2023年云南公共英语考试真题卷（9）.docx

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1、2023年云南公共英语考试真题卷（9）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.Gottfried Wilhelm Leibniz Leibniz was a German philosopher who belonged to the Rationalist school of philosophers, to which also belonged Descartes and Spinoza. But Leibniz was not only a philosopher, he w

2、as also a considerable authority on law, a diplomat, a historian and an outstanding mathematician as is proved by his discovery in 1676, independently of Newton, of the Differential Calculus. Leibniz was the son of a Professor of Philosophy of Leipzig University, who died when his son was only 6, bu

3、t who left behind a fine collection of books which the young Leibniz read eagerly. Leibniz studied law at the University, and then, while in the service of the Elector of Mainz, he visited Paris and London and became acquainted with the learned men of his time. When he was 30 he became official libr

4、arian of the Brunswich family at Hanover, where he remained till he died. His philosophy is set out in a short paper, The Mondadology, which he wrote two years before his death. Otherwise, except for one or two famous essays, his philosophical and scientific ideas have had to be assembled from his v

5、arious papers and letters which, fortunately, have survived. They show Leibnizs brilliant intellect, especially in his attempt to relate mathematics and logic so that problems of philosophy could be exactly calculated and no longer be under dispute. He held that everything from a table to mans soul,

6、 and even to God himself, is made up of monads atoms, each of which is a simple, indivisible, imperishable unit, different from every other monad and constantly changing.George Berkeley Berkeley was born of an aristocratic Irish family and educated at Trinity College, Dublin, where he remained as fe

7、llow and tutor. All his best work was written very early, and by the age of 27 he had made a reputation as a writer on philosophy. In 1712 Berkeley went to London and associated with the literary men of the day, among whom he was warmly welcomed. Berkeley travelled widely in Italy and France, and th

8、en spent a few years in the English colonies of North America and the West Indians, where he had hoped to found a missionary college. When his hope failed, he returned to Ireland, and in 1734 was appointed Bishop of Cloyne. He spent 18 years administrating his diocese, living a happy family life wit

9、h his wife and children, and writing books on both philosophical and practical subject. In 1752 he retired to Oxford, where he died the next year at the age of 68. Berkeleys claim to fame rests on his philosophy. His views are in contrast, deliberately, to those of John Locke. As an idealist he beli

10、eves that mind comes before matter, while a Materialist holds everything depends upon matter. Beyond his strictly philosophical works, Berkeley was interested in natural science and mathematics. He wrote an Essay towards a New Theory of Vision, in which he attempted to explain how we are able to jud

11、ge the distance of objects from us. Though science has made great advances since Berkeleys day, his essay is still of value.David Hume Hume is a celebrated Scottish philosopher and historian. In 1739, after a period of study in Paris, when he was only 28, he published one of the most influential boo

12、ks of English philosophy of modern times the Treatise of Human Nature. It excited little interest, however, when it first, appeared, and Hume turned to writing admirable essays on a variety of topics. In 1752 he returned to Edinburgh as librarian of Advocates Library, and began to compose A History

13、of England, the final volume of which was published in 1761. From 1761 to 1765, he was secretary to the British Embassy in Paris; where he was sought after by the cultured society. For the rest of his life he lived in his native Edinburgh, the central figure of a distinguished group of writers.Humes

14、 chief fame as a philosopher rests on the strict and logical way in which he applied the principle of John Locke, that all thought is built up from simple and separate elements, which Hume calls impressions. He believed that even a human being is a bundle of different perceptions, and has no permane

15、nt identity. His criticism of mans belief that everything has a cause seemed to deny what we assume, not merely from ordinary experience, but from a scientific knowledge; and since he wrote, philosophers have been trying to find answers to his penetrating doubts. Indeed he has had more influence upo

16、n recent discussion in England about the principles of knowledge than any other philosopher of the past.Who had applied John Lockes theory in his studies of philosophyAGottfried Wilhelm LeibnizBGeorge BerkeleyCDavid Hume 2.Managers spend a great deal of their time in meetings. According to Henry Min

17、tzberg, in his book, The Nature of Managerial Work, managers in large organizations spend only 22% of their time on meetings. So what are the managers doing in those meetings There have conventionally been two answers. The first is the academic version: Managers are coordinating and controlling, mak

18、ing decisions, solving problems and planning. This interpretation has been largely discredited because it ignores the social and political forces at work in meetings. The second version claims that meetings provide little more than strategic sites for corporate gladiators to perform before the organ

19、izational emperors. This perspective is far more attractive, and has given rise to a large, and often humorous, body of literature on gamesmanship and posturing in meetings. It is, of course, true that meeting rooms serve as shop windows for managerial talent, but this is far from the truth as a who

20、le. The suggestion that meetings are actually battle grounds is misleading since the raison detre of meetings has far more to do with comfort than conflict. Meetings are actually vital props, both for the participants and the organization as a whole. For the organization, meetings represent recordin

21、g devices. The minutes of meetings catalogue the change of the organization, at all levels, in a more systematic way than do the assorted memos and directives which are scattered about the company. They enshrine the minutes of corporate history, they itemize proposed actions and outcomes in a way wh

22、ich makes one look like the natural culmination of the other. The whole tenor of the minutes is one of total premeditation and implied continuity. They are a sanitized version of reality which suggests a reassuring level of control over events. What is more, the minutes record the debating of certai

23、n issues in an official and democratic forum, so that those not involved in the process can be assured that the decision was not taken lightly. As Dong Bennett, an administrative and financial manager with Allied Breweries, explains: Time and effort are seen to have been invested in scrutinizing a c

24、ertain course of action. Key individuals are also seen to have put their names behind that particular course of action. The decision can therefore proceed with the full weight of the organization behind it, even if it actually went through on the nod. At the same time, the burden of responsibility i

25、s spread, so that no individual takes the blame. Thus, the public nature of formal meetings confers a degree of legitimacy on what happens in them. Having a view pass unchallenged at a meeting can be taken to indicate consensus. However, meetings also serve as an alibi for action, as demonstrated by

26、 one manager who explained to his subordinates: I did what I could to prevent it I had our objections minutes in two meetings. The proof of conspicuous effort was there in black and white. By merely attending meetings, managers buttress their status, while non-attendance can carry with it a certain

27、stigma. Whether individual managers intend to make a contribution or not, it is satisfying to be considered one of those whose views matter. Ostracism, for senior managers, is not being invited to meetings. As one cynic observed, meetings are comfortingly tangible: Who on the shop floor really belie

28、ves that managers are working when they tour the works But assemble them behind closed doors and call it a meeting and everyone will take it for granted that they are hard at work. Managers are being seen to earn their corn. Meetings provide managers with another form of comfort too that of formalit

29、y. Meetings follow a fixed format: Exchanges are ritualized, the participants are probably known in advance, there is often a written agenda, and there is a chance to prepare. Little wonder then, that they come as welcome relief from the upheaval and uncertainty of life outside the meeting room. Man

30、agers can draw further comfort from the realization that their peers are every bit as bemused and fallible as themselves. Meetings provide constant reminders that they share the same problems, preoccupations and anxieties, that they are all in the same boat. And for those who may be slightly adrift,

31、 meetings are ideal occasions for gently pulling them round. As Steve Styles, the process control manager (life services) at Legal & General, puts it: The mere presence of others in meetings adds weight to teasing or censure and helps you to round up the strays . Such gatherings therefore provide so

32、lace and direction for the management team a security blanket for managers. Meetings do serve a multitude of means as well as ends. They relieve managerial stress and facilitate consensus. For the organization, they have a safety-net-cum-rubber-stamping function without which decisions could not pro

33、ceed, much less gather momentum. In short, meetiAThey can impress their superiors.BAll the important company decisions are made at meetings.CIt makes them feel that their opinions are of importance to others.DThey can share problems and anxieties. 3.When global warming finally came, it stuck with a

34、vengeance. In some regions, temperatures rose several degrees in less than a century. Sea levels shot up nearly 400 feet, flooding coastal settlements and forcing people to migrate inland. Deserts spread throughout the world as vegetation shifted drastically in North America, Europe and Asia. After

35、driving many of the animals around them to near extinction, people were forced to abandon their old way of life for a radically new survival strategy that resulted in widespread starvation and disease. The adaptation was farming: the global-warming crisis that gave rise to it happened more than 10,0

36、00 years ago. As environmentalists convene in Rio de Janeiro this week to ponder the global climate of the future, earth scientists are in the midst of a revolution in understanding how climate has changed in the past and how those changes have transformed human existence. Researchers have begun to

37、piece together an illuminating picture of the powerful geological and astronomical forces that have combined to change the planets environment from hot to cold, wet to dry and back again over a time period stretching back hundreds of millions of years. Most important, scientists are beginning to rea

38、lize that the climatic changes have had a major impact on the evolution of the human species. New research now suggests that climate shifts have played a key role in nearly every significant turning point in human evolution; from the dawn of primates some 65 million years ago to human ancestors risi

39、ng up to walk on two legs, from the huge expansion of the human brain to the rise of agriculture. Indeed, the human history has not been merely touched by global climate change, some scientists argue, it has in some instances been driven by it. The new research has profound implications for the envi

40、ronmental summit in Rio. Among other things, the findings demonstrate that dramatic climate change is nothing new for planet Earth. The benign global environment that has existed over the past 10,000 years during which agriculture, writing, cities and most other features of civilization appeared is

41、a mere bright spot in a much larger pattern of widely varying climate over the ages. In fact, the pattern of climate change in the past reveals that Earths climate will almost certainly go through dramatic changes in the future even without the influence of human activity.Earth scientists have come

42、to understand that climate_.Ais going through a fundamental changeBhas been getting warmer for 10,000 yearsCwill eventually change from hot to coldDhas gone through periodical changes 4.Early in the age of affluence that followed World War II , an American retailing analyst named Victor Lebow procla

43、imed, Our enormously productive economy. . . demands that we make consumption our way of life, that we convert the buying and use of goods into rituals, that we seek our spiritual satisfaction, our ego satisfaction, in consumption. . . We need things consumed, burned up, worn out, replaced and disca

44、rded at an ever increasing rate. Americans have responded to Lebows call, and much of the world has followed. Consumption has become a central pillar of life in industrial lands and is even embedded in social values. Opinion surveys in the worlds two largest economies Japan and the United States sho

45、w consumerist definitions of success becoming ever more prevalent. Overconsumption by the worlds fortunate is an environmental problem unmatched in severity by anything but perhaps population growth. Their surging exploitation of resources threatens to exhaust or unalterably spoil forests, soils, wa

46、ter, air and climate. Ironically, high consumption may be a mixed blessing in human terms, too. The time-honored values of integrity of character, good work friendship, family and community have often been sacrificed in the rush to riches. Thus many in the industrial lands have a sense that their wo

47、rld of plenty is somehow hollow that, misled by a consumerist culture, they have been fruitlessly attempting to satisfy what are essentially social, psychological and spiritual needs with material things. Of course, the opposite of overconsumption poverty is no solution to either environmental or hu

48、man problems. It is infinitely worse for people and bad for the natural world too. Dispossessed peasants slash-and-burn their way into the rain forests of Latin America, and hungry nomads turn their herds out onto fragile African grassland, reducing it to desert. If environmental destruction results when people have either too little or too much, we are left to wonder how much is enough. What level of consumption can the earth support When does having more cease to add noticeably to human satisfactionThe emergence of the affluent society after World War II_.Agave birth to a new generat