高考英语真题汇编 任务型阅读

任务型阅读

（2014江苏）Theexpression,aeverybody*sdoingit,“isverymuchatthe

centeroftheconceptofpeerpressure.Itisastronginfluenceofagroup,

especiallyofchildren,onmembersofthatgrouptobehaveaseverybodyelsedoes.

Itcanbepositiveornegative.Mostpeopleexperienceitinsomewayduringtheir

lives.

Peoplearesocialcreaturesbynature,andsoitishardlysurprisingthatpart

oftheirself-respectcomesfromtheapprovalofothers.Thisinstinct（天性）is

whytheapprovalofpeers,orthefearofdisapproval,issuchapowerfulforcein

manypeople*slives.Itisthesameinstinctthatdrivespeopletodressoneway

athomeandanotherwayatwork,ortoanswer“fine"whenastrangeraskswhow

areyou?”evenifitisnotnecessarilytrue.Thereisapracticalaspecttothis:

ithelpssocietytofunctionefficiently,andencouragesagenerallevelof

self-disciplinethatsimplifiesday-to-dayinteraction.

Forcertainindividuals,seekingsocialacceptanceissoimportantthatit

becomeslikeanaddiction;inordertosatisfythedesire,theymaygosofaras

toabandontheirsenseofrightandwrong.Teensandyoungadultsmayfeelforced

tousedrugs,orjoingangsthatencouragecriminalbehavior.Matureadultsmay

sometimesfeelpressuredtocoverupillegalactivityatthecompanywheretheywork,

orendupindebtbecausetheyareunabletoholdbackthedesiretobuyahouse

orcarthattheycan*taffordinaneffortto“keepupwiththeJoneses.”

However,peerpressureisnotalwaysnegative.Astudentwhosefriendsaregood

atacademicsmaybeurgedtostudyharderandgetgoodgrades.Playersonasports

teammayfeeldriventoplayharderinordertohelptheteamwin.Thistypeof

influencecanalsogetafriendoffdrugs,ortohelpanadulttakeupagoodhabit

ordropabadone.Studygroupsandclassprojectsareexamplesofpositivepeer

groupsthatencouragepeopletobetterthemselves.

Schoolstrytoteachkidsaboutthedangersofnegativepeerpressure.Theyteach

kidstostandupandbethemselves,andencouragethemtopolitelydeclinetodo

thingsthattheybelievearewrong.Similarly,itcanbehelpfultoencourage

childrentogreetthebeneficialinfluenceofpositivepeergroups.

71.feeling72.influences73.practical74.unconsciously

75.individuals76.moral77.spirit78.habits

79.independent80.no

（2013江苏）QuietVirtue:TheConscientious

Theeverydaysignsofconscientiousness（认真尽责）一beingpunctual,carefulin

doingwork,self-disciplined：andscrupulous（一丝不苟的）inattendingto

responsibilities-aretypicalcharacteristicsofthemodelorganizationalcitizen,

thepeoplewhokeepthingsrunningastheyshould.Theyfollowtherules,helpout,

andareconcernedaboutthepeopletheyworkwith.It'stheconscientiousworker

whohelpsnewcomersorupdatespeoplewhoreturnafteranabsence,whogetstowork

ontimeandneverabusessickleaves,whoalwaysgetsthingsdoneondeadline.

Conscientiousnessisakeytosuccessinanyfield.Instudiesofjobperformance,

outstandingeffectivenessforalmostalljobs,fromsemi-skilledlabortosalesand

management,dependsonconscientiousness.Itisparticularlyimportantfor

outstandingperformanceinjobsatthelowerlevelsofanorganization:thesecretary

whosemessagetakingisperfect,thedeliverytruckdriverwhoisalwaysontime.

AmongsalesrepresentativesforalargeAmericancarmanufacturer,thosewho

weremostconscientioushadthelargestvolumeofsales.Conscientiousnessalso

offersabuffer（缓冲）againstshethreatofjoblossintoday'sconstantlychanging

market,becauseemployeeswiththisqualityareamongthemostvalued.Forthesales

representatives,theirlevelofconscientiousnessmatteredalmostasmuchastheir

salesindeterminingwhostay2don.

Thereisanairaroundhighlyconscientiouspeoplethatmakesthemseemeven

betterthantheyactuallyare.Theirreputationfordependabilityinfluences

managersrevaluationsoftheirwork,givingthemhigherevaluationsthanobjective

measuresoftheirperformancewouldpredict.

Butconscientiousnessintheabsenceofsocialskillscanleadtoproblems.Since

conscientiouspeopledemandsomuchofthemselves,theycanholdotherpeopleto

theirownstandards,andsobeoverlyjudgmentalwhenothersdon'tshowthesame

highlevelsofmodelbehavior.FactoryworkersinGreatBritainandtheUnitedStates

whowereextremelyconscientious,forexample,tendedtocriticizeco-workerseven

aboutfailuresthatseemedunimportanttothosetheycriticized,whichdamagedtheir

relationships.

Whenconscientiousnesstakestheformoflivinguptoexpectations,itcan

discouragecreativity.Increativeprofessionslikeartoradvertising,openness

towildideasandspontaneity（自发性）arescarceandindemand.Successinsuch

occupationscallsforabalance,however;withoutenoughconscientiousnesstofollow

through,peoplebecomemeredreamers,withnothingtoshowfortheir

imaginativeness.

QuietVirtue:TheConscientious

Conscientiouspeoplearevery(71)Awiththemselves.

Featuresof

conscientiousness

Conscientiouspeoplearevery(72)▲toothers.

73.【答案】FunctionsRolesImportanceSignificance

74.【答案】runningworkinggomgoperatingfunctioning

78.【答案】highersubjectiveunfairunjustprejudiced

(2012江苏)"HappinessAdvantage*Effect

InJuly2010Burt'sBees,apersonal-careproductscompany,wasgoingthrough

enormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskind

ofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequent

meetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslift

everyone*sanxietylevel,whichactivatesthepartofthebrainthatprocesses

threatsandstealsresourcesfromtheprefrontalcortex(大脑皮层),whichis

responsibleforeffectiveproblemsolving.

Burt'sBees,sthen-CEO,JohnWolfgang,tookadifferentapproach.Eachday,he'd

sendoutane-mai1praisingateammemberforworkrelatedtoglobalmarketing.He'd

interrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsabout

thecompany*svalues.Heaskedmetofurtherathree-hoursessionwithemployees

onhappinessinthecourseoftheexpansioneffort.Asonememberoftheseniorteam

toldmeayearlater,Wolfgang'semphasisondevelopingpositiveleadershipkept

hismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthe

companyintoaglobalone.

Thatoutcomeshouldn*tsurpriseus.Researchshowsthatwhenpeopleworkwith

apositivemind-set（思维模式），performanceonnearlyeverylevel-productivity,

creativity,involvement—improves.Yethappinessisperhapsthemostmisunderstood

driverofperformance.Forone,mostpeoplebelievethatsuccesscomesbefore

happiness.〃OnceIgetapromotion,111behappy,“theythink.Or,“OnceIhitmy

salestarget,IHfeelgreat."Butbecausesuccessisamovingtarget—assoonas

youhityourtarget,youraiseitagain-thehappinessthatresultsfromsuccess

doesnotlastlong.

Infact,itworkstheotherwayaround:Peoplewhohaveapositivemind-set

performbetterinthefaceofchallenge.Icallthisthe,happinessadvantage”—every

businessoutcomeshowsimprovementwhenthebrainispositive.Itveobservedthis

effectinmyroleasaresearcherandlecturerin48countriesontheconnection

betweenemployeehappinessandsuccess.AndI'mnotalone:Irananalysisof225

academicstudies,researchersfoundstrongevidenceofcause-and-effeet

relationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.

Anothercommonmisunderstandingisthatourgenetics,ourenvironment,ora

combinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshave

animpact.Butone'sgeneralsenseofwell-beingissurprisinglyunstable.Thehabits

youform,thewayyouinteractwithcolleagues,howyouthinkaboutstress-allthese

canbemanagedtoincreaseyourhappinessandyourchancesofsuccess.

“HappinessAdvantageEffectJ

Leaderst6ndto(71)theirassistantstoooften.

Ausualapproach1一―1

,0fnanagementSuchamanagementstylemayresultingreater

_andlessproductivityintheassistants

johnWolfgangwas(73)▲ofhisassistants,

feelings.________________________

IAdifferentapproach

1Themanagersremained(74)▲-tothecompany.

[tomanagement

~~i•

|positiveleadershipc»uldmakeabig(75)__A

।toemployees'performance.

jHappinessisperhapsthemostmisunderstooddriver

।ofperformance.

Asamatteroffact,your(77)▲won,tkeepyour

1happinesslong.

Researchfindings:!______________________________________

।

Peopleperform[The"happinessadvantage-effectis(78)▲

betterwhenthinking

।provedbyresearchfindings

(76)_▲.

Itisalsomisundefstoodthathowhappyweareis

—I(79)▲byourgenetics,environmentora

,combinationofthetwo.

|Alotoffactorshaveanimpactonhowhappypeopleare

andwhethertherear©(80)▲ofbeingsuccessful.

71.【答案】bother/annoy

【试题解析】manyleadersbothertheirassistantswithfrequer.tmeetingsorflood

theirin-boxeswithurgentdemands.

72.【答案】anxiety/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,tookadifferent

approach.”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,semphasisondevelopingpositiveleadershipkepthismanagers

activelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoa

globalone.

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-setperformbetterin

thefaceofchallenge.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-effect

relationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.w可知答

案。

79.【答案】determined/decided

【试题解析】根据文章“Anothercommonmisunderstandingisthatourgenetics,our

environment,oracombinationofthetwodetermineshowhappyweare.n可知答案。

80.【答案】chances/possibilities/opportunities

【试题解析】根据文章最后一段allthesecanbemanagedtoincreaseyourhappiness

andyourchancesofsuccess.可知答案。

（2011江苏）WhenShouldaLeaderApologizeandWhenNot?

WhyDifficult?

Whenwewrongsomeoneweknow,evennotintentionally,wearegeneralexpected

toapologizesoastoimprovethesituation.Butwhenwe,reactingasleaders,the

circumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyatthe

leveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformance

inwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.

Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologize

canbeseenasasignofstrongcharacterorasasignofweakness.Asuccessful

apologycanturnhateintopersonalandorganizationalharmony-whileanapology

thatistoolittle,toolate,ortooobviouslystrategiccanbringonindividual

andinstitutionalruin.What,then,istobedone?Howcanleadersdecideifand

whentoapologizepublicly?

WhyNow?

Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmore

urgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdeveloped

anapologyculture—apologiesofallkindsandforallsortsofwrongdoingsaremade

farmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthe

growingimportanceofpublicapologies.Morearticles,cartocns,advicecolumns,

andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivate

apologies.

WhyBother?

Whydoweapologize?Whydoweeverputourselvesinsituationslikelytobe

difficult,embarrassing,andevenrisky?Leaderswhoapologizepubliclycouldbe

aneasytarget.Theyareexpectedtoappearstrongandcapable.Andwheneverthey

makepublicstatementsofanykind,theirindividualandinstitutionalreputations

areindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.For

aleadertoexpressapology,tnereneedstobeagood,strongreason.Leaderswill

publiclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthe

costsofnotdoingso.

WhyRefuse?

Whyisitthatleaderssocftenrefusetoapologize,evenwnenapu