2021宁夏考研英语考试考前冲刺卷（5）.docx

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1、2021宁夏考研英语考试考前冲刺卷（5）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.Section Reading Comprehension Part A Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. Text 1 People in busines

2、s can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow tr

3、ends in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the

4、availability of skilled workers in the region. The public’s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which lea

5、ders must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology. Even at the community level, foresight is critical: school offic

6、ials, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, esp

7、ecially in the military, when the post-World War atomic age made it critical to think about the unthinkable and prepare for it. Pioneering futurists at the: RAND Corporation (the first think tank) began seriously considering what new technologies might emerge in the future and how these might affect

8、 US security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking

9、 systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems). Using these techniques and many others, futurists now can te

10、ll us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world’s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet.Which of

11、the following may be regarded as potential crises（）AAn alarming rise in local housing prices.BThe availability of skilled workers in the region.CThe lack of skilled workers in the region.DThe public's changing values and priorities.2.Text 2 If sustainable competitive advantage depends on workfor

12、ce skills, American firms have a problem. Human resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquistion is considered an individual responsibility. Labour is simply another factor of production to be rented at the lowest

13、 possible cost much as one buys raw materials or equipment. The lack of importance attached to human resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usuall

14、y a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central, usually the second

15、 most important, after the CEO, in the firm’s hierarchy. While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also much more nar

16、rowly focused on the basic background skills that make it possible to absorb new technologies. As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in German

17、y (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment

18、can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half can’t effectively staff the processes that have to be operated, the management and professional jobs that go

19、 with these processes will disappear.Which of the following can best describe the management of human resources in American companies（）AHuman-resource management is not considered principal to the survival of American companies.BHuman-resource management is next to financial management.CGaining of s

20、kills is seen as the firms responsibility.DHuman-resource manager only hired skilled workers.3.Section Reading Comprehension Part A Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. Text 1 People in business

21、 can use foresight to identify new products and services, as well as markets for those products and services. An increase in minority populations in a neighborhood would prompt a grocer with foresight to stock more foods linked to ethnic tastes. An art museum director with foresight might follow tre

22、nds in computer graphics to make exhibits more appealing to younger visitors. Foresight may reveal potential threats that we can prepare to deal with before they become crises. For instance, a corporate manager with foresight might see an alarming rise in local housing prices that could affect the a

23、vailability of skilled workers in the region. The public’s changing values and priorities, as well as emerging technologies, demographic shifts, economic constraints (or opportunities), and environmental and resource concerns are all parts of the increasingly complex world system in which lead

24、ers must lead. People in government also need foresight to keep systems running smoothly, to plan budgets, and to prevent wars. Government leaders today must deal with a host of new problems emerging from rapid advances in technology. Even at the community level, foresight is critical: school offici

25、als, for example, need foresight to assess numbers of students to accommodate, numbers of teachers to hire, new educational technologies to deploy, and new skills for students (and their teachers) to develop. Many of the best-known techniques for foresight were developed by government planners, espe

26、cially in the military, when the post-World War atomic age made it critical to think about the unthinkable and prepare for it. Pioneering futurists at the: RAND Corporation (the first think tank) began seriously considering what new technologies might emerge in the future and how these might affect

27、US security. These pioneering futurists at RAND, along with others elsewhere, refined a variety of new ways for thinking about the future. The futurists recognized that the future world is continuous with the present world, so we can learn a great deal about what may happen in the future by looking

28、systematically at what is happening now. The key thing to watch is not events (sudden developments or one-day occurrences) but trends (long-term ongoing shifts in such things as population, land use, technology, and governmental systems). Using these techniques and many others, futurists now can tel

29、l us many things that may happen in the future. Some are nearly certain to happen, such as the continuing expansion in the world’s population. Other events are viewed as far less likely, but could be extremely important if they do occur, such as an asteroid colliding with the planet.Correctly

30、exercising foresight is shown in the case of（）Anew products and services.Ban increase in minority populations.Cstocking more foods with ethnic tastes.Dthe art museum director.4.Text 3 Eating better and more adventurously is becoming an obsession, especially among people with money to spend. Healthie

31、r eating and not-so healthy eating-as well as the number and variety of food choices and venues continue to increase at an ever-quick-ening pace. Globalization is the master trend that will drive the world of food in the years a head. Consumers traveling the globe, both virtually and in reality, wil

32、l be able to sweep up ingredients, packaged foods, recipes, and cooking techniques from every corner of the earth at an ever-intensifying and accelerating pace. Formerly remote ingredients and cooking styles are creating a whole new culinary mosaic as they are transplanted and reinterpreted all over

33、 the world. Many factors are behind this, but none more so than the influence of the great international hotel chains. Virtually every chef who has worked for Hilton, Westin, Peninsula, or any other major chain gathers global experience in locales as diverse as Singapore, New Orleans, Toronto, and D

34、ubai. At each stop, they carry away cooking ideas and techniques they can and do use elsewhere. This trend will gain even greater momentum as ambitious young adults stake their own futures on internationalization, treating broader food savvy as an important aspect of their own advancement. Young peo

35、ple will need knowledge of food and ingredients from different continents and cultures as one aspect of socialization, enculturation, cultural exchange, and success. In country after country, there seems little doubt that global cuisine will make its biggest inroads among the younger set. Many in th

36、e generations now coming of age will treat world-ranging food knowledge and experience as key elements in furthering their personal plans, business acumen, and individual growth. The Internet has made global contacts a matter of routine. Computer networking will permit chefs and others in the food i

37、ndustry, including consumers, to link directly with the best available authorities in faraway nations, supplementing or bypassing secondhand sources of information altogether. Time, with all its implications, will also be a factor in emerging world food trends. More and more of us are destined to op

38、erate on global time-that is, at full tilt 24 hours a day. This will become the norm for companies with resources scattered all over the planet. Beyond the 24 hour supermarkets many of us already take for granted, there will also be three-shift shopping centers open at any hour. Restaurants in the g

39、reat business capitals intent on cultivating an international clientele will serve midnight breakfasts or break-of-dawn dinners (with the appropriate wines) without raising a single eyebrow.From the first two paragraphs we can learn that the trend of food obsession is（）Aadventurous.Bmore and more po

40、pular in the world.Ca global phenomenon.Dsweeping up every corner of the earth.5.Text 2 If sustainable competitive advantage depends on workforce skills, American firms have a problem. Human resource management is not traditionally seen as central to the competitive survival of the firm in the Unite

41、d States. Skill acquistion is considered an individual responsibility. Labour is simply another factor of production to be rented at the lowest possible cost much as one buys raw materials or equipment. The lack of importance attached to human resource management can be seen in the corporate hierarc

42、hy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance

43、 to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central, usually the second most important, after the CEO, in the firm’s hierarchy. While American firms often talk about the vast amounts spent on training their work forces, in

44、 fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also much more narrowly focused on the basic background skills that make it possible to absorb new technologies. As a result, problems emerge when new breakthrough technologie

45、s arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and ru

46、nning at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the

47、top half. If the bottom half can’t effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.Whats the main idea of the text（）AAmerican firms are putting less emphasis on human-resource management.BExtensive retra

48、ining is vital to effective human-resource management.CThe head of human-resource management shouldn't be in the central position in a firm's hierarchy.DThe human-resource management strategies of American firms will affect their competitive capacity.6.Text 3 Eating better and more adventuro

49、usly is becoming an obsession, especially among people with money to spend. Healthier eating and not-so healthy eating-as well as the number and variety of food choices and venues continue to increase at an ever-quick-ening pace. Globalization is the master trend that will drive the world of food in the years a head. Consumers traveling the globe, both virtually and in reality, will be able to sweep up ingredients, packaged foods, recipes, and cooking techniques from every