英语六级听力原文第一套Word格式.docx

上传人:b****5 文档编号:19510263 上传时间:2023-01-07 格式:DOCX 页数:6 大小:21.07KB
下载 相关 举报
英语六级听力原文第一套Word格式.docx_第1页
第1页 / 共6页
英语六级听力原文第一套Word格式.docx_第2页
第2页 / 共6页
英语六级听力原文第一套Word格式.docx_第3页
第3页 / 共6页
英语六级听力原文第一套Word格式.docx_第4页
第4页 / 共6页
英语六级听力原文第一套Word格式.docx_第5页
第5页 / 共6页
点击查看更多>>
下载资源
资源描述

英语六级听力原文第一套Word格式.docx

《英语六级听力原文第一套Word格式.docx》由会员分享,可在线阅读,更多相关《英语六级听力原文第一套Word格式.docx(6页珍藏版)》请在冰豆网上搜索。

英语六级听力原文第一套Word格式.docx

vebeenunhappyatthatcompanyforalongtime,butI'

mnotsureifIshouldtellthemhowIreallyfeel.

Tomywayofthinking,therearetwomainpotentialbenefitsthatcomefromunleashingandagitatedstreamoftruthduringanexitinterview.Thefirstisrelease.Unburdeningyourselfoffrustration,andperhapsevenangertosomeonewhoisn'

tafriendorclosecolleaguecanbewonderfullyfree.

 Man:

Letmeguess.ThesecondIsthBtthecriticismwill,theoretically,helptheorganizationI'

mleavingtoimprove,makingsureemployeesofthefuturearelesslikelytoencounterwhatIdid?

 Woman:

That'

sright.Buttheproblemwiththecompanyimprovementpartisthatveryoftenitdoesn'

thappen.Anexitinterviewissupposedtobeprivate,butoftenisn'

t.Inmvcompany,theinformationRainedfromtheseinterviewsisoftennotconfidential.Theinformationisusedasdirtagainstanothermanager,orcanbetradedamonRseniormanagers[Q2].

Nowyou'

vegotmerethinkingwhatI'

lldiscloseintheinterview.Thereisalwaysachancethatitcouldaffectmyreputationandmyabilityt。

networkintheindustry[Q3|.Itisaprettysmallindustryafterall.

Anythingyouinitiallygainedfromtheinstantsatisfactionoftellingitlikeitis,youmightlosedownthetrackbyinjuringyourfuturecareerprospects.

Right.PerhapsIwouldbebetterHettinuthingsoffmychestbyHoinRtooneofthoserate-your-employerwebsites[Q41].

Youcould.Anddon'

td。

theinterviewatall[Q4].Exitinterviewsarenotmandatory.

Questions1to4arebasedonthepassageyouhavejustheard.

Q1:

Whatdowelearnaboutthemanfromtheconversation?

Q2:

Whatdoesthewomanthinkoftheinformationgainedfromanexitinterview?

Q3:

Whydocsthemanwanttorethinkwhathewillsayinthecomingexitinterview?

Q4:

Whatdoesthemanthinkhehadbetterdo?

Conversation2

Today,I'

mtalkingtotherenownedbotanist,JaneFoster.

Thankyouforinvitingmetojoinyouontheshow,Henry.

Recently,Jane,you'

vebecomequiteacelebrity,sincethereleaseofyourlatestdocumentary[Q5].Canyoutellusalittleaboutit?

Well,itfollowsmyexpeditiontostudythevegetationindigenoustotherainforestinequatorialareasofsoutheastAsia.

Youcertainlygettotraveltosomeveryexoticlocations.

Itwasfarfromglamorous,tobehonest.Theareawevisitedwasaccessible0nlybycanoeandthelivinxconditionsinthehutwereprimitivetosavtheleast.Therewasnoelectricity.OurwatersuppZwasanearbystream[Q6].

Howweretheweatherconditionswhileyouwerethere?

Theweatherwasnotconducivetoworkatall,sincethehumiditywasalmostunbearable.Atmidday,westayedinthehutanddidnothing.Itwastoohumidtoeitherworkorsleep[Q6],

Howlongdidyourteamspendinthejungle?

Originally,weplannedtobethereforamonth.Butintheend,westayedforonly2weeks.

Whydidyoucuttheexpeditionshort?

Halfwaythroughthetrip,wereceivednewsthatehurricanewasapproaching.Wehadtoevacuateonveryshortnotice[Q7].

Thatsoundslikeafascinatinganecdote.

Itwasfrightening.ThefastestevacuationroutewasriverRapids.Wehadtonavigatethemcarryingallofourequipmenj)

Sooverallwasthejourneyunsuccessful[Q8]?

Absolutelynot[Q8].Wegatheredamassiveamountofdataaboutthelocalplantlife.

Whydoyouputupwithsuchadverseconditions?

Botanyisanobsessionforme.ManyofthedestinationsIvisithaveastunningscenery.Igettomeetavarietyofpeoplefromallovertheworld.

Sowherewillyournextdestinationbe?

Ihaven'

tdecidedyet.

Thenwecanleaveitforanothervacation.Thanks.

Questions5to8arebasedonthepassageyouhavejustheard.

Q5:

WhatdoesthemanwantJaneFostertotalkabout?

Q6:

Whydoesthewomandescribeherexperienceasfarfro

Q7:

Whydidthewomanandthosewhowentwithherendtheirtriphalfway?

Q8:

Whatdoesthewomanthinkofthejourney?

Passageone

 Scientistsoftenusespecializedjargontermswhilecommunicatingwithlaymen.Mostofthemdon'

trealizetheharmfuleffectsofthispractice.(9)Inanewstudy,peopleexposedesandsurgicalrobots.Latersaidtheywerelessinterestinginsciencethanotherswhoreadaboutthesametopics,butwithouttheuseofspecializedterms.Theyalsofeltlessinformedaboutscienceandlessqualifiedtodiscusssciencetopics.it'

snoteworthythatitmadenodiffenceifthejargontermsweredefinedinthenext.Evenwhenthetermsweredefinedreadersstillfeltthesamelackofengagementasreaderswhoreadjargonthatwasn'

texplained.

 Theproblemisthatthemerepresenceofjargonsendsadiscouragingmessagetoreaders.HillarySchulman,theauthorofthestudy,assertsthatspecializedwordsareasignal.Jargontellspeoplethatthemessageisn'

tforthem.Therefsanevendarkersidetohowpeoplereacttojargon.Inanotherstudy,researchersfoundthstreadingscientificarticlescontainingjargonledpeopletodoubttheactualscience.Theyfoundtheopposite,whenatextiseasiertoread.Then.Peoplearemorepersuaded.(10)Thus,it'

simportanttocommunicateclearlywhentalkingaboutcomplexsciencesubjects.Thisisespeciallytruewithissuesrelatedtopublichealth;

likethesafetyofnewmedicationsandthebenefitsofvaccines.Schulmanconcedesthattheuseofjargonisappropriatewithscientificaudiences.Butscientistswhowanttocommunicatewiththegeneralpublicneedtomodifytheirlanguage.TheyneedtoeliminateiarRon.(11)

Questions9to11arebasedonthepassageyouhavejustheard.

Q9:

Whatdoesthepassagesayabouttheuseofjargontermsbyexperts?

Q10:

Whatdoresearchersfindaboutpeoplereadingscientificarticlescontainingjargonterms?

Q11:

WhatdoesSchulmansuggestscientistsdowhencommunicatingwiththegeneralpublic?

   

passagetwo

 Atthebeginningofthetwentiethcenturyonthegulfcoastintheusstateoftexas,therewasahillwheregasleakagewassonoticeablethatschoolboyswouldsometimessetthehillonfire.

  PatioHiggins,adisreputablelocalbusinessman,becameconvincedthattherewasoilbelowtheNassvhill.(12)Oilwellsweren'

tdrilledbackthen.Theywereessentiallydug.ThesandunderthehilldefeatedseveralattemptsbyHiRgins'

workerstomakeaproperhole.(13)Higginshadforecastoilat1000feet,atotallymade-upfigure.Higginssubsequentlyhiredaminingengineer,captainAnthonyLucas.Afterencounterincseveralsetbacks,captainLucasdecidedtouseadrill,andhisinnovationscreatedthemodernoildrillingindustry.InJanuary1901,at1020feet,almostpreciselythedepthpredictedbyHigginsWildGas,thewell-roaredandsuddenlyejectedmudandsixtonsofdrillingpipeoutoftheground,terrifyingthosepresent.(14)Forthenextninedaysuntilthewellwascapped,thewellpouredoutmoreoilthanallthewellsInAmericacombined.

 Inthosedays,Texaswasalmostentirelyrural,withnolargecitiesandpracticallynoindustry.Cottonandbeefwerethefoundationoftheeconomy.HiGGinS'

wellchangedthat.Theboommadesomeprospectorsmillionaires,butthesuddensurplusofpetroleumwasnotentirelyablessingforTaxes.Inthe1930s,pricescrashedtothepointthatinsomepartsofthecountry,oilwascheaperthanwater.(15)ThatwouldbecomeafamiliarpatternoftheboomorbustTexaseconomy.

Questions12to15arebasedonthepassageyouhavejustheard.

Q12:

WhatdidTexasbusinessmenPatioHigginsbelieve?

Q13:

WhatpreventedHiggins'

workersfromdiggingaproperholetogettheoil?

Q14:

Whatdoesthepassagesayabotcaptainlucas“drillingmethod?

Q15:

whatdowelearnabouttexas”soilindustryboom?

Recording1

MostpeoHedisliketheirjobs.It'

sanastonishing:

butstatisticalfact,(Q16)aprimarycauseofemployeddissatisfaction,accordingtofreshresearchesthatmanybelievetheyhaveterriblemanagers.Fewdescribetheirmanagersasmaliciousormanipulative,though,whilethosetypescertainlyexist,theyareminority.Themajorityofmanagersseeminglyjustdon'

tknowanybetter.They'

reoftenemulatingbadmanagersthey'

vehadinthepast,islikelythey'

veneverreadamanagementbookorattendedamanagementcourse.Theymightnothaveevenreflectedonwhatgoodmanagementlookslikeandhowitwouldinfluencetheirownmanagementstyle.Theresearchersinterviewedemployeesabouttheirmanagers.Beginningwithaquestionabouttheworstmanagertheyhadeverhad.Fromthis,theresearcherscameupwithfourmaincausesofwhysomemanagersareperceivedasbeingsimplyawfulattheirjobs.[Q17]Thefirstcausewascompanyculturewhichwasseenbyemployeesasenablingpoormanagementpractices.Itwasspecificallystressfulworkenvironments,minimaltraining,andalackofaccountabiitythatwerefoundtobethemostblameworthy.Oftenamanagersuperiorscaneffectivelyencourageamanager'

sdistastefulbehaviorwhentheyfailtodisciplinethepersonswrongdoings.Suchworkplacesaresometimesdescribedastoxic.[Q17]Thesecondcausewasattributedtothemanagerscharacteristics:

thosedeemedtobemostdestructivewereoddpeople,thosewithoutdrive,thoseallowpersonalproblemsintotheworkplace,andthosewithanunpleasanttemperamentorpersonalityingeneral.[Q17]Thethirdcauseofpoormanagement

展开阅读全文
相关资源
猜你喜欢
相关搜索

当前位置:首页 > 工程科技 > 信息与通信

copyright@ 2008-2022 冰豆网网站版权所有

经营许可证编号:鄂ICP备2022015515号-1