江苏高考英语真题任务型阅读.doc

2013卷第四局部：任务型阅读〔共10小题；每题1分，总分值10分〕请认真阅读以下短文，并根据所读容在文章后表格中的空格里填入一个最恰当的单词注意：请将答案写在答题卡上相应题号的横线上每个空格只填一个单词Quiet Virtue: 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 responsibilities—are typical characteristics of the model organizational citizen, the people who keep things running as they should. They follow the rules, help out, and are concerned about the people they work with. It’s the conscientious worker who helps newers 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 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 whose 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 today’s constantly 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 better 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 people demand so much of themselves, they can hold other people to their own standards, and so be overly judgmental when others don’t show the same high levels of model behavior. Factory workers in Great Britain and the United States who were e*tremely conscientious, for e*ample, tended to criticize co-workers even about failures that seemed unimportant to those they criticized, which damaged their relationships.When conscientiousness takes the form of living up to e*pectations, it can discourage creativity. In creative professions like art or advertising, openness to wild ideas and spontaneity (自发性) are scarce and in demand. Success in such occupations calls for a balance, however; without enough conscientiousness to follow through, people bee 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卷第四局部: 任务型阅读(共10 小题;每题1 分,总分值10 分)请认真阅读以下短文,并根据所读容在文章后表格中的空格里填入一个最恰当的单词。

注意:请将答案写在答题卡上相应题号的横线上每个空格只填一个单词Happiness Advantage〞 EffectIn July 2010 Burt’s Bees, a personal-care products pany, was going through enormous change as it began a global e*pansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-bo*es with urgent demands. In doing so, managers lift everyone’s an*iety level, which activates the part of the brain that processes threats and steals resources from the prefrontal corte*(大脑皮层), which is responsible for effective problem solving.Burt’s Bees’s then-CEO, John Wolfgang, took a different approach. Each day, he’d send out an praising a team member for work related to global marketing. He’d interrupt his own presentations to remind his managers to talk with their teams about the pany’s values. He asked me to further a three-hour session with employees on happiness in the course of the e*pansion effort. As one member of the senior team told me a year later, Wolfgang’s emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully transformed the pany into a global one.That oute shouldn't surprise us. Research shows that when people work with a positive mind-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 es before happiness. "Once I get a promotion, I’ll be happy,〞 they think. Or, "Once I hit sales targe, I’ll feel great.〞 But because success is a moving target—as 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 call this the "happiness advantage〞 –every business oute shows improvement when the brain is positive. I've observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and suc。