单选题

单选题In a rare display of self-criticism, he accepted blame for any mistake by the leadership and pledged to ______ them.

单选题In the museum there is a ______ of the ship Mayflower. A. supplement B. nucleus C. miniature D. valve

单选题Had the explosion broken out, the passengers in the plane should have been killed, for it was______timed with the plane's take-off.

单选题The motion of ocean water ______ at different depths below the surface.

单选题Small children can not ______ the difference between right and wrong. It is our duty to teach them.

单选题Whatever the questions he really wanted to ask at the reprocessing plant, though, he would never allow his personal feelings to ______with an assignment(2007年3月中国科学院考博试题)

单选题The earthquake that occurred in India this year was a major Ucalamity/U in which a great man was lost .

单选题American literary historians are perhaps ______ to viewing their own national scene too narrowly, mistaking prominence for uniqueness. A. prone B. legible C incompatible D. prior

单选题The president of the college, together with the deans, ______ a conference for the purpose of laying down certain regulations.

单选题Mary is hoping to get a postgraduate degree in English literature and is writing ______ on the works of John Milton.

单选题Some scientists have suggested that Earth is a kind of zoo or wildlife ______ for intelligent space beings, like the wilderness areas we have set up on earth to allow animals to develop naturally while we observe them.

单选题Time, as we know it, is a very recent invention. The modern time-sense is hardly older than the United States. It is a by-product of industrialism--a sort of psychological analogue of synthetic perfumes and aniline dyes. Time is our tyrant. We are chronically aware of the moving minute hand, even of the moving second hand. We have to be. There are trains to be caught, clocks to be punched, tasks to be done in specified periods, records to be broken by fractions of a second, machines that set the pace and have to be kept up with. Another time-emphasizing entity is the factory and its dependent, the office. Factories exist for the purpose of getting certain quantities of goods made in a certain time. The old artisan worked as it suited him with the result that consumers generally had to wait for the goods they had ordered from him. The factory is a device for making workmen hurry. The machine revolves so often each minute; so many movements have to be made, so many pieces produced each hour. Result: the factory worker (and the same is true of the office worker) is compelled to know time in its smallest fractions. In the hand-work age there was no such compulsion to be aware of minutes and seconds. Our awareness of time has reached such a pitch of intensity that we suffer acutely whenever our travels take us into some corner of the world where people are not interested in minutes and seconds. The unpunctuality of the Orient, for example, is appalling to those who come freshly from a land of fixed meal-times and regular train services. For a modern American or Englishman, waiting is a psychological torture. An Indian accepts the blank hours with resignation, even with satisfaction. He has not lost the fine art of doing nothing. Our notion of time as a collection of minutes, each of which must be filled with some business or amusement, is wholly alien to the Oriental, just as it was wholly alien to the Greek. For the man who lives in a pre-industrial world, time moves at a slow and easy pace; he does not care about each minute, for the good reason that he has not been made conscious of the existence of minutes. This brings us to a seeming paradox. Acutely aware of the smallest constituent particles of time--of time, as measured by clock-work and train arrivals and the revolutions of machines--industrialized man has to a great extent lost the old awareness of time in its larger divisions. The time of which we have knowledge is artificial, machine-made time. Of natural, cosmic time, as it is measured out by sun and moon, we are for the most part almost wholly unconscious. Pre-industrial people know time in its daily, monthly and seasonal rhythms. They are aware of sunrise, noon and sunset; of the full moon and the new; of equinox and solstice; of spring and summer, autumn and winter. Industrialism and urbanism have changed all this. One can live and work in a town without being aware of the daily march of the sun across the sky; without ever seeing the moon and stars. Even changes of season affect the townsman very little. He is the inhabitant of an artificial universe that is, to a great extent, walled off from the world of nature. Outside the walls, time is cosmic and moves with the motion of sun and stars. Within, it is an affair of revolving wheels and is measured in seconds and minutes--at its longest, in eight-hour days and five-day weeks. We have a new consciousness; but it has been purchased at the expense of the old consciousness.

单选题This passage most probably is ______.

单选题What do you think is the water's purpose in writing this passage?

单选题We are glad to inform you that your application for a post in our school has been ______.

单选题There are some very beautifully______ glass windows in the church. A. designed B. drawn C. marked D. stained

单选题It is incongruous that the number of British institutions offering MBA courses should have grown by 254 percent during a period when the economy has been sliding into deeper recession. Optimists, or those given to speed, assumptions, might think it marvelous to have such a resource of business school graduates ready for the recovery. Unfortunately, there is now much doubt about the value of the degree not least among MBA graduates themselves, suffering as they are from the effects of recession and facing the prospect of shrinking management structures. What was taken some years ago as a ticket of certain admission to success is now being exposed to the scrutiny of cost-conscious employers who seek "can-dos" rather than "might-dos", and who feel that academia has not been sufficiently appreciative of the needs of industry or of the employers' possible contribution. It is curious, given the name of the degree, that there should be no league table for UK business schools; no unanimity about what the degree should encompass; and no agreed system of accreditation. Surely there is something wrong. One wonders where all the tutors for this massive infusion of business expertise came from and why all this mushrooming took place. Perhaps companies that made large investments would have been wiser to invest in already existing managers, perched anxiously on their own internal ladders. The Institute of Management's 1992 survey, which revealed that eighty-one per cent of managers thought they personally would be more effective if they received more training, suggests that this might be the case. There is, too, the fact that training alone does not make successful managers. They need the inherent qualifications. Of character; a degree of self-subjugation; and, above all, the ability to communicate and lead more so now, when empowerment is a buzzword that is at least generating genuflexions, if not total conviction. One can easily think of people, some comparatively unlettered, who are now lauded captains of industry. We may, therefore, not need to be too concerned about the fall in applications for business school places, or even the doubt about MBAs. The proliferation and subsequent questioning may have been an inevitable evolution. If the Management Charter Initiative, now exploring the introduction of a senior management qualification, is successful, there will be a powerful corrective. We believe now that management is all about change. One hopes there will be some of that in relationship between management and science within industry, currently causing concern and which is overdue for attention. No one doubts that we need more scientists and innovation to give us an edge in an increasingly competitive world. If scientists feel themselves under-valued and under-used, working in industrial ghettos, that is not a promising augury for the future. It seems we have to resolve these misapprehensions between science and industry. Above all, we have to make sure that management is not itself smug about its status and that it does not issue mission statements about communication without realizing that the essence of it is a dialogue. More empowerment is required and we should strive to achieve it.

单选题We'd like to ______ a table for five for dinner this evening. [A] preserve [B] reserve [C] retain [D] sustain

单选题When one animal attacks another, it engages in the most obvious example of aggressive behavior. Psychologists have adopted several approaches to understanding aggressive behavior in people. The Biological Approach. Numerous biological structures and chemicals appear to be involved in aggression. One is the hypothalamus, a region of the brain. In response to certain stimuli, many animals show instinctive aggressive reactions. The hypothalamus appears to be involved in this inborn reaction pattern; electrical stimulation of part of the hypothalamus triggers stereotypical aggressive behaviors in many animals. In people, however, whose brains are more complex, other brain structures apparently moderate possible instincts. An offshoot of the biological approach called sociobiology suggests that aggression is natural and even desirable for people. Sociobiology views much social behavior, including aggressive behavior, as genetically determined. Consider Darwin's theory of evolution. Darwin held that many more individuals are produced than can find food and survive into adulthood. A struggle for survival follows. Those individuals who possess characteristics that provide them with an advantage in the struggle for existence are more likely to survive and contribute their genes to the next generation. In many species, such characteristics include aggressiveness. Because aggressive individuals are more likely to survive and reproduce, whatever genes are linked to aggressive behavior are more likely to be transmitted to subsequent generations. The sociobiology view has been attacked on numerous grounds. One is that people's capacity to outwit other species, not their aggressiveness, appears to be the dominant factor in human survival. Another is that there is too much variation among people to believe that they are dominated by, or at the mercy of, aggressive impulses. The Psychodynamic Approach. Theorists adopting the psychodynamic approach hold that inner conflicts are crucial for understanding human behavior, including aggression. Sigmund Freud, for example, believed that aggressive impulses are inevitable reactions to the frustrations of daily life. Children normally desire to vent aggressive impulses on other people, including their parents, because even the most attentive parents cannot gratify all of their demands immediately. Yet children, also fearing their parents' punishment and the loss of parental love, come to repress most aggressive impulses. The Freudian perspective, in a sense: sees us as "steam engines. " By holding in rather than venting "steam," we set the stage for future explosions. Pent-up aggressive impulses demand outlets. They may be expressed toward parents in indirect ways such as destroying furniture, or they may be expressed toward strangers later in life. According to psychodynamic theory, the best ways to prevent harmful aggression may be to encourage less harmful aggression. In the steam-engine analogy, verbal aggression may vent some of the aggressive steam. So might cheering on one's favorite sports team. Psychoanalysts, therapists adopting a psychodynamic approach, refer to the venting of aggressive impulses as "catharsis." Catharsis is theorized to be a safety valve. But research findings on the usefulness of catharsis are mixed. Some studies suggest that catharsis leads to reductions in tension and a lowered likelihood of future aggression. Other studies, however, suggest that letting some steam escape actually encourages more aggression later on. The Cognitive Approach. Cognitive psychologists assert that our behavior is influenced by our values, by the ways in which we interpret our situations and by choice. For example, people who believe that aggression is necessary and justified-as during wartime — are likely to act aggressively, whereas people who believe that a particular war or act of aggression is unjust, or who think that aggression is never justified, are less likely to behave aggressively. One cognitive theory suggests that aggravating and painful events trigger unpleasant feelings. These feelings, in turn, can lead to aggressive action, but not automatically. Cognitive factors intervene. People decide whether they will act aggressively or not on the basis of factors such as their experiences with aggression and their interpretation of other people's motives. Supporting evidence comes from research showing that aggressive people often distort other people's motives. For example, they assume that other people mean them harm when they do not.