preciousmemories

Inthisction,requiredtolectone

wordforeachblankfromalistofchoicesgiveninawordbankfollowingthepassage.

，forexample,whichgivemanya

modembeeritsbitterflavor,sfirst

,rearchershavefounda2ingredient

inresiduefrom5,iggingtwopitsatasiteinthe

centralplainsofChina,ferent

shapesofthecontainers3

theywereudtobrew,filter,ybeancient“beer-makingtools,”and

theearliest4_evidenceofbeerbrewinginChina,therearchersreportedintheProceedingsof

5thattheory,theteamexaminedtheyellowish,dried6

orityofthegrains,about80%,werefromcerealcropslike

barley,andabout10%werebitsofroots,7_lily,whichwouldhavemadethebeersweeter,

wasanunexpectedfind:thecropwasdomesticatedinWesternEurasia

anddidn'tbecomea__8___foodincentralChinauntilabout2,000yearsago,accordingtothe

nthattiming,theyindicatebarleymayhave9intheregionnotasfood,butas

10materialforbeerbrewing.

A)ArrivedB)consumingB)C)directC)D)exclusively

E)includingF)informG)rawH)reached

I)relativelyJ)remainsK)resourcesL)staple

M)suggestN)surprisingO)test

ssageisfollowedbysomequestions

hofthemtherearefourchoicesmarkedA),B),C)

andD).Youshoulddecideonthebestchoiceandmarkthecorrespondingletteron

TheUrbanization—migrationawayfromthesuburbstothecitycenter—willbethe

biggestrealestatetrendin2015,accordingtoanewreport.

ThereportsaysAmerica‟surbanizationwillcontinuetobethemostsignificantissue

affectingtheindustry,ascitiesacrossthecountryimitatethewalkabilityandtransit-oriented

developmentmakingcitieslikeNewYorkandSanFranciscososuccessful.

Assmallercitiescopythemodelofthe“24-hourcities，‟‟tfioreaffordableversionsofthe

ortreferstothisasthecomingofthe“18-hourcity，”，andusthe

termtorefertocitieslikeHouston,Austin,Charlotte,andNashville,whichare“positioning

themlvesashighlycompetitive,intermsoflivability,employmentofferings,andrecreational

andculturalfacilities.”

Anothertrendthatlookssignificantin2015isthatAmerica‟slargestpopulationgroup,

Millennials(千禧一代)，entswillretaintheir

appealforawhileforMillennials,hauntedbywhathappenedtohome-owningparents.

Thistrendwillcontinueintothe2020s,hat,surveyrespondents

disagreeoverwhetherthisgenerationwillfollowintheirparents，footsteps,movingtothesuburbs

toraifamilies,orwillchootoremaininthecitycenter.

AnotherissueaffectingrealestateinthecomingyearwillbeAmerica‟sfailinginfrastructure.

Mostroads,bridges,transit,watersystems,theelectricgrid,andcommunicationsnetworkswere

installed50to100yearsago,andtheyarelargelytakenforgranteduntiltheyfail.

Thereport‟swritersstatethatAmerica‟sfailuretoinvestininfrastructureimpactsnotonly

thehealthofthereal-estatemarket,butalsoourabilitytoremaingloballycompetitive.

Apartfromthespecifictrendshighlightedabove,whichcausomeinvestorstoworry,the

reportportraysanoveralloptimismbornebytherecenthealthyreal-estate“upcycle”and

y-fourpercentoftherespondentssurveyedreporta“goodtoexcellent”

xcessiveoptimismcanpromotebad

investmentpatterns,resultinginareal-estate“bubble,”thereport‟swritersdownplaythat

potentialoutcomeinthatithasnotyetoccurred.

ingtothenewreport,realestatedevelopmentin2015willwitness_______.

A)anacceleratingspeed

B)ashifttocitycenters

C)anewfocusonsmallcities

D)anever-increasingdemand

aracterizes“24-hourcities”likeNewYork?

A)Peoplecanlivewithoutprivatecars.

B)Peoplearegenerallymorecompetitive.

C)Peoplecanenjoyrvicesaroundtheclock.

D)Peopleareinharmonywiththeenvironment.

Millennialsreluctanttobuyahou?

A)Theycanonlyaffordsmallapartments.

B)Thehoupricesarecurrentlytoohigh.

C)Theirparents'badexperiencestillhauntsthem.

D)Theyfeelattachedtothesuburbanenvironment.

ghthinderrealestatedevelopmentintheU.S.?

A)Thecontinuingeconomicrecessioninthecountry.

B)Thelackofconfidenceonthepartofinvestors.

C)Thefierceglobalcompetition.

D)Theworninginfrastructure.

-estatemarketin

2015?

A)Pessimistic.B)Hopeful.

C)Cautious.D)Uncertain.

Thebrainisaeminglyendlesslibrary,whoshelveshouourmostpreciousmemoriesas

wellasourlifetime‟hereapointwhereitreachescapacity?

Theanswerisno,dofjustcrowdingin,

oldinformationissometimespushedoutofthebrainfornewmemoriestoform.

Previousbehaviouralstudieshaveshownthatlearningnewinformationcanleadtoforgetting.

Butinanewstudy,rearchersdemonstratedforthefirsttimehowthiffectoccursinthebrain.

Indailylife,e,forinstance,thatyoulostyour

cardyoureceivewillcomewithanewpersonalidentificatipnnumber(PIN).

EachtimeyourememberthenewPIN,ocessimproves

accesstorelevantinformation,withoutoldmemoriesinterfering.

Andmostofusmaysometimesfeelthefrustrationofhavingoldmemoriesinterferewith

new,ertryingtorememberwhereyouparkedyourcarinthesamecar

peofmemory(whereyouaretryingtoremembernew,but

similarinformation)isparticularlyvulnerabletointerference.

Whenweacquirenewinformation,thebrainautomaticallytriestoincorporate(合并)it

nweretrieve(检索)information,

boththedesiredandassociatedbutirrelevantinformationisrecalled.,

Themajorityofpreviousrearchhasfocudonhowwelearnandremembernew

rentstudiesarebeginningtoplacegreateremphasisontheconditionsunder

whichweforget,asitsimportancebeginstobemoreappreciated.

Averyst

maysoundlikeanadvantagetomany,peoplewiththisrareconditionoftenfindtheirunusual

abilityburdensome.

Inan,forgettingisourbrain‟swayofsortingmemories,sothemostrelevantmemories

forgettingmayevenbeasafetymechanismtoensureourbrain

doesn‟tbecometoofull.

vepastbehaviouralstudiesfoundaboutourbrain?

A)Itscapacityactuallyknowsnolimits.

B)Itgrowssophisticatedwithpractice.

C)Itkeepsourmostpreciousmemoriesuntillife‟nd.

D)Newinformationlearnedpushesoldinformationout.

thebenefitofforgetting?

A)Itfreesusfrompainfulmemories.

B)Ithelpsslowdownouragingprocess.

C)Itfacilitatesouraccesstorelevantinformation.

D)Itpreventsoldinformationfromformingassociations.

theemphasisofcurrentstudiesofmemory?

A)Whenpeopletendtoforget.

B)Whatcontributestoforgetting.

C)Hownewtechnologyhindersmemorycapacity.

D)Whylearningandforgettingarccomplementary.

peoplefindabouttheirrareabilitytoremembereverydetailoftheirlife?

A)Itaddstotheburdenoftheirmemory.

B)Itmakestheirlifemorecomplicated.

C)Itcontributestotheirsuccessinlife.

D)Itconstitutesarareobjectofenvy.

esthepassagesayaboutforgetting?

A)Itcanenlargeourbraincapacity.

B)Ithelpsgetridofnegativememories.

C)Itisawayoforganisingourmemories.

D)Itshouldnotcauanyalarminanyway.

Inthisction,youaregoingtoreadapassagewithtenstatementsattachedtoit.

fythe

chooaparagraphmore

thanonce.

[A]tment

advertimentsroutinelycallfor“teamplayers”.Businessschoolsgradetheirstudentsinparton

managersknockdownwallstoencourageteam

reasoldascivilization,ofcour:w

reportbyDeloitte,“GlobalHumanCapitalTrends”,badonasurveyofmorethan7,000

executivesinover130countries,suggeststhatthefashionforteamworkhasreachedanewhigh.

Almosthalfofthosurveyedsaidtheircompanieswereeitherinthemiddleofrestructuringor

abouttoembarkon(开始）it;andforthemostpart,restructuringmeantputtingmoreemphasison

teams.

[B]Companiesareabandoningconventionalfunctionaldepartmentsandorganising

employeesintocross-disciplinaryteamsthatfocusonparticularproducts,problemsorcustomers.

ealsospendingmoretime

tearguesthataneworganisational

formisontheri:anetworkofteamsisreplacingtheconventionalhierarchy(等级体制).

[C]Thefashionforteamsisdrivenbyanthattheoldwayoforganisingpeopleistoo

logical

innovationplacesgreatervalueonagility(灵活性).JohnChambers,chairmanofCiscoSystems

Inc.,aworldwideleaderinelectronicsproducts,saysthat“wecompeteagainstmarkettransitions

(过渡)，ttransitionsudtotakefiveorvenyears;nowtheytakeoneor

two.”Digitaltechnologyalsomakesiteasierforpeopletoco-ordinatetheiractivitieswithout

“millennials”(千禧一代)whowillsoonmakeuphalftheworkforcein

richcountrieswereraidfromnurryschoolonwardstoworkingroups.

[D]Thefashionforteamsisalsospreadingfromtheusualcorporatesuspects(suchasGE

andIBM)velandClinic,ahospitaloperator,hasreorganid

itsmedicalstaffintoteamstofocusonparticulartreatmentareas;consultants,nursandothers

collaborateclolyinsteadofbeingparatedbyspeciality(专业)rmyhas

ook,“TeamofTeams'GeneralStanleyMcChrystaldescribeshowthe

army‟shierarchica

solutionwastolearnsomethingfromtheinsurgentsitwasfighting:decentraliauthorityto

lf-organisingteams.

[E]Agoodruleofthumbisthatassoonasgeneralsandhospitaladministratorsjumpona

managementbandwagon,hompsonofKelloggSchoolof

ManagementinIllinoiswarnsthat,„Teamsarenotalwaystheanswer—teamsmayprovideinsight,

creativityandknowledgeinawaythatapersonworkingindependentlycannot;butteamwork

mayalsoleadtoconfusion,delayandpoordecision-making.”ThelateRichardHackmanof

HarvardUniversityonceargued,“Ihavenoquestionthatwhenyouhaveateam,thepossibility

existsthatitwillgeneratemagic,producingsomethingextraordinary...Butdon‟tcountonit.”

[F]Hackman(whodiedin2013)notedthatteamsarehamperedbyproblemsof

co--flyersforcedto

hinkmaybeunavoidable.

Inastudyof120teamsofniorexecutives,hediscoveredthatlessthan10%oftheirsuppod

hardenoughtodefineateam‟s

membership,agreeingonitspurpoisharderstill.

[G]ork

hardtoachievewhen,asisnowthe

cainmanybigfirms,rkimproves

withtime:America‟sNationalTransportationSafetyBoardfoundthat73%oftheincidentsinits

civil-aviationdatabaoccurredonacrew‟r,asAmy

EdmondsonofHarvardpointsout,organisationsincreasinglyu“team”asaverbratherthana

noun:theyformteamsforspecificpurposandthenquicklydisbandthem.

[H]Theleastthatcanbeconcludedfromthisrearchisthatcompaniesneedtothinkharder

edtoridtheirmindsofntimentalism(感情用事)：themost

successfulteamshaveleaderswhoareabletotanoveralldirectionandtakeimmediateaction.

Theyneedtokeepteamssmallandfocud:givingintopressuretobemore“inclusive”isa

zos,Amazon‟sboss,saysthat“IfIemorethantwopizzasfor

lunch,theteamistoobig.”Theyneedtoimmunizeteamsagainstgroup-think:Hackmanargued

thatthebestonescontain“deviants”(离经叛道者）whoarewillingtodosomethingthatmaybe

upttingtoothers.

[I]Anewstudyof12,000workersin17countriesbySteelca,afurniture-makerwhichalso

doesconsulting,findsthatthebestwaytoensureemployeesare“engaged”istogivethemmore

controloverwhereandhowtheydotheirwork―whichmaymeanliberatingthemfromhavingto

doeverythingincollaborationwithothers.

[J]However,organisationsneedtolearnsomethingbiggerthanhowtomanageteamsbetter:

theyneedtobeinthehabitofaskingthemlveswhetherteamsarethebesttoolsforthejob.

Teambuildingskillsareinshortsupply:Deloittereportsthatonly12%oftheexecutivesthey

contactedfeeltheyunderstandthewaypeopleworktogetherinnetworksandonly21%feel

ymanagedteamscanbecome

hotbedsofdistraction―employeesroutinelycomplainthattheycan‟tgettheirworkdonebecau

theyarefo

theageofopen-planofficesandsocialnetworkssomeworkisbestlefttotheindividual.

sfulteamleadersknowexactlywheretheteamshouldgoandareabletotakeprompt

action.

ralisationofauthoritywasalsofoundtobemoreeffectiveinmilitaryoperations.

companies,theconventionalformoforganisationisgivingwaytoanetworkofteams.

sofpoorlymanagedteamsareeasilydistractedfromtheirwork.

rkismosteffectivewhenteammemberssharethesameculture.

ingtoareportbyDeloitte,teamworkisbecomingincreasinglypopularamong

companies.

ammembersfindithardtoagreeonquestionslikemembershipandtheteam‟s

purpo.

holarsthinkteamworkmaynotalwaysbereliable,despiteitspotentialtowork

wonders.

reemployees‟commitment,itisadvisabletogivethemmoreflexibilityasto

whereandhowtheywork.

ttransitionstakemuchlesstimenowthaninthepast.

SectionA1-5HDBJG6-10AFEIC

SectionB11-15BCCDB16-20DCBAC

SectionC21-15INMCO26-30JELAG