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1、2023年内蒙古公共英语考试模拟卷（7）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.IQuestions 1416 are based on the following talk. You now have 15 seconds to read Questions 1416./IAccording to the lecture, what is inflationARising Prices.BFixed income.CReal income.DCost of living. 2.BT
2、ext 2/B Managers spend a great deal of their time in meetings. According to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22 per cent of their time on meetings. So what are the managers doing in those meetings There have conventionally been t
3、wo answers. The first is the academic version: Managers are co-ordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings
4、 provide little more than strategic sites for corporate gladiators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meet
5、ing rooms serve as shop windows for managerial talent, but this is far from the truth as a whole. The suggestion that meetings are actually battle grounds is misleading since the raison detre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the p
6、articipants and the organization as a whole. For the organization, meetings represent recording devices. The minutes of meetings catalogue the change of the organization, at all levels, in a mere systematic way than do the assorted memos and directives which are scattered about the company. They ens
7、hrine the minutes of corporate history, they itemize proposed actions and outcomes in a way which makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a re
8、assuring level of control over events. What is more, the minutes record the debating of certain issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with
9、Allied Breweries, explains: Time and effort are seen to have been invested in scrutinizing a certain course of action. Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it,
10、 even if it actually went through on the nod. At the same time, the burden of responsibility is spread, so that no individual takes the blame. Thus, the public nature of formal meetings confers a degree of legitimacy on what happens in them. Having a view pass unchallenged at a meeting can be taken
11、to indicate consensus. However, meetings also serve as an alibi for action, as demonstrated by one manager who explained to his subordinates: I did what I could to prevent itI had our objections minutes in two meetings. The proof of conspicuous effort was there in black and white. By merely attendin
12、g meetings, managers buttress their status, while non-attendance can carry with it a certain stigma. Whether individual managers intend to make a contribution or not, it is satisfying to be considered one of those whose views matter. Ostracism, for senior managers, is not being invited to meetings.
13、As one cynic observed, meetings are comfortingly tangible: Who on the shop floor really believes that managers are working when they tour the works But assemble them behind closed doors and call it a meeting and everyone will take it for granted that they are hard at work. Managers are being seen to
14、 earn their corn. Meetings provide managers with another form of comfort toothat of formality. Meetings follow a fixed format: Exchanges are ritualized, the participants are probably known in advance, there is often a written agenda, and there is a chance to prepare. Little wonder then, that they co
15、me as welcome relief from the upheaval and uncertainty of life outside the meeting room. Managers can draw further comfort from the realization that their peers are every bit as bemused and fallible as themselves. Meetings provide constant reminders that they share the same problems, preoccupations
16、and anxieties, that they are all in the same boat. Paid for those who may be slightly adrift, meetings are ideal occasions for gently pulling them round. As Steve Styles, the process control manager (life services) at Legal & General, puts it: The mere presence of others in meetings adds weight to t
17、easing or censure and helps you to round up the strays. Such gatherings therefore provide solace and direction for the management teama security blanket for managers. Meetings do serve a multitude of means as well as ends. They relieve managerial stress and facilitate consen AThey can impress their
18、superiors.BAll the important company decisions are made at meetings.CIt makes them feel that their opinions are of importance to others.DThey can share problems and anxieties. 3.IQuestions 1720 are based on the following talk. You now have 20 seconds to read Questions 1720./IAccording to the speaker
19、, how do some pesticides get into pondsAThey are applied to aquatic weeds by fish farming.BAmphibians release them from their skin.CIrresponsible dispose of them in ponds.DThey are washed into ponds by the rain. 4.IQuestions 1416 are based on the following talk. You now have 15 seconds to read Quest
20、ions 1416./IWho benefits most from inflationAPersons who have salaries according to long-term contracts.BPersons who own businesses.CPersons with old-age pensions.DPersons with slow-rising incomes. 5.BText 3/B The idea of a fish being able to produce electricity strong enough to light lamp bulbsor e
21、ven to nm a small electric motoris almost unbelievable, but several kinds of fish are able to do this. Even more strangely, this curious power has been acquired in different ways by fish belonging to very different families. Perhaps the most known are the electric rays, or torpedoes, of which severa
22、l kinds live in warm seas. They possess on each side of the head, behind the eyes, a large organ consisting of a number of hexagonal-shaped cells rather like a honeycomb. The cells are filled with a jelly-like substance, and contain a series of flat electric plates. One side, the negative side, of e
23、ach plate, is supplied with very fine nerves, connected with a main nerve coming form a special part of the brain. Current gets through from the upper, positive side of the organ downward to the negative, lower side. Generally it is necessary to touch the fish in two places, completing the circuit,
24、in order to receive a shock. The strength of this shock depends on the size of fish, but newly-born ones only about 5 centimeters across can be made to light the bulb of a pocket flashlight for a few moments, while a fully grown torpedo gives a shock capable of knocking a man down, and, if suitable
25、wires are connected, will operate a small electric motor for several minutes. Another famous example is the electric eel. This fish gives an even mere powerful shock. The system is different from that of the torpedo in that the electric plates run longitudinally and are supplied with nerves from the
26、 spinal cord. Consequently, the current passes along the fish from head to tail. The electric organs of these fish are really altered muscles and like all muscles are apt to tire, so they are not able to generate electricity for very long. People in some parts of South America who value the electric
27、 eel as food, take advantage of this fact by driving horses into the water against which the fish discharge their electricity. The horses are less affected than a man would be, and when the electric eels have exhausted themselves, they can be caught without danger. The electric catfish of the Nile a
28、nd of other African fresh waters has a different system again by which current passes over the whole body from the tail to the head. The shock given by this arrangement is not so strong as the other two, but is none the less unpleasant. The electric catfish is a slow, lazy fish, fond of glooray plac
29、es and grows to about 1 metre long; it is eaten by the Arabs in some areas. The power of producing electricity may serve these fish both for defence and attack. If a large enemy attacks, the shock will drive it away; but it appears that the catfish and the electric eel use their current most often a
30、gainst smaller fish, stunning them so that they can easily be overpowered.Why are homes used to catch the electric eels Ato frighten the eels.Bto exhaust the eels.Cto attract the eels.Dto stir the water. 6.BText 1/B In recent years, there has been a steady assault on salt from the doctors: Salt is b
31、ad for youregardless of your health. Politicians also got on board. There is a direct relationship, US congressman Neal Smith noted, Between the amount of sodium a person consumes and heart disease, circulatory disorders, stroke and even early death. Frightening, if true! But many doctors and medica
32、l researchers are now beginning to feel the salt scare has gone too far. All this hue and cry about eating salt is unnecessary, Dr. Dnstan insists. For most of us it probably doesnt make much difference how much salt we eat. Dustans most recent short-term study of 150 people showed that those with n
33、ormal blood pressure underwent no change at all when placed on an extremely low-salt diet, or later when salt was reintroduced. Of the hypertensive subjects, however, half of those on the low-salt diet did experience a drop in blood pressure, which returned to its previous level when salt was reintr
34、oduced. An adequate to somewhat excessive salt intake has probably saved many more lives than it has cost in the general population, notes Dr. John H. Laragh. So a recommendation that the whole population should avoid salt makes no sense. Medical experts agree that everyone should practice reasonabl
35、e moderation in salt consumption. For an average person, a moderate amount might run from four to ten grams a day, or roughly 1/2 to 1/3 of a teaspoon. The equivalent of one to two grams of this salt allowance would come from the natural sodium in food. The rest would be added in processing, prepara
36、tion or at the table. Those with kidney, liver or heart problems may have to limit dietary salt, if their doctor advises. But even the very vocal low salt exponent, Dr. Arthur Hull Hayes, Jr. admits that we do not know whether increased sodium consumption causes hypertension. In fact, there is incre
37、asing scientific evidence that other factors may be involved: deficiencies in calcium, potassium, perhaps magnesium; obesity (much more dangerous than sodium); genetic predispotition; stress. It is not your enemy, says Dr. Laragh, Salt is the No. 1 natural component of all human tissue, and the idea
38、 that you dont need it is wrong. Unless your doctor has proven that you have a salt-related health problem, there is no reason to give it up.From Dr. Dustans study we can infer that Aa low-salt diet may be prescribed for some people.Bthe amount of salt intake has nothing to do with ones blood pressu
39、re.Cthe reduction of salt intake can cure a hypertensive patient.Dan extremely low-salt diet makes no difference to anyone. 7.IQuestions 1720 are based on the following talk. You now have 20 seconds to read Questions 1720./IAccording to the speaker, why do pesticides pose a threat to amphibiansAPest
40、icides can cause an amphibians skin to dry out.BPesticides kill the insects that amphibians depend on for food.CDissolved pesticides can easily enter amphibians bodies.DAmphibians may eat plants that have been treated with pesticides. 8.BText 2/B Managers spend a great deal of their time in meetings
41、. According to Henry Mintzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22 per cent of their time on meetings. So what are the managers doing in those meetings There have conventionally been two answers. The first is the academic version: Managers are c
42、o-ordinating and controlling, making decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little more than strategic sites for corporate gladi
43、ators to perform before the organizational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve as shop windows for managerial talent, but th
44、is is far from the truth as a whole. The suggestion that meetings are actually battle grounds is misleading since the raison detre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and the organization as a whole. For the organiza
45、tion, meetings represent recording devices. The minutes of meetings catalogue the change of the organization, at all levels, in a mere systematic way than do the assorted memos and directives which are scattered about the company. They enshrine the minutes of corporate history, they itemize proposed
46、 actions and outcomes in a way which makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a reassuring level of control over events. What is more, the minu
47、tes record the debating of certain issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with Allied Breweries, explains: Time and effort are seen to have
48、been invested in scrutinizing a certain course of action. Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it, even if it actually went through on the nod. At the same time, the burden of responsibility is spread, so that no individual