2021北京大学英语考试考前冲刺卷（9）.docx

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1、2021北京大学英语考试考前冲刺卷（9）本卷共分为1大题50小题，作答时间为180分钟，总分100分，60分及格。一、单项选择题（共50题，每题2分。每题的备选项中，只有一个最符合题意） 1.This is for people who are interested in adopting a low-fat lifestyle or for those who are already living a low-fat lifestyle. My husband and I (47) consume 2040 grams of fat each day. I (48) grams of fat

2、 rather than calculate the percentage of fat/calories because I find it much (49) and less complicated. Our daily fat percentage of calories (50) from 10% to 20%. Today we have lost a (51) amount of weight and we are very healthy and full of energy. Living a low-fat lifestyle is not (52) , it just t

3、akes a little organization and a commitment to change the way you eat as a lifestyle change, not as adieu. The problem with a diet is that when you think about (53) on a diet, you think of it as having a beginning and an end. The (54) is the problem. I have been on (55) diets in my lifetime and lost

4、 more weight than I care to think about, only to gain it all back in less time than it took to lose it! Making a (56) to living a low-fat lifestyle for the rest of your life is the key. WORD BANKA) end I) difficultB) presently J) goingC) significant K) countD) numerous L) symbolicE) easier M) commit

5、teeF) hops N) meansG) presumably O) runsH) commitment 2.It is generally accepted that the experiences of the child in his first years largely determine his character and later personality. Every experience teaches the child something and the effects are cumulative. Upbringing is normally used to ref

6、er to the treatment and training of the child within the home. This is closely related to the treatment and training of the child in schoo1, which is usually distinguished by the term education. In a society such as ours, both parents and teachers are responsible for the opportunities provided for t

7、he development of the child, so that upbringing and education are interdependent. The ideals and practices of child rearing vary from culture to culture. In general, the more rural the community, the more uniform are the customs of child upbringing. In more technologically developed societies, the p

8、eriod of childhood and adolescence(青春期) tends to be extended over a long time, resulting in more opportunity for education and greater variety in character development. Early upbringing in tile home is naturally affected both by the cultural pattern of the community and by the parents capabilities a

9、nd their aims and depends not only on upbringing and education but also on the innate abilities of the child. Wide differences of innate intelligence and temperament exist even in children of the same family. Intelligent parents, however, realize that the particular setting of each family is unique,

10、 and there can be no rigid(严格的) general rules. They use general information only as a guide in making decisions and solving problems. All parents have to solve the problems of freedom and discipline. The younger the child, the more readily the mother gives in to his demands to avoid disappointing hi

11、m. She knows that if his energies are not given an outlet, her child s continuing development may be warped. A child must be allowed to enjoy this messy but tactile stage of discovery before he is ready to go on to the less physical pleasures of toys and books. Similarly, throughout life, each stage

12、 depends on the satisfactory completion of the one before.As it is presented in the passage, rather than a smooth progression the development of the human character and personality is a series of_AactsBstagesCfunctionsDcompletions 3.Demands for stronger protection for wildlife in Britain sometimes h

13、ide the fact that similar needs are felt in the rest of Europe. Studies by the Council of Europe, of which 21 countries are members, have shown that 45 per cent of reptile(爬行的)species and 24 per cent of butterflies are in danger of dying out. European concern for wildlife was outlined by Dr. Peter B

14、aum, an expert in the environment and nature resources division of the council, When he spoke at a conference arranged by the administrators of a British national park. The park is one of the few areas in Europe to hold the council s diploma for nature reserves of the highest quality, and Dr. Baum h

15、ad come to present it to the park once again. He was afraid that public opinion was turning against national parks, and that those set up in the 1960s and 1970s could not be set up today. But Dr. Baum clearly remained a strong supporter of the view that natural environments needed to be allowed to s

16、urvive in peace in their own right. No area could be expected to survive both as a true nature reserve and as a tourist attraction, he went on. The shortsighted view that reserves had to serve immediate human demands fur out door recreation should be replaced by full acceptance of their importance a

17、s places to preserve nature for the future. We forget that they are the guarantee of life systems, on which any built-up area ultimately depends, Dr. Baum went on, We could manage without most industrial products, but we could not manage without nature. However, our natural environment areas, which

18、are the original parts of our countryside, have shrunk to become mere islands in a spoiled and highly polluted land mass.Dr. Baum, a representative of the Council, visited one particular British national park because _.Ahe was presenting the park with a diploma for its achievementsBhe was concerned

19、about how the park was being runCit was the only national park of its kind in EuropeDit was the only park which had ever received a diploma from the Council 4.ABSENTEEISM IN NURSING: A LONGITUDINAL STUDY Absence from work is a costly and disruptive problem for any organization. The cost of absenteei

20、sm in Australia has been put at 1.8 million hours per day or $1400 million annually. The study reported here was conducted in the Prince William Hospital in Brisbane. Australia, where, prior to this time few active steps had been taken to measure, understand or manage the occurrence of absenteeism.N

21、ursing Absenteeism A prevalent(普遍的) attitude amongst many nurses in the group selected for study was that there was no reward or recognition for not utilizing the paid sick leave entitlement allowed them in their employment conditions. Therefore. they believed they may as well take the days offsick

22、or otherwise. Similar attitudes have been noted by James(1989), who noted that sick leave is seen by many workers as a right, like annual holiday leave. Miller and Norton(1986), in their survey of 865 nursing personnel, found that 73 percent felt they should be rewarded for not taking sick leave, be

23、cause some employees always used their sick leave. Further. 67 per cent of nurses felt, that administration was not sympathetic to the problems shift work causes to employees personal and social lives. Only 53 per cent of the respondents felt that every effort was made to schedule staff fairly. In a

24、nother longitudinal study of nurses working in two Canadian hospitals, Hackett. Bycio and Gnion (1989) examined the reasons why nurses took absence from work. The frequent reason stated for absence was minor illness to self. Other causes, in decreasing order of frequency, were illness in family, fam

25、ily social function, work to do at home and bereavement.Method In an attempt to reduce the level of absenteeism amongst the 250 registered and enrolled nurses in the present study, the Prince William management introduced three different, yet potentially complementary, strategies over 18 months. Str

26、ategy 1: Non-financial (material) incentives Within the established wage and salary system it was not possible to use hospital funds to support this strategy. However, it was possible to secure incentives(刺激) from local businesses; including free passes to entertainment parks, theatres, restaurants,

27、 etc. At the end of each roster period, the ward with the lowest absence rate would win the prize. Strategy 2: Flexible fair rostering Where possible, staff were given the opportunity to determine their working schedule within the limits of clinical needs. Strategy 3: Individual absenteeism and coun

28、seling Each month, managers would analyze the pattern of absence of staff with excessive sick leave (greater than ten days per year for full-time employees). Characteristic patterns of potential voluntary absenteeism such as absence before and after days off, excessive weekend and night duty absence

29、 and multiple single days off were communicated to all ward(病房) nurses and then, as necessary, followed up by action.Results Absence rates for the six months prior to the incentive scheme ranged from 3.69 per cent to 4. 32 per cent. In the following six months they ranged between 2.87 per cent and 3

30、.96 per cent. This represents a 20 per cent improvement. However, analyzing the absence rates on a year-to-year basis, the overall absence rate was 3.60 per cent in the first year and 3.43 per cent in the following year. This represents a 5 per cent decrease from the first to the second year of the

31、study. A significant decrease in absence over the two-year period could not be demonstrated.Discussion The non-financial incentive scheme did appear to assist in controlling absenteeism in the short term. As the scheme progressed it became harder to secure prizes and this contributed to the programs

32、 losing momentum and finally ceasing. There were mixed results across wards as well. For example, in wards with staff members who had long-term genuine illness, there was little chance of winning, and to some extent the staff on those wards were disempowered. Our experience would suggest that the lo

33、ng-term effects of incentive awards on absenteeism are questionable. Over the time of the study, staff were given a larger degree of control in their rosters. This led to significant improvements in communication between managers and staff. A similar effect was found from the implementation of the t

34、hird strategy. Many of the nurses had not realized the impact their behavior was having on the organization and their colleagues but there were also staff members who felt that talking to them about their absenteeism was picking on them and this usually had a negative effect on management-employee r

35、elationships.Conclusion Although there has been some decrease in absence rates, no single strategy or combination of strategies has had a significant impact on absenteeism per se (本身). Notwithstanding the disappointing results, it is our contention(论点) that the strategies were not in vain. A shared

36、owner ship of abAYBNCNG 5.ABSENTEEISM IN NURSING: A LONGITUDINAL STUDY Absence from work is a costly and disruptive problem for any organization. The cost of absenteeism in Australia has been put at 1.8 million hours per day or $1400 million annually. The study reported here was conducted in the Pri

37、nce William Hospital in Brisbane. Australia, where, prior to this time few active steps had been taken to measure, understand or manage the occurrence of absenteeism.Nursing Absenteeism A prevalent(普遍的) attitude amongst many nurses in the group selected for study was that there was no reward or reco

38、gnition for not utilizing the paid sick leave entitlement allowed them in their employment conditions. Therefore. they believed they may as well take the days offsick or otherwise. Similar attitudes have been noted by James(1989), who noted that sick leave is seen by many workers as a right, like an

39、nual holiday leave. Miller and Norton(1986), in their survey of 865 nursing personnel, found that 73 percent felt they should be rewarded for not taking sick leave, because some employees always used their sick leave. Further. 67 per cent of nurses felt, that administration was not sympathetic to th

40、e problems shift work causes to employees personal and social lives. Only 53 per cent of the respondents felt that every effort was made to schedule staff fairly. In another longitudinal study of nurses working in two Canadian hospitals, Hackett. Bycio and Gnion (1989) examined the reasons why nurse

41、s took absence from work. The frequent reason stated for absence was minor illness to self. Other causes, in decreasing order of frequency, were illness in family, family social function, work to do at home and bereavement.Method In an attempt to reduce the level of absenteeism amongst the 250 regis

42、tered and enrolled nurses in the present study, the Prince William management introduced three different, yet potentially complementary, strategies over 18 months. Strategy 1: Non-financial (material) incentives Within the established wage and salary system it was not possible to use hospital funds

43、to support this strategy. However, it was possible to secure incentives(刺激) from local businesses; including free passes to entertainment parks, theatres, restaurants, etc. At the end of each roster period, the ward with the lowest absence rate would win the prize. Strategy 2: Flexible fair rosterin

44、g Where possible, staff were given the opportunity to determine their working schedule within the limits of clinical needs. Strategy 3: Individual absenteeism and counseling Each month, managers would analyze the pattern of absence of staff with excessive sick leave (greater than ten days per year f

45、or full-time employees). Characteristic patterns of potential voluntary absenteeism such as absence before and after days off, excessive weekend and night duty absence and multiple single days off were communicated to all ward(病房) nurses and then, as necessary, followed up by action.Results Absence

46、rates for the six months prior to the incentive scheme ranged from 3.69 per cent to 4. 32 per cent. In the following six months they ranged between 2.87 per cent and 3.96 per cent. This represents a 20 per cent improvement. However, analyzing the absence rates on a year-to-year basis, the overall ab

47、sence rate was 3.60 per cent in the first year and 3.43 per cent in the following year. This represents a 5 per cent decrease from the first to the second year of the study. A significant decrease in absence over the two-year period could not be demonstrated.Discussion The non-financial incentive sc

48、heme did appear to assist in controlling absenteeism in the short term. As the scheme progressed it became harder to secure prizes and this contributed to the programs losing momentum and finally ceasing. There were mixed results across wards as well. For example, in wards with staff members who had long-term genuine illness, there was little chance of winning, and to some extent the staff on those wards were disempowered. Our experience would suggest that the long-term effects of incentive awards on absenteeism are questionable. Over the time of the