-
2013
年
12
月英语
六级阅读真题及答案
(
卷一
)
Part 3 Reading Comprehension (40
minutes)
Section
A
Directions
:
In
this
section,
there
is
a
passage
with
ten
blanks.
You
are
required
to
select
one
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 the centre. You may not
use any of the words in the bank more
than once.
Questions 36 to 45 are based
on the following passage.
Some
performance
evaluations
require
supervisors
to
take
action.
Employees
who
receive a very favorable evaluation may
deserve some type of recognition or even
a
promotion.
If
supervisors
do
not
acknowledge
such
outstanding
performance,
employees may
either lose their 36 and reduce their effort or
search for a new job
at
a
firm
that
will
37 them
for
high
performance.
Supervisors
should
acknowledge
high performance so that the employee
will continue to perform well in
the
future.
Employees who receive
unfavorable evaluations must also be given
attention.
Supervisors must 38 the
reasons for poor performance. Some reasons, such
as a
family
illness,
may
have
a
temporary
adverse
39
on
performance
and
can
be
corrected. Other
reasons,
such
as
a
bad
attitude,
may
not
be
temporary.
When
supervisors give
employees an unfavorable evaluation, they must
decide whether to
take
any
40 actions.
If
the
employees
were
unaware
of
their
own
deficiencies,
the
unfavorable evaluation
can pinpoint (
指出
)the
deficiencies that employees must
correct. In this case, the supervisor
may simply need to monitor the employees 41
and ensure that the deficiencies are
corrected.
If
the
employees
were
already
aware
of
their
deficiencies
before
the
evaluation
period, however,
they may be unable or unwilling to correct them.
This situation
is more serious, and the
supervisor may need to take action. The action
should be
42
with the
firm’s guidelines and may
include
reassigning the employees to new
jobs,
43 them
temporarily,
or
firing
them.
A
supervisor's
action
toward
a
poorly
performing
worker
can 44 the
attitudes
of
other
employees.
If
no
45 is
imposed
on an
employee for poor performance, other employees may
react by reducing their
productivity as
well.
注意:此部分试题请在答题卡
2
< br>上作答。
A) additional F)
closely K) penalty
B) affect G)
consistent L) reward
C) aptly H)
enthusiasm M) simplifying
D) assimilate
I) identify N) suspending
E)
circulation J) impact O) vulnerable
Part3 Reading Comprehension
Section A
许
多绩效评价都需要管理者采取措施
。
得到正面评价的员工应该获得某种形式的认可
,
甚至应该得到晋升。如果管理者没有认可这样的出色表现
,
< br>员工们要么丧失热
情
,
不再像以
前那样努力
,
要么跳槽到其他能够获得相应回报的公司。管理者应该认可员工的出色表现
,
这样他们才会在将来的工作中一如既
往地好好表现。
获得负面评价的员工
也应得到充分重视。管理者必须确定员工表现不佳的原
因。某
些
原因,比如家庭成员生病,可能暂时会对绩效产生负面影响
,
不过可以得到纠正。其他一些
原因,比如态度较差
,
可能就不是暂时的事情了。当管理者给员
工负面评价时
,
他们必须决
< br>定是否要采取进一步的措施。如果员工们没有意识到自身的不足
,
负面评价可以指出他们必
须纠正的不足之处。
在这种情
况下
,
管理者可
能只需要
严密监督这些员工
,
确保他们能够纠
正这些不足。
可是
,
如果这些员工在评价
期之前就已经意识到自身的不足
,
那么他们可能是无法或者
p>
不愿意去纠正它们。这种情况更为严重
,
管
理者可能需要采取措施。采取的措施必须与公司
的方针政策保持一致
,
可以
包括重新安排工作
,
暂时停职
,
或者解
聘。
管理者对表现不佳的员
工采取的措施会影响其他员工的态度
。如果表现不佳的员工没有受到相应的惩罚
,
其他员工
可能也会降低他们的工作效率。
答案详解
36.
【考点】名词辨析题。
H)
【
精析】
该空格位于动词
lose
和形容词性物主代
词<
/p>
their
之后
,
因此应该填入名同,
充当
lose
的
宾语。空格后面是
and
连接动宾短语
reduce their effort
不再像以前那样努
力
与
lose
their
是并列关系,故推测应该是根据文意可知,如果管理者没有认可员工的杰
p>
出表现
,
员工很
可能丧失工作热情,
而且下文提到的
<
/p>
不再像以前那样努力
也正是丧失工作
p>
热情。
由此可以确定答案为
enthusi
asm
热情,
激情
。
备选项里还有
circulation,
impact
和
penalty
三个名词,但均不能和前面的动词
lose
搭配
,
故均可以排除。
37.
【考点】动词辨析题。
p>
L)
【精析】
该空格前面有情态动词
will
,
后面接有代
词
them,
因此应该填入动词原
形。
根据句意可知
,
如果管理者没有认
可员工的杰出表现
,
员工很可能跳槽到其他公司,
其目的当
然是希望出色的表现能够获得相应回报。
因
此
,
此处填入
reward
符合句意和形式上的要求。
备选项里的动词原形还有
affect, assimilate, identify,
但是均不符合上
下文语意
,
所以
可以排除。
38.
【考点】动词辨析题。
I)
【精析】该空格前面有情态动词
must,
后
面接有名
词短语
the
reasons
作宾语,因
此应该填入动词原形。
下文具体介绍了员工们表现不佳的各种原因
,
< br>根据逻辑关系可知
,
本句
中要表
达的意思应该为
:
管理者必须
找出
或
确定
员工表现不佳的原因。
由此确定空格处
应该填入
identify
确定,
识别
。备选项里还有
affect,
assimilate<
/p>
两个动词原形
,
但其
后接
the
reasons
不符合上下文语意,
故均可以排除。
39.
【考点】名词辨析题。
J)
【精析】
该空格前面有形容同
adverse<
/p>
修饰
,
充当动词
have
的宾语,
而且后面接有介
词<
/p>
on
引导的短语
,
因此应该填入名词。根据上下文可知
,
此处应指家庭成员生病
之类的原因
会对员
n
的表现产
生短暂的负面影响。
impact
符合句意要求
.
而且
能够构成固定短语
have
an
impact
on,
由
此
确
定
< br>空
格
处
应
该
填
人
impact
影
响
。
备
选
项
里
还
有
两
个
名
p>
词
circulation
和
penalty,
这两个词都不能被
advers
e
修饰
,
也不和介词
< br>on
搭配
,
因此均可以
排除。
40.
【考点】形容词辨析题。
A)
【精析】该空格前面有动词
take
,后面有
名词
actions,
所以判断空格处应该填入形
容词。
根据下文知
,
下文介
绍了管理者采取的后续措施,
因此推测本句的句意为:
管理
p>
:
者必
须决定是否需要
采取进一步的措施。
additional
额外的
符合句
意
,
故为本题的答案。备
选项里还有
consistent
和
vulnerable
两个形容词
.
但
均与上下文语意不符,故可以排除。
41.
【考点】副词辨析题。
F)
【精析】
该空格所在的句子结构完整
,
主谓宾齐全,
因此判断空格处应该填
人副词,
修饰动词
monitor,
根
据上文可知,负面评价能够指出员工们必须纠正的不足
,
这样的
话
,
管
理者可能只需要
严密监督这些员工
,
以便确
保他们能够纠正不足。
分析备选项中副词的词
义可知,
aptly
意为
p>
适宜
地
,
适当地
,
close
ly
意为
严密地
,
两词都可与
monitor
搭配,
但是
monitor clos
ely
严密监督
,更符合句意,故确定
closely
为本题的答案。
42.
【考点】形容同辨析题。
G)
【精析】该空格前面为系动词
b
e,
后面接有
with
引导的介词短
语
,
因此判断应该填
入形容词
,
且可以和后面的介词
with
搭配。
备选形容词中只有
consistent
可以和
with
搭
配,而且
be
consistent with
与??保持一致
符合句意,即采取的措施
应该与公司的方
针
保
持
一
致
,
所
以
< br>确
定
本
题
的
答
案
为
c
onsistent
—
致
的
,
相
符
的
。
备
选
项
里
的
v
ulnerable
易受攻击的,易受伤害的
< br>其后常接介词
to,
不符合搭配要求
,
故可以排除。
43.
【考点】动词辨析题。
N)
【精析】分析句子结构可知
,
空格处应该与前面
的
reassigning
以及后面的
firing
是并列关系,
共同充当动词
include
的宾语
.
因此判
断应该填入名词。
根据上下文可知,
对
于那些不能或者不愿意纠正自身不足的员工
,
需要采取进一步的
措施,
包括重新分配工作
,
甚至解聘。
suspending
有
停职
的意思,
与其他两项措施语意一致
.
由此确定为本题的答案
。
备选项里还有一个动名词
simplifying
简化
与上下文语意不符
,
故可以排除。
44.
【考点】动词辨析题。
B)
【精析】该空格前面有情态动词
can,
后面有名词
attitudes
充当
宾语,因此判断空
格处应该填入动词原形。备选项中可能正确的动词是
< br>affect
影响
,
干扰
和
assimilate
吸
收;同化
。将
< br>affect
填
入空格
,
意思为“影响其他员工的态度”,符合句意
,
所以确定为
本题答案。
assimi
late,
不能接后面的
the attitudes
作宾语
,
因此可以排除。
Section B
Directions
:
In
this
section,
you
are
going
to
read
a
passage
with
ten
statements
attached
to
it.
Each
statement
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
questions
by marking the corresponding letter on Answer
Sheet2.
The rise of the sharing
economy
Last night 40 000
people rented accommodation from a service that
offers 250
000 rooms in 30 000 cities
in 192 countries. They chose their rooms and paid
for
everything
online.
But
their
beds
were
provided
by
private
individuals,
rather
than
a
hotel chain. Hosts and guests were matched up by
Airbnb, a firm based in San
Francisco.
Since its launch in 2008 more than 4 million
people have used it
—
-2.5
million
of
them
in
2012
alone.
It
is
the
most
prominent
example
of
a
huge
new
economy
in
which
people
rent
beds,
cars,
boats
and
other
assets
directly
from
each
other, co-ordinate via
the internet.
A) You might think this
is no different from running a bed-and-breakfast
(
家
庭旅店
),owning a
timeshare (
分时度假房)
or
participating in a car pool. But
technology
has
reduced
transaction
costs,
making
sharing
assets
cheaper
and
easier
than ever
—
and therefore possible on a
much larger scale. The big change is the
availability
of
more
data
about
people
and
things,
which
allows
physical
assets
to
be
divided and consumed as services. Before the
internet, renting a surfboard, a
power
tool or a parking space from someone else was
feasible, but was usually more
trouble
than it was worth. Now websites such as Airbnb,
RelayRides and SnapGoods
match
up
owners
and
renters
;
smartphones
with
GPS
let
people
see
where
the
nearest
rentable
car
is
parked;
social
networks
provide
a
way
to
check
up
on
people
and
build
trust; and online payment systems
handle the billing.
What's mine is
yours, for a fee
B)
Just
as
peer-to-
peer
businesses
like
eBay
allow
anyone
to
become
a
retailer,
sharing
sites
let
individuals
act
as
an
ad
hoc
(
临时的)
taxi
service,
car-hire
firm
or boutique
hotel (
精品酒店〉
as
and when it suits them. Just go online
or download
an app. The
model works for items that are expensive to buy
and are widely owned
by people who do
not make full use of them. Bedrooms and cars are
the most obvious
examples, but you can
also rent camping spaces in Sweden, fields in
Australia and
washing
machines
in
France.
As
advocates
of
the
sharing
economy
like
to
put
it,
access
trumps
(胜过)
ownership.
C)
Rachel Botsman, the author of a book on the
subject, says the consumer
peer-to-peer
rental
market
alone
is
worth
$$
26
billion.
Broader
definitions
of
the
sharing
economy
include
peer-to-peer
lending
or
putting
a
solar
panel
on
your
roof
and
selling power back to the grid
(
电网)
.And it is not just
individuals; the web
makes
it
easier
for
companies
to
rent
out
spare
offices
and
idle
machines,
too.
But
the core of the sharing
economy is people renting things from each other.
D)
Such
(
合作的)
consumption
is
a
good
thing
for
several
reasons.
Owners
make
money
from
underused
assets.
Airbnb
says
hosts
in
San
Francisco
who
rent
out
their
homes
do
so
for
an
average
of
58
nights
a
year,
making
$$
9
300.
Car
owners
who
rent
their
vehicles
to
others
using
RelayRides
make
an
average
of
$$
250
a
month
;
some make more than $$ 1 000. Renters,
meanwhile, pay less than they would if they
bought the item themselves, or turned
to a traditional provider such as a hotel or
car-hire firm. And there are
environmental benefits, too: renting a car when
you
need it, rather than owning one,
means fewer cars are required and fewer resources
must be devoted to making them.
E) For sociable souls, meeting new
people by staying in their homes is part of
the
charm.
Curmudgeons
(
低脾气的人)
who
imagine
that
every
renter
is
a
murderer
can
still stay at conventional hotels. For
others, the web fosters trust. As well as
the background checks carried out by
platform owners, online reviews and ratings
are
usually
posted
by
both
parties
to
each
transaction,
which
makes
it
easy
to
spot
bad
drivers, bathrobe-thieves and surfboard-wreckers.
By using Facebook and other
social
networks, participants can check each other out
and identify friends (or
friends of
friends) in common. An Airbnb user had her
apartment trashed in 2011.
But the
remarkable thing is how well the system usually
works.
Peering into the
future
F)
The
shying
economy
is
a
little
like
online
shopping,
which
started
in
America
15 years ago. At
first, people were worried about security. But
having made a
successful
purchase
from,
say,
Amazon,
they
felt
safe
buying
elsewhere.
Similarly,
using
Airbnb
or
a
car-hire
service
for
the
first
time
encourages
people
to
try
other
offerings. Next, consider eBay. Having
started out as a peer-to-peer marketplace,
it is now dominated by professional
“power sellers
ordinary eBay users). The
same may happen with the sharing economy, which
also
provides new opportunities for
enterprise. Some people have bought cars solely to
rent them out, for example.
G)
Existing
rental
businesses
are
getting
involved
too.
Avis,
a
car-hire
firm,
has a share in a
sharing rival. So do GM and Daimler, two
carmakers, in future,
companies may
develop hybrid
(混合的)
models,
listing excess capacity (whether
vehicl
es
,
equipment
or
office
space)
on
peer-to-peer
rental
sites.
In
the
past,
new
ways
of
doing
things
online
have
not
displaced
the
old
ways
entirely.
But
they
have
often changed them. Just as internet
shopping forced Wal-mart and Tesco to adapt,
so online sharing will shake up
transport, tourism, equipment-hire and more.
H) The main worry is regulatory
uncertainty. Will room-renters be subject to
hotel
taxes,
for
example?
In
Amsterdam
officials
are
using
Airbnb
listings
to
track
down unlicensed hotels. In some
American cities, peer-to-peer taxi services have
been banned after lobbying by
traditional taxi firms. The danger is that
although
some rules need to be updated
to protect consumers from harm, existing rental
businesses will try to destroy
competition. People who rent out rooms should pay
tax, of course, but they should not be
regulated like a Ritz-Carlton hotel. The
lighter rules that typically govern
bed-and- breakfasts are more than adequate.
I)
The
sharing
economy
is
the
latest
example
of
the
internet's
value
to
consumers.
This
emerging
model
is
now
big
and
disruptive
(
颠覆性的)
enough
for
regulators
and
companies to have woken
up to it. That is a sign of its immense potential.
It is
time to start caring about
sharing.
注意:此部分试题请在答题卡
2
上作答。
46. Sharing items
such as cars does good to the environment.
47.
Airbnb's
success
clearly
illustrates
the
emergence
of
a
huge
sharing
economy.
48.
The
major
concern
about
the
sharing
economy
is
how
the
government
regulates
it.
49.
The most frequently shared items are those
expensive to buy but not fully
used.
50. The sharing economy has a promising
future.
51.
Online
sharing
will
change
the
way
business
is
done
in
transportation,
travel,
rentals, etc.
52.
Airbnb
is
a
website
that
enables
owners
and
renters
to
complete
transactions
online.
53. The sharing
economy is likely to go the way of online
shopping.
54. One advantage of sharing
is that owners earn money from renting out items
not made full use of.
55.
Sharing appeals to the sociable in that they can
meet new people.
Section B
共享经济的崛起
A)
(52)
昨天晚上
,4
万人
通过一项服务租到了房子。
该服务提供了
25
万间房屋
,
覆盖
192
个国家的
3
万个城市。他们在网上挑选房屋
并在线支付一切费用。但是
,
他们的房子不是连
锁酒店而是由个人提供的。
(47)
撮合房客与房主的
是一家总部设在旧金山的公司一一
Airbnb,
自
2008
年开展业务
以
来
,
该公司已经为
400
多万人提供过服务
,
仅
20
12
年就服务过
250
万人。该公司是
很受欢迎的新型
共享经济
最成功的范例。通过网络协调
,
人们互相之
间可以直接租赁房屋、汽车、船以及其他资产。
B)
你或许认为共享经济同经营家庭旅店、
< br>拥有分时度假房或者拼车没什么区别。
但是
,
技术降低了交
易成本
,
使同别人共享资产变得比以前更加划算和容易一一因此
,
这种交易规
模也可能更大。
共享
经济的重大改变在于它能够让你获得更多的有关对方和租赁物的信息
,
从而允许把实体资产进行分
配并作为服务供人们消费。
在互联网出现之前
,
p>
从他人处租赁冲
浪板、电动工具或是停车场是可行
< br>
的
,
但同租金相比
,
租赁行为本身往往更麻烦。如今
,
像
Airbnb
、
Rela
yRides
和
SnapGoods
这
类网站
把交易双方撮合在一起
;
p>
带有
GPS
定位功能的
智能手机能让人们看到最近的可供租赁的汽车停在
什么位
置
;
社交网络提供了一种核对人
们信息
并且能让交易各方建立信任的方式;网络支付系统来
处理订单。
我的就是你的
,
但得付费
C)
p>
如同
eBay
的对等商务允许任何人成为一
名零售商一样
,
共享网站可以让个人根据自
己的情况
,
从
< br>事临时出租车服务、
开设租车公司或是精品酒店的业务。
所有这一切只要上网
或是下载一款应用程序即可。
(49)
p>
这种模式适用于那些价格昂责而已经拥有它的人却无法物
尽其用的物
品。最明显的
例子就是房子和汽车。除此之外
,
你还可以租赁瑞典的露宿营地、
澳大利亚的农场以及
法国的洗衣
机。共享经济推广者的口头禅就是
:
共享胜过拥有。
D)
对此写过一本专著的
Rachel Botsman
说
,
仅消费者的对等租赁市场就价值
260
亿美
元。
广义上的<
/p>
共享经济还包括对等放贷或在你的房顶上安装一块太阳能电池板
,
然后把生产
出来的电力卖给电网
p>
公司。
当然
,<
/p>
共享经济并不仅限于个人。
网络让公司更轻易地将多余的
办公室和闲置的机器租赁出
去。但是
,
共享经济的核心是互相租赁东西的个人。
E)
此类
协
作消费
之所以是一件好事有以下几个原因。
(54)
所有者可以从利用率不足
的物品中赚取费用。
p>
Airbnb
称
,
旧金山市的那些平均每年将房屋出租
58
天的房主
,
每年能有
9
300
美元的收入。
那些使用
RelayRides
的服务将自家汽车租赁
给别人的车主每月平均收入
为
250
美
元
,
有些甚至超
过了
1
000
美元。
与此同时
,
同自己购买或是
从旅馆和租车公司等传
统的租赁商那里承租相比
,
承
租人的费用也降低了不少。
(46)
共享经济还有益于环保。
在需
要时租车而不是买车
,
这意味着汽车
的需求量减少
,
那么用于制造汽车
所需求的资源也必定
会越来越少。
F) (55)
对善于交际的人来说
,
待在自己的家里就可以结交新朋友是共享经济的一个魅
力所在。
把每个
房屋出租者当作谋杀犯的性格個强的人仍能住在传统的
旅馆里。对于其他
人来说
,
网络可以增
进信
任。由于软件平台的管理方对交易方的背景进行核实
p>
,
交易方通常
都要对每笔交易进行在线打分
和
评级
,
这
使得人们容易识别出懒惰的司机、
偷浴衣的小偷以
及把冲浪板弄
坏的人。
通过使用
Facebook
和其他社交网络
,
参与者可以相互进行身份验证
,
鉴别出谁是朋友
(
或者朋友
的朋友)
。一
位
Airbnb
用户的公寓在
2011
年被破坏了。但是
,
值
得注意的是<
/p>
,
这个系统通常运转良好。
关注共享经济的未来
G)
(53)
共享经济有点像
15
< br>年前始于美国的网上购物。
开始的时候
,
人们对它的安全性有
所担心。
但
是
,
在经历了一次成功购物后,<
/p>
比如说在亚马逊网站,
人们对在其他网站进行购
< br>物就感到放心了。同
样
,
p>
有了第一次使用
Airbnb
或者某项租车
服务的经验就会鼓励人们去
尝试其他服务。其次
,
看一看
eBay
。开始的时候
,eBay
只是一个对等市场
,
而
如今的
eBay
已
被专业的
强力卖家
所主导
(
其中许
多人创业时
只是
eBay
的普通卖家)
。
(53)
同样的情况也
可能发生在共享经济上<
/p>
,
这也能给企业提供新的机遇。
比如说<
/p>
,
有些人之所以买车就是为了把
车租出去
赚钱。
H)
现有的租赁企业也正在
涉足这一行业。租车公司
Avis
入股了其共享经济对手
,
通用
汽车和戴姆勒
这两个汽车制造商也这样做。未来
,
公
司可能发展成溜合模式
,
只要是用不着
或者是难以物尽其用
的商品
(
不管是交通工具、各种装备还是办公空间
)
都
可以放到对等租
赁网站上。
过去
,
p>
在线交易的
新方式没有完全取代传统模式
。
但前者经常改变后者。
就像在
线购物
迫使沃尔玛和乐购做出调整那样,
(51)
网络共享将改变交通
、
旅游
、
装备出租和更多
的行业。
I)
(48)
人们主要的担心在于监管的不确定性。
例如
:
房屋出租者也要缴纳旅馆税吗?在
荷兰,阿姆斯特丹的官
员正在利用
Airbnb
的列表来追踪没有菅业执照的旅馆。在
美国的一
些城市,
由于传统的
出租车公司的游说
,
一些城市已经取消了对等
租车服务。
共享经济面临
的危险在于
,
尽管有些法规
需要更新才能保护消费
者免受伤害
,
现有租赁企业会尽其所能破
坏竞争。
把房子租给别人的房屋出
租者当然应该纳税
,
但是当局不能把这些人当作丽思卡尔
顿酒店一样来监管。通常用来监管连锁家
庭旅店的那些相对较轻的监管措施更适用。
< br>J)
共享经济是互联网对于消费者的价值的最新例证。
(
50)
对于监管者和传统企业来说
,
这
种新兴的模
式的冲击力之大足以令他们惊醒。这是其巨大潜力的一个信号。是时候开始
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