2022年大学英语考试真题卷187测.docx

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1、2022年大学英语考试真题卷（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。）单位:姓名:考号:题号单选题多项选择判断题综合题总分分值得分、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./1 In this sect i on there are four passages f I I owed by questions or unfinished statements, each with four suggested answers marked A, B, C and D. Choose the one that you think

2、is the best answer.Mark your answers on your answer sheet. /1B11TEXT A（/BThe majority of successful senior managers do not closely fol low the classical rational model of fi rst clar i- lying goals, assessing the problem, f ormu I at i ng opt i ons, estimating I ike I i hoods of success, mak i ng a

3、dec is ion, and on I y then tak i ng act ion to imp I erne nt the dec is ion. Rather, in their day-by-day tacticaI maneuvers, these senior executives rely on what i s vague Iy termed M intuitionH to manage a network of interrelated problems that requi re them to dea I with ambiguity, ineons i stency

4、, noveIty, and surprise; and to integrate action into the process of thinking.Generations of writers on management have recognized that some practicing managers rely heavily on intu- it ion. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of r

5、ationality; others view it as an excuse for capriciousness.Isenberg* s recent research on the cognitive processes of senior managers reveals that managers1 intuition is neither of these. Rather, senior managers use intuition in at I east f i ve d i st i net ways. Fi rst, they intuitively sense when

6、a problem exists. Second, managers rely on intuition to perform we 11-1 earned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bi

7、ts of dar8 and practice into an integrated picture, often in an Aha experience. Fourth, some managers use i ntu it ion as a check on the resu I ts of more rat i ona I ana lysis. Most senior executives are famiIiar with the formal decision analysis mode I s and tools, and those who use such systemat

8、i c methods for reaching decisions are occasionaI Iy leery of solutions suggested by these methods whi ch run counter to the i r sense of the correct course of act ion. Final ly, managers can use intuition to bypass in-depth analysis and move rapidly to engender a p I aus ible solution. Used in this

9、 way, i ntu i t i on is an al most instantaneous cognitive process in which a manager recognizes patterns.One of the impl i cat ions of the i ntu it i ve sty Ie of execut i ve management is that thinking“ is inseparable from acting. Since managers often know what is right before they can analyze and

10、 explain it, they frequently act fi rst and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about thei r companies and organizations not by analyzing a problematic situation and then acting, but by act i ng and ana lyzing in close

11、concert. How the writers on management understand intuition can be best described asA. contradictory.B. irrational.C. insightful.D. vague.2.Amer icans be Iieve time i s a Iimited resource; they try to conserve and manage it. PeopIe in the U. S. oftenU (31)/Useminars or read books on time management.

12、 It seemsthey al I want toU(32)/Utheft time better. Professionalscarry around pocket planners-some in electronic formto keepU(33)/U of appo i ntments and dead I i nes. Peop I e do a I I they can to 11(34)/Umore Iife out of thei r time. The early American hero Ben jamin Frank I i n expressed th i s U

13、(35)/U best: nDo you love I ife Thendo not waste time, for that is the U (36) /U I ife is made of.To Americans, punctuaIity is aU(37)/Uof showing respectfor other people, s time. (38)/Umore than 10 minutes late to anappointment usuallyU(39)/Uan apology, and maybe anexplanation. PeopIe who are runnin

14、g late often cal I U(44)/Utolet others know of the delay. Of course, the lessU (41)/Uthesituation, the less important it is to be exactly on time. At informal get-togethers, for examp Ie, people often arriveU (42)/U30m i nutes past the appo i nted t i me. But they usua 11 y don t try that at work.To

15、 outsiders, Amer icans seem tied to the clock. PeopIe in other cultures value relationships more thanU (43)/U. In thesesocieties, peopIe dont try toU(44)/Utime, but to experienceit. Many Eastern cultures, for example, view time as a cycle. TheU (45)/Uof nature-from the passing of the seasons to the

16、month Iyeye Ie of the moon-shapes the i r v iew of events. Peop Ie learn to U(46)/U to thei r environment. As a result, they find it easier to u go with the flow” than Americans, who I ike plansU (47)/Uand unchangeable.Even Americans wouId11(48)/Uthat no one can master time.Time, I ike money, U(49)/

17、U a I I too eas i ly through our fingers.And time, like the weather, i s very hard to predict. U(50)/U,time is one of life s most precious gifts. And unwrapping it is half the fun.A. organizeB. orientC. establishD. classify3.A. /1 In this sect i on there are four passages f I I owed by questions or

18、unf inished statements, each with four suggested answers marked A, B, C and D. Choose the one that you think is the best answer.Mark your answers on your answer sheet. /1(B) TEXT A/BThe majority of successful senior managers do not closely fol low the classical rational model of fi rst clar i- lying

19、 goals, assessing the problem, f ormu I at i ng opt i ons, estimating I ike I i hoods of success, mak i ng a dec is ion, and on I y then tak i ng act ion to imp I erne nt the dec is ion. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition

20、to manage a network of interrelated prob I ems that requ i re them to dea I with amb i gu i ty, i neons i stency, nove I ty, and surprise; and to integrate action into the process of thinking.Generations of writers on management have recognized that some practicing managers rely heavily on intu- it

21、ion. In general, however, such writers display a poor grasp of what intuition is. Some see it as the oppos i te of rationality; others view it as an excuse for capriciousness.Isenberg s recent research on the cognitive processes of senior managers reveals that managers intuition is neither of these.

22、 Rather, senior managers use i ntu i t i on in at I east five d i st i net ways. First, they intuitively sense when a problem exists. Second, managers rely on i ntu i t i on to perform we I I-1 earned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of

23、painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of dar8 and practice into an integrated picture, often in an Ahan experience. Fourth, some managers use intu it ion as a check on the resu Its of more rat i ona I ana lysis. M

24、ost senior execut i ves are famiIiar with the forma I decision analysis mode I s and tools, and those who use such systemat i c methods for reaching decisions are occasional ly leery of solutions suggested by these methods wh i ch run counter to the i r sense of the correct course of act ion. Final

25、ly, managers can use intuition to bypass in-depth analysis and move rapidly to engender a p I aus ible solution. Used in this way, i ntu it ion is an al most instantaneous cognitive process in which a manager recognizes patterns.One of the impl icat ions of the intuit i ve sty Ie of execut i ve mana

26、gement is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act fi rst and explain later. Analysis i s inextricably tied to act i on in th i nk i ng/act i ng cycles, in which managers deveI op thoughts about thei

27、 r companies and organizations not by analyzing a problematic situation and then acting, but by act i ng and ana lyzing in close concert. In the author s view, senior managers do NOT use intuition to A. speed up the creation of a solution to a problem.B. identify a problem.C. specify clear goals.D.

28、evaluate possible solutions to a problem.4.Americans be Iieve time is a Iimited resource; they try to conserve and manage it. PeopIe in the U. S. oftenU (31)/Useminars or read books on time management. It seemsthey al I want toU(32)/Utheft time better. Professionalscarry around pocket planners-some

29、in electronic form_to keepU(33)/U of appo i ntments and dead I ines. Peop I e do a I I they can to U(34)/UJmore Iife out of thei r time. The early American hero Benjamin Frank I i n expressed th i s U(35)/U best: HDo you love I ife Thendo not waste time, for that is the U (36) /Ulife is made of. nTo

30、 Americans, punctuality is aU(37)/Uof showing respectfor other people5 s time. (38)/Umore than 10 minutes late to anappointment usuallyU(39)/Uan apology, and maybe anexplanat ion. PeopIe who are running late often cal I U(44)/Utolet others know of the delay. Of course, the lessU (41)/Uthesituation,

31、the less important it is to be exact I y on time. At informal get-togethers, for example, people often arriveU(42)/U30minutes past the appointed time. But they usual ly don t try that at work.To outsiders, Americans seem tied to the clock. PeopIe in other cultures value relationships more thanU (43)

32、/U. In thesesocieties, peopIe dont try toU(44)/U)time, but to experienceit. Many Eastern cultures, for example, view time as a eye I e. The U (45)/Uof nature-from the passing of the seasons to the month Iyeye Ie of the moon-shapes the i r v i ew of events. Peop Ie I earn to U(46)/Uto their environme

33、nt. As a result, they find it easier to go withthe flow than Americans, who I ike plansU (47)/Uandunchangeable.Even Americans wouIdU(48)/Uthat no one can master time.Time, I ike money, U(49)/U a I I too easi ly through our fingers.And time, I ike the weather, is very hard to predict. U(50)/U,time is

34、 one of lite s most precious gifts. And unwrapping it is half the fun.A. trace B. trail C. pace D. track5. B TEXTRemember the Stone Age days of research back in elementary schooI and middle schooI We wouId spend count less hours digest ing the informat ion we cou Id find on i ndex cards. Do you reca

35、 11 using those anc i ent com- puters that ran with the Gopher program or some gener ic database whose name connoted a marmot that could take half an hour to find Moby DickWell, al I I have to say can be summed up in five words: Thank God For The Internet! Screw going to the Iibrary! I have access t

36、o dozens of databases, journals, and col lections of I iterature r ight at my f ingertips. I can comp Iete al I of my research at home and no longer must run amok in the Iibrary, stressing out while trying to find Shakespeare5 s The Tempest or some other book, al I the while trying to block out the

37、noisy study groups who have forgotten what the silence poI icy of Iibrar ies means.If you recaI I the flood epidemic that hit Colorado State University just a coup Ie summers ago, that natural disaster wreaked havoc al I over campus. A large portion of journals and texts were Iocated in our librarie

38、s basement which comp IeteIy filled up with about 10 feet of rain water in a matter of hours.The Lory Student Center s basement was also f Iooded and that was where the university bookstore was Io- cated. This forced almost every professor to order new textbooks and that rea I I y put a dent i n our

39、 wa I I ets. Many students here, myseIf included, still have to face the disappointment of searching for a particular book or journal for a last minute paper, only to find out that the certain item was a casualty of the f I ood.Thanks to the Internet, the university impIemented the Inter-Library Loa

40、n system. Several universities around Colorado have generously aided us in our research endeavors by Ioaning any resource we need for at least two to three weeks. Al I we have to do is type in a request and five other university Iibraries automaticaI Iy search for that information.Without this progr

41、am, I may have fai led several papers and projects.I would have had to spend my nights running from pub I ic I ibrary to pub I ic Iibrary around the state just to find a certain article or noveI. The WorId Wide Web has also given us the capabiIity to order any textbook at a much lower price than the

42、 university bookstores charge. Hey, we re al I co I I ege students and we re usual ly broke, so anyt i me we can find a deal or d i scount that wiI I save us a few bucks, we will gladly take it.And last but not least, for those of us who are constantly homesick, have a spec i a I someone far away or

43、 still want to keep in touch with pals, we have e-mai I. Like most of you, I moved away from home to go to schooI and my h igh schooI fr i ends spread out across the gI obe. Instead of wast i ng money on stationery and envelopes and stamps (which seem to increase in price about every year), I can ch

44、at with everyone through the Internet.PI us, scann i ng has a 11 owed us to send p i ctures to our sweethearts, f r i ends, and fami I y who have forgot- ten what we I ook I i ke. So, 11 m ask i ng everyone to get on the i r hands and knees and to pay homage to the te I ecommun i cat i ons god, the

45、Internet.The word havoc in the third paragraph meansA. great concern.B. widespread horror.C. long-lasting influence.D. great damage or destruction.6. B TEXT C/BUnti I the end of the 18th century, it was men who lavished attention on their feet. Louis XIV wore high heeIed mules to show off his shapel

46、y legs; his courtiers adorned thei r figures and feet with feathers, pink silk, lace, and jewels; even i n co I on i a I Amer i can, men fussed w i th the i r wigs and the bows and buttons on thei r shoes. The end of that foppery, cal led the great renunciation by historians, coincided with an epoch

47、aI shift in politics and society, toward democracy, industry, and reason, away from the aristocracy with its affectations that spoke of rank, parasitism and, to the modem eyes, effeminacy.Women s fashion is now, some be I ieve, at the turning point of si mi I ar magnitude, coinciding with the equally dramatic soc i a I transformation of the past several decades. The change has been slow: a century long move away from the padding, corseting, and decoration that made a woman into a kind of ornate bauble（小摆设）and displ