2021年江苏公共英语考试考前冲刺卷（7）.docx

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1、2021年江苏公共英语考试考前冲刺卷（7）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.BPassage 2/B If sustainable competitive advantage depends on work force skills, American firms have a problem. Human resource management is not traditionally seen as central to the competitive survival o

2、f the firm in the United States. Skill acquisition is considered as an individual responsibility. Labor is simply another factor of production to be hiredrented at the lowest possible costmuch as one buys raw materials or equipment. The lack of importance attached to human resource management can be

3、 seen in the corporation hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human resource managements is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major stra

4、tegic 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 centralusually the second most important executive, after the CEO, in the firms hierarchy. While American firms often talk about the vast amounts spent

5、 on training their work forces, in fact they invest less in the skill of their employees than the Japanese or German firms do. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also mu

6、ch more narrowly focused on the specific skills necessary to do the next job rather than 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 lear

7、n 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 Stated. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates c

8、osts 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 top half. If the bottom half cant effectively staff the processes th

9、at have to be operated, the management and professional jobs that go with these processes will disappear.What is the position of the head of human resource management in an American firm AHe is one of the most important executives in the firm.BHis post is likely to disappear when new technologies ar

10、e introduced.CHe is directly under the chief financial executive.DHe has no authority in making important decisions in the firm. 2.Since the September 11 attack, US President George W. Bush has (21) himself as a superpower leader of hard resolve, tolerating no (22) to his goals-until he came up agai

11、nst Israel. (23) the past week he has faced a dramatic (24) to his international authority from the Jewish state. Israel is the chief US ally in the Middle East and (25) of the largest chunk of US foreign aid. Stung by (26) Israeli defiance, Bush on Monday urged Israeli Prime Minister Ariel Sharon p

12、ublicly, (27) the third time, to withdraw his forces without delay (28) Palestinian areas. A bloody offensive has been (29) there for 11 days. He sent envoy Anthony Zinni to deliver the message personally as Secretary of State Colin Powell (30) a new US initiative to 0chieve an Israeli-Palestinian c

13、ease-fire. Israel Radio reported later on Monday that the army began pulling out of two West Bank cities within hours. (31) there was no (32) that a full withdrawal might follow. Some analysts (33) the standoff as an unprecedented and (34) damaging (35) between the United States and Israel, which an

14、nually receives US $3 billion in US aid. The US administration has sent enough (36) messages to suggest Bush may not be (37) rigid as his words appear. Until recently, Bush, conducting his war on terrorism around the world, had given. Sharon a (38) free hand to go after Palestinian militants followi

15、ng a wave of suicide bombings that killed scores of Israelis. Powells peace mission began in Morocco and will land him in Israel on Friday. Analysts say this will give Sharon time to finish his crackdown. Analysts said Bush could be sincere in wanting Israel to withdraw but was trying to have it bot

16、h wayscontinuing to give Israel some flexibility while (39) US credibility with Arabs by talking tough to Sharon. Powells mission got off to a frosty start on Monday, (40) , when Moroccos King Mohammed asked him why be had not headed first to Jerusalem.A distance BI consistence C resistance D instan

17、ce 3.BPassage 3/B Publicity offers several benefits. There are no costs for message time or space. An ad in prime time television may cost $250,000 to $500,000 or more per minute, whereas a five-minute report on a network newscast would not cost anything. However, there are costs for news releases,

18、a publicity department, and other items. As with advertising, publicity reaches a mass audience. Within a short time, new products or company policies are widely known. Credibility about messages is high, because they are reported in independent media. A newspaper review of a movie has more believab

19、ility than an ad in the same paper, because the reader associates independence with objectivity. Similarly, people are more likely to pay attention to news reports than ads. Readers spend time reading the stories, but they flip through the ads. Furthermore, there may be 10 commercials during a half

20、hour television program or hundreds of ads in a magazine, Feature stories are much fewer in number and stand out clearly. Publicity also has some significant limitations. A firm has little control over messages, their timing, their placement, or their coverage by a given medium. It may issue detaile

21、d news releases and find only portions cited by the media; and media have the ability to be much more critical than a company would like. For example, in 1982, Procter & Gamble faced a substantial publicity problem over the meaning of its 123 year old company logo. A few ministers and other private

22、citizens believed that the symbol was sacrilegious. These beliefs were covered extensively by the media and resulted in the firm receiving 15,000 phone calls about the rumor in June alone. To combat this negative publicity, the firm sued news releases featuring prominent clergy that refuted the rumo

23、rs, and threatened to sue those people spreading the stories, and had a spokesperson appear on Good Morning America. The media cooperated with the company and the false rumors were temporarily put to rest. However, in 1985, negative publicity became so disruptive that Procter & Gamble decided to rem

24、ove the logo from its products. A firm may want publicity during certain periods, such as when a new product is introduced or new store opened, but the media may not cover the introduction or opening until after the time it would aid the firm. Similarly, the media determine the placement of a story;

25、 ii may follow a report on crime or sports. Finally, the media ascertain whether to cover a story at all and the amount of coverage to be devoted to it. A company sponsored job program might go unreported or receive three-sentence coverage in a local newspaper.According to the author, the reason for

26、 most people to attach more credibility to news reports than to ads is Athe former reach a larger audience than the latter doBthe former are more objectiveCthe former appear in independent mediaDthe latter are much more in number and stand out clearly 4.BPassage 4/B Hotels were among the earliest fa

27、cilities that bound the United States together. They were. both creatures and creators of communities, as well as symptoms of the frenetic quest for community. Even in the first part of the nineteenth century, Americans were private, business and pleasure purposed. Conventions were the new occasions

28、, and hotels were distinctively American facilities making conventions possible. The first national convention of a major party to choose a candidate for President (that of the National Republican party, which met on December 12, 1831, and nominated Henry Clay for President) was held in Baltimore, a

29、t a hotel that was then reputed to be the best in the country. The presence of Barnums City Hotel in Baltimore, a six-story building with two hundred apartments helps explain why many other early national political Conventions were held there. In the longer run, too. American hotels made other natio

30、nal conventions not only possible but pleasant and convivial. The growing custom of regularly assembling from afar the representatives of all kinds of groupsnot only for political conventions, but also for commercial, professional, learned, and. vocational onesin turn supported the multiplying hotel

31、s. By mid-twentieth century, conventions accounted for over third of the yearly room occupancy of all hotels in the nation, about eighteen thousand different conventions were held annually with a total attendance of about ten million persons. Nineteenth-century American hotelkeepers, who were no lon

32、ger the genial, deferential hosts of the eighteenth-century European inn, became leading citizens. Holding a large stake in the community, they exercised power to make it prosper. As owners or managers of the local palace of the public, they were makers and shapers of a principal community attractio

33、n. Travelers from abroad were mildly shocked by this high social position.The word it in paragraph 3 refers to _ AEuropean innBhostCcommunityDpublic 5.I Questions 18-20 are based on the following monologue introducing log structure. You now have 20 seconds to read Questions 18-20./IWhy did the early

34、 settlers use log for building homesAThey liked the look of log homes.BThey had easy access to logs.CThey were unfamiliar with other building materials,DThey wanted to break away from European traditions. 6.Passage 2 If sustainable competitive advantage depends on work force skills, American firms h

35、ave a problem. Human resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered as an individual responsibility. Labor is simply another factor of production to be hiredrented at the lowest possible costmuch

36、as one buys raw materials or equipment. The lack of importance attached to human resource management can be seen in the corporation hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human resource managements is usually a specialized j

37、ob, 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 centralusually the second most important exe

38、cutive, after the CEO, in the firms hierarchy. While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skill of their employees than the Japanese or German firms do. The money they do invest is also more highly concentrated on profe

39、ssional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies. As a result, problems e

40、merge 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 Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United Stated. More time is

41、 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 can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of

42、the population affect the wages of the top half. If the bottom half cant effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.The money most American firms spend in training mainly goes to _. A workers who can oper

43、ate new equipment BI technological and managerial staff C workers who lack basic background skills D top executives 7.BPassage 4/B Hotels were among the earliest facilities that bound the United States together. They were. both creatures and creators of communities, as well as symptoms of the frenet

44、ic quest for community. Even in the first part of the nineteenth century, Americans were private, business and pleasure purposed. Conventions were the new occasions, and hotels were distinctively American facilities making conventions possible. The first national convention of a major party to choos

45、e a candidate for President (that of the National Republican party, which met on December 12, 1831, and nominated Henry Clay for President) was held in Baltimore, at a hotel that was then reputed to be the best in the country. The presence of Barnums City Hotel in Baltimore, a six-story building wit

46、h two hundred apartments helps explain why many other early national political Conventions were held there. In the longer run, too. American hotels made other national conventions not only possible but pleasant and convivial. The growing custom of regularly assembling from afar the representatives o

47、f all kinds of groupsnot only for political conventions, but also for commercial, professional, learned, and. vocational onesin turn supported the multiplying hotels. By mid-twentieth century, conventions accounted for over third of the yearly room occupancy of all hotels in the nation, about eighte

48、en thousand different conventions were held annually with a total attendance of about ten million persons. Nineteenth-century American hotelkeepers, who were no longer the genial, deferential hosts of the eighteenth-century European inn, became leading citizens. Holding a large stake in the community, they exercised power to make it prosper. As owners or managers of the local palace of the public, they were makers and shapers of a principal community attraction. Travelers from abroad were mildly shocked by this