




版權說明:本文檔由用戶提供并上傳,收益歸屬內容提供方,若內容存在侵權,請進行舉報或認領
文檔簡介
大學英語六級考試2024年6月真題(第三套)PartIWriting(30minutes)Directions:Forthispart,youareallowed30minutestowriteanessaythatbeginswiththesentence“Nowadayscultivatingindependentlearningabilityisbecomingincreasinglycrucialforpersonaldevelopment.”Youcanmakecomments,citeexamplesoruseyourpersonalexperiencestodevelopyouressay.Youshouldwriteatleast150wordsbutnomorethan200words.Youshouldcopythesentencegiveninquotesatthebeginningofyouressay.PartIIListeningComprehension(30minutes)特別說明:由于多題多卷,官方第三套真題的聽力試題與第一套真題的一致,只是選項順序不同,因此,本套試卷不再提供聽力部分。PartIIIReadingComprehension(40minutes)SectionADirections:Inthissection,thereisapassagewithtenblanks.Youarerequiredtoselectonewordforeachblankfromalistofchoicesgivingthepassage.Readthepassagethroughcarefullybeforemakingyourchoices.Eachchoiceinthebankisidentifiedbyaletter.PleasemarkthecorrespondingletterforeachitemonAmswerSheet2withasinglelinethroughthecentre.YoumaynotuseanyofthewordsinthebankmorethanonceArainbowisamulti-colored,are-shapedphenomenonthatcanappearinthesky.Thecolorsofarainbowareproducedbythereflectionand26oflightthroughwaterdroplets(小消)presentintheatmosphere.Anobservermay27arainbowtobelocatedeithernearorfaraway,butthisphenomenonisnotactuallylocatedatanyspecificspot.Instead,theappearanceofarainbowdependsentirelyuponthepositionoftheobserverin28tothedirectionoflight.Inessence,arainbowisan29illusion.Rainbowspresenta30madeupofsevencolorsinaspecificorder.Infact,schoolchildreninmanyEnglish-speakingcountriesaretaughttorememberthename“RoyG.Biv”asanaidforrememberingthecolorsofarainbowandtheirorder.“RoyG.Biv”31for:red,orange,yellow,green,blue,indigo,andviolet.Theouteredgeoftherainbowareisred,whiletheinneredgeisviolet.Arainbowisformedwhenlight(generallysunlight)passesthroughwaterdroplets32intheatmosphere.Thelightwaveschangedirectionastheypassthroughthewaterdroplets,resultingintwoprocesses:reflctionandrefraction(折射).Whenlightreflectsoffawaterdroplet,itsimply33backintheoppositedirectionfromwhereit34.Whenlightrefracts,ittakesadifferentdirection.Someindividualsrefertorefractedlightas“bentlightwaves.”Arainbowisformedbecausewhitelightentersthewaterdroplet,whereitbendsinseveraldifferentdirections.Whenthesebentlightwavesreachtheothersideofthewaterdroplet,theyreflectbackoutofthedropletinsteadof35passingthroughthewater.Sincethewhitelightisseparatedinsideofthewater,therefractedlightappearsasseparatecolorstothehumaneye.A)bouncesI)permeatesB)completelyJ)ponderC)dispersionK)precedingD)eccentricL)recklesslyE)hangingM)relationF)opticalN)spectrumG)originates0)standsH)perceive19·2024年6月六級真題(第三套)
SectionBDirections:Inthissection,youaregoingtoreadapassagewithtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter-AnswerthequestionsbymarkingthecorrespondingletteronAnswerSheet2.BlameyourworthlessworkdaysonmeetingrecoverysyndromeA)PhyllisHartmanknowswhatit'sliketomakeone'swaythroughthedepthsofofficemeetinghell.Managersatoneofherformerhumanresourcesjobsarrangedsomanymeetingsthatattendeeswouldfallasleepatthetableorintentionallyarrivelate.Withhoursofherdayblockedupwithunnecessarymeetings,shewasoftenforcedtomakeupherworkduringovertime.“IwasactuallyworkingmorehoursthanIprobablywouldhaveneededtogettheworkdone,”saysHartman,whoisfounderandpresidentofPGHRConsultinginPittsburgh,PennsylvaniaB)Sheisn'taloneinherfrustration.Between11millionand55millionmeetingsareheldeachdayintheUnitedStates,costingmostorganisationsbetween7%and15%oftheirpersonnelbudgets.Everyweek,employeesspendaboutsixhoursinmeetings,whiletheaveragemanagermeetsforastaggering23hours.C)Andthoughexpertsagreethattraditionalmeetingsareessentialformakingcertaindecisionsanddevelopingstrategy,someemployeesviewthemasoneofthemostunnecessarypartsoftheworkday.Theresultisnotonlyhundredsofbillionsofwasteddollars,butanannoyanceofwhatorganisationalpsychologistscall“meetingrecoverysyndrome(MRS)”:timespentcoolingoffandregainingfocusafterauselessmeeting.Ifyouruntotheofficekitchentogetsomereliefwithcolleaguesafterafrustratingmeeting,you'relikelyexperiencingmeetingrecoverysyndrome.D)Meetingrecoverysyndromeisaconceptthatshouldbefamiliartoalmostanyonewhohasheldaformaljob.Itisn'tground-breakingtosayworkersfeelfatiguedafterameeting,butonlyinrecentdecadeshavescientistsdeemedtheconditionworthyoffurtherinvestigation.Withitslinkstoorganisationalefficiencyandemployeewellbeing,MRShasatractedtheattentionofpsychologistsawareoftheneedtounderstanditsprecisecausesandcuresE)Today,insofarasresearcherscanhypothesise,MRSismosteasilyunderstoodasaslowrenewaloffinitementalandphysicalresources.Whenanemployeesitsthroughanineffectivemeetingtheirbrainpowerisessentiallybeingdrainedaway.Meetingsdrainvitalityiftheylasttoolong,failtoengageemployeesorturnintoone-sidedlectures.Theconservationofresourcestheory,originallyproposedin1989byDrStevanHobfoll,statesthatpsychologicalstressoccurswhenaperson'sresourcesarethreatenedorlost.Whenresourcesarelow,apersonwillshiftintodefencetoconservetheirremainingsupply.Inthecaseofofficemeetings,wheresomeofemployees'mostvaluableresourcesaretheirfocus,alertnessandmotivation,thiscanmeananabrupthaltinproductivityastheytaketimetorecover.F)Ashumans,whenwetransitionfromonetasktoanotheronthejob——sayfromsittinginameetingtodoingnormalwork——ittakesaneffortfulcognitiveswitch.Wemustdetachourselvesfromtheprevioustaskandexpendsignificantmentalenergytomoveon.Ifwearealreadydrainedtodangerouslevels,thenmakingthementalswitchtothenextthingisextratough.It'scommontoseepeoplecyber-loafingafterafrustratingmeeting,goingandgettingcoffee,interruptingacolleagueandtellingthemaboutthemeeting,andsoon.G)Eachperson'sabilitytorecoverfromhorriblemeetingsisdifferent.Somecanbouncebackquickly,whileotherscarrytheirfatigueuntiltheendoftheworkday.YetwhilenoformalMRSstudiesarecurrentlyunderway,onecanlooselyspeculateonthelengthofanaverageemployee'slagtime.Switchingtasksinanon-MRSconditiontakesabout10to15minutes.WithMRS,itmaytakeaslongas45minutesonaverageIt'sevenworsewhenaworkerhasseveralmeetingsthatareseparatedby30minutes.“Notenoughtimetotransitioninanon-MRSsituationtogetanythingdone,andinanMRSsituation,notquiteenoughtimeto2024年6月六級真題(第三套)20
recoverforthenextmeeting,”saysresearcherJosephAllen.“Then,addthecompoundingofback-to-backbadmeetingsandwemayhaveanepidemiconourhands.”H)InanefforttocombatthesideeffectsofMRS,Allen,alongwithresearcherJosephMrozandcolleaguesattheUniversityofNebraska-Omaha,publishedastudydetailingthebestwaystoavoidcommontraps,includingaconcisechecklistofdo'sanddon'tsapplicabletoanyworkplace.Drawingfromaround200paperstocompiletheircomprehensivelist,MrozandhisteammaynowholdaremedytothelargelyundefinedproblemofMRS.I)Mrozsaysagoodplacetostartisaskingourselvesifourmeetingsareevennecessaryinthefirstplace.Ifallthat'sontheagendaisaquickcatch-up,orsomenon-urgentinformationsharing,itmaybettersuitthegrouptosendaroundanemailinstead.“ThesecondthingIwouldalwaysrecommendiskeepthemeetingassmallaspossible,“saysMroz.“Iftheydon'tactuallyhavesomekindofimmediateinput,thentheycanfollowuplater.Theydon'tneedtobesittinginthishour-longmeeting."Lesstimeinmeetingswouldultimatelyleadtomoreemployeeengagementinthemeetingstheydoattend,whichexpertsagreeisaprovenremedyforMRS.J)Employeesalsofeeltaxedwhentheyareinvitedtogethertomeetingsthatdon'tinspireparticipation,saysCliffScott,professoroforganisationalscience.Ittakesprecioustimeforthemtoventtheiremotions,complainandtrytoregainfocusafterapointlessmeeting——oneofthemaintrapsofMRS.Overtimeasemployeesfindthemselvestiedupinmoreandmoreunnecessarymeetings——andthusdealingwithincreasinglagtimesfromMRS——thewasteofworkdayhourscanfeelinsulting.K)Despitetherelativescarcityofresearchbehindthesubject,HartmanhastaughtherselfmanyofthesametrickssuggestedinMroz'sstudy,andhascomealongwaysinceherdaysofbeingstuckwithunnecessarymeetings.Thepeoplesheinvitestomeetingstodayincludenotjusttheessentialemployees,butalsorepresentativesfromeverydepartmentthatmighthaveastakeintheissueathand.Managerslikeher,whoseekinputevenfromnon-expertstoshapetheirdecisions,canfindgreatersupportandcooperationfromtheirworkforce,shesays.L)Ifanorganisationweretoapplyall22suggestionsfromMrozandAllen'sfindings,themostnoticeabledifferencewouldbeastarkdecreaseinthetotalnumberofmeetingsontheschedule,Mrozsays.Lesstimeinmeetingswouldultimatelyleadtoincreasedproductivity,whichistheultimateobjectiveofconveningameeting.Whilenoneofthecounter-MRSideashavebeentestedempiricallyyet,Allensaysonetrickwithpromiseisforemployeestoidentifythingsthatquicklychangetheirmoodfromnegativetopositive.Assimpleasitsounds,findingapersonalhappyplace,goingthereandthencomingstraightbacktoworkmightbekeytofacilitatingrecovery.M)Leadersshouldseealsothemselvesas“stewardsofeveryoneelse'svaluabletime”,addsStevenRogelberg,authorofTheSurprisingScienceofMeetings.Havingtheskillstoforeseepotentialtrapsandtreatemployees'endurancewithcareallowsleaderstoprovideeffectiveshort-termdeterrentstoMRS.N)Mostimportant,however,isfororganisationstoawakentotheconceptofmeetingsbeingflexible,saysAllen.Byreshapingthewaytheyprioritiseemployees'time,companiescaneliminatetheverysourcesofMRSintheirtracks36.Althoughemployeesaresaidtobefatiguedbymeetings,theconditionhasnotbeenconsideredworthyoffurtherresearchuntilrecently.37.MrozandhisteamcompiledalistofwhattodoandwhatnottodotoremedytheproblemofMRS38.CompaniescangetridoftherootcauseofMRSiftheygiveprioritytoworkers'time.39.Ifworkersareexhaustedtoadangerousdegree,itisextremelyhardforthemtotransitiontothenexttask.40.EmployeesinAmericaspendalotoftimeattendingmeetingswhilethenumberofhoursmanagersmeetisseveraltimesmore.41.PhyllisHartmanhaslearnedbyherselfmanyofthewaysMrozsuggestedinhisstudyandmaderemarkablesuccessinfreeingherselffromunnecessarymeetings.21·2024年6月六級真題(第三套)
42.Whenmeetingscontinuetoolongordon'tengageemployees,theydepletevitality.43.Whenthetimeofmeetingsisreduced,employeeswillbemoreengagedinthemeetingstheydoparticipatein.44.Someemployeesconsidermeetingsoneofthemostdispensablepartsoftheworkday.45.AccordingtoMroz,ifallhissuggestionswereapplied,averyobviouschangewouldbeasteepdecreaseinthenumberofmeetingsscheduled.SectionCDirections:Thereare2passagesinthissection.Eachpassageisfollowedbysomequestionsorunfinishedstatements.ForeachofthemtherearefourchoicesmarkedA),B),C)andD).YoushoulddecideonthebestchoiceandmarkthecorrespondingletteronAnswerSheet2withasinglelinethroughthecentre.PassageOneQuestions46to50arebasedonthefollowingpassageSarcasmandjazzhavesomethingsurprisinglyincommon:Youknowthemwhenyouhearthem.Sarcasmismostlyunderstoodthroughtoneofvoice,whichisusedtoportraytheoppositeoftheliteralwords.Forexample,whensomeonesays,“Well,that'sexactlywhatIneedrightnow,“theirtonecantellyouit'snotwhattheyneedatall.Mostfrequently,sarcasmhighlightsanirritationoris,quitesimply,meanIfyouwanttobehappierandimproveyourrelationships,cutoutsarcasm.Why?Becausesarcasmisactuallyhostilitydisguisedashumor.Despitesmilingoutwardly,manypeoplewhoreceivesarcasticcommentsfeelputdownandoftenthinkthesarcasticpersonisrude,orcontemptible.Indeed,it'snotsurprisingthattheoriginofthewordsarcasmderivesfromtheGreekword“sarkazein”whichliterallymeans“totearorstripthefleshoff.“Hence,it'snowonderthatsarcasmisoftenprecededbytheword“cutting”andthatithurts.What'smore,sinceactionsstronglydeterminethoughtsandfeelings,whenapersonconsistentlyactssareasticallyitmayonlyservetoheightentheirunderlyinghostilityandinsecurity.Afterall,whenyoucomerightdowntoit,sarcasmcanbeusedasasubtleformofbullying——andmostbulliesareangry,insecure,orcowardly.Alternatively,whenapersonstopsvoicingnegativecomments,especiallysarcasticones,theymaysoonstarttofeelhappierandmoreself-confident.Also,otherpeopleintheirlifebenefitevenmorebecausetheynolongerhavetoheartheemotionallyhurtfullanguageofsarcasm.Now,I'mnotsayingallsarcasmisbad.Itmayjustbebetterusedsparingly—likeapotentspiceincooking.Toomuchofthespice,andthedishwillbeoverwhelmedbyit.Similarly,anoccasionaldashofsarcasticwitcanspiceupachatandaddanelementofhumortoit.Butabigorsteadyservingofsarcasmwilloverwhelmtheemotionalflavorofanyconversationandcantasteverybittertoitsrecipient.So,tonedownthesarcasmandworkoncleverwitinstead,whichisusuallywithoutanyhostilityandthusmoreappreciatedbythoseyou'recommunicatingwith.Inessence,sarcasmiseasywhiletrue,harmlesswittakesSo,tonedownthesarcasmandworkoncleverwitinstead,whichisusuallywithoutanyhostilityandthusmoreappreciatedbythoseyou'recommunicatingwith.Inessence,sarcasmiseasywhiletrue,harmlesswittakestalent.Thus,themaindifferencebetweenwitandsarcasmisthat,asalreadystated,sarcasmisoftenhostilitydisguisedashumor.Itcanbeintendedtohurtandisoftenbitterandbiting.Wittystatementsareusuallyinresponsetosomeone'sunhelpfulremarksorbehaviors,andtheintentistountangleandclarifytheissuebyemphasizingitsabsurdities.Sarcasticstatementsareexpressedinacuttingmanner;wittyremarksaredeliveredwithundisguisedandharmlesshumor.46.Whydoestheauthorsaysarcasmandjazzhavesomethingsurprisinglyincommon?A)Botharerecognizedwhenheard.C)Bothmeantheoppositeofwhattheyappearto.B)Bothhaveexactlythesametone.D)Bothhavehiddeninthemanevidentirritation·2024年6月六級真題(第三套)·22
47.Howdomanypeoplefeelwhentheyhearsarcasticcomments?A)Theyfeelhostiletowardsthesarcasticperson.C)Theyfeelastrongurgetoretaliate.B)Theyfeelbelittledanddisrespected.D)Theyfeelincapableofdisguisingtheirirritation.48.Whathappenswhenapersonconsistentlyactssarcastically?A)Theyfeeltheirdignitygreatlyheightened.B)Theyfeelincreasinglyinsecureandhostile.C)TheyendurehostilityunderthedisguiseofhumorD)Theytastebitternesseveninpleasantinteractions49.Whatdoestheauthorsayaboutpeoplequittingsarcasticcomments?A)Itmakesothershappierandmoreself-confidentB)Itrestrainsthemfrombeingirritatingandbullying.C)Itbenefitsnotonlythemselvesbutalsothosearoundthem.D)Itshieldsthemfromnegativecommentsandoutrighthostility.50.Whatisthechiefdifferencebetweenaspeaker'switandsarcasm?A)Theirclarity.C)Theiremphasis.B)TheirappreciationD)Theirintention.PassageTwoQuestions51to55arebasedonthefollowingpassage.Variabilityiscruciallyimportantforlearningnewskills.Considerlearninghowtoserveintennis.Shouldyoualwayspractiseservingfromtheexactlysamelocationonthecourt,aimingatthesamespot?Althoughpractisinginmorevariableconditionswillbesloweratfirst,itwilllikelymakeyouabettertennisplayerintheend.Thisisbecausevariabilityleadstobettergeneralisationofwhatislearned.Thisprincipleisfoundinmanydomains,includingspeechperceptionandlearningcategories.Forinstance,infantswillstruggletolearnthecategory“dog”iftheyareonlyexposedtoChihuahuas,insteadofmanydifferentkindsofdogs“Thereareovertendifferentnamesforthisbasicprinciple,”saysLimorRaviv,theseniorinvestigatorofarecentstudy.“Learningfromlessvariableinputisoftenfast,butmayfailtogeneralisetonewstimuli.”Toidentifykeypatternsandunderstandtheunderlyingprinciplesofvariabilityeffects,Ravivandhercolleaguesreviewedover150studiesonvariabilityandgeneralisationacrossfields,includingcomputerscience,linguistics,categorisation,visualperceptionandformaleducation.Theresearchersdiscoveredthat,acrossstudies,thetermvariabilitycanrefertoatleastfourdifferentkindsofvariability,suchassetsizeandscheduling.“Thesefourkindsofvariabilityhaveneverbeendirectlycompared——whichmeansthatwecurrentlydon'tknowwhichismosteffectiveforlearning,"saysRaviv.Theimpactofvariabilitydependsonwhetheritisrelevanttothetaskornot.Butaccordingtothe‘Mr.Miyagiprinciple',practisingseeminglyunrelatedskillsmayactuallybenefitlearningofotherskills.Butwhydoesvariabilityimpactlearningandgeneralisation?Onetheoryisthatmorevariableinputcanhighlightwhichaspectsofataskarerelevantandwhicharenot.Anothertheoryisthatgreatervariabilityleadstobroadergeneralisations.Thisisbecausevariabilitywillrepresenttherealworldbetter,includingatypical(非典型的)examplesAthirdreasonhastodowiththewaymemoryworks:whentrainingisvariable,learnersareforcedtoactivelyreconstructtheirmemories“Understandingtheimpactofvariabilityisimportantforliterallyeveryaspectofourdailylife.Beyondaffectingthewaywelearnlanguage,motorskills,andcategories,itevenhasanimpactonoursociallives,”explainsRaviv.“Forexample,facerecognitionisaffectedbywhetherpeoplegrewupinasmallcommunityorinalargercommunity.Exposuretofewerfacesduringchildhoodisassociatedwithdiminishedfacememory.”23·2024年6月六級真題(第三套)·
“Wehopethisworkwillsparkpeople'scuriosityandgeneratemoreworkonthetopic,“concludesRaviv.“Ourpaperraisesalotofopenquestions.Canwefindsimilareffectsofvariabilitybeyondthebrain,forinstance,intheimmunesystem?”51.Whatdoesthepassagesayaboutinfantslearningthecategory“dog”iftheyareexposedtoChihuahuasonly?A)They
溫馨提示
- 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
- 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯系上傳者。文件的所有權益歸上傳用戶所有。
- 3. 本站RAR壓縮包中若帶圖紙,網頁內容里面會有圖紙預覽,若沒有圖紙預覽就沒有圖紙。
- 4. 未經權益所有人同意不得將文件中的內容挪作商業(yè)或盈利用途。
- 5. 人人文庫網僅提供信息存儲空間,僅對用戶上傳內容的表現方式做保護處理,對用戶上傳分享的文檔內容本身不做任何修改或編輯,并不能對任何下載內容負責。
- 6. 下載文件中如有侵權或不適當內容,請與我們聯系,我們立即糾正。
- 7. 本站不保證下載資源的準確性、安全性和完整性, 同時也不承擔用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。
最新文檔
- 2025年物業(yè)管理服務合作協議書
- 眼科護士治療操作規(guī)范與技能要點
- 安全培訓講師聘用合同及安全技能提升服務
- 海外緊急醫(yī)療救援與專業(yè)翻譯協作協議
- 小紅書品牌合作人資質審核及服務質量監(jiān)管合同
- 美容護膚機構投資與品牌建設合同
- 跨區(qū)域品牌專柜委托經營管理合作協議
- 智能早教設備采購及教師數字化教學能力培養(yǎng)合同
- 旅游意外保險理賠處理協議
- 荷塘蓮藕種植與農產品品牌推廣委托管理協議
- 水利部批準發(fā)布7項水利行業(yè)標準
- 收養(yǎng)孩子回訪報告范文
- 2025年高二物理學考重點知識點公式歸納總結(復習必背)
- 夢中的婚禮鋼琴簡譜曲譜
- 文化產品創(chuàng)意與策劃-終結性考核-國開(SC)-參考資料
- 《駱駝祥子》中“虎妞”形象分析6200字(論文)
- 《質量管理體系國家注冊審核員預備知識培訓教程》
- 2024年5月26日河南省事業(yè)單位聯考《公共基礎知識》試題
- 兒歌大全100首歌詞
- 《論語》導讀(復旦版)學習通超星期末考試答案章節(jié)答案2024年
- 糧油食材配送投標方案(大米食用油食材配送服務投標方案)(技術方案)
評論
0/150
提交評論