2021江西GRE考试考前冲刺卷（2）.docx

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1、2021江西GRE考试考前冲刺卷（2）本卷共分为2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25题，每题2分。每题的备选项中，只有一个最符合题意） 1.BNarrator/B Listen to a part of a discussion in a business class. The professor is discussing what was taught in the last class. According to the female students, when are air fares the lowestAWhen they in

2、clude weekend travel.BWhen they are booked well in advance.CWhen they are non-refundable.DWhen they are for business travel only. 2.BSet 2/B BJob Satisfaction and Personnel Mobility/B Europe, and indeed all the major industrialized nations, is currently going through a recession. This obviously has

3、serious implications for companies and personnel who find themselves victims of the downturn. As Britain apparently eases out of recession, there are also potentially equally serious implications for the companies who survive, associated with the employment and recruitment market in general. During

4、a recession, voluntary staff turnover is bound to fall sharply. Staff who have been with a company for some years will clearly not want to risk losing their accumulated redundancy fights. Furthermore, they will be unwelling to go to a new organization where they may well be joining on a last in, fir

5、st out basis. Consequently, even if there is little or no job satisfaction in their current post, they are most likely to remain where they are, quietly sitting it out and waiting for things to improve. In Britain, this situation has been aggravated by the length and nature of the recession-as may a

6、lso prove to be the case in the rest of Europe and beyond. In the past, companies used to take on staff at the lower levels and reward loyal employees with internal promotions. This opportunity for a lifetime career with one company is no longer available, owing to downsizing of companies, structura

7、l reorganizations and redundancy programmes, all of which have affected middle management as much asthe lower levels. This reducetion in the layers of management has led to flatter hierarchies, which, in turn, has reduced promotion prospects within most companies. Whereas ambitious personnel had bec

8、ome used to regular promotion, they now find their progress is blocked. This situation is compounded by yet another factor. When staff at any level are taken on, it is usually from outside and promotion is increasingly through career moves between companies. Recession has created a new breed of brig

9、ht young graduates, much more self-interested and cynical than in the past. They tend to be more wary, sceptical of what is on offer and consequently much tougher negotiators. Those who joined companies directly from education feel the effects most strongly and now feel uncertain and insecure in mid

10、-life. In many cases, this has resulted in staff dissatisfaction. Moreover, management itself has contributed to this general ill-feeling and frustration. The caring image of the recent past has gone and the fear of redundancy is often used as the prime motivator. As a result of all these factors, w

11、hen the recession eases and people find more confidence, there will be an explosion of employees seeking new opportunities to escape their current jobs. This will be led by younger, less-experienced employees and the hard-headed young graduates. Headhunters confirm that older staff are still cautiou

12、s, having seen so many good companies go to the wall, and are reluctant to jeopardize their redundancy entitlements. Past experience, however, suggests that, once triggered, the expansion in recruitment will be very rapid. The problem which faces many organizations is one of strategic planning; of n

13、ot knowing who will leave and who will stay. Often it is the best personnel who move on whilst the worst cling to the little security they have. Whilst this expansion in the recruitment market is likely to happen soon in Britain, most employers are simply not prepared. With the loss of middle manage

14、ment, in a static marketplace, personnel management and recruitment are often conducted by junior personnel. They have only known recession and lack the experience to plan ahead and to implement strategies for growth. This is tree of many other functions, leaving companyies without the skills, abili

15、ty or vision to structure themselves for long-term growth. Without this ability to recruit competitively for strategic planning, and given the speed at which these changes are likely to occur, a real crisis seems imminent.The challenges that companies have to face include all of the following EXCEPT

16、 Athe building of strategic personnel planning for future growth.Bthe best personnel will move leaving the worst stay.Cthe ignorance about who will leave and who will stay.Dthe difficulty to recruit experienced employees. 3.BSet 4/B BLichens/B To be certain, a lichen is not the most conspicuous of p

17、lants. Lichens grow in unassuming fashion on rocks, logs and other exposed surfaces in a wide range of habitats around the world. To the untrained eye they look like little more than crusty patches that, at first glance, might easily be mistaken for a discoloration of the surface. Even if the averag

18、e person should happen to notice the lichens presence and correctly identify it as some form of life, he is unlikely to go much further in contemplating it. Though almost totally ignored by the layperson, for the botanist, lichens are one of the most fascinating of all plants, and one of the most in

19、tensely studied. They are the subject of so much scientific scrutiny primarily because a lichen is not just one plant. It is, in fact, a composite organism made up of fungus and algae living together in a close association that is, presumably, beneficial to both. When these two very different plants

20、 combine, the result is a unique and very long-lived composite organism that appears, at least on a macroscopic scale, to be a unitary plant. It is an organism that bears no resemblance to either of its constituents when they are observed individually. The separate fungal and alga) elements can be r

21、ecognized only when the body of the plant, called a thallus because there are no stems or roots, is sectioned and examined under a microscope. When viewed this way, the fungus component dominates the picture, as it accounts for nine tenths of the total body mass of the lichen. But, entrapped within

22、it, clearly visible as dark spots, are the algae cells. Essentially, nothing is known of how an amorphous mass of fungi and algae come together to form a highly differentiated, structurally stable body. Despite all the scientific scrutiny lichens have received, it is still not entirely certain what

23、each member gains from the association. Some researchers have speculated that the fungi join in the relationship because they are able to consume the algae cells as they die and therefore are guaranteed a food supply. It is well-known that the chlorophyll-containing algae cells produce food by means

24、 of photosynthesis. There may be some mechanism, still unknown to us, through which this energy source is utilized by the fungus. Fungus possesses no chlorophyll of its own. How or even whether the algae benefit from this association is still less certain, though we can easily imagine that they gain

25、 mechanical protection from the elements by being tightly enveloped in the structural fibers of the fungus body. They should also benefit from retention of water between the fibers. The hardiness of lichens has made them what botanists term pioneer plants. This refers to their ability to colonize ha

26、bitats where other plants do not exist. They are common on barren rocky surfaces, where the lack of soil precludes the establishment of most other kinds of plant life. They can even be found in places as hostile and extreme as the interior of the Antarctic continent. Although they are most often ass

27、ociated with far northern or southern environments, they have been found living in sun baked desert soils that are otherwise devoid of life. The most highly specialized lichens are the endolithic species of the Antarctic, which as the name indicates, live inside rocks, forming more or less continuou

28、s tissue structures between the rock crystals. As remarkable in their robustness as lichens are, there is one kind of an environment which they are generally unable to tolerate. Habitats that are heavily affected by pollution axe noticeably devoid of lichens. These organisms are especially susceptib

29、le to sulfur dioxide poisoning and they absorb and accumulate other toxins as well; both air and waterborne. This heightened sensitivity arises from the fact that lichens have no means of ridding their tissues of these substances. It is thought that the pollutants accumulate and destroy the chloroph

30、yll in the algae cells, thus disrupting the relationship with the fungus. This particular characteristic makes lichens an especially good indicator of environmental health. Surveys currently indicate that lichens are completely absent from urban centers with populations of 100,000 or more.Which of t

31、he following if proven true would do most to clarify how fungus benefits from its association with algae ASulfur dioxide prevents the fungus from absorbing the products of photo- synthesis.BSulfur dioxide tolerant species of lichen exist.CSulfur dioxide destroys the structure of the thallus.DSulfur

32、dioxide kills only the algae part of the lichen. 4.BSet 3/B BOrganic Architecture/B One of the most striking personalities in the development of early-twentieth century architecture was Frank Lloyd Wright (1867- 1959). Wright attended the University of Wisconsin in Madison before moving to Chicago,

33、where he eventually joined the firm headed by Louis Sullivan. Wright set out to create architecture of democracy. Early influences were the volumetric shapes in a set of educational blocks the German educator Friedrich Froebel designed, the organic unity of a Japanese building Wright saw at the Colu

34、mbian Exposition in Chicago in 1893, and a Jeffersonian belief in individualism and populism. Always a believer in architecture as natural and organic, Wright saw it as serving free individuals who have the right to move within a free space, envisioned as a nonsymmetrical design interacting spatiall

35、y with its natural surroundings. He sought to develop an organic unity of planning, structure, materials, and site. Wright identified the principle of continuity as fundamental to understanding his view of organic unity: Classic architecture was all fixations. Now why not let walls, ceilings, floors

36、 become seen as component parts of each other This ideal, profound in its architectural implications I called continuity. Wright manifested his vigorous originality early, and by 1900 he had arrived at a style and entirely started his own. In his work during the first decade of the twentieth century

37、, his cross-axial plan and his fabric of continuous roof planes and screens defined a new domestic architecture. Wright fully expressed these elements and concepts in Robie House, built between 1907 and 1909. Like other buildings in the Chicago area he designed at about the same time, this was calle

38、d a prairie house. Wright conceived the long, sweeping ground-hugging lines, unconfined by abrupt wall limits, as reaching out toward and capturing the expansiveness of the place great flatlands. Starting abandoning all symmetry, the architect eliminated a facade, extended the roofs far beyond the w

39、alls, and all but concealed the entrance. Wright filled the wandering plan of the Robie House with intricately joined spaces (some large and open, others closed), grouped freely around a great central fireplace. (He believed strongly in the hearths age-old domestic significance.) Wright designed enc

40、losed patios, overhanging roofs, and strip windows to provide unexpected light sources and glimpses of the outdoors as people move through the interior space. These elements, together with the open ground plan, create a sense of space-inmotion inside and out. He set masses and voids in equilibrium;

41、the flow of interior space determined the exterior wall placement. The exteriors sharp angular planes meet at apparently odd angles, matching the complex play of interior solids, which function not as inert containing surfaces but as elements equivalent in role to the designs spaces. The Robie House

42、 is a good example of Wrights naturalism, his adjusting of a building to its site. However, in this particular case, the confines of the city lot constrained the building-to-site relationship more than did the sites of some of Wrights more expansive suburban and country homes. The Kaufmann House, ni

43、cknameed Falling water and designed as a weekend retreat at Bear Run near Pittsburgh is a start prime example of the latter. Perched on a rocky hillside over a small waterfall, this structure extends the Robie Houses blocky masses in all four directions. The contrast in textures between concrete, pa

44、inted metal, and natural stones in its walls enliven its shapes, as does Wrights use of full-length strip windows to create a stunning interweaving of interior and exterior space. The implied message of Wrights new architecture was space, not massa space designed to fit the patrons life and enclosed

45、 and divided as required. Wright took special pains to meet his clients requirements, often designing all the accessories of a house. In the late 1930s, he acted on a cherished dream to provide good architectural design for less prosperous people by adapting the ideas of his prairie house to plans f

46、or smaller, less expensive dwellings. The publication of Wrights plans brought him a measure of fame in Europe, especially in Holland and Germany. The issuance in Berlin in 1910 of a portfolio of his work and an exhibition of his designs the following year stimulated younger architects to adopt AFal

47、lingwater was an earlier example of naturalism than Robie House.BFallingwater was much smaller than Robie House.CFallingwater was better suited to the site with views through huge windows.DFallingwater was built with an open floor plan, unlike Robie House. 5.BSet 5/B BThe Science of Anthropology/B T

48、hrough various methods of research, anthropologists try to fit together the pieces of the human puzzle-to discover how humanity was first achieved, what made it branch out in different directions, and why separate societies behave similarly in some ways, but quite differently in other ways, Anthropology, which emerged as an independent science in the late eighteenth century, has two main divisions: Physical Anthropology and Cultural Anthropology.