英语高考任务型阅读真题文档格式.docx

1、72involves 77behaviorsactsaction（s）activities73determinedefineknowunderstand 78conveyingexpressing74expectationshopesdesireswishes 79eraseremovedelete/change75occurshappensexistsarises 80cantcannot2010任务型阅读71. swinging 72 .Based 73. migration 74 .even75. experimentstestsstudyresearch 76. block77. cl

2、oudy 78. discovery 79. north 80 .brain（s）2011任务型阅读2012任务型阅读71Bother/annoy72.anxiety/concern/worry73.considerate/aware/conscious74.loyal/faithful/devoted/committed75. difference 76. positively 77. success/achievements 78. strongly 79. determined/decided 80. chances/possibilities/opportunities2013任务型阅

3、读71. strict72. helpful/good73. Functions/Roles/Importance/Significance74. running/working/going/operatiing/functioning75. performance（s）76. fired/dismissed/jobless77. problems/troubles78. higher/subjective/unfair/unjust/prejudiced79. tense/damaged/poor/bad80. discourage/affect/damage2013江苏卷Quiet Vir

4、tue: The ConscientiousThe everyday signs of conscientiousness （认真尽责）being punctual, careful in doing work, self-disciplined, and scrupulous （一丝不苟的） in attending to responsibilitiesare typical characteristics of the model organizational citizen, the people who keep things running as they should. They

5、 follow the rules, help out, and are concerned about the people they work with. Its the conscientious worker who helps newcomers or updates people who return after an absence, who gets to work on time and never abuses sick leaves, who always gets things done on deadline.Conscientiousness is a key to

6、 success in any field. In studies of job performance, outstanding effectiveness for almost all jobs, from semi-skilled labor to sales and management, depends on conscientiousness. It is particularly important for outstanding performance in jobs at the lower levels of an organization: the secretary w

7、hose message taking is perfect, the delivery truck driver who is always on time.Among sales representatives for a large American car manufacturer, those who were most conscientious had the largest volume of sales. Conscientiousness also offers a buffer （缓冲） against the threat of job loss in todays c

8、onstantly changing market, because employees with this quality are among the most valued. For the sales representatives, their level of conscientiousness mattered almost as much as their sales in determining who stayed on.There is an air around highly conscientious people that makes them seem even b

9、etter than they actually are. Their reputation for dependability influences managers evaluations of their work, giving them higher evaluations than objective measures of their performance would predict.But conscientiousness in the absence of social skills can lead to problems. Since conscientious pe

10、ople demand so much of themselves, they can hold other people to their own standards, and so be overly judgmental when others dont show the same high levels of model behavior. Factory workers in Great Britain and the United States who were extremely conscientious, for example, tended to criticize co

11、-workers even about failures that seemed unimportant to those they criticized, which damaged their relationships.When conscientiousness takes the form of living up to expectations, it can discourage creativity. In creative professions like art or advertising, openness to wild ideas and spontaneity （

12、自发性） are scarce and in demand. Success in such occupations calls for a balance, however; without enough conscientiousness to follow through, people become mere dreamers, with nothing to show for their imaginativeness.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Happiness Advantage” EffectIn

13、 July 2010 Burts Bees, a personal-care products company, was going through enormous change as it began a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent demands. In doing

14、so, managers lift everyones anxiety level, which activates the part of the brain that processes threats and steals resources from the prefrontal cortex（大脑皮层）, which is responsible for effective problem solving.Burts Beess then-CEO, John Wolfgang, took a different approach. Each day, hed send out an

15、e-mail praising a team member for work related to global marketing. Hed interrupt his own presentations to remind his managers to talk with their teams about the companys values. He asked me to further a three-hour session with employees on happiness in the course of the expansion effort. As one mem

16、ber of the senior team told me a year later, Wolfgangs emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully transformed the company into a global one.That outcome shouldnt surprise us. Research shows that when people work with a positive mind-

17、set（思维模式）, performance on nearly every level- productivity, creativity, involvement-improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most people believe that success comes before happiness. “Once I get a promotion, Ill be happy,” they think. Or, “Once I hit s

18、ales targe, Ill feel great.” But because success is a moving targetas soon as you hit your target, you raise it again - the happiness that results from success does not last long. In fact, it works the other way around: People who have a positive mind-set perform better in the face of challenge. I c

19、all this the “happiness advantage” every business outcome shows improvement when the brain is positive. Ive observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And Im not alone: In an analysis of 225 academic studies,

20、 researchers found strong evidence of cause-and-effect relationship between life satisfaction and successful business outcomes.Another common misunderstanding is that our genetics, our environment, or a combination of the two determines how happy we are. To be sure, both factors have an impact. But

21、ones general sense of well-being is surprisingly unstable. The habits you form, the way you interact with colleagues, how you think about stress-all these can be managed to increase your happiness and your chances of success.2011江苏卷When Should a Leader Apologize and When Not?Why Difficult?When we wr

22、ong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when were acting as leaders, the circumstances are different. The act of apology is carried out not merely at the level of the individual but also at the level of the institution.

23、It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into pers

24、onal and organizational harmonywhile an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize publicly?Why Now?The question of whether leaders should apologize public

25、ly has never been more urgent. During the last decade or so, the United States in particular has developed an apology cultureapologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public ap

26、ologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.Why Bother?Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize public

27、ly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs t

28、o be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.Why Refuse?Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their reasons can be individual or instit

29、utional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hangi

30、ng tough in tough situations, as we shall see, but it is a high-risk strategy.2010江苏卷For more than twenty years scientists have been seeking to understand the mystery of thesixth senseof directionBy trying out ideas and solving problems one by one，they are now getting closer to one answerOne funny i

31、dea is that animals might have a built-in compass（指南针）Our earth itself is a big magnet（磁体）So a little magnetic needle that swings freely lines itself with the big earth magnet to point north and southWhen people discovered that idea about a thousand years ago and invented the compass，it allowed sailors to navigate （航海）on ocean voyages, even under cloudy skies.Actually the idea of t