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Questions 31 to 35 are based on the
following passage:
Clothes play a critical part in the
conclusions we reach by providing clues to who
people are, who they are not, and who
they would like to be. They tell us a good deal
about the wearer's background,
personality, status, mood, and social
outlook.
?
Since clothes are such an important
source of social information, we can use them to
manipulate people's impression of us.
Our appearance assumes particular significance
in the initial phases of interaction
that is likely to occur. An elderly middle-class
man
or woman may be
alienated(
疏远??
) by a young
adult who is dressed in an
unconventional manner, regardless of
the person's education, background, or
interests.
?
People tend to agree on what certain
types of clothes mean. Adolescent girls can
easily agree on the lifestyles of girls
who wear certain outfits (
套装
)
，
including the
number of boyfriends they likely have
had and whether they smoke or drink.
Newscasters, or the announcers who read
the news on TV
, are considered to be
more
convincing, honest, and competent
when they are dressed conservatively. And college
students who view themselves as taking
an active role in their interpersonal
relationships say they are concerned
about the costumes they must wear to play these
roles successfully. Moreover, many of
us can relate instances in which the clothing we
wore changed the way we felt about
ourselves and how we acted. Perhaps you have
used clothing to gain confidence when
you anticipated a stressful situation, such as a
job interview, or a court appearance.
In the workplace, men have
long had well-defined precedents and role models
for
achieving success. It has been
otherwise for women. A good many women in the
business world are uncertain about the
appropriate mixture of
“
masc
uline
”
and
“
feminine
”
attributes they should convey by their
professional clothing. The variety
of
clothing alternatives to women has also been
greater than that available for men.
Male administrators tend to judge women
more favorably for managerial positions
when the women display less
“
feminine
”
grooming (
打扮
)
—
shorter hair, moderate
use of make-up, and plain tailored
clothing. As one male administrator confessed,
“
An attractive woman is
definitely going to get a longer interview, but
she won't get
a
job.
”
31. According to the
passage, the way we dress
.
A) provides
clues for people who are critical of us
B) indicates our likes and dislikes in
choosing a career
C) has a direct
influence on the way people regard us
D) is of particular importance when we
get on in age
免费？宅在家学英语？怎么报名？
32. From the
third paragraph of the passage, we can conclude
that young adults tend
to believe that
certain types of clothing can
.
A)
change people's conservative attitudes towards
their lifestyles
B) help young people
make friends with the opposite sex
C)
make them competitive in the job market
D) help them achieve success in their
interpersonal relationships
33. The word
“
precedent
”
(Line 1, Para.4) probably refers to
.
A) early acts for men to
follow as examples
B) particular places
for men to occupy especially because of their
importance
C) things that men should
agree upon
D) men's beliefs that
everything in the world has already been decided
34.
According to the passage, many career women find
themselves in difficult
situations
because
.
A) the variety of the
professional clothing is too wide for them to
choose
B) women are generally thought
to be only good at being fashion models
C) men are more favorably judged for
managerial positions
D) they are not
sure to what extent they should display their
feminine qualities
through clothing
35. What is the
passage mainly about?
A) Dressing for
effect.
B) How to dress appropriately.
C) Managerial
positions and clothing.
D)
Dressing for the occasion.
Questions 36 to 40 are based on the
following passage:
The more women and minorities make
their way into the ranks of management, the
more they seem to want to talk about
things formerly judged to be best left unsaid.
The newcomers also tend to see office
matters with a fresh eye, in the process
sometimes coming up with critical
analyses of the forces that shape everyone's
experience in the
organization.
?
Consider the novel views of Harvey
Coleman of Atlanta on the subject of getting
ahead. Coleman is black. He spent 11
years with IBM, half of them working in
management development, and now serves
as a consultant to the likes of AT&T,
Coca-Cola, Prudential, and Merch.
Coleman says that based on what he's seen at big
companies, he weighs the different
elements that make for long-term career success as
follows: performance counts a mere 10%,
image, 30%; and exposure, a full 60%.
Coleman concludes that excellent job
performance is so common these days that
while doing your work well may win you
pay increases, it won't secure you the big
promotion. He finds that advancement
more often depends on how many people know