4年高考江苏-高考英语真题汇编任务型阅读

1、江苏省2011-2014年高考英语真题汇编任务型阅读（2014江苏）Theexpression,aeverybody'sdoingit,“isverymuchatthecenteroftheconceptofpeerpressure.Itisastronginfluenceofagroup,especiallyofchildren,onmembersofthatgrouptobehaveaseverybodyelsedoes.Itcanbepositiveornegative.Mostpeopleexperienceitinsomewayduringtheirlives.Peoplea

2、resocialcreaturesbynature,andsoitishardlysurprisingthatpartoftheirself-respectcomesfromtheapprovalofothers.Thisinstinct（天性）iswhytheapprovalofpeers,orthefearofdisapproval,issuchapowerfulforceinmanypeople'slives.Itisthesameinstinctthatdrivespeopletodressonewayathomeandanotherwayatwork,ortoanswer&q

3、uot;fine"whenastrangerasks"howareyou?”evenifitisnotnecessarilytrue.Thereisapracticalaspecttothis:ithelpssocietytofunctionefficiently,andencouragesagenerallevelofself-disciplinethatsimplifiesday-to-dayinteraction.Forcertainindividuals,seekingsocialacceptanceissoimportantthatitbecomeslikeana

4、ddiction;inordertosatisfythedesire,theymaygosofarastoabandontheirsenseofrightandwrong.Teensandyoungadultsmayfeelforcedtousedrugs,orjoingangsthatencouragecriminalbehavior.Matureadultsmaysometimesfeelpressuredtocoverupillegalactivityatthecompanywheretheywork,orendupindebtbecausetheyareunabletoholdback

5、thedesiretobuyahouseorcarthattheycan'taffordinaneffortto“keepupwiththeJoneses.”However,peerpressureisnotalwaysnegative.Astudentwhosefriendsaregoodatacademicsmaybeurgedtostudyharderandgetgoodgrades.Playersonasportsteammayfeeldriventoplayharderinordertohelptheteamwin.Thistypeofinfluencecanalsogeta

6、friendoffdrugs,ortohelpanadulttakeupagoodhabitordropabadone.Studygroupsandclassprojectsareexamplesofpositivepeergroupsthatencouragepeopletobetterthemselves.Schoolstrytoteachkidsaboutthedangersofnegativepeerpressure.Theyteachkidstostandupandbethemselves,andencouragethemtopolitelydeclinetodothingsthat

7、theybelievearewrong.Similarly,itcanbehelpfultoencouragechildrentogreetthebeneficialinfluenceofpositivepeergroups.WbitisPeerPressureConceptofpvtrpressure Peerpressurereferstohestrong(71AihiityoumustdoCheotherpeopleofotiragedo. ItworksinnearkcveTyon.f(72).usinone叶oranothr:、goodorNid,A173fuiKiionofpeer

8、pressure(osociiH) BeingsocialcreaUires.peopleexpecttheapprovalJtotitheirfe1'jumenib.3. Peoplearounduill3仟mihononeInes(74j. jxuerpressur-'.f.siKictyfunctionhiillieneesofpeerpressureon(75)上 Th.desiretobesocialhacceptedbyone'speersisi.Keadrug Negativeinfluencesinehu1?lackof(76).sense,crimir

9、ukllienees,ai-over-consumption. PositiveintluerKesaregKKlgrades*leutn(77)一，sndthebuilding-upofgood(78)A,eic. lbavoidihedangerofnegativepeerpressure*kidsshouldkamtobe(79)-wl>ennetosary.and(80)-toanylhingthatiswrongorillegal.71. feeling72. influences73.practical74.unconsciously75.individuals76.mora

10、l77.spirit78.habits79.independent80.no(2013江苏)QuietVirtue:TheConscientiousTheeverydaysignsofconscientiousness(认真尽责)一beingpunctual,carefulindoingwork,self-disciplined,andscrupulous(丝不苟的)inattendingtoresponsibilitiesaretypicalcharacteristicsofthemodelorganizationalcitizen,thepeoplewhokeepthingsrunning

11、astheyshould.Theyfollowtherules,helpout,andareconcernedaboutthepeopletheyworkwith.It'stheconscientiousworkerwhohelpsnewcomersorupdatespeoplewhoreturnafteranabsence,whogetstoworkontimeandneverabusessickleaves,whoalwaysgetsthingsdoneondeadline.Conscientiousnessisakeytosuccessinanyfield.Instudiesof

12、jobperformance,outstandingeffectivenessforalmostalljobs,fromsemi-skilledlabortosalesandmanagement,dependsonconscientiousness.Itisparticularlyimportantforoutstandingperformanceinjobsatthelowerlevelsofanorganization:thesecretarywhosemessagetakingisperfect,thedeliverytruckdriverwhoisalwaysontime.Amongs

13、alesrepresentativesforalargeAmericancarmanufacturer,thosewhoweremostconscientioushadthelargestvolumeofsales.Conscientiousnessalsooffersabuffer（缓冲）againstthethreatofjoblossintoday'sconstantlychangingmarket,becauseemployeeswiththisqualityareamongthemostvalued.Forthesalesrepresentatives,theirlevelo

14、fconscientiousnessmatteredalmostasmuchastheirsalesindeterminingwhostayedon.Thereisanairaroundhighlyconscientiouspeoplethatmakesthemseemevenbetterthantheyactuallyare.Theirreputationfordependabilityinfluencesmanagers'evaluationsoftheirwork,givingthemhigherevaluationsthanobjectivemeasuresoftheirper

15、formancewouldpredict.Butconscientiousnessintheabsenceofsocialskillscanleadtoproblems.Sinceconscientiouspeopledemandsomuchofthemselves,theycanholdotherpeopletotheirownstandards,andsobeoverlyjudgmentalwhenothersdontshowthesamehighlevelsofmodelbehavior.FactoryworkersinGreatBritainandtheUnitedStateswhow

16、ereextremelyconscientious,forexample,tendedtocriticizeco-workersevenaboutfailuresthatseemedunimportanttothosetheycriticized,whichdamagedtheirrelationships.Whenconscientiousnesstakestheformoflivinguptoexpectations,itcandiscouragecreativity.Increativeprofessionslikeartoradvertising,opennesstowildideas

17、andspontaneity（自发性）arescarceandindemand.Successinsuchoccupationscallsforabalance,however;withoutenoughconscientiousnesstofollowthrough,peoplebecomemeredreamers,withnothingtoshowfortheirimaginativeness.QuielVirtue:TheConscientiousConscientiouspeoplemtvery(711_A_withtherrkwlves.Featuresofconci?nUouBn睦

18、占17al-ofcorrscIenllau5nesi>门.【答案】744答案】runnmz'arkingoperatingfim?tion:ng”【答案】perf,orn;anceiR范【答案】fireddismissedjobless77【答案】problemstroubles-Consclenuoufipeoplectrcvery(72)*tootners.C0nsclentk>u$4ies£keepsan凝Nation(74、*srr-inly.Con*二川1。呻ej力”e*at*：.towerlevelsgiveending7芯-【答窠】higher

19、9;5ub；;ct：v!unfairuninstprsiud：;stl屯【答窠】/口衰dan二笔3pgrbad瞅【答案】出式皿咫affectdamage(2012江苏)"HappinessAdvantage"EffectInJuly2010Burt'sBees,apersonal-careproductscompany,wasgoingthroughenormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskindofhigh-pressuresituation,manyleadersbother

20、theirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslifteveryone'sanxietylevel,whichactivatesthepartofthebrainthatprocessesthreatsandstealsresourcesfromtheprefrontalcortex（大脑皮层）,whichisresponsibleforeffectiveproblemsolving.Burt'sBees'sthen-CEO,JohnW

21、olfgang,tookadifferentapproach.Eachday,he'dsendoutane-mailpraisingateammemberforworkrelatedtoglobalmarketing.He'dinterrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsaboutthecompany'svalues.Heaskedmetofurtherathree-hoursessionwithemployeesonhappinessinthecourseoftheexpansio

22、neffort.Asonememberoftheseniorteamtoldmeayearlater,Wolfgang'semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.Thatoutcomeshouldn'tsurpriseus.Researchshowsthatwhenpeopleworkwithapositivemind-set（思维模式），performanc

23、eonnearlyeverylevelproductivity,creativity,involvementimproves.Yethappinessisperhapsthemostmisunderstooddriverofperformance.Forone,mostpeoplebelievethatsuccesscomesbeforehappiness."OnceIgetapromotion,111behappy,"theythink.Or,"OnceIhitmysalestarget,IHfeelgreat."Butbecausesuccessis

24、amovingtargetassoonasyouhityourtarget,youraiseitagainthehappinessthatresultsfromsuccessdoesnotlastlong.Infact,itworkstheotherwayaround:Peoplewhohaveapositivemind-setperformbetterinthefaceofchallenge.Icallthisthe"happinessadvantage"everybusinessoutcomeshowsimprovementwhenthebrainispositive.

25、I'veobservedthiseffectinmyroleasaresearcherandlecturerin48countriesontheconnectionbetweenemployeehappinessandsuccess.AndI'mnotalone:Inananalysisof225academicstudies,researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.Anothercommonm

26、isunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshaveanimpact.Butone'sgeneralsenseofwell-beingissurprisinglyunstable.Thehabitsyouform,thewayyouinteractwithcolleagues,howyouthinkaboutstressallthesecanbemanagedtoincreaseyourhappiness

27、andyourchancesofsuccess.MapproachnagementAdifferentapproach.rISmanagementResearchfindingsPeopfeperformbetlurwb»enhinking(76)上.ofhisas5r$tan：s1"HappinessAdvantageEffecttheirassistantstoooflenSuchagnagemeMstylemayresutlingrater(72) Aandless口nodgivityintheassistantsJohnWdgngwas(73)feeFingsThe

28、mdnagefSrernained(74)tothecompanyPositrvefeadersfiipmHmakeabig(75)A.toemptoy&s"performanceHappinessl&perhapsLbemostmtsunderstooddriverofperfonnance'Asamatieroffact,your(77)*wonrkeepyour1 happinesslongIThe'happinessadvanEage'effectis(78).AprovedbyresearclifindingsHisafsomisun

29、derstoodthathowhappyareis(73) Abyourgenetics,environmentora,comtxnatsonofItietwo(74) Alotoffactorshaveanimoactonhowhappypeopteareandwhetherthereare(80)kofbeingsuccessful71 .【答案】bother/annoy【试题解析】manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.72 .【答案】anxiety

30、/conern/worry【试题解析】Indoingso,managerslifteveryone'sanxietylevel,73 .【答案】considerate/aware/conscious【试题解析】根据文章"Burt'sBees'sthen-CEO,JohnWolfgang,tookadifferentapproach."他用了不同的方法。他了解助手的那种感觉。Beawareof意识到，了解到。74 .【答案】loyal/faithful/devoted/committed【试题解析】Wolfgang'semphasisondev

31、elopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.75 .【答案】difference【试题解析】根据文章第三段和第四段可知Wolfgang'和上面第一段提到的那些负责人的做法不同，他的这种方法很有区别，故填的是makeadiffernce有区别，有影响。76 .【答案】positively【试题解析】根据文章第三段Peoplewhohaveapositivemind-setperformbetteri

32、nthefaceofchallenge.可知答案。77 .【答案】success/achievements【试题解析】根据文章“thehappinessthatresultsfromsuccessdoesnotlastlong.可知答案。78 .【答案】strongly【试题解析】根据文章“researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.“可知答案。79 .【答案】determined/decided【试题解析】根据文

33、章“Anothercommonmisunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.”可知答案。80 .【答案】chances/possibilities/opportunities【试题解析】根据文章最后段allthesecanbemanagedtoincreaseyourhappinessandyourchancesofsuccess.可知答案。（2011江苏）WhenShouldaLeaderApologizeandWhenNot?WhyDifficul

34、t?Whenwewrongsomeoneweknow,evennotintentionally,wearegenerallyexpectedtoapologizesoastoimprovethesituation.Butwhenwe'reactingasleaders,thecircumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyattheleveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformanceinwhicheveryexpressio

35、nmattersandeverywordbecomespartofthepublicrecord.Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologizecanbeseenasasignofstrongcharacterorasasignofweakness.Asuccessfulapologycanturnhateintopersonalandorganizationalharmonywhileanapologythatistoolittle,toolate,ortooobviouslystrategiccan

36、bringonindividualandinstitutionalruin.What,then,istobedone?Howcanleadersdecideifandwhentoapologizepublicly?WhyNow?Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmoreurgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdevelopedanapologycultureapologiesofallkindsandforallsortso

37、fwrongdoingsaremadefarmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.Morearticles,cartoons,advicecolumns,andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivateapologies.WhyBother?Whydoweapologize?Whydoweeverputourselvesinsituationsl

38、ikelytobedifficult,embarrassing,andevenrisky?Leaderswhoapologizepubliclycouldbeaneasytarget.Theyareexpectedtoappearstrongandcapable.Andwhenevertheymakepublicstatementsofanykind,theirindividualandinstitutionalreputationsareindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.Foraleadertoexpr

39、essapology,thereneedstobeagood,strongreason.Leaderswillpubliclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthecostsofnotdoingso.WhyRefuse?Whyisitthatleaderssooftenrefusetoapologize,evenwhenapublicapologyseemstobeinorder?Theirreasonscanbeindividualorinstitutional.Becauseleadersarepublicfigures,theirapologiesarelikelytobepersonallyuncomfortableandevenprofessionallyrisky.Leadersmayalsobeafraidthatadmissionofamistakewilldamageordestroytheorganizationforwhichtheyareresponsible.Therecanbegoodreasonsforhangingtoughintoughsituations,as