单选题Political controversy(争论)about the public-land policy of the United States began with the American Revolution. In fact, even before independence from Britain was won, it became clear that resolving the dilemmas(困境)surrounding the public domain might prove necessary to preserve the Union itself. At the peace negotiations with Britain, Americans demanded, and got a western boundary at the Mississippi River. Thus the new nation secured for its birthright a vast internal empire rich in agricultural and mineral resources. But under their colonial charters(契约),seven states—Massachusetts, Connecticut, New York, Virginia, North Carolina, South Carolina, and Georgia—claimed portions of the western wilderness. Virginia's claim was the largest, stretching north and west to encompass the later states of Kentucky, Ohio, Indiana, Illinois, Michigan and Wisconsin. The language of the charters was vague and their validity questionable, but during the war Virginia reinforced its title by sponsoring Colonel George Rogers Clark's 1778 expedition to Vincennes and Kaskaskia, which strengthened America's trans-Appalachian pretensions(要求，权利)at the peace table. The six states holding no claim to the transmountain (在山那边的)region doubted whether a confederacy in which territory was so unevenly apportioned would turely prove what it claimed to be a union to equals. Already New Jersey, Delaware, Rhode Island, and Maryland were among the smallest and least populous of the states. While they levied(征收)heavy taxes to repay state war debts, their larger neighbors might retire debts out of landsale proceeds.

单选题 {{B}} Questions 23-26{{/B}}

单选题Most big corporations were once run by individual capitalists: by one shareholder with enough stock to dominate the board of directors and to dictate policy, a shareholder who was usually also the chief executive officer. Owning a majority or controlling interest, these capitalists did not have to concentrate on reshuffling assets to fight off raids from financial vikings. They were free to make a living by producing new products or by producing old products more cheaply. Just as important, they were locked into their roles. They could not very well sell out for a quick profit—dumping large stock holdings on the market would have simply depressed the stock"s price and cost them their jobs as captains of industry. So instead they sought to enhance their personal wealth by investing—by improving the long-run efficiency and productivity of the company. Today, with very few exceptions, the stock of large U. S. corporations is held by financial institutions such as pension funds, foundations, or mutual funds—not by individual shareholders. And these financial institutions cannot legally become real capitalists who control what they own. How much they can invest in any one company is limited by law, as is how actively they can intervene in company decision making. These shareholders and corporate managers have a very different agenda than dominant capitalists do, and therein lies the problem. They do not have the clout to change business decisions, corporate strategy, or incumbent managers with their voting power. They can enhance their wealth only by buying and selling shares based on what they think is going to happen to short-term profits. Minority shareholders have no choice but to be short-term traders. And since shareholders are by necessity interested only in short-term trading, it is not surprising that managers" compensation is based not on long-term performance, but on current profits or sales. Managerial compensation packages are completely congruent with the short-run perspective of short run shareholders. Neither the manager nor the shareholder expects to be around very long. And neither has an incentive to watch out for the long term growth of the company. We need to give managers and shareholders an incentive to nurture long-term corporate growth—in other words, to work as hard at enhancing productivity and output as they now work at improving short-term profitability.

单选题Questions 27-30

单选题{{B}}Directions:{{/B}} In this section, you will read several passages. Each passage is followed by several questions based on its content. You are to choose {{B}}ONE{{/B}} best answer to each question. Answer all the questions following each passage on the basis of what is stated or implied in that passage and write the letter of the answer you have chosen in the corresponding space in your {{B}}ANSWER BOOKLET.{{/B}} Psychologists agree that I.Q. contributes only about 20% of the factors that determine success. A full 80% comes from other factors, including what I call emotional intelligence. Following are two of the major qualities that make up emotional intelligence, and how they can be developed:{{B}}Self-awareness{{/B}} The ability to recognize a feeling as it happens is the keystone of emotional intelligence. People with greater certainty about their emotions are better pilots of their lives. Developing self-awareness requires tuning in to what neurologist Antonio Damasio calls "gut feelings". Gut feelings can occur without a person being consciously aware of them. For example, when people who fear snakes are shown a picture of a snake, sensors on their skin will detects sweat, a sign of anxiety, even though the people say they do not feel fear. The sweat shows up even when a picture is presented so rapidly that the subject has no conscious awareness of seeing it. Through deliberate effort we can become more aware of our gut feelings. Take someone who is annoyed by a rude encounter for hours after it occurred. He may be unaware of his irritability and surprised when someone calls attention to it. But if he evaluates his feelings, he can change them. Emotional self-awareness is the building block of the next fundamental of emotional intelligence: being able to shake off a bad mood.{{B}}Mood Management{{/B}} Bad as well as good moods spice life and build character. The key is balance. We often have little control over when we are swept by emotion. But we can have some say in how long that emotion will last. Psychologist Dianne Tice asked more than 400 men and women about their strategies for escaping foul moods. Her research, along with that of other psychologists, provides valuable information on how to change a bad mood. Of all the moods that people want to escape, rage seems to be the hardest to deal with. When someone in another car eats you off on the highway, your reflexive thought may be: That jerk! He could have hit me! I can't let him get away with that! The more you stew, the angrier you get. Such is the stuff of hypertension and reckless driving. What should you do to relieve rage? One myth is that ventilating will make you feel better. In fact, researchers had found that's one of the worst strategies. A more effective technique is "reframing', which means consciously reinterpreting a situation in a more positive light. In the case of the driver who cuts you off, you might tell yourself: Maybe he had some emergency. This is one of the most potent ways, Tice found, to put anger to rest. Going off alone to cool down is also an effective way to refuse anger, especially if you can't think clearly. Tice found that a large proportion of men cool down by going for a drive—a finding that inspired him to drive more defensively. A safer alternative is exercise, such as taking a long walk. Whatever you do, don’t waste the time pursuing your train of angry thoughts. Your aim should be to distract yourself. The techniques of reframing and distraction can alleviate depression and anxiety as well as anger. Add to them such relaxation techniques as deep breathing and meditation and you have an arsenal of weapons against bad moods.

单选题Questions 26-30 At some time in your life you may have a strong desire to do something strange or terrible. However, chances are that you don't act on your impulse, but let it pass instead. You know that to commit the action is wrong in some way and that other people will not accept your behavior. Perhaps the most interesting thing about the phenomenon of taboo behavior is how it can change over the years within the same society, how certain behavior and attitudes once considered taboo can become perfectly acceptable and natural at another point in time. Topics such as death, for example, were once considered so upsetting and unpleasant that it was a taboo to even talk about them. Now with the publication of important books such as On Death and Dying and Learning to Say Goodbye, people have become more aware of the importance of expressing feelings about death and, as a result, are more willing to talk about this taboo subject. One of the newest taboos in American society is the topic of fat. Unlike many other taboos, fat is a topic that Americans talk about constantly. It's not taboo to talk about fat; it's taboo to be fat. The "in" look is thin, not fat. In the work world, most companies prefer youthful-looking, trim executives to sell their image as well as their products to the public. The thin look is associated with youth, vigor, and success. The fat person, on the other hand, is thought of as lazy and lacking in energy, self-discipline, and self-respect. In an image-conscious society like the U. S. , thin is "in", fat is "out". It's not surprising, then, that millions of Americans have become obsessed with staying slim and "in shape". The pursuit of a youthful physical appearance is not, however, the sole reason for America's fascination with diet and exercise. Recent research has shown the critical importance of diet and exercise for personal health. As in most technologically developed nations, the life-style of North Americans has changed dramatically during the course of the last century. Modern machines do all the physical labor that people were once forced to do by hand. Cars and buses transport us quickly from point to point. As a result of inactivity and disuse, people's bodies can easily become weak and vulnerable to disease. In an effort to avoid such a fate, millions of Americans are spending more of their time exercising.

单选题Questions 11 to 15 are based on the following interview.

单选题 {{B}}Questions 16 to 20 are based on the following talk.{{/B}}

单选题The Yugoslav look out made a mistake because______________.

单选题On October 14, 2015 tracker dogs led game scouts to a group of armed poachers who were on the run after shooting and killing a well-known old elephant bull just outside Tarangire National Park, Tanzania. This was the latest in a string of successes by Tanzania"s tracker dogs, which are proving to be an effective weapon in the bloody war on elephant poaching in East Africa. "Apart from their incredible tracking abilities, dogs are wonderful to work with because they don"t have any political agenda—they can"t be compromised," said Damien Bell, director of Big Life Tanzania, the conservation organization that manages the Big Life Tracker Dog Unit. "Our dogs have tracked elephant poachers for up to eight hours at a time or more, through extreme conditions—heat, rain, wetlands, mountains—and still turned up results," he said. "They love their handlers, and they do a job until the job is done." The Big Life Foundation first began using dogs for anti-poaching efforts in 2011, after adopting four Alsatians (German shepherds) from kennels in the Netherlands and honing their skills with the help of Canine Specialist Services International, a dog training facility based in northern Tanzania. Alsatians were picked over bloodhounds as they have more stamina and can better handle the African heat. Two of the dogs, Max and Jazz, were stationed in southern Kenya. The other two, Rocky and Jerry, were sent to Tanzania to help out in the Amboseli/Kilimanjaro ecosystem, important elephant habitat that straddles the two countries. Since their arrival, Rocky and Jerry have helped with countless anti-poaching operations, leading to numerous arrests. In fact, the dog teams have become so popular that Tanzania National Parks, the Wildlife Division, the police, and even the military have requested their assistance. Canine sleuths aren"t limited to the plains of East Africa, either. In the Democratic Republic of the Congo, bloodhounds are assisting in the fight against poaching in forested Virunga National Park, where the world"s last remaining mountain gorillas live. In South Africa, Weimaraner and Malinois dogs are helping to find wounded animals and track poachers on foot through the reserves around Kruger National Park. Anatolian shepherd dogs are also used in Africa to mitigate human-wildlife conflict on farms, where the instinctively protective dogs defend livestock from predators. Rocky arrived with his handlers, and soon he was pacing and sniffing up and down beside the dead elephant, about to explode with excitement. He quickly picked up the human scents from footprints near the carcass. It seemed that multiple people had been at the crime scene the night before. Now the dogs were on their dusty trail. The hunters had become the hunted. Rocky led the chase through the foothills and scrublands of the Lesimingori, frantically tugging his handler at the end of the lead. But after five hours of relentless progress, the heat wore even him down, and his protégé, Rosdus, took over. Rosdus is a new dog on the team—fresh from extensive training at Canine Specialist Services International, at Usa River. Rosdus didn"t disappoint his mentor. He took the team all the way to the main highway, where the unit followed a hot trail through the town and to a particular home. There, seven suspects were arrested. Six of the suspects have been charged and are now in custody in Arusha, without bail.

单选题Questions 11 to 15 are based on the following interview.

单选题 For most of us, work is the central, dominating fact of life. We spend more than half our conscious hours at work, preparing for work, traveling to and from work. What we do there largely determines out standard of living and to a considerable extent the status we are accorded by out fellow citizens as well. It is sometimes said that because leisure has become more important the indignities and injustices of work can be pushed into a comer; that because work is pretty intolerable, the people who do it should compensate for its boredom, frustrations and humiliations by concentrating their hopes on the other parts of their lives. I reject that as a counsel of despair. For the foreseeable future the material and psychological rewards which work can provide, and the conditions in which work is done, will continue to play a vital part in determining the satisfaction that life can offer. Yet only a small minority can control the pace at which they work or the conditions in which their work is done; only for a small minority does work offer scope for creativity, imagination, or initiative. Inequality at work and in work is still one of the cruelest and most glaring forms of inequality in our society. We cannot hope to solve the more obvious problems of industrial life, many of which arise directly or indirectly from the frustrations created by inequality at work, unless we tackle it head-on. Still less can we hope to create a decent and humane society. The most glaring inequality is that between managers and the rest. For most managers, work is an opportunity and a challenge. Their jobs engage their interest and allow them to develop their abilities. They are constantly learning, they are able to exercise responsibility, they have a considerable degree of control over their own—and others—working lives. Most important of all, they gave the opportunity to initiate. By contrast, for most manual workers, and for growing numbers of white-collar workers, work is a boring, monotonous, even painful exercise. They spend all their working lives in conditions which would be regarded as intolerable—for themselves—by those who take the decisions which let such conditions continue. The majority have little control over their work; it provides them with no opportunity for personal development. Often production is so designed that workers are simply part of the technology. In offices, many jobs are so routine that workers justifiably feel themselves to be mere cogs in the bureaucratic machine. As a direct consequence of their worker experience, many workers feel alienated from their work and their firm, whether it is in public or in private ownership. Rising education standards feel rising expectations, yet the mount of control which the worker has over his own work situations does not rise accordingly. In many cases his control has been reduced. Symptoms of protest increase—rising sickness and absenteeism, high turnover of employees, restrictions on output, and strikes, both unofficial and official. There is not much escape out and upwards. As management becomes more professional—in itself a good thing—the opportunity for promotion from the shop floor become less. The only escape is to another equally frustrating manual job; the only compensation is found not in the job but outside it, if there is a rising standard of living.

单选题Questions 1 to 5 are based on the following conversation.

单选题Questions 6 to 10 are based on the following news.

单选题A new English-Chinese dictionary will soon ______ out. A. work B.come C. give D. hand

单选题Questions 19-22

单选题 The first person I came across who'd got the measure of e-mall was an American friend who was high up in a big corporation. Some years ago, when this method of communication first seeped into business life from academia, his company in New York and its satellites across the globe were among the first to get it. In the world's great seats of learning, e-mail had for some years allowed researchers to share vital new jokes. And if there was cutting-edge wit to be had, there was no way my friend's corporation would be without it. One evening in New York, he was late for a drink we'd arranged. "Sorry," he said, "I've been away and had to deal with 998 e-mails in my queue." "Wow," I said, "I'm really surprised you made it before midnight." "It doesn't really take that tong," be explained, "if you simply delete them all." True to form, he had developed a strategy before most of us had even heard of e-mail. If any information he was sent was sufficiently vital, his lack of response would ensure the sender rang him up. If the sender wasn't important enough to have his private number, the communication couldn't be sufficiently important. My friend is now even more senior in the same company, so the strategy must work, although these days, I don't tend to send him many e-mails. Almost every week now, there seems to be another report suggesting that we are all being driven crazy by the torment of e-mall. But if this is the case, it's only because we haven't developed the same discrimination in dealing with e-mail as we do with post. Have you ever mistaken an important letter for a piece of unsolicited advertising and thrown it out? Of course you haven't. This is because of the obliging stupidity of 99 per cent of advertisers, who just can't help making their mailshots look like the junk mail that they are. Junk e-mail looks equally unnecessary to read. Why anyone would feel the slightest compulsion to open the sort of thing entitled "SPECIALOFFER@junk.com" I cannot begin to understand. Even viruses, those sneaky messages that contain a bug which can corrupt your whole computer system, come helpfully labelled with packaging that shrieks "danger, do not open". Handling e-mail is an art. Firstly, you junk anything with an exclamation mark or a string of capital letters, or from any address you don't recognise or feel confident about. Secondly, while I can't quite support my American friend’s radical policy, e-mails don't all have to be answered. Because e-mailing is so easy, there's a tendency for correspondence to carry on for ever, but it is permissible to end a strand of discussion by simply not discussing it any longer— or to accept a point of information sent by a colleague without acknowledging it. Thirdly, a reply e-mail doesn't have to be the same length as the original. We all have e-mail buddies who send long, chatty e-mails, which are nice to receive, but who then expect an equally long reply. Tough. The charm of e-mail can lie in the simple, suspended sentence, with total disregard for the formalities of the letter sent by post. You are perfectly within the bounds of politeness in responding to a marathon e-mail with a terse one-liner, like: "How distressing. I'm sure it will clear up."

单选题Questions 11-14

单选题Questions 6 to 10 are based on the following news.

单选题[此试题无题干]