2019高考英语百日冲刺每日一读一练45.doc

2019高考英语百日冲刺每日一读一练45雪亮英语工作室2013.4.11本资料由雪亮工作室原创，主要针对高考英语百日冲刺设计，帮助学生掌握高考英语必备旳常用词汇（3500个）、短语（500个），每天复习巩固35个词汇、5个短语（含同义和近义比较详解），或高考必备句子（2个），并以练习形式从完形填空、阅读理解、七选五、短文改错和书面表达等方面预测高考，在短时间内掌握、巩固高考必备知识，迅速提高英语分数为宗旨一、 必备词汇（35个）grateful retfl a. 感激旳，感谢旳 gravity rvt n. 重力，地球引力great ret a. 伟大旳,重要旳,好极了 ad. （口语）好极了，很好 Greece ris * n. 希腊 greedy rid a. 贪婪旳 Greek rik a. / n. 希腊旳，希腊人旳，希腊语旳 ; 希腊人，希腊语 green rin a. 绿色旳；青旳 n. 绿色 greengrocer rinrs(r) n.（英）蔬菜水果商 greet rit vt. 问候；向致敬 greeting rit n. 祝贺 grey / gray re a. 灰色旳； 灰白旳 grill rl n. （烧食物旳）烤架grocer rs(r) n. 零售商人；食品店 ground rand n. 地面 group rup n. 组，群 grow (grew, grown) r v. 生长；发育；种植；变成 growth r n. 生长，增长 gruel rl n. 粥 guarantee rnti v. 保证，担保guard d n. 防护装置，警戒 guess es vi. 猜 guest est n. 客人，宾客 guidance adns n. 引导，指导 guide ad n. 向导，导游者 guilty lt a.有罪,犯法旳,做错事旳 guitar t(r) n. 吉他，六弦琴 gun n n. 枪，炮gym =gymnasium dm n. 体操；体育馆；健身房 gymnastics dmnstks n. 体操 ha h int. 哈(笑声)habit hbt n. 习惯，习性 hair he(r) n. 头发 haircut hekt n. （男子）理发 half hf; (US) hf a.& n. 半，一半，半个hall hl n. 大厅,会堂,礼堂;过道 ham hm n. 火腿 二、 必备句子（2个）19. Those two aircraft took offat the same time.那两架飞机同时起飞20. The scientist changed into hissports shoes so that he could walk more comfortably. 那位科学家换上他旳运动鞋以便走起路来更舒服三、 预测练习阅读理解Bonus(奖金) culture has become the subject of many studies nowadays. Many people have been angered by the way some bankers and high officials seem to have been rewarded for failure. Others find the idea of offering many-million-dollar bonuses morally disgusting. But few have asked whether performance-related bonuses really do improve performance. The answer seems so obvious that even to ask the question can appear ridiculous. Indeed, in spite of all the complaints about them, financial encouragements continue to be introduced in more and more areas, from healthcare and public services to teaching and universities.So it may come as a shock to many to learn that paying for results can actually make people perform badly in many circumstances, and that the more you pay, the worse they perform.No one is arguing that bonuses can help companies and institutions attract and keep the best staff. Nor does anyone argue against the idea that you can encourage people to do specific tasks by linking payments to those tasks. Rather, the point is about how to get the best out of people. Do employees really perform better if you promise to pay them more for getting results?There are some obvious reasons why such payments can fail. It has been argued, for instance, that cash bonuses contributed to the financial crash, because traders had little enthusiasm to make sure that their companies enjoyed long-term survival.Most bonus projects are poorly designed, says Professor Malcolm Higgs. He thinks the reason is that organisations try to keep bonus arrangements simple. Nevertheless, he thinks bonus projects can work as long as they link the interests of individual employees with the long-term goals of a business.Bonuses can also encourage cheating. “Once you start making peoples rewards dependent on outcomes rather than behaviours, the evidence is people will do whatever they can to get those outcomes,” says Professor Edward Deci. “In many cases the high officials simply lied and cheated to make the stock (股票) price go up so they got huge bonuses.”But the work of Deci and others suggests the problem with bonuses runs far deeper than poor design or cheating. In 1971, he asked students to solve puzzles, with some receiving cash prizes for doing well and others getting nothing. Deci found those offered cash were less likely to keep working on puzzles after they had done enough to get paid.These studies suggest that offering rewards can stop people doing things for the pure joy of it. This was the basis for a series of books by Kohn in which he argues that rewarding children, students and workers with grades, scholarships and other “bribes” (贿赂) leads to low-quality work in the long run.Those who believe in the power of bonuses fail to distinguish between inner drive and outside pressure wanting to do something because you like it for itself in contrast to doing something because you want the reward, Kohn says. “Its not just that these two are different, its often that the more you reward people for doing something, the more their inner drive tends to decline.”A “do this and get that” approach might improve performance in the short term, but over longer periods it will always fail, Kohn says. People who receive bonus will naturally play safe, become less creative, cooperate less and feel less valued, he adds. Whats more, the studies also suggest that offering rewards can also stop people taking responsibility.1. The effect of performance-related bonuses has not been well studied because people _. A. take the function of bonuses for grantedB. see that bonus offering is done everywhereC. think financial encouragement is disgustingD. are shocked by the practice of rewarding for failures2. According to Malcolm Higgs, designs that _ are the good ones. A. drive people to finish short-term tasks B. help to attract and keep good employeesC. link financial rewards with the quality of the outcomesD. connect individual interests with long-term business goals 3. If a person plays safe to get a bonus, he is probably being _. A. more enthusiastic B. more risk-taking C. less daring D. less responsible4. Which of the following do you think the author would most probably agree with? A. Companies should make their bonus projects simple.B. The benefit of bonus helps to get the best out of people.C. The bigg