2005年
Passage One
Working at nonstandard times-----evenings, nights, or weekends----is taking its toll on American families. One-fifth of all employed Americans work variable or rotating shifts, and one-third work weekends, according to Harriet B. Presr, sociology professor at the University of Maryland. The result is stress on familial relationships, which is likely to continue in coming decades.来姨妈能吃药吗
The conquences of working irregular hours vary according to gender, economic level, and whether or not children are involved. Single mothers are more likely to work nights and weekends than married mothers. Women in clerical, sales, or other low-paying jobs participate disproportionately in working late and graveyard shifts.
Married-couple houholds with children are increasingly becoming dual-earner houholds, generating more split-shift couples. School-aged children, however, may benef
it from parents’ nonstandard work schedules becau of the greater likelihood that a parent will be home before or after school. On the other hand, a correlation exists between nonstandard work schedules and both marital instability and a decline in the quality of marriages.
Nonstandard working hours mean families spend less time together for diner but more time together for breakfast. One-on-one interaction between parents and children varies, however, bad on parent, shift, and age of children. There is also a greater reliance on child care by relatives and by professional providers.
Working nonstandard hours is less a choice of employees and more a mandate of employer. Presr believes that the need for swing shifts and weekend work will continue to ri in the coming decades. She reports that in some European countries there are substantial salary premiums for employees working irregular hours-sometimes as much as 50% higher. The convenience of having rvices available 24 hours a day continues to drive this trend.
Unfortunately, says Presr, the issue is virtually abnt from public discour. She emphasizes the need for focud studies on costs and benefits of working odd hours, the physical and emotional health of people working nights and weekends, and the reasons behind the necessity for working the hours. “Nonstandard work schedules not only are highly prevalent among American families but also generate a level of complexity in family functioning that needs greater attention,” she says.
夕秋36．Which of the following demonstrates that working at nonstandard times is taking its toll on American families？
A．Stress on familial relationships．
B．Rotating shifts.富丽堂皇的意思
C．Evenings，nights，or weekends.
D．Its conquences.
37．Which of the following is affected most by working irregular hours？
A．Children.
B．Marriage.
回忆性作文
新年手抄报图片C．Single mothers.
D．Working women.番茄果汁
38．Who would be in favor of the practice of working nonstandard hours？
A．Children.
B．Parents.
C．Employees
D．Professional child providers.
39．It is implied that the conquences of nonstandard work schedules are .
A．emphasized
B．abnt
C．neglected
D．prevalent
40．What is the author’s attitude towards working irregular hours？
A．Positive.
B．Negative.
C．Indifferent.
公司绩效考核方案
D．Objective.
Passage Two
Most human beings actual1y decide before they think. When any human being----executive, specialized expert, or person in the street----encounters a complex issue and f
orms an opinion, often within a matter of conds, how thoroughly has he or she explored the implications of the various cours of action? Answer: not very thoroughly. Very few people, no matter how inte1ligent or experienced, can take inventory of the many branching possibilities, possible outcomes, side effects, and undesired conquences of a policy or a cour of action in a matter of conds. Yet, tho who pride them1ves on being decisive often try to do just that. And once their brains lock onto an opinion, most of their thinking thereafter consists of finding support for it.
A very rious side effect of argumentative decision making can be a lack of support for the chon cour of action on the pat of the “losing” faction. When one faction wins the meeting and the others e themlves as losing, the battle often doesn’t end when the meeting ends. Anger, rentment, and jealousy may lead them to sabotage the 4ecision later, or to reopen the debate at later meetings.
There is a better. As philosopher Aldous Huxley said, “It isn’t who is right, but what is right, that counts.”
The structured-inquiry method offers a better alternative to argumentative decision making by debate. With the help of the Internet and wireless computer technology the gap between experts and executives is now being dramatically clod. By actually putting the brakes on the thinking process, slowing it down, and organizing the flow of logic, it’s possible to create a level of clarity that sheer argumentation can never match.
The structured-inquiry process introduces a level of conceptual clarity by organizing the contributions of the experts, then brings the experts and the decision makers clor together. Although it isn’t possible or necessary for a president or prime minister to listen in on every intelligence analysis meeting, it’s possible to organize the experts’ information to give the decision maker much greater insight as to its meaning. This process may somewhat remble a marketing focus group; it’s a simple, remarkably clever way to bring decision makers clor to the source of the expert information and opinions on which they must ba their decisions.美国皇帝
4l．From the first paragraph we can learn that .
A．executive, specialized expert, are no more clever than person in the street
B．very few people dec1de before they think
