英语六级模拟题Word文档下载推荐.docx

英语六级模拟题Word文档下载推荐.docx

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Inthispart,youwillhave15minutestogooverthepassagequicklyandanswerthequestionsonAnswerSheet1.Forquestions1-4,markY（forYESifthestatementagreeswiththeinformationgiveninthepassage;

N（forNO）ifthestatementcontradictstheinformationgiveninthepassage;

NG（forNOTGIVEN）iftheinformationisnotgiveninthepassage.Forquestions5-10,completethesentenceswiththeinformationgiveninthepassage.

　　SuggestionsforYourWork

　　Annieisalongtimesecretary/receptionistfortwoseniorvicepresidentsatabigcompany.Theyhavebeendoingalotofhiringlately,andalmostallofthenewmiddle-managementpersonnelhavebeeninterviewedbyoneortheotherofAnnie'

stwobosses,sonaturallytheycomethroughherofficefirst.

　　Someofthesepeopleareunbelievablyrude.EithertheytreatAnnielikeapieceoffurniture（nohello,noeyecontact）ortheythinksheistheirerrand（差使）girl.Lately,Annie'

stwobosseshavestartedaskingherforherimpressionsofjobcandidates.Sofarthisweek,twohavebeendiscourteous（失礼的）anddismissive,soAnniegaveboththethumbs-down.Neitherisgettingcalledbackforthenextroundofinterviews.

　　Nooneknowshowcommonthisis,butifyouarejobhunting,it'

snecessarytobeawarethatthedummyatthereceptiondeskmaybeanythingbutnot"

justasecretary"

.

　　SuggestionstoJobHunters

　　AccordingtoAnnieStevensandGregGostanian,twopartnersataBoston-basedexecutivecoachingfirmcalledClearRock,it'

snotunusualthesedaysforahiringmanagertoaskeveryonewhomeetsapotentialnewhiretogiveanopinionofhimorher."

Oneofthebiggestreasonssomanynewlyrecruitedmanagersfailinanewjobistheirinabilitytofitinandgetalongwiththepeoplewhoarealreadythere,"

saysStevens."

Soemployersnowwanttogetstaffers'

impressionsrightatthestart."

　　AddsGostanian:

"

Alotcanbelearnedfromhowcandidatestreatreceptionists.Ifthejobseekerisrude,condescending,orarrogant,thismightbeanindicationofhowheorshewouldtreatcoworkersordirectreports."

　　Obviously,anyonelookingforanewjobwoulddowellnottoalienatethepersonwhositsoutsidetheinterviewer'

sdoor.StevensandGostanianofferthesesixtipsforgettingofftotherightstart:

　　•Introduceyourselfasyouwouldtoanyotherpotentialnewcolleague.Smile,shakehands,andsoon.Itseemsoddthatthishastobespelledout,butapparentlyitdoes;

and,besidesbeingamatterofcommoncourtesy,ordinaryfriendlinessoffersapracticaladvantage."

Learningandrememberinganinterviewer'

sreceptionist'

snamecanonlyhelpasyouadvanceintheinterviewingprocess,"

Stevensnotes.

　　•Don'

tregardareceptionistorotherassistantasanunderling（部下）—atleast,notasyourownpersonalunderling."

Alwaysasktheinterviewerifyouneedhelpfromanyoneelseintheofficewhereyou'

reinterviewing,insteadofseekingthisdirectlyyourself,"

saysGostanian.Inotherwords,ifyou'

dliketoleaveanextracopyofyourresume,refrainfromsendingtheinterviewer'

sassistanttotheXeroxmachine.

　　•It'

sfinetoacceptifyou'

reofferedabeverage,butkeepitsimple."

Don'

taskforparticularbrandnamesorexpecttobebrewedafreshpotofcoffee,"

Stevenssays.Andofcourse,needweaddthatdispatchinganybodytoStarbucksisoutofthequestion?

　　•Feelfreetomakesmalltalk,butknowthatanythingyousaymaywellgetbacktotheinterviewer."

taskprobingquestionsaboutthecompanyorofferunsolicitedopinions,"

Gostanianadvises.Nomatterhowhideoustheofficedoor,endlessthehikefromtheparkinglot,orinconvenientthewaittoseetheinterviewer,keepittoyourself.Plentyoftimeforwhining（抱怨）andgrumblingafteryou'

rehired.

ttalkonyourcellphoneinfrontofthereceptionist,andtrytoputyourBlackBerryaside."

Ifyouhavetomakeortakeacall,leavethereceptionarea,"

Stevenssays.Preoccupationwithwirelessdeviceswillmarkyou,shesays,as"

acoldandfixatedperson"

tforgettosaygood-bye."

Failuretosaygood-byetosomeoneyou'

vejustmetreflectsnegativelyonyou,"

Gostaniannotes."

You'

llcomeacrossasimpersonalanduncaring."

That'

shardlytheimageanyjobhunterwantstoproject.

　　HowtoMeasureYourWork

　　Anyjob,likeanyrelationship,hasitsdifficultmoments.Andwiththejobmarketheatingup,thetemptationstochangepartnersaregrowing.

　　Aswithanyrelationship,however,youreallyshouldassessthefullvalueofwhatyou'

vegotbeforegivingitupwholesale,because—let'

sfactit—regretreallyisawasteofyourtime.

　　Regardlessofthemaintaskofajob—beitbondtrading,teaching,balancingthebooks,orcleaninghotelrooms—arethereobjectivecriteriathatyoucanusetomeasurewhetheryourjobiswonderfulornot?

　　WorkplaceexpertsMarcusBuckinghamandCurtCoffmanhaveidentifiedseveral.IntheirbookFirst,BreakAlltheRules:

WhattheWorld'

sGreatestManagersDoDifferently,theyofferausefulguideintheformof12questions:

　　•DoIknowwhat'

sexpectedofmeatwork?

　　•DoIhavethematerialsandequipmentIneedtodomyworkright?

　　•Atwork,doIhavetheopportunitytodowhatIdobesteveryday?

　　•Inthelast7days,haveIreceivedrecognitionorpraisefordoinggoodwork?

　　•Doesmysupervisor,orsomeoneatwork,seemtocareaboutmeasaperson?

　　•Istheresomeoneatworkwhoencouragesmydevelopment?

　　•Atwork,domyopinionsseemtocount?

　　•Doesthemission/purposeofmycompanymakemefeelmyjobisimportant?

　　•Aremycoworkerscommittedtodoingqualitywork?

　　•DoIhaveabestfriendatwork?

　　•Inthelastsixmonths,hassomeoneatworktalkedtomeaboutmyprogress?

　　•Thislastyear,haveIhadopportunitiesatworktolearnandtogrow?

　　BuckinghamandCoffmanpickedthese12questionsafterlookingforpatternsamongtheresponsesofmorethan1millionemployeestoworkplacequestionsposedbytheGallupOrganizationovertheyears.

　　"

Weweresearchingforthosespecialquestionswherethemostengagedemployees...answeredpositively,andeveryoneelse...answeredneutrallyornegatively,"

theywrote.

　　Theirreasoning:

theywantedtoidentifythekeyelementsofastrongworkplacethatcanattractandretaintalent.

　　Satisfactionwithpayandbenefitsdidn'

tmakethelistnotbecausethey'

renotimportant,Coffmansaid,butbecausethey'

reimportanttoallemployees,whetherthey'

reengagedintheirworkornot.

　　So,assumingyoufeelyou'

repaidthegoingrateforyourjob,answeringaffirmativelytoallorevenmostofthe12questionscanbeanindicationthatyou'

vegotagreatjobthatyoushouldpartwithonlyforverygoodreason.Andifjobsatisfactionisimportanttoyou,thenthepromiseofabiggerpaycheckalonemaynotbereasonenough.

　　WhenCoffmanisaskedwhatpercentageofcompanieshethinksactuallypassthe12-questiontest,hisestimateisnomorethan15percent.Butwithinacompany,hesaid,individualdepartmentsmaymeetthetest,evenifthecompanyoveralldoesn'

t.

　　Why?

Themanagerofadepartmentmakesallthedifference.Coffmansaidwhenanemployeequits,70percentofthetimeshe'

snotleavingbecauseofthejob,she'

sleavingbecauseofthemanager.

　　Onecautionarynote:

yourjobmaynotbeaswonderfulforyouasyouthinkifyouansweramajorityofthe12questionsaffirmativelybutthefewquestionsthatyoucan'

tareamongthefirstsix.That'

sbecausethefirstsixquestionsmakeupthebaseonwhichjobsatisfactionrests,accordingtoBuckinghamandCoffman.Ifyourcurrentjobdoesn'

tmeetthefirstsixcriteria,youaremorelikelytobedisengagedwithyourworkandlessproductivethanyoucouldbe.

　　Considerquestionthreeafterall.Doyouhavetheopportunitytodowhatyoudobesteveryday?

"

Ifyou'

renotabletouseyourgiftseveryday,you'

llbeprettyfrustrated,"

Coffmansaid.

　　Ofcourse,jobsatisfactionisn'

taone-waystreetwithadepartmenteithermeetingyourneedsornot.Inordertoanswerthe12questionshonestly,youneedtoknowwhatitisthatmakesyoutickandnotblindlyblameyourdepartmentforanyjobdissatisfaction.

　　Doyouknowwhatitisyouliketodoandwhatyoudobest?

Whatkindofrecognitiondoyoulike?

Publicorprivate?

Whatareyourvaluesanddotheysquarewithyourcompany'

sgoals?

Howdoyoulikeamanagertorelatetoyou?

　　Otherwise,yourcareer,likeastringofbadrelationships,canbecomeacaseof"

differentpartner,sameproblems"

　　1.Whenyougotoacompanyforaninterview,thereisnoneedtocarethefeelingsofthereceptionists.

　　2.AccordingtoAnnieStevens,manynewlyrecruitedmanagersfailinanewjobbecausetheycannotgetalongwiththeircoworkers.

　　3.Ifyouwanttogetofftotherightstart,youshouldtreatthereceptionistsasyourpotentialbosses.

　　4.Ifyoufailtosay"

thankyou"

tothereceptionists,theywillhavenegativeimpressionsofyou.

　　5.Ifyouwanttogiveupajobwholesale,youshouldevaluate________fromit.

　　6.Whenyouaremeasuringyourwork,youshouldconsiderthatifthereissomeoneatworkwhoencourage