2008-2015江苏高考任务型阅读.doc

2015年第四部分：任务型阅读(共10小题；每小题1分，满分10分)请阅读下面短文，并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意：请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。People select news in expectation of a reward. This reward may be either of two kinds. One is related to what Freud calls the Pleasure Principle, the other to what he calls the Reality Principle. For want of better names, we shall call these two classes immediate reward and delayed reward.In general, the kind of news which may be expected to give immediate reward are news of crime and corruption, accidents and disasters, sports, social events, and human interest. Delayed reward may be expected from news of public affairs, economic matters, social problems, science, education, and health.News of the first kind pays its rewards at once. A reader can enjoy an indirect experience without any of the dangers or stresses involved. He can tremble wildly at an axe-murder, shake his head sympathetically and safely at a hurricane, identify himself with the winning team, and laugh understandingly at a warm little story of children or dogs.News of the second kind, however, pays its rewards later. It sometimes requires the reader to tolerate unpleasantness or annoyanceas, for example, when he reads of the threatening foreign situation, the mounting national debt, rising taxes, falling market, scarce housing, and cancer. It has a kind of “threat value.” It is read so that the reader may be informed and prepared. When a reader selects delayed reward news, he pulls himself into the world of surrounding reality to which he can adapt himself only by hard work. When he selects news of the other kind, he usually withdraws from the world of threatening reality toward the dream world.For any individual, of course, the boundaries of these two classes are not stable. For example, a sociologist may read news of crime as a social problem, rather than for its immediate reward. A coach may read a sports story for its threat value: he may have to play that team next week. A politician may read an account of his latest successful public meeting, not for its delayed reward, but very much as his wife reads an account of a party. In any given story of corruption or disaster, a thoughtful reader may receive not only the immediate reward of indirect experience, but also the delayed reward of information and preparedness. Therefore, while the division of categories holds in general, an individuals tendency may transfer any story from one kind of reading to another, or divide the experience between the two kinds of reward.What news stories do you read?Division of news stories People expect to get (71)_ from reading news. News stories are roughly divided into two classes. Some news will excite their readers instantly while others wont.(72)_ of the two classes News of immediate reward will seemingly take their readers to the very frightening scene without actual (73)_. Readers will associate themselves closely with what happens in the news stories and (74)_ similar feelings with those involved. News of delayed reward will make readers suffer, or present a (75)_ to them. News of delayed reward will induce the reader to (76)_ for the reality while news of immediate reward will lead the reader to (77)_ from the reality.Unstable boundaries of the two classes What readers expect from news stories are largely shaped by their (78)_. Serious readers will both get excited over what happens in some news stories and (79)_ themselves to the reality. Thus, the division, on the whole, (80)_ on the reader.2014年第四部分: 任务型阅读 (共 10 小题; 每小题 1 分, 满分 10 分)请阅读下面短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意: 请将答案写在答题卡上相应题号的横线上。 每个空格只填一个单词。The expression, “everybodys doing it,” is very much at the center of the concept of peer pressure. It is a strong influence of a group, especially of children, on members of that group to behave as everybody else does. It can be positive or negative. Most people experience it in some way during their lives.People are social creatures by nature, and so it is hardly surprising that part of their self-respect comes from the approval of others. This instinct (天性) is why the approval of peers, or the fear of disapproval, is such a powerful force in many peoples lives. It is the same instinct that drives people to dress one way at home and another way at work, or to answer “fine” when a stranger asks “how are you?” even if it is not necessarily true. There is a practical aspect to this: it helps society to function efficiently, and encourages a general level of self-discipline that simplifies day-to-day interaction.For certain individuals, seeking social acceptance is so important that it becomes like an addiction; in order to satisfy the desire, they may go so far as to abandon their sense of right and wrong. Teens and young adults may feel forced to use drugs, or join gangs that encourage criminal behavior. Mature adults may sometimes feel pressured to cover up illegal activity at the company where they work, or end up in debt because they are unable to hold back the desire to buy a house or car that they cant afford in an effort to “keep up with the Joneses.”However, peer pressure is not always negative. A student whose friends are good at academics may be urged to study harder and get good grades. Players on a sports team may feel driven to play harder in order to help the team win. This type of influence can also get a friend off drugs, or to help an adult take up a good habit or drop a bad one. Study groups and class projects are examples of positive peer groups that encourage people to better themselves.Schools try to teach kids about the dangers of negative peer pressure. They teach kids to stand up and be themselves, and encourage them to politely decline to do things that they believe are wrong. Similarly, it can be helpful to encourage children to greet the beneficial influence of positive peer groups.2013年第四部分: 任务型阅读(共10 小题;每小题1 分,满分10 分)请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意: 请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。Quiet Virtue: The ConscientiousThe everyday signs of conscientiousness (认真尽责)being punctual, careful in doing work, self-disciplined, and scrupulous (一丝不苟的) in attending to responsibilitiesare typical characteristics of the model organizational citizen, the people who keep things running as they should. They follow the rules, help out, and are concerned about the people they work with. Its teh conscientious worker who helps newcomers or updates people who return after an absence, who gets to work on time and never abuses sick leaves, who always gets things done on deadline.Conscientiousness is a key to success in any field. In studies of job performance, outstanding effectivenss for almost all jobs, from semi-skilled labor to sales and management, depends on conscientiousness. It is particularly important for outstanding performance in jobs at the lower levels of an organization: the secretary whose message taking is perfect, teh delivery truck driver who is always on time.Among sales representatives for a large American car manufactures, those who were most conscientious had the largest volume of sales. Conscientiousness also offers a buffer (缓冲) against the threat of job loss in todays constantly chaning market, because employees with this quality are among the most valued. For the sales representatives, their level of conscientiousness mattered almost as much as their sales in determining who stayed on.But conscientiousness in the absence of social skills can lead to problems. Since conscientious people demand so much of themselves, they can hold other people to their own standards, and so be overly judgement when others dont show the same high levels of model behavior. Factory workers in Great Britain and the United States who were extremely conscientious, for example, tended to criticize co-workers even about failures that seemed unimportant to those they citicized, which demanded their relationships.When conscientiousness takes the form of living up to expectations, it can discourage creativity. In creative professions like art or advertising, openness to wild ideas and spontaneity (自发性) are scarce and in demand. Success in such occupations calls for a balance, however; without enough conscientiousness to follow through, people become mere dreamers, with nothing to show for their imaginativeness.Quiet Virtue: The ConscientiousConscientious people are very (71) with themselves.Features ofconscientiousnessConscientious people are very (72) to others.Conscientiousness keeps an organization (74) smoothly.Conscientious employees at the lower levels give outstanding (75) .(73) ofconscientiousnessThe most conscientious salespersons usually have the largest volume of salesConscientious employees are less likely to be (76) .Employers evaluations of the work of conscientious peoplecan be (78) .Possilbe (77) withconscientiousnessConscientious peopel without social skills tend to have (79) relationships with their fellow workers.Conscientiousness can (80) creativity, expeically in professions calling for imagination.2012年第四部分: 任务型阅读(共10 小题;每小题1 分,满分10 分)请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意:请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。 “Happiness Advantage” EffectIn July 2010 Burts Bees, a personal-care products company, was going through enormous change as it began a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flod their in-boxes with urgent demands. In doing so, managers lift everyones anxiety level, which activates the part of the brain that processes threats and steals resources from the prefrontal cortex(大脑皮层), which is responsible for effective problem solving.Burts Beess then-CEO, John Wolfgang, took a different approach. Each day, hed send out an e-mail praising a team member for work related to global marketing. Hed interrupt his own presentations to remind his managers to talk with their teams about the companys values. He asked me to further a three-hour session with exmployees on happiness in the course of the expansion feffort. As one member of the senior team told me a year later, Wolfgangs emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully tranformed the company into a global one.That outcome shouldnt surprise us. Research shows that when people work with a positive mind-set(思维模式), performance on nearly every level- productivity, creativity, involvement-improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most people believe that success comes before happiness. “Once I get a promotion, Ill be happy,” they think. Or, “Once I hit sales targe, Ill feel great.” But because success is a moving targetas soon as you hit your target, you raise it again - the happiness that results from success does not last long. In fact, it works the other way around: People who have a positive mind-set perform better in the face of challenge. I call this the “happiness advantage” every business outcome shows improvement when the brain is positive. Ive observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And Im not alone: In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect relationship between life satisfaction and successful business outcomes.Another common misunderstanding is that our genetics, our environment, or a combination of the two determines how happy we are. To be sure, both factors have an impact. But ones general sense of well-being is surprisingly unstable. The habits you form, the way you interact with colleagues, how you think about stress-all these can be managed to increase your happiness and your chances of success.2011年第四部分：任务型阅读（共10小题；每小题1分，满分10分）请认真阅读下列短文，并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意：请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。When Should a Leader Apologize and When Not?Why Difficult?When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when were acting as leaders, the circumstances are different. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmonywhile an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize publicly?Why Now?The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology cultureapologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.Why Bother?Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.Why Refuse?Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a high-risk strategy.2010年第四部分：任务型阅读(共10小题；每小题1分，满分10分)请认真阅读下列短文，并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意：请将答案写在答题卡上相应题号的横线上。每个空格只填1个单词。For more than twenty years scientists have been seeking to understand the mystery of thesixth senseof directionBy trying out ideas and solving problems one by one，they are now getting closer to one answerOne funny idea is that animals might have a built-in compass(指南针)Our earth itself is a big magnet(磁体)So a little magnetic needle that swings freely lines itself with the big earth magnet to point north and southWhen people discovered that idea about athousand years ago and invented the compass，it allowed sailors to navigate (航海)on oceanvoyages, even under cloudy skies. w_w w. k#s5_u.c o*mActuallly the idea of the living compass came just from observing animals in nature Many birds migrate twice a year between their summer homes and winter homesSome of them fly for thousands of kilometers and mostly at nightExperiments have shown that some birds can recognize star patternsBut they can keep on course even under cloudy skiesHow can they do that?A common bird that does not migrate but is great at finding its way home is the homing pigeonNot all pigeons can find their way homeThose that can are very good at it，and they have been widely studiedw_w w. k#s5_u.c o*mOne interesting experiment was to attach little magnets to the birds heads to block their magnetic sensejust as a loud radio can keep you from hearing a call to dinnerOn sunny days, that did not fool the pigeonsEvidently they can use the sun to tell which way they are goingBut on cloudy days，the pigeons with magnets could not find their wayIt was as if the magnets had blocked their magnetic senseSimilar experiments with the same kind of results were done with honeybeesThese insects also seem to have a special sense ot directionIn spite of the experiments，the idea of an animal compass seemed pretty extraordinaryHow would an animal get the magnetic stuff for a compass？An answer came from an unexpected sourceA scientist was studying bacteria that live in the mud of ponds and marshesHe found accidentally little rod-like bacteria that all swam together in one directionnorthFurther study showed that each little bacterium had a chain of dense particles inside，which proved magneticThe bacteria had made themselves into little magnets that could line up with the earths magnetThe big news was that a living thing，even a simple bacterium，can make magnetiteThat led to a search to see whether animals might have it. By using a special instrument called magnetometer，scientists were able to find magnetite in bees and birds，and even in fishIn each animal，except for the beethe magnetic stuff was always in or closer to the brainThusthe idea of a builtin animal compass began to seem reasonablew_w w. k#s5_u.c o*mThe Magnetic Sense The Living CompassPassage outlineSupporting detailsThe existence of the earth magnet and the invention of the