2022山西GRE考试模拟卷.docx

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1、2022山西GRE考试模拟卷本卷共分为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.BSet 5/B BThe Science of Anthropology/B Through 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 o

2、ut 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. Physical Anthropol

3、ogy focuses on human evolution and variation and uses methods of physiology, genetics, and ecology. Cultural anthropology focuses on culture and includes Archaeology, social anthropology, and linguistics. Physical anthropologists are most concerned with human biology. Physical anthropologists are de

4、tectives whose mission is to solve the mystery of how humans came to be human. They ask questions about the events that led a tree-dwelling population of animals to evolve into two-legged beings with power to learn-a power that we call intelligence. Physical anthropologists study the fossils and org

5、anic remains of once-living primates. They also study the connections between humans and other primates that are still living. Monkeys, apes, and humans have more in common with one another physically than they do with other kinds of animals, In the lab anthropologists use the methods, of physiology

6、 and genetics to investigate the composition of blood chemistry for clues to the relationship of humans to various primates. Some study the animals in the wild to find out what behaviors they share with humans. Others speculate about how the behavior of nonhuman primates might have shaped human bodi

7、ly needs and habits. A well-known family of physical anthropologists, the Leakeys, conducted research in East Africa indicating that human evolution centered there rather than Asia. In 1931.Louis Leakey and his wife Mary Leakey began excavating at Olduvai Gorge in Tanzania. where over the next forty

8、 years they discovered stone tools and hominid evidence that pushed back the dates for early humans to over 375 million years ago. Their son, Richard Leakey, discovered yet other types of hominid skulls in Kenya, which he wrote about in Origins (1979) and Origins Reconsidered (1992), Like physical a

9、nthropologists, cultural anthropologists study clues about human life in the distant past; however, cultural anthropologists also look at the similarities and differences among human communities today. Some cultural anthropologists work in the field, living and working among people in societies that

10、 differ from their own. Anthropologists doing fieldwork often produce all ethnography, a written description of the daily activities of men, women, and children that tells the story of the societys community life as a whole. Some cultural anthropologists do not work in the field but rather at resear

11、ch universities and Museums doing the comparative and interpretive part of the job. These anthropologists, called ethnologists, sift through the ethnographies written by field anthropologists and try to discover crossculmtural patterns in marriage, child rearing, religious beliefs and practices, war

12、fare-any subject that constitutes the human experience. They often use their findings to argue for or against particular hypotheses about people worldwide. A cultural anthropologist who achieved worldwide fame was Margaret Mead. In 1923, Mead went to Samoa to pursue her first fieldwork assignment-a

13、study that resulted in her widely read book Coming of Ages in Samoa (1928). Mead published ten major works during her long career, moving from studies of child rearing in the Pacific to the cultural and biological bases of gender, the nature of cultural change, the structure and functioning of compl

14、ex societies, and race relations. Mead remained a pioneer in her willingness to tackle subjects of major intellectual consequence, to develop new technologies for research, and to think of new ways that anthropology could serve society. Glossary:primates: the order of mammals that includes apes and

15、humanshominid: the family of primates of which humans are the only living speciesThe word speculate in paragraph 2 is closest in meaning toAworry.Bforget.Cdisagree.Dthink. 2.BNarrator/B Listen to a part of a lecture from the Sports Studies department. What do sports psychologists want to discoverATh

16、e common characteristics of different types of athletes.BWhat kinds of training programs are the most successful.CHow to make people win the sports competition.DThe mental factors contributing to top athletes winning. 3.BNarrator/B Listen to a part of a conversation in library. What does the woman m

17、ean when says thisAThe student has finished his registration.BThe student cannot borrow films until next week.CThe student must return vides in a week.DThe student must come back to pick up his card next week. 4.BNarrator/B Listen to a part of a lecture in a business class. What does the professor s

18、ay about the length of handshakingAIt doesnt matter how long it will be.BOne should not release the others hand too quickly.CThe longer the handshake is, the better impression you will leave.DIt should be dependent on the relationship between the hand shakers. 5.BListening Comprehension Section Dire

19、ctions/B This section measures your ability to understand conversations and lectures in English. You will hear each conversation or lecture only one time. After each conversation or lecture, you will answer some questions about it. The questions typically ask about the main idea and supporting detai

20、ls. Some questions ask about a speakers purpose or attitude. Answer the questions based on what is stated or implied by the speakers. You may take notes while you listen. You may use your notes to help you answer the questions. Your notes will not be scored. If you need to change the volume while yo

21、u listen, click on the BVolume/B icon at the top of the screen. In some questions, you will see this icon:. This means that you will hear, but not see part of the question. Some of the questions have special directions. These directions appear in a gray box on the screen. Most questions are worth on

22、e point. If a question is worth more than one point, it will have special directions that indicate how many points you can receive. You must answer each question. After you answer, click on BNext/B. Then click on BOK/B to confirm your answer and go on to the next question. After you click on BOK/B,

23、you cannot return to previous questions. You will have 20 minutes to answer the questions in this section. A clock at the top of the screen will show you how much time is remaining. The clock will not count down while you are listening to test material. BClick on Proceed to continue./B To change the

24、 volume, click on the BVolume/B icon at the top of the screen. The volume control will appear. Move the volume indicator to the left or to the right to change the volume. To close the volume control, move the mouse pointer to another part of the screen. You will be able to change the volume during t

25、he test if you need to. BSet 1 Conversation: Lecture Arrangements/BBNarrator/B Listen to a part of a conversation about Lecture Arrangements between a student and a teacher. What can be inferred from the teachers wordsAThe student cannot choose the time.BDr. Roberts may tell the student the answer.C

26、Dr. Roberts is the dean of the School of Economics.DShe does not want to answer the students question. 6.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 serious implications for co

27、mpanies 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 a recession, voluntary staf

28、f 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, first out basis. Consequently,

29、 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 also prove to be the case in

30、 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, structural reorganizations and redun

31、dancy 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 become used to regular promoti

32、on, 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 bright young graduates, much mo

33、re 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-life. In many cases, this

34、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, when the recession eases and

35、 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 cautious, having seen so many good

36、 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 not knowing who will leave a

37、nd 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 management, in a static marketpla

38、ce, 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, ability or vision to structure t

39、hemselves 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.Which of the following can be inferred from paragraph 3 about the ambitious personnel AThey have to look

40、elsewhere for promotion.BThey will stay and wait for things to improve.CThey will be replaced by bright young graduates.DThey will gradually get used to the new environment. 7.BReading Section Directions/B In this section you will read five passages and answer reading comprehension questions about e

41、ach passage. Most questions are worth one point, but the last question in each set is worth more than one point. The directions indicate how many points you may receive. You will have 60 minutes to read all of the passages and answer the questions. Some passages include a word or phrase that is unde

42、rlined in blue. Click on the word or phrase to see a definition or an explanation. When you want to move on to the next question, click on BNext/B. You can skip questions and go back to them later as long as there is time remaining. If you want to return to previous questions, click on BBack/B. You

43、can click on BReview/B at any time and the review screen will show you which question you have answered and which you have not. From this review screen, you may go directly to any question you have already seen in the reading section. When you are ready to continue, click on the BContinue/B icon. BS

44、et 1/B BNew-Age Transport/B It looks as if it came straight from the set of Star Wars. It has four-wheel drive and rises above rocky surfaces. It lowers and raises its nose when going up and down hills. And when it comes to a river, it turns amphibious: two hydrojets power it along by blasting water

45、 under its body. There is room for two passengers and a driver, who sit inside a glass bubble operating electronic, aircraft-type controls. A vehicle so daring on land and water needs windscreen wipers but it doesnt have any. Water molecules are disintegrated on the screens surface by ultrasonic sen

46、sors. This unusual vehicle is the Racoon. It is an invention not of Hollywood but of Renault, a rather conservative French state-owned carmaker, better known for its family hatchbacks. Renault built the Racoon to explore new freedoms for designers and engineers created by advances in materials and m

47、anufacturing processes. Renault is thinking about startlingly different cars; other producers have radical new ideas for trains, boats and aeroplanes. The first of the new freedoms is in design. Powerful computer-aided design (CAD) systems can replace with a click of a computer mouse hours of laborious work done on thousands of drawing boards. So new products, no matter how complicated, can be developed much faster. For the first time, Boeing will not have to build a giant replica of its new airliner, t