Four short words sum up what has lifted most successful individuals above the crowd: a little bit more.-author-date考研英语新题型最优模拟题考研英语新题型最优模拟题考研英语阅读新题型11篇模拟题Directions:You are going to read a list of headings and a text about preparing in the academic community. Choose the most suitable heading from th
2、e list A-F for each numbered paragraph (41-45). The first and last paragraphs of the text are not numbered. There is one extra heading which you do not need to use. Mark your answers on ANSWER SHEET 1. (10 points) 一、A Physical Changes B Low Self-Esteem C Emerging Independence and Search for Identity
3、 D Emotional Turbulence E Interest in the Opposite Sex F Peer Pressure and ConformityThe transition to adulthood is difficult. Rapid physical growth begins in early adolescence typically between the ages of 9 and 13 and thought processes start to take on adult characteristics. Many youngsters find t
4、hese changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest by simply keeping an open line of communication and preparing for change before it occurs. The main issues that arise during adolescence are:(41) _A childs self worth is pa
5、rticularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that theyre not as good as other people, that they are failures, losers, ugly or unintelligent. (42) _Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction i
6、s great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite loud and angry in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not
7、 experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness. (43) _Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing an
8、d frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult adolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in
9、 attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs help. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.(44)
10、_There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.(45) _Adolescence marks a period of increasing inde
11、pendence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up and for parents, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people ex
12、amine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their parents, discovering them on their own enables the young person to develop a sense of integrity.Although adolescence will present challenges for young people and their paren
13、ts, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.二Have you ever considered what makes a good boss good? The answer to that question is admittedly mercurial, as one persons view of a top-notch employer will differ from somebody elses. Howe
14、ver, there are a number of traits, attitudes and abilities that are common to all good bosses. Moreover, the need for solid leadership skills is especially telling with smaller businesses.“Being a good boss is important in any organization, but its particularly important for small business,” says Ro
15、b Sheehan, director of executive education at the James MacGregor Burns Academy of Leadership at the University of Maryland. “With smaller businesses, you really have the opportunity to set the tone for the entire company.”Bearing in mind the importance of good leadership to business, consider the f
16、ollowing lineup of skills, strategies and attributes:41. Be inclusive. With a smaller operation, its essential that everyone feels like an equal and involved part of the team. A good employer is certain to treat each employee fairly, not only in terms of salary and other forms of compensation, but a
17、lso in how that employee is involved in the daily function of the business. Encourage feedback, innovation and creativity so employees feel genuinely engaged.42. Mission, not just money. Very few businesses operate out of sheer altruism, but thats not to say that turning a profit is the primary phil
18、osophical and practical focus. Rather, an effective boss establishes a genuine business mission. How that takes shape depends both on the business and on the overriding focus the boss wants to set. 43. Nothing to fear but fear itself. Many of us have had bosses who would be right at home with a knif
19、e next to their desk calendars. Make one mistake on the job and feel free to slip your head right in beneath the blade. Conversely, an effective boss encourages his or her employees not to be gun shy about occasional chaos along the road toward better job performance. 44. Its their careers, too. Don
20、t forget that the people who work for you are looking to you to help them navigate and advance their careers. As I said, its not all about money. But it is all about making your employees see how to improve and create meaningful careers for themselves. 45. Made, not necessarily born. One final aspec
21、t of being a good boss is recognizing that much of what goes into being an effective leader is, in fact, learned behavior. Of course, there always have been and will be bosses who seem to have a flawless touch in leading and motivating. But for every natural, there are just as many top-flight bosses
22、 who got that way by attending management classes and seminars, reading books on effective leadership and, just as important, understanding that a good employer naturally attracts first-rate employees. A “Its important to use that different perspective to educate and encourage. But its also importan
23、t, like a good coach, to lead your team by example. For instance, while you should point out mistakes by your employees, be sure to admit when you yourself make a mistake,” says Sheehan.B “You need to create an environment of integrity, trust and respect to make absolutely certain that everyone is t
24、reated fairly, regardless of the differences they may have,” says Sheehan.C “People can definitely develop good leadership capabilities,” says Sheehan. “To a certain degree, we all have innate traits that make us good bosses. All you really have to do is work to develop those traits to their utmost.
25、”D If an employee has a goal of becoming a manager or running his or her own business someday, nurture that goal. Tell them the traits they need to work on to achieve their ultimate plans.E For instance, a restaurant owner may push speedy lunchtime service as a way of serving the time-strapped busin
26、ess community. By contrast, a medical supply outfit may emphasize how its products improve customers health. Not only can a clear mission（responsibility） serve to motivate employees, it can also infuse a sense of importance in their jobs. F “This requires a mentality that encourages learning rather
27、than being afraid of making a mistake. Try something new and different, but know were not going to kill each other if things dont work out,” says Sheehan. “I was a swimmer in college and I swam fast when I imagined a shark was after me. I swam just as fast when I imagined I was in the Olympics. Its
28、a question of what you want to focus on.”三、As more and more material from other cultures became available, European scholars came to recognize even greater complexity in mythological traditions. Especially valuable was the evidence provided by ancient Indian and Iranian texts such as the Bhagavad-Gi
29、ta and the Zend-Avesta. From these sources it became apparent that the character of myths varied widely, not only by geographical region but also by historical period.（41） _He argued that the relatively simple Greek myth of Persephone reflects the concerns of a basic agricultural community, whereas
30、the more involved and complex myths found later in Homer are the product of a more developed society.Scholars also attempted to tie various myths of the world together in some way. From the late 18th century through the early 19th century, the comparative study of languages had led to the reconstruc
31、tion of a hypothetical parent language to account for striking similarities among the various languages of Europe and the Near East. These languages, scholars concluded, belonged to an Indo-European language family. Experts on mythology likewise searched for a parent mythology that presumably stood
32、behind the mythologies of all the European peoples. （42） _For example, an expression like “maiden dawn” for “sunrise” resulted first in personification of the dawn, and then in myths about her.Later in the 19th century the theory of evolution put forward by English naturalist Charles Darwin heavily
33、influenced the study of mythology. Scholars researched on the history of mythology, much as they would dig fossil-bearing geological formations, for remains from the distant past. （43） _Similarly, British anthropologist Sir James George Frazer proposed a three-stage evolutionary scheme in The Golden
34、 Bough. According to Frazers scheme, human beings first attributed natural phenomena to arbitrary supernatural forces (magic), later explaining them as the will of the gods (religion), and finally subjecting them to rational investigation (science).The research of British scholar William Robertson S
35、mith, published in Lectures on the Religion of the Semites (1889), also influenced Frazer. Through Smiths work, Frazer came to believe that many myths had their origin in the ritual practices of ancient agricultural peoples, for whom the annual cycles of vegetation were of central importance. （44） _
36、This approach reached its most extreme form in the so-called functionalism of British anthropologist A. R. Radcliffe-Brown, who held that every myth implies a ritual, and every ritual implies a myth.Most analyses of myths in the 18th and 19th centuries showed a tendency to reduce myths to some essen
37、tial corewhether the seasonal cycles of nature, historical circumstances, or ritual. That core supposedly remained once the fanciful elements of the narratives had been stripped away. In the 20th century, investigators began to pay closer attention to the content of the narratives themselves. （45） _
38、A German-born British scholar Max Mller concluded that the Rig-Veda of ancient India-the oldest preserved body of literature written in an Indo-European language-reflected the earliest stages of an Indo-European mythology. M ller attributed all later myths to misunderstandings that arose from the pi
39、cturesque terms in which early peoples described natural phenomena.B The myth and ritual theory, as this approach came to be called, was developed most fully by British scholar Jane Ellen Harrison. Using insight gained from the work of French sociologist Emile Durkheim, Harrison argued that all myth
40、s have their origin in collective rituals of a society.C Austrian psychoanalyst Sigmund Freud held that mythslike dreamscondense the material of experience and represent it in symbols.D This approach can be seen in the work of British anthropologist Edward Burnett Tylor. In Primitive Culture (1871),
41、 Tylor organized the religious and philosophical development of humanity into separate and distinct evolutionary stages.E The studies made in this period were consolidated in the work of German scholar Christian Gottolob Heyne, who was the first scholar to use the Latin term myths (instead of fibula
42、, meaning “fable”) to refer to the tales of heroes and gods. F German scholar Karl Otfried M ller followed this line of inquiry in his Prolegomena to a Scientific Mythology, 1825).四A Many studies conclude that children with highly involved fathers, in relation to children with less involved fathers,
43、 tend to be more cognitively and socially competent, less inclined toward gender stereotyping, more empathic, and psychologically better adjusted. Commonly, these studies investigate both paternal warmth and paternal involvement and find-using simple correlations-that the two variables are related t
44、o each other and to youth outcomes.B Boys seemed to conform to the sex-role standards of their culture when their relationships with their fathers were warm, regardless of how “masculine” the fathers were, even though warmth and intimacy have traditionally been seen as feminine characteristics. A si
45、milar conclusion was suggested by research on other aspects of psychosocial adjustment and on achievement: Paternal warmth or closeness appeared beneficial, whereas paternal masculinity appeared irrelevant.C The critical question is: How good is the evidence that fathers amount of involvement, witho
46、ut taking into account its content and quality, is consequential for children, mothers, or fathers themselves? The associations with desirable outcomes found in much research are actually with positive forms of paternal involvement, not involvement per se. Involvement needs to be combined with quali
47、tative dimensions of paternal behavior through the concept of “positive paternal involvement” developed here.D Commonly, researchers assessed the masculinity of fathers and of sons and then correlated the two sets of scores. Many behavioral scientists were surprised to discover that no consistent re
48、sults emerged from this research until they examined the quality of the father-son relationship. Then they found that when the relationship between masculine fathers and their sons was warm and loving, the boys were indeed more masculine. Later, however, researchers found that the masculinity of fathers per se did not seem to make much difference after all. As summarized by:E The second domain in which a substantial amount of research has been done o