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1、2022年大学英语考试真题卷（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。）单 位：姓 名：考 号：题号单选题多项选择判断题综合题总分分值得分一、单项选择题（共5 0题，每题2分。每题的备选项中，只有一个最符合题意）1./I In th i s sect i on th ere are four passages foI I owed by questi onsor unfi ni sh ed statements,each wi th four suggested answers marked Ar BfC and D.Ch oose th e one t
2、h at you th i nk i s th e best answer.Mark your answers on your answer sh eet./1）IBTEXT A/BTh e maj ori ty of successful seni or managers do not closely fol low th eclassi cal rati onal model of fi rst clar i-lyi ng goals,assessi ng th eproblem,f ormu I at i ng opt i ons,est i mat i ng I i ke I i h
3、oods of success,mak i nga dec i si ony and on I y th en tak i ng act i on to i mp I ement th e dec i s i on.Rath er,i n th ei r day-by-day tact i caI maneuvers,th ese seni or execut i ves rely onwh at i s vague Iy termed M i ntui ti onH to manage a network of i nterrelatedprob I ems th at requ i ran
4、d surpri se;and tGenerati ons ofpracti ci ng managerssuch wri ters di splath e oppos i te of icapri ci ousness.e th em to deaI wi th ambi gui ty,i neonsi stency,noveIty,o i ntegrate acti on i nto th e process of th i nki ng,wri ters on management h ave recogni zed th at somerely h eavi ly on i ntu-i
5、 ti on.In general,h owever,y a poor grasp of wh at i ntui ti on i s.Some see i t asrati onali ty;oth ers vi ew i t as an excuse forIsenberg,s recent research on the cognitive processes of seniormanagers reveaIs that managers in tu itio n is neither of these.Rather,senior managers use i ntu i t i on
6、in at I east f i ve d i st i net ways.Fi rst,theyin tu itiv e ly sense when a problem exists.Second,managers rely onin tu itio n to perform we I I-1 earned behavior patterns rapidly.Thisin tu itio n is not arbitrary or i rra t ional,but i s based on years ofpainstaking practice and hands-on experien
7、ce that build s k ills.A th i rdf unct i on of i ntu i t i on is to synthes i ze i so I ated bits of dar8 and practiceinto an integrated picture,often in an Aha experience.Fourth,somemanagers use i ntu it ion as a check on the resu I ts of more rat i ona I ana lysis.Most senior execut i ves are fam
8、iIiar with the formal decision ana lysismode I s and tools,and those who use such systemat i c methods for reachingdecisions are occasiona11y leery of solutions suggested by these methodswhi ch run counter to the i r sense of the correct course of act ion.Final ly,managers can use in tu itio n to by
9、pass in-depth analysis and move rapidlyto engender a p I aus ib Ie solution.Used in th is way,i ntu it ion is an al mostinstantaneous cognitive process in which a manager recognizes patterns.One of the impl i cat ions of the i ntu it i ve sty Ie of execut i ve managementis that thinking is inseparab
10、le from acting.Since managers oftenknow what is right before they can analyze and explain it,theyfrequently act f i rst and explain later.Ana lysis is inextricably tiedto action in thinking/acting cycles,in which managers develop thoughtsabout thei r compan i es and organizations not by analyzing a
11、problematicsituation and then acting,but by acting and analyzing in close concert.How the w riters on management understand in tu itio n can be best describedasA.contradictory.B.irrational.C.insightful.D.vague.2.Ameri cans be Ii eve ti me i s a Ii mi ted resource;th ey try to conserveand manage i t.
12、PeopIe i n th e U.S.oftenU(31)/Usemi nars or read books on ti me management.It seemsth ey al I want toU(32)/Uth eft ti me better.Professi onalscarry around pocket planners-some i n electroni c form_to keepU(33)/U of appo i ntments and dead I i nes.Peop I e do a I I th ey can to 11(34)/Umore Ii fe ou
13、t of th ei r ti me.Th e early Ameri can h ero Benj ami nFrank I i n expressed th i s 11 1(35)/U best:Do you love I i fe Th endo not waste ti me,for th at i s th eU(36)/U li fe i s made of.nTo Ameri cans,punctuaIi ty i s aU(37)/Uof sh owi ng respectfor oth er people s ti me.(38)/Umore th an 10 mi nut
14、es late to anappoi ntment usuallyU(39)/Uan apology,and maybe anexplanat i on.PeopIe wh o are runni ng late often cal I U(44)/Utolet oth ers know of th e delay.Of course,th e lessU(41)/Uth esi tuati on,th e less i mportant i t i s to be exact I y on ti me.At i nformalget-togeth ers,for examp Iet peop
15、Ie often arri veU(42)/Ul30mi nutes past th e appo i nted t i me.But th ey usua I I y don t try th at at work.To outsi ders,Ameri cans seem ti ed to th e clock.PeopIe i n oth ercultures value relati onsh i ps more th anU(43)/U.In th esesoci eti es,people dont try to U(44)/Uti me,but to experi encei t
16、.Many Eastern cultures,for example,vi ew ti me as a cycle.Th eU(45)/Uof nature-from th e passi ng of th e seasons to th e month Iyeye Ie of th e moon-sh apes th e i r vi ew of events.Peop Ie learn toU(46)/U to th ei r envi ronment.As a result,th ey fi nd i t easi er to go wi thth e f low1 th an Amer
17、i cans,wh o I i ke plansU(47)/Uandunchangeable.Even Americans wouIdU(48)/Uthat no one can master time.Time,I ike money,U(49)/U a I I too eas i ly through our fingers.And t ime,I ike the weather,is very hard to predict.U(50)/U,time is one of life s most precious g ifts.And unwrapping it is halfthe fu
18、n.A.organizeB.orientC.establishD.classify3./1 In th is sect i on there are four passages foI I owed by questionsor unfinished statements,each with four suggested answers marked A,B,C and D.Choose the one that you think is the best answer.Mark your answers on your answer sheet./1 Bl TEXT A/BThe m ajo
19、rity of successful senior managers do not closely fol low theclassical rational model of f i rst clar i-lying goals,assessing theproblem,f ormu I at i ng opt i ons,est i mat i ng I ike I i hoods of success,mak i nga dec is ion,and on I y then tak i ng act ion to imp I ement the dec is ion.Rather,in
20、thei r day-by-day tact icaI maneuvers,these senior execut i ves rely onwhat i s vague I y termed H in tu itio n 1 to manage a network of interrelatedprob I ems that requ i re them to dea I with amb i gu i ty,i neons i stency,nove I ty,and surprise;and to integrate action into the process of thinking
21、.Generations of w riters on management have recognized that somepracticing managers rely heavily on intu-it ion.In general,however,such w riters display a poor grasp of what in tu itio n is.Some see it asthe oppos i te o f ra tio n a lity;others view it as an excuse fo rcapriciousness.Isenberg1 s re
22、cent research on the co g n itive processes o f seniormanagers reveals th a t managers9 in tu itio n is neither o f these.Rather,senior managers use i ntu i t i on in at I east fiv e d i s t i net ways.Fi rs t,theyin tu itiv e ly sense when a problem exists.Second,managers re ly oni ntu i t i on to
23、perform we Il-le a rn e d behavior patterns rapid ly.Thisin tu it ion is not a rb itra ry or i rra tio n a If but i s based on years ofpainstaking p ra ctice and hands-on experience th a t b u ild s k ills.A th i rdf unct i on o f i ntu i t i on i s to synthes i ze i so I ated b its o f dar8 and pra
24、cticein to an integrated p icture,often in an Aha”experience.Fourth,somemanagers use i ntu it ion as a check on the resu I ts o f more ra t i ona I ana lysis.Most senior execut i ves are fa m iIia r w ith the formal decision ana ly s ismode I s and tools,and those who use such systemat i c methods f
25、o r reachingdecisions are occasional ly leery o f solutions suggested by these methodswhich run counter to the i r sense o f the corre ct course o f act ion.F in a lly,managers can use in tu itio n to bypass in-depth analysis and move ra p id lyto engender a p I aus ib le solution.Used in th is way,
26、i ntu it ion is an al mostinstantaneous cogn itive process in which a manager recognizes patterns.One o f the impl i cat ions o f the i ntu it i ve sty Ie o f execut i ve managementis th a t th in k in g is inseparable from acting.Since managers oftenknow what is rig h t before they can analyze and
27、exp la in it,theyfre q u e n tly act f i rs t and explain la ter.Ana ly s is is in extr icably tie dto act i on in th i nk i ng/act i ng cycles,in which managers deve I op thoughtsabout th e ir companies and organizations not by analyzing a problem atics itu a tio n and then act i ngr but by act i n
28、g and ana lyzing in close concert.In the author s view,senior managers do NOT use in tu itio n toA.speed up the creation of a solution to a problem.B.identify a problem.C.specify clear goals.D.evaluate possible solutions to a problem.4.Ameri cans be Ii eve ti me i s a Ii mi ted resource;th ey try to
29、 conserveand manage i t.PeopIe i n th e U.S.oftenU(31)/Usemi nars or read books on ti me management.It seemsth ey al I want t o U (32)/Uth eft ti me better.Professi onalscarry around pocket planners-some i n electroni c form_to keepU(33)/U of appo i ntments and dead I i nes.Peop I e do a I I th ey c
30、an to U(34)/Ullmore Ii fe out of th ei r ti me.Th e early Amer i can h ero Benj ami nFrank I i n expressed th i s U(35)/U best:Do you love I i fe Th endo not waste ti me,for th at i s th eU(36)/U I i fe i s made of.nTo Ameri cans,punctuaIi ty i s a U(37)/Uof sh owi ng respectfor oth er people5 s ti
31、me.(38)/Umore th an 10 mi nutes late to anappoi ntment usuallyU(39)/Uan apology,and maybe anexplanat i on.PeopIe wh o are runni ng late often caI I U(44)/Utolet oth ers know of th e delay.Of course,th e lessU(41)/Uth esi tuati on,th e less i mportant i t i s to be exact I y on ti me.At i nformalget-
32、togeth ers,for example,people often arri veU(42)/U30mi nutes past th e appo i nted t i me.But th ey usua I I y don t try th at at work.To outsi ders,Ameri cans seem ti ed to th e cIock.PeopIe i n oth ercultures value relati onsh i ps more th anU(43)/U In th esesoci eti es,peop I e don5 t try to U(44
33、)/Uti me,but to experi encei t.Many Eastern cultures,for examp Iey vi ew ti me as a cycle.Th e U(45)/Uof nature-from th e passi ng of th e seasons to th e month Iyeye I e of th e moon-sh apes th e i r v i ew of events.Peop I e I earn to U)(46)/Uto th ei r envi ronment.As a result,th ey fi nd i t eas
34、i er to go wi ththe f low1 than Amer icans,who I ike plansU(47)/UandunchangeabIe.Even Americans wouId11(48)/Uthat no one can master time.Time,I ike money,U)(49)/U a 1 1 too easi ly through our fingers.And t ime,I ike the weather,is very hard to predict.U(50)/U,time is one of Iife5 s most precious g
35、ifts.And unwrapping it is halfthe fun.A.traceB.trailC.paceD.track5.B TEXTRemember the Stone Age days of research back in elementary schooI andmiddle schoo I W e wou I d spend count I ess hours d i gest i ng the i nformat i onwe cou Id find on i ndex cards.Do you reca 1 1 using those anc i ent com-pu
36、tersthat ran with the Gopher program or some gener ic database whose nameconnoted a marmot that could take half an hour to find Moby DickWell,al I I have to say can be summed up in five words:Thank God ForThe Internet!Screw going to the Iibrary!I have access to dozens ofdatabases,journals,and col le
37、ctions of I iterature right at my fingertips.I can comp Iete al I of my research at home and no longer must run amokin the Iibrary,stressing out while trying to find Shakespeare1 s TheTempest or some other book,al I the while trying to block out the noisystudy groups who have forgotten what the sile
38、nce policy of Iibrar iesmeans.If you recaI I the flood epidemic that h it Colorado State Universityjust a coup Ie summers ago,that natural disaster wreaked havoc al I overcampus.A large portion of journals and texts were located in ourlibraries basement which comp IeteIy fille d up with about 10 fee
39、t ofrain water in a matter of hours.The Lory Student Center5 s basement was also fl ooded and that was wherethe university bookstore was Io-cated.This forced almost everyprofessor to order new textbooks and that rea I I y put a dent i n our wa I I ets.Many students here,myseIf included,s t ill have
40、to face thedisappointment of searching for a particular book or journal for a lastminute paper,only to find out that the certain item was a casualty ofthe f I ood.Thanks to the Internet,the university impIemented the Inter-LibraryLoan system.Several universities around Colorado have generously aided
41、us in our research endeavors by Ioaning any resource we need for at leasttwo to three weeks.Al I we have to do is type in a request and five otheruniversity Iibraries automaticaI Iy search for that information.Without this program,I may have fai led several papers and projects.I would have had to sp
42、end my n i ghts running from pub I ic I ibrary to pub I icIibrary around the state just to find a certain article or noveI.TheWorId Wide Web has also given us the capabiIity to order any textbookat a much lower price than the university bookstores charge.Hey,weJre al I co 11 ege students and we re u
43、sual ly broke,so anyt i me we can finda deal or d i scount that wiI I save us a few bucks,we w ill gladly takeit.And last but not least,for those of us who are constant I y homesick,have a spec i a I someone far away or s t ill want to keep in touch with pals,we have e-mail.Like most of you,I moved
44、away from home to go to schooIand my h i gh schoo I fr i ends spread out across the gI obe.I nstead of wast i ngmoney on stationery and envelopes and stamps(which seem to increase inprice about every year),I can chat with everyone through the Internet.PI usy scann i ng h as a 11 owed us to send p i
45、ctures to our sweeth earts,f r i ends,and fami I y wh o h ave forgot-ten wh at we I ook I i ke.So,I m ask i ng everyoneto get on th e i r h ands and knees and to pay h omage to th e te I ecommun i cat i onsgod,th e Internet.Th e word h avoc i n th e th i rd paragraph meansA.great concern.B.widesprea
46、d horror.C.long-lasting influence.D.great damage or destruction.6.Bl TEXT C/BUnti I th e end of th e 18th century,i t was men wh o lavi sh ed attenti onon th ei r feet.Loui s XIV wore h i gh h eeled mules to sh ow off h i s sh apelylegs;h i s courti ers adorned th ei r fi gures and feet wi th feath
47、ers,pi nksi lk,lace,and j ewels;even i n coloni al Amer i canr men fussed w i th th e i rwi gs and th e bows and buttons on th ei r sh oes.Th e end of th at foppery,cal led th e great renunci ati on1 1 by h i stori ans,coi nci ded wi th an epoch aIsh i ft i n poli ti cs and soci ety,toward democracy
48、,i ndustry,and reason,away from th e ari stocracy wi th i ts affectati ons th at spoke of rank,parasi ti sm and,to th e modem eyes,effemi nacy.Women1 s fash i on i s now,some be I i eve,at th e turni ng poi nt of si mi I armagni tude,coi nci di ng wi th th e equally dramati c soc i a I transformati
49、onof th e past several decades.Th e ch ange h as been slow:a century longmove away from th e paddi ng,corseti ng,and decorati on th at made a womani nto a ki nd of ornate bauble（小摆设）and di splayed h er fami ly s wealth,and toward th e clean,sleek modern I i nes fi rst i ntroduced wi th th esuffrage
50、movement.But th e sh i ft h as accelerated i n recent years,th anks to ch anges i nth e tech no I ogy and bus i ness of fash i on.Th e use by top des i gners of we i rd,fabulous,unrecognizable synthetics,1 1 says Hol lander“has ruined thestatus of certain fabrics,I ike Iinen,which has had a leveling