12月大学英语六级真题.pdf

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1、12 月大学英语六级真题 Part IV Section A Reading Comprehension(Reading in Depth)(25 minutes)Directions:In this section，there is a short passage with 5 questions or incomplete statements.Read the passage carefully.Then answer the questions or complete the statements in the fewest possible words.Please write yo

2、ur answers on Answer Sheet 2.Questions 47 to 51 are based on the following passage.How good are you at saying no?For man y，its surprisingly difficult.This is especially true of editors，who by nature tend to be eager and engaged participants in everything they do.Consider these scenarios:Its late in

3、the day.That front-page package youve been working on is nearly complete；one last edit and its finished.Enter the executive editor，who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an information box.You want to scream：No！Its done!What do you do?The

4、first rule of saying no to the boss is dont say no.She probably has something in mind when she makes suggestions，and its up to you to find out what.The second rule is dont raise the stakes by challenging her authority.That issue is already decided.The third rule is to be ready to cite options and co

5、nsequences.The bosss suggestions might be appropriate，but there are always consequences.She might not know about the pages backing up that need attention，or about the designer who had to go home sick.Tell her she can have what she wants，but explain the consequences.Understand what shes trying to acc

6、omplish and propose a Plan B that will make it happen without destroying what youve done so far.Heres another case.Your least-favorite reporter suggests a dumb story idea.This one should be easy，but its not.If you say no，even politely，you risk inhibiting further ideas，not just from that reporter，but

7、 from others who heard that you turned down the idea.This scenario is common in newsrooms that lack a systematic way to filter story suggestions.Two steps are necessary.First，you need a system for how stories are proposed and reviewed.Reporters can tolerate rejection of their ideas if they believe t

8、hey were given a fair hearing.Your gut reaction(本能反映)and dismissive rejection，even of a worthless idea，might not qualify as systematic or fair.Second，the people you work with need to negotiate a What if.?agreement covering What if my idea is turned down?How are people expected to react?Is there an a

9、ppeal process?Can they refine the idea and resubmit it?By anticipating What if.?situations before they happen，you can reach understanding that will help ease you out of confrontations.47.Instead of directly saying no to your boss，you should find out .48.The authors second warning is that we should a

10、void running a greater risk by .49.One way of responding to your bosss suggestion is to explain the to her and offer an alternative solution.50.To ensure fairness to reporters，it is important to set up a system for stories to .51.People who learn to anticipate What if.?situations will be able to rea

11、ch understanding and avoid .Section B Directions:There are 2 passages in this section.Each passage is followed by some questions or unfinished statements.For each of them there are four choices marked A)，B)，C)and D).You should decide on the best choice and mark the corresponding letter onAnswer Shee

12、t 2 with a single line through the centre.Passage One Questions 52 to 56 are based on the following passage.At the heart of the debate over illegal immigration lies one key question：are immigrants good or bad for the economy?The American public overwhelmingly thinks theyre bad.Yet the consensus amon

13、g most economists is that immigration，both legal and illegal，provides a small net boost to the economy.Immigrants provide cheap labor，lower the prices of everything from farm produce to new homes，and leave consumers with a little more money in their pockets.So why is there such a discrepancy between

14、 the perception of immigrants impact on the economy and the reality?There are a number of familiar theories.Some argue that people are anxious and feel threatened by an inflow of new workers.Others highlight the strain that undocumented immigrants place on public services，like schools，hospitals，and

15、jails.Still others emphasize the role of race，arguing that foreigners add to the nations fears and insecurities.Theres some truth to all these explanations，but they arent quite sufficient.To get a better understanding of whats going on，consider the way immigrations impact is felt.Though its overall

16、effect may be positive，its costs and benefits are distributed unevenly.David Card，an economist at UC Berkeley，notes that the ones who profit most directly from immigrants low-cost labor are businesses and employers meatpacking plants in Nebraska，for instance，or agricultural businesses in California.

17、Granted，these producers savings probably translate into lower prices at the grocery store，but how many consumers make that mental connection at the checkout counter?As for the drawbacks of illegal immigratio n，these，too，are concentrated.Native low-skilled workers suffer most from the competition of

18、foreign labor.According to a study by George Borjas，a Harvard economist，immigration reduced the wages of American high-school dropouts by 9%between 1980-.Among high-skilled，better-educated employees，however，opposition was strongest in states with both high numbers of immigrants and relatively genero

19、us social services.What worried them most，in other words，was the fisca(l 财政)burden of immigration.That conclusion was reinforced by another finding：that their opposition appeared to soften when that fiscal burden decreased，as occurred with welfare reform in the 1990s，which curbed immigrants access t

20、o certain benefits.The irony is that for all the overexcited debate，the net effect of immigration is minimal.Even for those most acutely affected say，low-skilled workers，or California residents the impact isnt all that dramatic.The unpleasant voices have tended to dominate our perceptions,says Danie

21、l Tichenor，a political science professor at the University of Oregon.But when all those factors are put together and the economists calculate the numbers，it ends up being a net positive，but a small one.Too bad most people dont realize it.注意：此某些试题请在答题卡 2 上作答。52.What can we learn from the first paragr

22、aph?A)Whether immigrants are good or bad for the economy has been puzzling economists.B)The American economy used to thrive on immigration but now its a different story.C)The consensus among economists is that immigration should not be encouraged.D)The general public thinks differently from most eco

23、nomists on the impact of immigration.53.In what way does the author think ordinary Americans benefit from immigration?A)They can access all kinds of public services.B)They can get consumer goods at lower prices.C)They can mix with people of different cultures.D)They can avoid doing much of the manua

24、l labor.54.Why do native low-skilled workers suffer most from illegal immigration?A)They have greater difficulty getting welfare support.B)They are more likely to encounter interracial conflicts.C)They have a harder time getting a job with decent pay.D)They are no match for illegal immigrants in lab

25、or skills.55.What is the chief concern of native high-skilled，better-educated employees about the inflow of immigrants?A)It may change the existing social structure.B)It may pose a threat to their economic status.C)It may lead to social instability in the country.D)It may place a great strain on the

26、 state budget.56.What is the irony about the debate over immigration?A)Even economists cant reach a consensus about its impact.B)Those who are opposed to it turn out to benefit most from it.C)People are making too big a fuss about something of small impact.D)There is no essential difference between

27、seemingly opposite opinions.Passage Two Questions 57 to 61 are based on the following passage.Picture a typical MBA lecture theatre twenty years ago.In it the majority of students will have conformed to the standard model of the time：male，middle class and Western.Walk into a class today，however，and

28、youll get a completely different impression.For a start，you will now see plenty more women the University of Pennsylvanias Wharton School，for example，boasts that 40%of its new enrolment is female.You will also see a wide range of ethnic groups and nationals of practically every country.It might be t

29、empting，therefore，to think that the old barriers have been broken down and equal opportunity achieved.But，increasingly，this apparent diversity is becoming a mask for a new type of conformity.Behind the differences in sex，skin tones and mother tongues，there are common attitudes，expectations and ambit

30、ions which risk creating a set of clones among the business leaders of the future.Diversity，it seems，has not helped to address fundamental weaknesses in business leadership.So what can be done to create more effective managers of the commercial world?According to Valerie Gauthier，associate dean at H

31、EC Paris，the key lies in the process by which MBA programmes recruit their students.At the moment candidates are selected on a fairly narrow set of criteria such as prior academic and career performance，and analytical and problem solving abilities.This is then coupled to a schools picture of what a

32、diverse class should look like，with the result that passport，ethnic origin and sex can all become influencing factors.But schools rarely dig down to find out what really makes an applicant succeed，to create a class which also contains diversity of attitude and approach arguably the only diversity th

33、at，in a business context，really matters.Professor Gauthier believes schools should not just be selecting candidates from traditional sectors such as banking，consultancy and industry.They should also be seeking individuals who have backgrounds in areas such as political science，the creative arts，hist

34、ory or philosophy，which will allow them to put business decisions into a wider context.Indeed，there does seem to be a demand for the more rounded leaders such diversity might create.A study by Mannaz，a leadership development company，suggests that，while the bully-boy chief executive of old may not ha

35、ve been eradicated completely，there is a definite shift in emphasis towards less tough styles of management at least in America and Europe.Perhaps most significant，according to Mannaz，is the increasing interest large companies have in more collaborative management models，such as those prevalent in S

36、candinavia，which seek to integrate the hard and soft aspects of leadership and encourage delegated responsibility and accountability.注意：此某些试题请在答题卡 2 上作答。57.What characterises the business school student population of today?A)Greater diversity.B)Intellectual maturity.C)Exceptional diligence.D)Higher

37、ambition.58.What is the authors concern about current business school education?A)It will arouse students unrealistic expectations.B)It will produce business leaders of a uniform style.C)It focuses on theory rather than on practical skills.D)It stresses competition rather than cooperation.59.What as

38、pect of diversity does Valerie Gauthier think is most important?A)Age and educational background.B)Social and professional experience.C)Attitude and approach to business.D)Ethnic origin and gender.60.What applicants does the author think MBA programmes should consider recruiting?A)Applicants with pr

39、ior experience in business companies.B)Applicants with sound knowledge in math and statistics.C)Applicants from outside the traditional sectors.D)Applicants from less developed regions and areas.61.What does Mannaz say about the current management style?A)It is eradicating the tough aspects of manag

40、ement.B)It encourages male and female executives to work side by side.C)It adopts the bully-boy chief executive model.D)It is shifting towards more collaborative models.Part V Cloze (15 minutes)Directions:There are 20 blanks in the following passage.For each blank there are four choices marked A)，B)

41、，C)and D)on the right side of the paper.You should choose the ONE that best fits into the passage.Then mark the corresponding letter on Answer Sheet2 with a single line through the centre.注意：此某些试题请在答题卡 2 上作答。Organised volunteering and work experience has long been a vital companion to university deg

42、ree courses.Usually it is left to 62 to deduce the potential from a list of extracurricular adventures on a graduates resume，63 now the University of Bristol has launched an award to formalise the achievements of students who 64 time to activities outside their courses.Bristol PLuS aims to boost stu

43、dents in an increasingly 65 job market by helping them acquire work and life skills alongside 66 qualifications.Our students are a pretty active bunch，but we found that they didnt 67 appreciate the value of what they did 68 the lecture hall,says Jeff Goodman，director of careers and employability at

44、the university.Employers are much more 69 than they used to be.They used to look for 70 and saw it as part of their job to extract the value of an applicants skills.Now they want students to be able to explain why those skills are 71 to the job.Students who sign 72 for the award will be expected to

45、complete 50 hours of work experience or 73 work，attend four workshops on employ-ability skills，take part in an intensive skills-related activity 74 ，crucially，write a summary of the skills they have gained.75 efforts will gain an Outstanding Achievement Award.Those who 76 best on the sports field ca

46、n take the Sporting PLuS Award which fosters employer-friendly sports accomplishments.The experience does not have to be 77 organised.Were not just interested in easily identifiable skills,says Goodman.78 ，one student took the lead in dealing with a difficult landlord and so 79 negotiation skills.We

47、 try to make the experience relevant to individual lives.Goodman hopes the 80 will enable active students to fill in any gaps in their experience and encourage their less-active 81 to take up activities outside their academic area of work.62.A)advisors B)specialists C)critics D)employers 63.A)which

48、64.A)divide 65.A)harmonious B)but B)devote B)competitive C)unless C)deliver C)resourceful D)since D)donate D)prosperous 66.A)artistic 67.A)dominantly 68.A)outside 69.A)generous B)technical B)earnestly B)along B)considerate C)academic C)necessarily C)over C)enlightening D)interactive D)gracefully D)t

49、hrough D)demanding 70.A)origin B)initial C)popularity D)potential 71.A)relevant B)responsive C)reluctant D)respective 72.A)out B)off C)away D)up 73.A)casual B)elective C)domestic D)voluntary 74.A)or B)thus C)so D)and 75.A)Occasional B)Exceptional C)Informative D)Relative 76.A)perform B)convey C)circ

50、ulate D)formulate 77.A)roughly B)randomly C)formally D)fortunately 78.A)For instance B)In essence C)In contrast D)Of course 79.A)demonstrated B)determined C)operated D)involved 80.A)device B)section C)scheme D)distraction 81.A)attendants B)agents C)members D)peers Part VI minutes)Translation(5 Direc