大学英语四级真题第三套docxWord格式.docx
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bankisidentifiedbyaletter.Pleasemarkthecorrespondingletter
foreachitemonAnswerSheet2withasinglelinethroughthecentre.
Youmaynotuseanyofthewordsinthebankmorethanonce.
Questions26to35arebasedonthefollowingpassage.
Asifyouneededanotherreasontohatethegym,itnowturns
outthatexercisecanexhaustnotonlyyourmuscles,butalsoyour
eyes.Fearnot,however,forcoffee
canstimulatethemagain.During
（26）_______exercise,ourmusclestireastheyrunoutoffueland
buildupwasteproducts.Muscleperformancecanalsobeaffected
bya（27）_______called"
centralfatigue,
”inwhichanimbalance
inthebody’schemicalmessengerspreventsthecentralnervous
systemfromdirectingmusclemovements（28）_______.It
wasnotknown,
however,whethercentralfatiguemightalsoaffectmotorsystems
notdirectly（29）
_______intheexerciseitself,suchasthose
thatmovetheeyes.Tofindout,researchersgave11volunteer
cyclistsa
carbohydrate
（碳水化合物的）（30）_______eitherwitha
moderatedoseof
caffeine
（咖啡因），whichis
knownto
stimulate
the
centralnervoussystem,orasa
placebo（安慰剂）without,during
3hoursof（31）_______.Afterexercising,thescientiststested
thecyclistswitheyetrackingcamerastoseehowwelltheirbrains
couldstill（32）_______theirvisualsystem.Theteamfoundthat
exercisereducedthespeedofrapideyemovementsbyabout8%,
（33）_______theirabilitytocapturenewvisualinformation.The
caffeine,
equivalent
oftwo
strong
cupsof
coffee,
was
（34）_______toreversethiseffect,withsomecyclistseven
displaying（35）_______eyemovementspeeds.Soitmightbeagood
ideatogetsomeoneelsetodriveyouhomeafterthatmarathon.
注意：
此部分试题请在答题卡2上作答。
A）cautiouslyB）commitC）controlD）cycling
E）effectivelyF）increasedG）involvedH）limited
I）phenomenonJ）preventingK）sensitiveL）slowing
M）solutionN）sufficientO）vigorous
SectionB
Inthissection,youaregoingtoreadapassage
withtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraph
fromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.Answerthe
questionsbymarkingthecorrespondingletteronAnswerSheet2.
Teamspirit
[A]Teamshavebecomethebasicbuilding
blocks
oforganizations.
Recruitmentadvertisementsroutinelycallfor
“teamplayers
”.
Businessschoolsgradetheirstudentsinpartontheirperformance
ingroupprojects.Officemanagersknockdownwallstoencourage
teambuilding.Teamsareasoldascivilization,ofcourse:
even
Jesushad12co-workers.ButanewreportbyDeloitte,“GlobalHuman
CapitalTrends”,basedonasurveyofmorethan7,000executives
inover130countries,suggeststhatthefashionforteamworkhas
reachedanewhigh.Almosthalfofthosesurveyedsaidtheir
companieswereeitherinthemiddleofrestructuringorabouttoembarkon（开始）it;
andforthemostpart,restructuringmeantputtingmoreemphasisonteams.
[B]Companiesareabandoningconventionalfunctional
departmentsandorganisingemployeesintocross-disciplinaryteams
thatfocusonparticularproducts,problemsorcustomers.These
teamsaregainingmorepowertoruntheirownaffairs.Theyarealso
spendingmoretimeworkingwitheachotherratherthanreporting
upwards.Deloittearguesthataneworganisationalformisonthe
rise:
anetworkofteamsisreplacingtheconventionalhierarchy
（等级体制）.
[C]
Thefashion
for
teamsis
driven
byasensethatthe
oldway
oforganisingpeopleistoorigidforboththemodemmarketplace
andthe
expectations
ofemployees.Technological
innovation
places
greater
valueonagility
（灵活性）.John
Chambers,chairman
of
Cisco
SystemsInc.,
aworldwide
leader
inelectronics
products,says
that
“wecompeteagainstmarket
transitions
（过渡），notcompetitors.
Product
usedto
take
fiveorsevenyears;
nowthey
oneortwo.
”Digitaltechnol
ogyalsomakesiteasierforpeople
toco-ordinate
their
activities
without
resorting
to
hierarchy.
The
“millennials”（千禧一代）whowillsoonmakeuphalftheworkforceinrichcountrieswereraisedfromnurseryschoolonwardstoworkingroups.
[D]Thefashionforteamsisalsospreadingfromtheusual
corporatesuspects（suchasGEandIBM）tosomemoreunusualones.TheClevelandClinic,ahospitaloperator,hasreorganiseditsmedicalstaffintoteamstofocusonparticulartreatmentareas;
consultants,nursesandotherscollaboratecloselyinsteadofbeing
separatedbyspeciality（专业）andrank.TheUSArmyhasgonethe
sameway.Inhisbook,“TeamofTeams'
GeneralStanleyMcChrystal
describeshowthearmy’shierarchicalstructurehinderedits
operationsduringtheearlystagesoftheIraqwar.Hissolution
wastolearnsomethingfromtheinsurgentsitwasfighting:
decentraliseauthoritytoself-organisingteams.
[E]Agoodrule
thumbis
thatassoonasgeneralsandhospital
administratorsjumponamanagementbandwagon,itistimetoask
questions.
Leigh
Thompsonof
Kellogg
School
Managementin
Illinoiswarnsthat,
‘Teamsarenotalwaystheanswer
—teamsmay
provideinsight,creativityandknowledgeinawaythataperson
working
independently
cannot;
but
teamwork
may
also
lead
confusion,
delay
and
poor
decision-
making.”The
late
Richard
HackmanofHarvard
University
onceargued,
“Ihavenoquestion
whenyouhaveateam,thepossibilityexiststhatitwillgenerate
magic,producingsomethingextraor
dinary...Butdon
’tcounton
it.”
[F]Hackman（whodiedin2013）notedthatteamsarehamperedbyproblemsofco-ordinationandmotivationthatchipawayatthe
benefitsofcollaboration.High-flyersforcedtoworkinteamsmay
beundervaluedandfree-ridersempowered.Groupthinkmaybe
unavoidable.Inastudyof120teamsofseniorexecutives,he
discoveredthatlessthan10%oftheirsupposedmembersagreedon
whoexactlywasontheteam.Ifitishardenoughtodefineateam’s
membership,agreeingonitspurposeisharderstill.
[G]Profoundchangesintheworkforcearemakingteamstrickiertomanage.Teamsworkbestiftheirmembershaveastrongcommonculture.Thisishardtoachievewhen,asisnowthecaseinmany
bigfirms,alargeproportionofstaffaretemporarycontractors.
Teamworkimproveswithtime:
America’sNationalTransportation
SafetyBoardfoundthat73%oftheincidentsinitscivil-aviation
databaseoccurredonacrew’sfirstdayofflyingtogether.However,
asAmyEdmondsonofHarvardpointsout,organisationsincreasingly
use“team”asaverbratherthananoun:
theyformteamsforspecificpurposesandthenquicklydisbandthem.
[H]Theleastthatcanbeconcludedfromthisresearchisthat
companiesneedtothinkharderaboutmanagingteams.Theyneedto
ridtheirmindsof
sentimentalism
（感情用事）：
themostsuccessful
teamshaveleaders
whoareable
set
anoverall
direction
andtake
immediate
action.
Theyneedtokeepteamssmall
andfocused:
giving
intopressure
tobemore“inclusive
”is
aguarantee
ofdysfunction.
Jeff
Bezos,Amazon’sboss,saysthat
“If
Iseemorethantwopizzas
lunch,
theteamistoobig.”Theyneedtoimmunizeteamsagainst
group-think:
Hackmanarguedthat
best
onescontain
“deviants”
（离经叛道者）whoarewillingtodosomethingthatmaybeupsetting
toothers.
[I]Anewstudyof12,000workersin17countriesbySteelcase,
afurniture-makerwhichalsodoesconsulting,findsthatthebest
waytoensureemployeesare“engaged”istogivethemmorecontrol
overwhereandhowtheydotheirwork―whichmaymeanliberating
themfromhavingtodoeverythingincollaborationwithothers.
[J]However,organisationsneedtolearnsomethingbiggerthan
howtomanageteamsbetter:
theyneedtobeinthehabitofasking
themselveswhetherteamsarethebesttoolsforthejob.
Teambuildingskillsareinshortsupply:
Deloittereportsthatonly
12%oftheexecutivestheycontactedfeeltheyunderstandtheway
people
worktogetherinnetworks
andonly21%feelconfident
intheir
ability
tobuildcross-functional
teams.Looselymanaged
teamscan
becomehotbedsofdistraction
―employeesroutinelycomplainthat
theycan’tgettheirworkdonebecausetheyareforcedtospend
toomuchtimeinmeetingsorcompelledtoworkinnoisyoffices.
Evenintheageofopen-planofficesandsocialnetworkssomework
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