英语高考任务型阅读真题文档格式.docx

英语高考任务型阅读真题文档格式.docx

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72．involves77．behaviors／acts／action（s）／activities

73．determine／define／know／understand78．conveying／expressing

74．expectations／hopes／desires／wishes79．erase／remove／delete/change

75．occurs／happens／exists／arises80．can’t／cannot

2010任务型阅读

71.swinging72.Based73.migration74.even75.experiments／tests／study／research

76.block77.cloudy78.discovery79.north80.brain（s）

2011任务型阅读

2012任务型阅读

71Bother/annoy72.anxiety/concern/worry73.considerate/aware/conscious

74.loyal/faithful/devoted/committed75.difference76.positively77.success/achievements

78.strongly79.determined/decided80.chances/possibilities/opportunities

2013任务型阅读

71.strict72.helpful/good73.Functions/Roles/Importance/Significance74.running/working/going/operatiing/functioning

75.performance（s）76.fired/dismissed/jobless77.problems/troubles78.higher/subjective/unfair/unjust/prejudiced

79.tense/damaged/poor/bad80.discourage/affect/damage

2013江苏卷

QuietVirtue:

TheConscientious

Theeverydaysignsofconscientiousness（认真尽责）—beingpunctual,carefulindoingwork,self-disciplined,andscrupulous（一丝不苟的）inattendingtoresponsibilities—aretypicalcharacteristicsofthemodelorganizationalcitizen,thepeoplewhokeepthingsrunningastheyshould.Theyfollowtherules,helpout,andareconcernedaboutthepeopletheyworkwith.It’stheconscientiousworkerwhohelpsnewcomersorupdatespeoplewhoreturnafteranabsence,whogetstoworkontimeandneverabusessickleaves,whoalwaysgetsthingsdoneondeadline.

Conscientiousnessisakeytosuccessinanyfield.Instudiesofjobperformance,outstandingeffectivenessforalmostalljobs,fromsemi-skilledlabortosalesandmanagement,dependsonconscientiousness.Itisparticularlyimportantforoutstandingperformanceinjobsatthelowerlevelsofanorganization:

thesecretarywhosemessagetakingisperfect,thedeliverytruckdriverwhoisalwaysontime.

AmongsalesrepresentativesforalargeAmericancarmanufacturer,thosewhoweremostconscientioushadthelargestvolumeofsales.Conscientiousnessalsooffersabuffer（缓冲）againstthethreatofjoblossintoday’sconstantlychangingmarket,becauseemployeeswiththisqualityareamongthemostvalued.Forthesalesrepresentatives,theirlevelofconscientiousnessmatteredalmostasmuchastheirsalesindeterminingwhostayedon.

Thereisanairaroundhighlyconscientiouspeoplethatmakesthemseemevenbetterthantheyactuallyare.Theirreputationfordependabilityinfluencesmanagers’evaluationsoftheirwork,givingthemhigherevaluationsthanobjectivemeasuresoftheirperformancewouldpredict.

Butconscientiousnessintheabsenceofsocialskillscanleadtoproblems.Sinceconscientiouspeopledemandsomuchofthemselves,theycanholdotherpeopletotheirownstandards,andsobeoverlyjudgmentalwhenothersdon’tshowthesamehighlevelsofmodelbehavior.FactoryworkersinGreatBritainandtheUnitedStateswhowereextremelyconscientious,forexample,tendedtocriticizeco-workersevenaboutfailuresthatseemedunimportanttothosetheycriticized,whichdamagedtheirrelationships.

Whenconscientiousnesstakestheformoflivinguptoexpectations,itcandiscouragecreativity.Increativeprofessionslikeartoradvertising,opennesstowildideasandspontaneity（自发性）arescarceandindemand.Successinsuchoccupationscallsforabalance,however;

withoutenoughconscientiousnesstofollowthrough,peoplebecomemeredreamers,withnothingtoshowfortheirimaginativeness.

题型自主分析：

1、原词重现（信息查找）：

2、词性转换（信息加工）：

3、提炼概括（信息归纳）：

2012江苏卷

HappinessAdvantage”Effect

InJuly2010Burt’sBees,apersonal-careproductscompany,wasgoingthroughenormouschangeasitbeganaglobalexpansioninto19newcountries.Inthiskindofhigh-pressuresituation,manyleadersbothertheirassistantswithfrequentmeetingsorfloodtheirin-boxeswithurgentdemands.Indoingso,managerslifteveryone’sanxietylevel,whichactivatesthepartofthebrainthatprocessesthreatsandstealsresourcesfromtheprefrontalcortex（大脑皮层）,whichisresponsibleforeffectiveproblemsolving.

Burt’sBees’sthen-CEO,JohnWolfgang,tookadifferentapproach.Eachday,he’dsendoutane-mailpraisingateammemberforworkrelatedtoglobalmarketing.He’dinterrupthisownpresentationstoremindhismanagerstotalkwiththeirteamsaboutthecompany’svalues.Heaskedmetofurtherathree-hoursessionwithemployeesonhappinessinthecourseoftheexpansioneffort.Asonememberoftheseniorteamtoldmeayearlater,Wolfgang’semphasisondevelopingpositiveleadershipkepthismanagersactivelyinvolvedandloyalastheysuccessfullytransformedthecompanyintoaglobalone.

Thatoutcomeshouldn'

tsurpriseus.Researchshowsthatwhenpeopleworkwithapositivemind-set（思维模式）,performanceonnearlyeverylevel---productivity,creativity,involvement---improves.Yethappinessisperhapsthemostmisunderstooddriverofperformance.Forone,mostpeoplebelievethatsuccesscomesbeforehappiness.“OnceIgetapromotion,I’llbehappy,”theythink.Or,“OnceIhitsalestarge,I’llfeelgreat.”Butbecausesuccessisamovingtarget—assoonasyouhityourtarget,youraiseitagain-----thehappinessthatresultsfromsuccessdoesnotlastlong.

Infact,itworkstheotherwayaround:

Peoplewhohaveapositivemind-setperformbetterinthefaceofchallenge.Icallthisthe“happinessadvantage”–everybusinessoutcomeshowsimprovementwhenthebrainispositive.I'

veobservedthiseffectinmyroleasaresearcherandlecturerin48countriesontheconnectionbetweenemployeehappinessandsuccess.AndI’mnotalone:

Inananalysisof225academicstudies,researchersfoundstrongevidenceofcause-and-effectrelationshipbetweenlifesatisfactionandsuccessfulbusinessoutcomes.

Anothercommonmisunderstandingisthatourgenetics,ourenvironment,oracombinationofthetwodetermineshowhappyweare.Tobesure,bothfactorshaveanimpact.Butone’sgeneralsenseofwell-beingissurprisinglyunstable.Thehabitsyouform,thewayyouinteractwithcolleagues,howyouthinkaboutstress---allthesecanbemanagedtoincreaseyourhappinessandyourchancesofsuccess.

2011江苏卷

WhenShouldaLeaderApologizeandWhenNot?

WhyDifficult?

Whenwewrongsomeoneweknow,evennotintentionally,wearegenerallyexpectedtoapologizesoastoimprovethesituation.Butwhenwe’reactingasleaders,thecircumstancesaredifferent.Theactofapologyiscarriedoutnotmerelyattheleveloftheindividualbutalsoattheleveloftheinstitution.Itisaperformanceinwhicheveryexpressionmattersandeverywordbecomespartofthepublicrecord.Refusingtoapologizecanbesmart,oritcanbestupid.So,readinesstoapologizecanbeseenasasignofstrongcharacterorasasignofweakness.Asuccessfulapologycanturnhateintopersonalandorganizationalharmony—whileanapologythatistoolittle,toolate,ortooobviouslystrategiccanbringonindividualandinstitutionalruin.What,then,istobedone?

Howcanleadersdecideifandwhentoapologizepublicly?

WhyNow?

Thequestionofwhetherleadersshouldapologizepubliclyhasneverbeenmoreurgent.Duringthelastdecadeorso,theUnitedStatesinparticularhasdevelopedanapologyculture—apologiesofallkindsandforallsortsofwrongdoingsaremadefarmorefrequentlythanbefore.Morenewspaperwritershavewrittenaboutthegrowingimportanceofpublicapologies.Morearticles,cartoons,advicecolumns,andradioandtelevisionprogramshavesimilarlydealtwiththesubjectofprivateapologies.

WhyBother?

Whydoweapologize?

Whydoweeverputourselvesinsituationslikelytobedifficult,embarrassing,andevenrisky?

Leaderswhoapologizepubliclycouldbeaneasytarget.Theyareexpectedtoappearstrongandcapable.Andwhenevertheymakepublicstatementsofanykind,theirindividualandinstitutionalreputationsareindanger.Clearly,then,leadersshouldnotapologizeoftenorlightly.Foraleadertoexpressapology,thereneedstobeagood,strongreason.Leaderswillpubliclyapologizeifandwhentheythinkthecostsofdoingsoarelowerthanthecostsofnotdoingso.

WhyRefuse?

Whyisitthatleaderssooftenrefusetoapologize,evenwhenapublicapologyseemstobeinorder?

Theirreasonscanbeindividualorinstitutional.Becauseleadersarepublicfigures,theirapologiesarelikelytobepersonallyuncomfortableandevenprofessionallyrisky.Leadersmayalsobeafraidthattheadmissionofamistakewilldamageordestroytheorganizationforwhichtheyareresponsible.Therecanbegoodreasonsforhangingtoughintoughsituations,asweshallsee,butitisahigh-riskstrategy.

2010江苏卷

Formorethantwentyyearsscientistshavebeenseekingtounderstandthemysteryofthe‘‘sixthsense"

ofdirection．Bytryingoutideasandsolvingproblemsonebyone，theyarenowgettingclosertooneanswer．

Onefunnyideaisthatanimalsmighthaveabuilt-incompass（指南针）．

Ourearthitselfisabigmagnet（磁体）．Soalittlemagneticneedlethatswingsfreelylinesitselfwiththebigearthmagnettopointnorthandsouth．Whenpeoplediscoveredthatideaaboutathousandyearsagoandinventedthecompass，itallowedsailorstonavigate（航海）onoceanvoyages,evenundercloudyskies.

Actuallytheideaoft