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  n W(xu)У }(k)Փ W(wng)У  طվ | Ϻ | |
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 Ӗ(xn)ļ(j)Ʒn   W(xu)ֽļ(j)Tn   „(dng)ļ(j)Ӗ(xn)n   ļ(j)ԇɅ^(q)    ļ(j)W(xu)Ȧ   W(wng)j(lu)n   ӢZ(j)l
؅^(q)Ϣ

W(xu)ӢZļ(j)xȫ

ߣԔ l(f)r(sh)g2010-01-08 09:18:02 ԴW(wng)j(lu)
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1061
Humans should not try to avoid stress any more than they would shun food, love or exercise. Said Dr. Hans Selye, the first physician to document the effects of stress on the body. While heres on question that continuous stress is harmful, several studies suggest that challenging situations in which youre able to rise to the occasion can be good for you. }
In a 2001 study of 158 hospital nurses, those who faced considerable work demands but coped with the challenge were more likely to say they were in good health than those who felt they couldnt get the job done.
Stress that you can manage also boost immune (ߵ) function. In a study at the Academic Center for Dentistry in Amsterdam, researchers put volunteers through two stressful experiences. In the first, a timed task that required memorizing a list followed by a short test, subjects through a gory (Ѫܵ) video on surgical procedures. Those who did well on the memory test had an increase in levels of immunoglobulin A, an antibody thats the bodys first line of defense against germs. The video-watchers experienced a downturn in the antibody.
Stress prompts the body to produce certain stress hormones. In short bursts these hormones have a positive effect, including improved memory function. They can help nerve cells handle information and put it into storage, says Dr. Bruce McEwen of Rockefeller University in New York. But in the long run these hormones can have a harmful effect on the body and brain.
Sustained stress is not good for you, says Richard Morimoto, a researcher at Northwestern University in Illinois studying the effects of stress on longevity, Its the occasional burst of stress or brief exposure to stress that could be protective.
1. The passage is mainly about ___A___.
A) the benefits of manageable stress
B) how to cope with stress effectively
C) how to avoid stressful
D) the effect of stress harmonies on memory
Cϸ_^(f)جF(xin)ijɷּȞ}~stress}~ă(yu)ųx(xing)ȫD(zhun)}䣬_^F(xin)ԺĽጾгF(xin)several studies suggest_ĽY(ji)ՓԱ_(d)(do)ȫ}ijF(xin)Ax(xing)}ͬxČmanageable(du)(yng)rise tobenefits(du)(yng)be good forBCx(xing)how to_^ԭвδQųDx(xing)ᘌ(du)3εļ(x)(ji)Ϣ܉ȫųՈ(qng)λͬW(xu)ע⣬Dx(xing)׺ȫճԭ@ӵx(xing)x֮ǰՈ(qng)ȡ˼һ@2õÕ(hu)(hu)̫p5(ni)ֻ06624յ57}ճԭĵʽ_@ǷdzҊ
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(x)(ji)}P(gun)Iץc(din)P(gun)I~λҪc(din)λԭt
(x)(ji)}_x(xing)c(din)(du)ԭϢͬxČZʽ(du)(yng)x(du)(yng)
(1)P(gun)I~λ}еϢصԭҵ𰸳̎}пP(gun)I~Ϣͨ飺1󌑌~2(sh)֕r(sh)g34}Ъ(d)ص~~~M
(2)c(din)λc(din)dz}c(din)}ğc(din)Ϣͨ飺1ķNZʽ^D(zhun)2(sh)ִeǰĽY(ji)Փ3Y(ji)ՓhԱ_(d)
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206624
Communications technologies are far from equal when it comes to conveying the truth. The first study to compare honesty across a range of communication media has found that people are twice as likely to tell lies in phone conversations as they are in emails. The fact that emails are automatically recorded C and can come back to haunt (_) you C appears to be the key to the finding.
Jeff Hancock of Cornell University in Ithaca, New York, asked 30 students to keep a communications diary for a week. In it they noted the number of conversations or email exchanges they had lasting more than 10 minutes, and confessed to how many lies they told. Hancock then worked out the number of lies per conversation for each medium. He found that lies made up 14 per cent of emails, 21 per cent of instant messages, 27 per cent of face-to-face interactions and an astonishing 37 per cent of phone calls.
His results to be presented at the conference on human-computer interaction in Vienna, Austria, in April, have surprised psychologists. 1Some expected emailers to be the biggest liars, reasoning that because deception makes people uncomfortable, the detachment (ֱӽ|) of emailing would make it easier to lie. 2Others expected people to lie more in face-to-face exchanges because we are most practised at that form of communication.
But Hancock says it is also crucial 1whether a conversation is being recorded and could be reread, and2whether it occurs in real time. People appear to be afraid to lie when they know the communication could later be used to hold them to account, he says. This is why fewer lies appear in email than on the phone.
People are also more likely to lie in real time C in a instant message or phone call, say C than if they have time to think of a response, says Hancock. He found many lies are spontaneous (Óڶ) responses to an unexpected demand, such as: Do you like my dress?
Hancock hopes his research will help companies work out the best ways for their employees to communicate. For instance, the phone might be the best medium for sales where employees are encouraged to stretch the truth. But, given his result, work assessment where honesty is a priority, might be best done using email.
2.Hancocks research finding surprised those who believed that __C__.
A) people are less likely to lie in instant messages
B) people are unlikely to lie in face-to-face interactions
C) people are most likely to lie in email communication
D) people are twice as likely to lie in phone conversations
}еresearch findingY(ji)surprisedصԭĶλ?yn)ǵ?}԰ԭtǰĵ3_^ҵHis resultssurprisedČ(du)(yng)ԭгF(xin)someothersĴfЃpsychologistsքeemailface-to-faceĂ(g)x(xing)ж]ͬr(sh)@ߵôͿĂ(g)x(xing)_ı֮һAD?yn)finstant messagesphoneȱųBx(xing)еunlikelyԭеlie more(du)ųCx(xing)еmost likely(du)(yng)ԭthe biggestnj(du)ԭϢͬxČ_
Y(ji)дF(xin)^c(din)磺the biggestreasoningbecause easier lie more most practised˱αĎʷdzԭгF(xin)߼(j)biggestĕr(sh)_x(xing)Ҳͬr(sh)F(xin)ˌ(du)(yng)most likelyZʽ(du)(yng)עP(gun)עеҪc(din)_𰸵Zʽcԭ(du)(yng)
3. According to the passage, why are people more likely to tell the truth through certain media of communication? A
A) They are afraid of leaving behind traces of their lies.
B) They believe that honesty is the best policy.
C) They tend to be relaxed when using those media.
D) They are most practised at those forms of communication.
}еtell the truthY(ji)~whyصԭĶλ?yn)ǵ?}԰ԭtвĵ4ҵbe afraid to lieČ(du)(yng)ԭжλǰһͬr(sh)F(xin)D(zhun)But߼(j)crucialthe most importantc(din)@Ǵ𰸳F(xin)_̖(ho)λıf˂ be afraid to lieҲtell the truth?yn)֪@(g)(du)Ԓպ(hu)hold them to accountʹГ(dn)؟(z),@nj(du)_^Hancockăɂ(g)crucialҪ^c(din)е1 being recordedչ__Ax(xing)еleaving behind traces(du)(yng)ԭеrecordedBcԭğoP(gun)CDx(xing)3ǃpsychologists^c(din)}According to the passageĵ^c(din)Ҳnj(sh)(yn)Č(sh)ʩHancock^c(din)CDx(xing)Dx(xing)e(cu)`ʺܸ󲿷e(cu)xCDͬW(xu)?yn)錏}_ڑ{ӡ}]Ҍ_(du)(yng)
Y(ji)P(gun)עеҪc(din)עͬxQ~ķe096µ63}ٴοleave tracesͬxQԭ3εrecorded؏(f)ă(ni)ݷ(f)Ҫ󲻔e_x(xing)ԭ֮gͬxQ
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(bio)־}а_λ磺(Line 1, Para. 3)
Zx}P(gun)Iץc(din)òƽнY(ji)(gu)(j)ĵZxƔ
Zx}e(cu)`x(xing)c(din)(jin)~ı
(1) (jin)~ıe(cu)`x(xing)
}4056
What do the environmentalists mean by saying Not so fast (Line 1, Para. 3)? C
A) Oil exploitation takes a long time
B) The oil drilling should be delayed
C) Dont be too optimistic
D) Dont expect fast returns
}ɷdz(jin)˼ϿcٶȺ͕r(sh)gP(gun)ϵABеtakes a long timedelayedNot so fast˼Dx(xing)fastNot so fastABDͬr(sh)ų_Cc(jin)ε}ɵ˼]ֱ“(lin)ϵ
Y(ji)Zx}}ܺ(jin)ô_𰸾c˼oP(gun)
(2) òƽнY(ji)(gu)
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The word shun (Line 1, Para. 1) most probably means ___B___.
A) cut down onp
B) stay away from h(yun)x
C) run out of
D) put up with ܣB
Humans should not try to avoid stress any more than they would shun food, love or exercise.ڱԒгF(xin)^more thanǰă(ni)M(jn)Ќ(du)they(du)(yng)Humansshun(du)(yng)avoid(du)(yng)_Bstay away from h(yun)x
Y(ji)`ò^ƽнY(ji)(gu)Ҍ(du)(yng)
(3) (j)ĵZxƔ
}6200812
What does Dr. Ross Cartmill mean by the ostrich approach (Line 1, Para. 9)? D
A) A casual attitude towards ones health conditions
B) A new therapy for certain psychological problems
C) Refusal to get medical treatment for fear of the pain involved
D) Unwillingness to find out about ones disease because of fear
ԭThen there is the ostrich approach. Some men are scared of what might be there and would rather not know, says Dr. Ross Cartmill. P(gun)ostrich approach˼Ҫĵă(ni)Ҳnj(du)(yng)ںǾԒDx(xing)еUnwillingness to find out(du)(yng)ԭĵwould rather not knowfear(du)(yng)scared˞_𰸡
Y(ji)Zx}ǿǷJ(rn)R(sh)@(g)~ǿܲƔĺx

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x(xing)ĿҎ(gu)ɕr(sh)g֮9:40-9:559:55ĕr(sh)(hu)մ}IаĺͿx˿xֻ15犣Ҫɽ߀ҪÙC(j)xٶҪܸ˾Ҫx}Єexĸ߀һµǾP(gun)I~Ķλ
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3_𰸣1-7ճԭĻ?q)ԭͬxČx(xing)_8-10(du)ԭc}ȱʧijɷ֞עă(ni)ݵĕr(sh)B(ti)^c}һ
How Do You See Diversity 20096
As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.
He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said untrustworthy, so she decided to offer the job to her second choice.
It wasnt until I attended a diversity workshop that I realized the person we passed over was the perfect person, Tiffany confesses. What she hadnt known at the time of the interview was that the candidates different behavior was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting (_) your eyes.
I was just thrown off by the lack of eye contact; not realizing it was cultural, Tiffany says. I missed out, but will not miss that opportunity again.
Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.
Hire Advantage
At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases (ƫҊ) from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.
During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to say in the real estate market much longer than others in the same profession.
Blinded by Gender
Dale is an account executive who attended one of my workshops on supervising a diverse workforce. Through one of the sessions, I discovered my personal bias, he recalls. I learned I had not been looking at a person as a whole person, and being open to differences. In his case, the blindness was not about culture but rather gender.
I had a management position open in my department; and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel. Dales assumptions are another example of the well-intentioned but incorrect thinking that limits an organizations ability to tap into the full potential of a diverse workforce.
I learned from the class that instead of imposing my gender biases into the situation. I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision. Dale credits the workshop, because it helped me make decisions based on fairness.
Year of the Know-It-All
Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.
One of my most embarrassing moments was when I had a Chinese-American employee put in a request to take time off to celebrate Chinese New Year. In my ignorance, I assumed he had his dates wrong, as the first of January had just passed. When I advised him of this, I gave him a tong talking-to about turning in requests early with the proper dates.
He patiently waited, then when I was done, he said he would like Chinese New Year off, not the Western New Year. He explained politely that in his culture the New Year did not begin January first, and that Chinese New Year, which is tied to the lunar cycle, is one of the most celebrated holidays on the Chinese calendar. Needless to say, I felt very embarrassed in assuming he had his dates mixed up. But I learned a great deal about assumptions, and that the timing of holidays varies considerably from culture to culture.
Attending the diversity workshop helped me realize how much I could learn by simply asking questions and creating dialogues with my employees, rather than making assumptions and trying to be a know-it-all, Doug admits. The biggest thing I took away from the workshop is learning how to be more inclusive to differences.
A Better Bottom Line
An open mind about diversity not only improves organizations internally, it is profitable as well. These comments from a customer service representative show how an inclusive attitude can improve sales. Most of my customers speak English as a second language. One of the best things my company has done is to contract with a language service that offers translations over the phone. It wasnt until my boss received Mindsets training that she was able to understand how important inclusiveness was to customer service. As a result, our customer base has increased.
Once we start to see people as individuals, and discard the stereotypes, we can move positively toward inclusiveness for everyone. Diversity is about coming together and taking advantage of our differences and similarities. It is about building better communities and organizations that enhance us as individuals and reinforce our shared humanity.
When we begin to question our assumptions and challenge what we think we have learned from our past, from the media, peers, family, friends, etc., we begin to realize that some of our conclusions are flawed (ȱݵ) or contrary to our fundamental values. We need to train ourselves to think differently, shift our mindsets and realize that diversity opens doors for all of us, creating opportunities in organizations and communities that benefit everyone.
ע⣺˲ԇ}Ո(qng)?jin)ڴ}1
1. What bothered Tiffany during an interview with her candidate? A
A) He just wouldnt look her in the eye.
B) He was slow in answering her questions.
C) His resume didnt provide the necessary information.
D) His answers to some of her questions were irrelevant.
һ}(j)P(gun)I~Tiffany Y(ji)bothered(du)(yng)ȫ_^ĵڶԒAx(xing)wouldnt look her in the eye (du)(yng)ԭnever made direct eye contact_
2. What kind of organization is Mindsets LLC? B
A) A real estate agency.
B) A personnel training company.
C) A cultural exchange organization.
D) A hi-tech company.
(j)P(gun)I~Mindsets LLC(du)(yng)ȫĵһ(g)С(bio)}ԭhelps organizations and individuals see their own blind spots ˾͂(g)J(rn)R(sh)ä^(q)ķ(f)F(xin)trainingcoachingtaughtԵ֪@һ(g)Ӗ(xn)C(j)(gu)Bx(xing)_
3. Doug felt ____ when he realized that his assumption was wrong.
(j)P(gun)I~Doug(du)(yng)ȫĵ(g)С(bio)}ԭĵڶ_^ͳF(xin)߼(j)Ҫc(din)One of my most embarrassing momentsͬr(sh)ڵεgF(xin)I felt very embarrassed in assuming he had his dates mixed up}еwrong(du)(yng)mixed upassumption(du)(yng)assumingfelt(du)(yng)felt_very embarrassed
x~
x~(xing)Ŀͻc(din)A-O@15(g)x𰸵J(rn)ֻ֪ҪJ(rn)R(sh)󲿷x(xing)Ϳ3x(xing)ķԅᵽĆ~ӛP(gun)ע1v꿼^x~x(xing)2v꿼^ď(f)ʽ 3յx(xing)
x~ս}E
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2һ(g)3(g)՞һ(g)λM(jn)нֱД~xД~
3ь(du)(yng)~Եx(xing)һԭxͨ형r(sh)B(ti)^һߞ_𰸡
Every year in the first week of my English class, some students inform me that writing is too hard. They never write, unless assignments __1__ it. They find the writing process __2__ and difficult. 20096£
A) closer B) daily C) emotional D) enhance E) enormous
F) especially G) hinder H) mission I) painful J) performance
K) profession L) remarkably M) require N) sensitive O) urge
1}ǰ~assignments it~gȱһ(g)^Z(dng)~(j)Z⣬ÿһҵĵһܵӢZn϶(hu)һЩͬW(xu)fdzyā΄(w)____ڄ(dng)~M) require_
2}(j)Ϣand difficultB~BY(ji)đ(yng)ԓͬ~Եăɂ(g)~ˑ(yng)ԓ~(j)ZX^____y~I) painful_
r(sh)gҎ(gu)
ď(f)(x)r(sh)gмɲҪģM}A(y)y(c)}(yng)ԓ^}M(jn)з(f)Y(ji)ھҎ(gu)l(f)F(xin)}ͬr(f)e(cu)ÿóɂ(g)Сr(sh)ĕr(sh)gȫ濂Y(ji)һ}ˮƽȻ(hu)ڲķY(ji)еõ

nQ ώ nr(sh) ԇ  (bo) W(xu)M(fi)
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ӢZ(j)ԇՓN:
؟(z)ξ݋K  me(cu)
  P(gun) ӢZļ(j)ԇ (ni)
ZӖ(xn)ԃԒ010-51294614
(bo)ֱͨ܇
 
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