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1、2023年浙江大学英语考试模拟卷（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.The packings are in good orderA) 包装秩序良好。B) 包装很好。C) 包装完好无损。D) 这种包装销路很好。 2.This information office provides clients with information on cargo insuranceA) 这个问讯处为顾客提供大量关于货物投保方面的信息。B) 这个问讯处提供顾客为货物投保的信息。C) 这个问讯处
2、为顾客货物办理保险。D) 这个问讯处为顾客提供各种货物信息。 3.Utilizing clean energy has become a worldwide trend and is vital to Chinas sustainable developmentA) 利用清洁能源是一种时尚，对中国的可持续发展也很重要。B) 利用清洁能源不仅是一种趋势，也关系到中国的可持续发展。C) 利用清洁能源已成为全世界的一种趋势，并且对中国的可持续发展也至关重要。D) 利用清洁能源已成为一种趋势，将威胁到中国的可持续发展。 4.Nowadays, most employees of local high-
3、tech industries are below the age of thirty-five, and for newly rising industries such as computer software and the Internet, the figure is below thirty. People in this age bracket are known as Generation-X, which is made up of those born between 1965 and 1983, Generation-X are typically independent
4、, they value free will, are willing to try out new methods and are full of creative ideas. However, they also have their shortcomings. Employers often complain that Generation-X are a group hard to manage. Although willingness and enthusiasm are highly valued by Generation-X, they will not accept or
5、ders blindly. In short, Generation-X will not accept authoritarian leadership. They expect their leaders to have a detailed understanding of the job, and most importantly, to treat them as important members of them as partners. As a result, managing Generation-X employees is not only a science but a
6、lso an art.There are basic guidelines to follow in managing them and helping them perform at their best: 1. Support them in their quest for knowledge skills; 2. Room for creativity and failure; 3. Provide frequent and timely feedback (反馈); 4. Provide communication channels. If managers follow these
7、basic guidelines, they may find that the employees they once considered as young, selfish and uncontrollable turn out to be responsible, energetic team players.From the article we know that the writer_.Athinks highly of Generation-XBfeels disappointed with Generation-XChas a perfect understanding of
8、 Generation-XDsuggests that the managers be strict with Generation-X 5.Do you always understand the directions on a bottle of medicine Do you know what is meant by Take only as directed Read the following directions and see if you understand them. To reduce pain, take two tablets with water, followe
9、d by one tablet every eight hours, as required. For night-time and early morning relief take two tablets at bedtime. Do not take more than six tablets in twenty-four hours. For children six to twelve years old, give half the amount. For children under six years old, ask for your doctors advice. Redu
10、ce the amount if you suffer from restlessness or sleeplessness after taking the medicine.It can be inferred from the directions that this medicine_.Ahelps you to fall asleep quicklyBmay be dangerous to small childrenCcannot be taken if one feels sleepyDshould not be taken by children under six 6.Do
11、you always understand the directions on a bottle of medicine Do you know what is meant by Take only as directed Read the following directions and see if you understand them. To reduce pain, take two tablets with water, followed by one tablet every eight hours, as required. For night-time and early m
12、orning relief take two tablets at bedtime. Do not take more than six tablets in twenty-four hours. For children six to twelve years old, give half the amount. For children under six years old, ask for your doctors advice. Reduce the amount if you suffer from restlessness or sleeplessness after takin
13、g the medicine.This text is most probably taken from a_.AtextbookBnewsreelCdoctor s notebookDbottle of medicine 7.Nowadays, most employees of local high-tech industries are below the age of thirty-five, and for newly rising industries such as computer software and the Internet, the figure is below t
14、hirty. People in this age bracket are known as Generation-X, which is made up of those born between 1965 and 1983, Generation-X are typically independent, they value free will, are willing to try out new methods and are full of creative ideas. However, they also have their shortcomings. Employers of
15、ten complain that Generation-X are a group hard to manage. Although willingness and enthusiasm are highly valued by Generation-X, they will not accept orders blindly. In short, Generation-X will not accept authoritarian leadership. They expect their leaders to have a detailed understanding of the jo
16、b, and most importantly, to treat them as important members of them as partners. As a result, managing Generation-X employees is not only a science but also an art.There are basic guidelines to follow in managing them and helping them perform at their best: 1. Support them in their quest for knowled
17、ge skills; 2. Room for creativity and failure; 3. Provide frequent and timely feedback (反馈); 4. Provide communication channels. If managers follow these basic guidelines, they may find that the employees they once considered as young, selfish and uncontrollable turn out to be responsible, energetic
18、team players.Employers often complain about Generation-X because_.Athese young people will not accept their leadershipBthey dont understand their employees jobCmanaging this group of people is no easy jobDthey dont know how to manage and help this group of people 8.Nowadays, most employees of local
19、high-tech industries are below the age of thirty-five, and for newly rising industries such as computer software and the Internet, the figure is below thirty. People in this age bracket are known as Generation-X, which is made up of those born between 1965 and 1983, Generation-X are typically indepe
20、ndent, they value free will, are willing to try out new methods and are full of creative ideas. However, they also have their shortcomings. Employers often complain that Generation-X are a group hard to manage. Although willingness and enthusiasm are highly valued by Generation-X, they will not acce
21、pt orders blindly. In short, Generation-X will not accept authoritarian leadership. They expect their leaders to have a detailed understanding of the job, and most importantly, to treat them as important members of them as partners. As a result, managing Generation-X employees is not only a science
22、but also an art.There are basic guidelines to follow in managing them and helping them perform at their best: 1. Support them in their quest for knowledge skills; 2. Room for creativity and failure; 3. Provide frequent and timely feedback (反馈); 4. Provide communication channels. If managers follow t
23、hese basic guidelines, they may find that the employees they once considered as young, selfish and uncontrollable turn out to be responsible, energetic team players.If you were a manager working with Generation-X, you should_.Atreat them as equals and encourage them to try new ideasBgive them orders
24、 frequently and make them work hardClet them know they are selfish and uncontrollableDwarn them that they may lose jobs at any time 9.Parents are often upset when their children praise the homes of their friends and regard it as a slur (诋毁) on their own cooking, or cleaning, or furniture, and often
25、are foolish enough to let the teenagers see that they are annoyed. They may even accuse them of disloyalty, or make some unpleasant remark about the friends parents. Such a loss of dignity and descent into childish behavior on the part of the adults deeply shocks the teenagers, and makes them decide
26、 that in future they will not talk to their parents about the places or people they visit. Before very long the parents will be complaining that the child is so secretive and never tells them anything, but they seldom realize that they have brought this on themselves. Disillusionment (幻想破灭) with the
27、 parents, however good and adequate they may be both as parents and as individuals, is to some degree inevitable. Most children have such a high idealAccording to the passage, when the children praise the homes of their friends, their parents do NOT tend toAbe sad.Bspeak bad words about the friends
28、parents.Cpraise with them.Dregard the praise as a slur on their own hom 10.Parents are often upset when their children praise the homes of their friends and regard it as a slur (诋毁) on their own cooking, or cleaning, or furniture, and often are foolish enough to let the teenagers see that they are a
29、nnoyed. They may even accuse them of disloyalty, or make some unpleasant remark about the friends parents. Such a loss of dignity and descent into childish behavior on the part of the adults deeply shocks the teenagers, and makes them decide that in future they will not talk to their parents about t
30、he places or people they visit. Before very long the parents will be complaining that the child is so secretive and never tells them anything, but they seldom realize that they have brought this on themselves. Disillusionment (幻想破灭) with the parents, however good and adequate they may be both as par
31、ents and as individuals, is to some degree inevitable. Most children have such a high idealIn Paragraph 2, by high ideal, the author meansAthe realistic evaluation.Bchildrens strong belief in their parents character and infallibility.Cthe parents preparation for the adolescent reaction.Dparents bein
32、g good and adequat 11.The CBI will this week announce a Think British campaign aimed at cutting imports and stimulating home industries. The man behind the move is Sir Derek Ezra, chairman of the National Coal Board, who has persuaded the CBIs council that firms can buy British supplies without payi
33、ng more for their patriotism. The target of a conference the CBI is calling early in the New Year will be the 50 biggest manufacturing companies in the private sector and 16 leading firms in distribution who together spend 35bn a year. Sir Derek says, By actively pursuing a policy on the line I have
34、 described they could have a major impact in stimulating industrial competitiveness and growth. Nationalized industries have already switched up to 100m worth of their buying from foreign suppliers to British firms in the past year. In a paper which went to the CBI council last week, Sir Derek produ
35、ced figures to demonstrate how, by hunting out suppliers who were prepared to co-operate closely in developing equipment and materials at the right quality and price, the nationalized enterprises have succeeded in getting what they want and in boosting Britains exports. The NCB itself, at the same t
36、ime as cutting back the import content of its annual 1,000m worth of purchases to 2.6%, has helped the British mining equipment industry to raise its exports from 26m to 129m in two years. The public enterprises together, who spent up to 10bn on goods and services each year, have cut the amount they
37、 buy abroad from 4.3% to 3.4% over the past year. Sir Derek emphasizes that thisOne of the aims of Think British campaign is toAcut exports.Bstimulate imports.Cdevelop new products.Dencourage domestic industries. 12.Most earthquakes occur within the upper 15 miles of the earths surface. But earthqua
38、kes can and do occur at all depths to about 460 miles. Their number decreases as the depth increases. At about 460 miles one earthquake occurs only every few years. Near the surface earthquakes may run as high as 100 in a month, but the yearly average does not vary much. In comparison with the total
39、 number of earthquakes each year, the number of disastrous earthquakes is very small. The extent of the disaster in an earthquake depends on many factors. If you carefully build a toy house with an erect set, it will still stand no matter how much you shake the table. But if you build a toy house wi
40、th a pack of cards, a slight shake of the table will make it fall. An earthquake in Agadir, Morocco, was not strong enough to be recorded on distant instruments, but it completely destroyed the city. Many stronger earthquakes have done comparatively little damage. If a building is well constructed a
41、nd built on solid ground, it will resist an earthquake. Most deaths in earthquakes have been due to faulty building construction or poor building sites. A third and very serious factor is panic. When people rush out into narrow streets, more deaths will result. The United Nations has played an impor
42、tant part in reducing the damage done by earthquakes. It has sent a team of experts to all countries known to be affected by earthquakes. Working with local geologists and engineers, the experts have studied the nature of the ground and the type of most practical building code for the local area. If
43、 followed, these suggestions will make disastrous earthquakes almost a thing of the past. There is one type of earthquake disaster that little can be done about. This is the disaster caused by seismic sea waves, or tsunamis. (These are often called tidal waves, but the name is incorrect. They have n
44、othing to do with tides.) In certain areas, earthquakes take place beneath the sea. These submarine earthquakes sometimes give rise to seismic sea waves. The waves are not noticeable out at sea because of their long wave length. But when they roll into harbors, they pile up into walls of water 6 to
45、60 feet high. The Japanese call them tsunamis, meaning harbor waves, because they reach a sizable height only in harbors. Tsunamis travel fairly slowly, at speeds up to 500 miles an hour. An adequate warning system is in use to warn all shores likely to be reached by the waves. But this only enables
46、 people to leave the threatened shores for higher ground. There is no way to stop the oncoming wave.Which of the following can NOT be concluded from the passageAThe number of earthquakes is closely related to depth.BRoughly the same number of earthquakes occur each year.CEarthquakes are impossible a
47、t depths over 460 miles.DEarthquakes are most likely to occur near the surfaces. 13.The destruction of our natural resources and contamination of our food supply continue to occur, largely because of the extreme difficulty in affixing legal responsibility on those who continue to treat our environme
48、nt with reckless abandon. Attempts to prevent pollution legislation, economic incentives and friendly persuasion have been met by lawsuits, personal and industrial denial and long delays-not only in accepting responsibility, but more importantly, in doing something about it. It seems that only when government decides it can afford tax incentives or production sacrifices is there any in