考研英语新题型最优模拟题.docx

1、考研英语新题型最优模拟题考研英语阅读新题型11篇模拟题Directions:You are going to read a list of headings and a text about preparing in the academic community. Choose the most suitable heading from the list A-F for each numbered paragraph (41-45). The first and last paragraphs of the text are not numbered. There is one extra

2、heading which you do not need to use. Mark your answers on ANSWER SHEET 1. (10 points) 一、A Physical Changes B Low Self-Esteem C Emerging Independence and Search for Identity D Emotional Turbulence E Interest in the Opposite Sex F Peer Pressure and ConformityThe transition to adulthood is difficult.

3、Rapid physical growth begins in early adolescence typically between the ages of 9 and 13 and thought processes start to take on adult characteristics. Many youngsters find these changes distressing because they do not fully understand what is happening to them. Fears and anxieties can be put to rest

4、 by simply keeping an open line of communication and preparing for change before it occurs. The main issues that arise during adolescence are:(41) _A childs self worth is particularly fragile during adolescence. Teenagers often struggle with an overwhelming sense that nobody likes them, that theyre

5、not as good as other people, that they are failures, losers, ugly or unintelligent. (42) _Some form of bodily dissatisfaction is common among pre-teens. If dissatisfaction is great, it may cause them to become shy or very easily embarrassed. In other cases, teens may act the opposite loud and angry

6、in an effort to compensate for feelings of self-consciousness and inferiority. As alarming as these bodily changes can be, adolescents may find it equally distressing to not experience the changes at the same time as their peers. Late maturation can cause feelings of inferiority and awkwardness. (43

7、) _Young people feel more strongly about everything during adolescence. Fears become more frightening, pleasures become more exciting, irritations become more distressing and frustrations become more intolerable. Every experience appears king-sized during adolescence. Youngsters having a difficult a

8、dolescence may become seriously depressed and/or engage in self-destructive behavior. Often, the first clue that a teenager needs professional help is a deep-rooted shift in attitude and behavior. Parents should be alert to the warning signs of personality change indicating that a teenager needs hel

9、p. They include repeated school absences, slumping grades, use of alcohol or illegal substances, hostile or dangerous behavior and extreme withdrawal and reclusiveness.(44) _There is tremendous pressure on adolescents to conform to the standards of their peers. This pressure toward conformity can be

10、 dangerous in that it applies not only to clothing and hairstyles; it may lead them to do things that they know are wrong.(45) _Adolescence marks a period of increasing independence that often leads to conflict between teenagers and parents. This tension is a normal part of growing up and for parent

11、s, a normal part of the letting-go process. Another normal part of adolescence is confusion over values and beliefs. This time of questioning is important as young people examine the values they have been taught and begin to embrace their own beliefs. Though they may adopt the same beliefs as their

12、parents, discovering them on their own enables the young person to develop a sense of integrity.Although adolescence will present challenges for young people and their parents, awareness and communication can help pave the way for a smooth transition into this exciting phase of life.二Have you ever c

13、onsidered what makes a good boss good? The answer to that question is admittedly mercurial, as one persons view of a top-notch employer will differ from somebody elses. However, there are a number of traits, attitudes and abilities that are common to all good bosses. Moreover, the need for solid lea

14、dership skills is especially telling with smaller businesses.“Being a good boss is important in any organization, but its particularly important for small business,” says Rob Sheehan, director of executive education at the James MacGregor Burns Academy of Leadership at the University of Maryland. “W

15、ith smaller businesses, you really have the opportunity to set the tone for the entire company.”Bearing in mind the importance of good leadership to business, consider the following lineup of skills, strategies and attributes:41. Be inclusive. With a smaller operation, its essential that everyone fe

16、els like an equal and involved part of the team. A good employer is certain to treat each employee fairly, not only in terms of salary and other forms of compensation, but also in how that employee is involved in the daily function of the business. Encourage feedback, innovation and creativity so em

17、ployees feel genuinely engaged.42. Mission, not just money. Very few businesses operate out of sheer altruism, but thats not to say that turning a profit is the primary philosophical and practical focus. Rather, an effective boss establishes a genuine business mission. How that takes shape depends b

18、oth on the business and on the overriding focus the boss wants to set. 43. Nothing to fear but fear itself. Many of us have had bosses who would be right at home with a knife next to their desk calendars. Make one mistake on the job and feel free to slip your head right in beneath the blade. Convers

19、ely, an effective boss encourages his or her employees not to be gun shy about occasional chaos along the road toward better job performance. 44. Its their careers, too. Dont forget that the people who work for you are looking to you to help them navigate and advance their careers. As I said, its no

20、t all about money. But it is all about making your employees see how to improve and create meaningful careers for themselves. 45. Made, not necessarily born. One final aspect of being a good boss is recognizing that much of what goes into being an effective leader is, in fact, learned behavior. Of c

21、ourse, there always have been and will be bosses who seem to have a flawless touch in leading and motivating. But for every natural, there are just as many top-flight bosses who got that way by attending management classes and seminars, reading books on effective leadership and, just as important, u

22、nderstanding that a good employer naturally attracts first-rate employees. A “Its important to use that different perspective to educate and encourage. But its also important, like a good coach, to lead your team by example. For instance, while you should point out mistakes by your employees, be sur

23、e to admit when you yourself make a mistake,” says Sheehan.B “You need to create an environment of integrity, trust and respect to make absolutely certain that everyone is treated fairly, regardless of the differences they may have,” says Sheehan.C “People can definitely develop good leadership capa

24、bilities,” says Sheehan. “To a certain degree, we all have innate traits that make us good bosses. All you really have to do is work to develop those traits to their utmost.”D If an employee has a goal of becoming a manager or running his or her own business someday, nurture that goal. Tell them the

25、 traits they need to work on to achieve their ultimate plans.E For instance, a restaurant owner may push speedy lunchtime service as a way of serving the time-strapped business community. By contrast, a medical supply outfit may emphasize how its products improve customers health. Not only can a cle

26、ar mission（responsibility） serve to motivate employees, it can also infuse a sense of importance in their jobs. F “This requires a mentality that encourages learning rather than being afraid of making a mistake. Try something new and different, but know were not going to kill each other if things do

27、nt work out,” says Sheehan. “I was a swimmer in college and I swam fast when I imagined a shark was after me. I swam just as fast when I imagined I was in the Olympics. Its a question of what you want to focus on.”三、As more and more material from other cultures became available, European scholars ca

28、me to recognize even greater complexity in mythological traditions. Especially valuable was the evidence provided by ancient Indian and Iranian texts such as the Bhagavad-Gita and the Zend-Avesta. From these sources it became apparent that the character of myths varied widely, not only by geographic

29、al region but also by historical period.（41） _He argued that the relatively simple Greek myth of Persephone reflects the concerns of a basic agricultural community, whereas the more involved and complex myths found later in Homer are the product of a more developed society.Scholars also attempted to

30、 tie various myths of the world together in some way. From the late 18th century through the early 19th century, the comparative study of languages had led to the reconstruction of a hypothetical parent language to account for striking similarities among the various languages of Europe and the Near

31、East. These languages, scholars concluded, belonged to an Indo-European language family. Experts on mythology likewise searched for a parent mythology that presumably stood behind the mythologies of all the European peoples. （42） _For example, an expression like “maiden dawn” for “sunrise” resulted

32、first in personification of the dawn, and then in myths about her.Later in the 19th century the theory of evolution put forward by English naturalist Charles Darwin heavily influenced the study of mythology. Scholars researched on the history of mythology, much as they would dig fossil-bearing geological formations, for remains from the distant past. （43） _Similarly, British anthropologist Sir James George Frazer proposed a three-stage