四级真题第三套.docx

1、四级真题第三套2016年12月四级考试真题（第三套）Part Writing （30 minutes）Directions: For this part, you are allowed 30 minutes to write an essay. Suppose you have two options upon graduation: one is to take a job in a company and the other to go to a graduate school. You are to make a choice between the two. Write an ess

2、ay to explain the reasons for your choice. You should write at least 120 words but no more than 180 words.Part Listening Comprehension (30 minutes)卷三听力部分与卷二相同。Part Reading Comprehension (40 minutes)Section ADirections: In this section, there is a passage with ten blanks. You are required to select o

3、ne word for each blank from a list of choices given in a word bank following the passage. Read the passage through carefully before making your choices. Each choice in the bank is identified by a letter. Please mark the corresponding letter for each item on Answer Sheet 2 with a single line through

4、the centre. You may not use any of the words in the bank more than once.Questions 26 to 35 are based on the following passage.When someone commits a criminal act, we always hope the punishment will match the offense. But when it comes to one of the cruelest crimes-animal fighting-things 26 work out

5、that way. Dog-fighting victims are 27 and killed for profit and “sport,” yet their criminal abusers often receive a 28 sentence for causing a lifetime of pain. Roughly half of all federally-convicted animal fighters only get probation（缓刑）. Some progress has been made in the prosecution （起诉） of anima

6、l fighters. But federal judges often rely heavily on the U.S. Sentencing Guidelines when they29penalties, and in the case of animal fighting, those guidelines are outdated and extremely 30. The U.S. Sentencing Commission, which 31 these sentencing guidelines, is revisiting them, proposing to raise t

7、he minimum sentence from 6-12 to 21-27 months, This is a step in the right 32, but wed like to see the U.S. Sentencing Commission make further changes to the guidelines.Along with this effort, were working with animal advocates and state and federal lawmakers to 33 anti-cruelty laws across the count

8、ry, as well as supporting laws and policies that assist because the high animal 34 that care for animal fighting victims. This help is 35 important because the high cost of caring for animal victims is a major factor that prevents people from getting involved in cruelty cases in the first place. 注意：

9、此部分试题请在答题卡2上作答。A) convenientB)createsC)criticallyD) determineE) directionF) hesitateG) inadequateH) inspiredI) methodJ)minimalK)rarelyL)sheltersM) strengthenN) sufferingsO)torturedSection BDirections: In this section, you are going to read a passage with ten statements attached to it. Each statement

10、 contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a letter. Answer the question by marking the corresponding letter on Answer Sheet 2.When Work Becomes a GameA W

11、hat motivates employees to do their jobs well? Competition with coworkers, for some. The promise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few.B Increasingly, companies are tapping into these desires directly through what has come to be known as “gamification”: essential

12、ly, turning work into a game. “Gamification is about understanding what it is that makes games engaging and what game designers do to create a great experience in games, and taking those learnings and applying them to other contexts such as the workplace and education,” explains Kevin Werbach, a gam

13、ification expert who teaches at the Wharton School of Business at the University of Pennsylvania in the United States.C It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activ

14、ities. It could also mean training employees how to do their jobs through video game platforms. Companies from Google to LOral to IBM to Wells Fargo are known to use some degree of gamification in their workplaces. And more and more companies are joining them. A recent report suggests that the globa

15、l gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020.D The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachers have long looked for fun ways to engage peoples reward-seeking or competitive spirits. Cracker Jacks has been “gamify

16、ing” its snack food by putting a small prize inside for more than 100 years, he adds, and the turn-of-the-century steel magnate（巨头）Charles Schwab is said to have often come into his motivating the next shift of workers to beat the previous one. E But the word “gamification” and the widespread, consc

17、ious application of the concept only began in earnest about five years ago, Werbach says. Thanks in part to video games, the generation now entering the workforce is especially open to the idea of having their work gamified. “We are at a point where in much of the developed world the vast majority o

18、f young people grew up playing video games, and an increasingly high percentage of adult play these video games too,” Werbach says.F A number of companies have sprung up-GamEffective, Bunchball and Badgeville, to name a few-in recent years offering gamification platforms for businesses. The platform

19、s that are most effective turn employees ordinary job tasks into part of a rich adventure narrative. “What makes a game mage-like is that the player actually cares about the outcome,” Werbach says. The principle is about understanding what is motivating to this group of players, which requires some

20、understanding of psychology.G Some people, Werbach says, are motivated by competition. Sales people often fall into this category. For them, the right kind of gamification might be turning their sales pitches into a competition with other team members, complete with a digital leaderboard showing who

21、 is winning at all times. Others are more motivated by collaboration and social experiences. One company Werbach has studied uses gamification to create a sense of community and boost employees morale (士气). When employees log in to their computers, theyre shown a picture of one of their coworkers an

22、d asked to guess that persons name.H Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employee trainings. Sometimes this involves technology, but often it does not. She recently designed a gamification strategy for a sales training company with a storm-chasing t

23、heme. Employees formed “storm chaser teams” and competed in storm-themed educational exercises to earn various rewards. “Rewards do not have to be stuff,” Cornetti says. “Rewards can be flexible working hours.” Another training, this one for pay roll law, used a Snow White and the Seven Dwarfs theme

24、. “Snow White” is available for everyone to use, but the “dwarfs” are still under copyright, so Cornetti invented sound-alike characters (Grumpy Guys, Dopey Dan) to illustrate specific pay roll law principles.I Some people do not take naturally to gamified work environments, Cornetti says. In her ex

25、perience, people in positions of power of people in finance or engineering do not tend to like the sound of the word. “If we are designing for engineers, Im not talking about a game at all”, Cornetti says. “Im talking about a simulation (模拟), Im talking about being able to solve this problem.”J Gami

26、fication is “not a magic bullet,” Werbach warns. A gamification strategy that is not sufficiently thought through or well tailored to its players may engage people for a little while, but it will not motivate people in the long term. It can also be exploitive, especially when used with vulnerable po

27、pulations. For workers, especially low-paid workers, who desperately need their jobs yet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbach gives the example of several Disneyland hotels in Anaheim, California, which used large digital leaderboards to display

28、 how efficiently laundry workers were working compared to one another. Some employees found the board motivating. To others, it was the opposite of fun. Some began to stop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnant employees struggled to keep up. In

29、 a Los Angeles Times article, one employee referred to the board as a “digital whip.” “It actually had a very negative effect on morale and performance,” Werbach says.K Still, gamification only stands to become more popular, he says, “as more and more people come into the workforce who are familiar

30、with the structures and expressions of digital games.” “We are far from reaching peak,” Cornetti agrees. “There is no reason this will go away.”36. Some famous companies are already using gamification and more are trying to do the same.37. Gamification is not a miracle cure for all workplaces as it

31、may have negative results.38. To enhance morale, one company asks its employees to identify their fellow workers when starting their computers.39. The idea of gamifacation was practiced by some businesses more than a century ago.40. There is reason to believe that gamification will be here to stay.4

32、1. Video games contributed in some ways to the wide application of gamification.42. When turning work into a game, it is necessary to understand what makes games interesting.43. Gamification in employee training does not always need technology.44. The most successful gamification platforms transform daily work assignments into fun experiences.45. It is necessary to use terms other than “gamification” for some professions.Section CDirections: There are 2 passages in this section. Each passage is followe