公共英语五级考试试题四十Word格式.docx

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