英语六级听力原文第一套.docx

英语六级听力原文第一套.docx

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英语六级听力原文第一套

2021年6月大学英语六级听力原文（第一套）

Conversation1

Man:

It'smylastdayatworktomorrow.I'llstartmynewjobin2weeks.MyhumanresourcesmanagerwantstoconductaninterviewwithmebeforeIleave[Ql].

Woman:

Ah,anexitinterview.Areyoulookingforwardtoit?

Man:

I'mnotsurehowIfeelaboutit.IresignedbecauseI'vebeenunhappyatthatcompanyforalongtime,butI'mnotsureifIshouldtellthemhowIreallyfeel.

Woman:

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].

　Man:

Nowyou'vegotmerethinkingwhatI'lldiscloseintheinterview.Thereisalwaysachancethatitcouldaffectmyreputationandmyabilityt。

networkintheindustry[Q3|.Itisaprettysmallindustryafterall.

　Woman:

Anythingyouinitiallygainedfromtheinstantsatisfactionoftellingitlikeitis,youmightlosedownthetrackbyinjuringyourfuturecareerprospects.

　Man:

Right.PerhapsIwouldbebetterHettinuthingsoffmychestbyHoinRtooneofthoserate-your-employerwebsites[Q41].

　Woman:

Youcould.Anddon'td。

theinterviewatall[Q4].Exitinterviewsarenotmandatory.

Questions1to4arebasedonthepassageyouhavejustheard.

Q1:

Whatdowelearnaboutthemanfromtheconversation?

Q2:

Whatdoesthewomanthinkoftheinformationgainedfromanexitinterview?

Q3:

Whydocsthemanwanttorethinkwhathewillsayinthecomingexitinterview?

Q4:

Whatdoesthemanthinkhehadbetterdo?

Conversation2

　Man:

Today,I'mtalkingtotherenownedbotanist,JaneFoster.

　Woman:

Thankyouforinvitingmetojoinyouontheshow,Henry.

　Man:

Recently,Jane,you'vebecomequiteacelebrity,sincethereleaseofyourlatestdocumentary[Q5].Canyoutellusalittleaboutit?

　Woman:

Well,itfollowsmyexpeditiontostudythevegetationindigenoustotherainforestinequatorialareasofsoutheastAsia.

　Man:

Youcertainlygettotraveltosomeveryexoticlocations.

　Woman:

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

　Man:

Howweretheweatherconditionswhileyouwerethere?

　Woman:

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

　Man:

Howlongdidyourteamspendinthejungle?

　Woman:

Originally,weplannedtobethereforamonth.Butintheend,westayedforonly2weeks.

　Man:

Whydidyoucuttheexpeditionshort?

　Woman:

Halfwaythroughthetrip,wereceivednewsthatehurricanewasapproaching.Wehadtoevacuateonveryshortnotice[Q7].

　Man:

Thatsoundslikeafascinatinganecdote.

　Woman:

Itwasfrightening.ThefastestevacuationroutewasriverRapids.Wehadtonavigatethemcarryingallofourequipmenj）

　Man:

Sooverallwasthejourneyunsuccessful[Q8]?

　Woman:

Absolutelynot[Q8].Wegatheredamassiveamountofdataaboutthelocalplantlife.

　Man:

Whydoyouputupwithsuchadverseconditions?

　Woman:

Botanyisanobsessionforme.ManyofthedestinationsIvisithaveastunningscenery.Igettomeetavarietyofpeoplefromallovertheworld.

　Man:

Sowherewillyournextdestinationbe?

　Woman:

Ihaven'tdecidedyet.

　Man:

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