公共英语五级考试试题四十Word格式.docx
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Formostofusitprobablydoesn'
tmakemuchdifferencehowmuchsaltweeat."
Dustan'
smostrecentshort-termstudyof150peopleshowedthatthosewithnormalbloodpressureunderwentnochangeatallwhenplacedonanextremelylow-saltdiet,orlaterwhensaltwasreintroduced.Ofthehypertensivesubjects,however,halfofthoseonthelow-saltdietdidexperienceadropinbloodpressure,whichreturnedtoitspreviouslevelwhensaltwasreintroduced.
"
Anadequatetosomewhatexcessivesaltintakehasprobablysavedmanymorelivesthanithascostinthegeneralpopulation,"
notesDr.JohnH.Laragh."
Soarecommendationthatthewholepopulationshouldavoidsaltmakesnosense."
Medicalexpertsagreethateveryoneshouldpracticereasonable"
moderation"
insaltconsumption.Foranaverageperson,amoderateamountmightrunfromfourtotengramsaday,orroughly1/2to1/3ofateaspoon.Theequivalentofonetotwogramsofthissaltallowancewouldcomefromthenaturalsodiuminfood.Therestwouldbeaddedinprocessing,preparationoratthetable.
Thosewithkidney,liverorheartproblemsmayhavetolimitdietarysalt,iftheirdoctoradvises.Buteventheveryvocal"
lowsalt"
exponent,Dr.ArthurHullHayes,Jr.admitsthat"
wedonotknowwhetherincreasedsodiumconsumptioncauseshypertension."
Infact,thereisincreasingscientificevidencethatotherfactorsmaybeinvolved:
deficienciesincalcium,potassium,perhapsmagnesium;
obesity(muchmoredangerousthansodium);
geneticpredispotition;
stress.
Itisnotyourenemy,"
saysDr.Laragh,"
SaltistheNo.1naturalcomponentofallhumantissue,andtheideathatyoudon'
tneeditiswrong.Unlessyourdoctorhasproventhatyouhaveasalt-relatedhealthproblem,thereisnoreasontogiveitup."
Accordingtosomedoctorsandpoliticians,theamountofsaltconsumed
Aexhibitsasanaggravatingfactortopeopleinpoorhealth.
Bcuresdiseasessuchasstrokeandcirculatorydisorders.
Ccorrelateshighlywithsomediseases.
Disirrelevanttopeoplesufferingfromheartdisease.
【正确答案】:
C
【本题分数】:
1.0分
第2题
FromDr.Dustan'
sstudywecaninferthat
Aalow-saltdietmaybeprescribedforsomepeople.
Btheamountofsaltintakehasnothingtodowithone'
sbloodpressure.
Cthereductionofsaltintakecancureahypertensivepatient.
Danextremelylow-saltdietmakesnodifferencetoanyone.
A
第3题
Inthethirdparagraph,Dr.Laraghimpliesthat
Apeopleshouldnotbeafraidoftakingexcessivesalt.
Bdoctorsshouldnotadvisepeopletoavoidsalt.
Canadequatetoexcessivesaltintakeisrecommendedforpeopleindisease.
Dexcessivesaltintakehasclaimedsomevictimsinthegeneralpopulation.
B
第4题
Thephrase"
vocal...exponent"
(line2,para.5)mostprobablyrefersto
Aeloquentdoctor.
Barticulateopponent.
Cloudspeaker.
Dstrongadvocate.
D
第5题
Whatisthemainmessageofthistext?
AThatthesaltscareisnotjustified.
BThattheorginofhypertensionisnowfound.
CThatthemoderateuseofsaltisrecommended.
DThatsaltconsumptionistobepromoted.
第6题
Managersspendagreatdealoftheirtimeinmeetings.AccordingtoHenryMintzberg,inhisbook,TheNatureofManagerialWork,managersinlargeorganizationsspendonly22percentoftheirtimeonmeetings.Sowhatarethemanagersdoinginthosemeetings?
Therehaveconventionallybeentwoanswers.Thefirstistheacademicversion:
Managersareco-ordinatingandcontrolling,makingdecisions,solvingproblemsandplanning.Thisinterpretationhasbeenlargelydiscreditedbecauseitignoresthesocialandpoliticalforcesatworkinmeetings.
Thesecondversionclaimsthatmeetingsprovidelittlemorethanstrategicsitesforcorporategladiatorstoperformbeforetheorganizationalemperors.Thisperspectiveisfarmoreattractive,andhasgivenrisetoalarge,andoftenhumorous,bodyofliteratureongamesmanshipandposturinginmeetings.
Itis,ofcourse,truethatmeetingroomsserveasshopwindowsformanagerialtalent,butthisisfarfromthetruthasawhole.Thesuggestionthatmeetingsareactuallybattlegroundsismisleadingsincetheraisond'
etreofmeetingshasfarmoretodowithcomfortthanconflict.Meetingsareactuallyvitalprops,bothfortheparticipantsandtheorganizationasawhole.
Fortheorganization,meetingsrepresentrecordingdevices.Theminutesofmeetingscataloguethechangeoftheorganization,atalllevels,inameresystematicwaythandotheassortedmemosanddirectiveswhicharescatteredaboutthecompany.Theyenshrinetheminutesofcorporatehistory,theyitemizeproposedactionsandoutcomesinawaywhichmakesonelooklikethenaturalculminationoftheother.
Thewholetenoroftheminutesisoneoftotalpremeditationandimpliedcontinuity.Theyareasanitizedversionofrealitywhichsuggestsareassuringlevelofcontroloverevents.Whatismore,theminutesrecordthedebatingofcertainissuesinanofficialanddemocraticforum,sothatthosenotinvolvedintheprocesscanbeassuredthatthedecisionwasnottakenlightly.
AsDongBennett,anadministrativeandfinancialmanagerwithAlliedBreweries,explains:
"
Timeandeffortareseentohavebeeninvestedinscrutinizingacertaincourseofaction."
Keyindividualsarealsoseentohaveputtheirnamesbehindthatparticularcourseofaction.Thedecisioncanthereforeproceedwiththefullweightoftheorganizationbehindit,evenifitactuallywentthrough"
onthenod"
.Atthesametime,theburdenofresponsibilityisspread,sothatnoindividualtakestheblame.
Thus,thepublicnatureofformalmeetingsconfersadegreeoflegitimacyonwhathappensinthem.Havingaviewpassunchallengedatameetingcanbetakentoindicateconsensus.
However,meetingsalsoserveasanalibiforaction,asdemonstratedbyonemanagerwhoexplainedtohissubordinates:
IdidwhatIcouldtopreventit—Ihadourobjectionsminutesintwomeetings."
Theproofofconspicuouseffortwasthereinblackandwhite.
Bymerelyattendingmeetings,managersbuttresstheirstatus,whilenon-attendancecancarrywithitacertainstigma.Whetherindividualmanagersintendtomakeacontributionornot,itissatisfyingtobeconsideredoneofthosewhoseviewsmatter.Ostracism,forseniormanagers,isnotbeinginvitedtomeetings.
Asonecynicobserved,meetingsarecomfortinglytangible:
Whoontheshopfloorreallybelievesthatmanagersareworkingwhentheytourtheworks?
Butassemblethembehindcloseddoorsandcallitameetingandeveryonewilltakeitforgrantedthattheyarehardatwork."
Managersarebeingseentoearntheircorn.
Meetingsprovidemanagerswithanotherformofcomforttoo—thatofformality.Meetingsfollowafixedformat:
Exchangesareritualized,theparticipantsareprobablyknowninadvance,thereisoftenawrittenagenda,andthereisachancetoprepare.Littlewonderthen,thattheycomeaswelcomerelieffromtheupheavalanduncertaintyoflifeoutsidethemeetingroom.
Managerscandrawfurthercomfortfromtherealizationthattheirpeersareeverybitasbemusedandfallibleasthemselves.Meetingsprovideconstantremindersthattheysharethesameproblems,preoccupationsandanxieties,thattheyareallinthesameboat.Paidforthosewhomaybeslightlyadrift,meetingsareidealoccasionsforgentlypullingthemround.
AsSteveStyles,theprocesscontrolmanager(lifeservices)atLegal&
General,putsit:
Themerepresenceofothersinmeetingsaddsweighttoteasingorcensureandhelpsyouto'
roundupthestrays'
."
Suchgatheringsthereforeprovidesolaceanddirectionforthemanagementteam—asecurityblanketformanagers.
Meetingsdoserveamultitudeofmeansaswellasends.Theyrelievemanagerialstressandfacilitateconsensus.Fortheorganization,theyhaveasafety-net-cum-robber-stampingfunctionwithoutwhichdecisionscouldnotproceed,muchlessgathermomentum.Inshort,meetingsamfundamentaltothewell-beingofmanagersandorganizationsalike.
Whyaretheminutesofmeetingsimportantforacompany?
ATheyprovideaclearhistoryofthefirmanditsevolution.
BTheyconcentratescatteredmemosanddirectivesinonesyntheticdocument.
CTheyreflectdecision-makingandcontrolovercompanylife.
DTheyrecordanyindividualdisagreementswithcompanydecisions.
第7题
Whydomanagersconsideritimportanttobeinvitedtomeetings?
ATheycanimpresstheirsuperiors.
BAlltheimportantcompanydecisionsaremadeatmeetings.
CItmakesthemfeelthattheiropinionsareofimportancetoothers.
DTheycanshareproblemsandanxieties.
第8题
Accordingtoshop-floorworkers,wheredomangersreallyworkhard?
AAttheirdesks.
BInmeetings.
COnvisitstocompanyproductionareas.
DOnbusinesstrips.
第9题
Whyaremeetingscomfortingforthemanagerswhoparticipateinthem?
ATheycanshowofftheirtalent.
BTheymakethemfeeltheybelongtoateam