XX考研“考试虫”英语8套模拟试卷(一)3
or frustration — no matter how glowing your resume — means you’re out. Behavioral interviews are also being rounded out by other tools that, until recently, had been rerved for elite hires. Personality-testing outfit Caliper, for example, which probes candidates for emotional-intelligence skills and job ability, has en its business jump 20% this year. Clearly, the new interview isn’t without its drawbacks. Companies run the risk of arousing hostility in candidates, who may feel as if some line has been crosd into personal territory. Moreover, some panies worry about the fairness of personality tests. They have to make sure there are no inherent gender or racial bias in the test. 十全大补酒配方
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31. In conventional interviews, Microsoft tested applicants by A.)pressing them to solve strategic issues. B.)causing them to crack mental problems. C.)subjecting them to doing a lot of rearch. D.)making them take embarrassing exams.
32. In the situational interview, job-ekers have to A.)be dresd up in the height of fashion. B.)be examined in professional experiences. C.)demonstrate their personalities an
d knowledge. D.)prent elegantly written and polished resumes.
33. The new interview is widely adopted becau of its A.)efficiency in lecting the fittest brains. B.)insight into the interviewee’s character. . C.auracy in testing working experience. D.)exactness in asssing performing skills.
34. The situational interview is superior to the conventional in its A.)capability to catch the smartest applicants in misjudgments. B.)possibility to lead the wist candidates to behavioral mistakes. C.)technique to make the cleverest interviewees be inaurate. D.)function to frustrate the brightest individuals by hard questions.
排卵期是哪几天嘉峪关方特35. The advantages of behavioral interview include all of the following EXCEPT A.)it helps avoid employing the wrong personnel. B.)it urges examinees on fully displaying experti. C.)it drives most candidates into feeling enmity. D.)it stimulates testees to handle real-time problems. Text 4
Leadership is hardly a new area of rearch, of cour. For years, academics have debat
ed whether leaders are born or made, whether a person who lacks charisma ( capacity to inspire devotion and enthusiasm) can bee a leader, and what makes leaders fail. Warren G. Bennis,possibly the world’s foremost expert on leading, has, together with his co-author, written two best-llers on the topic. Generally, rearchers have found that you can’t explain leadership by way of intelligence, birth order, family wealth or stability, level of education, race, or x. From one leader to the next, there’s enormous variance in every one of tho factors. The authors’ rearch led to a new and telling discovery: that every leader, regardless of age,had undergone at least one inten, transformational experience — what the authors call a "crucible"(vere test). The events can either make you or break you. For emerging leaders, they do more making than breaking, providing key lessons to help a person move ahead confidently. If a crucible helps a person to bee leader, there are four esntial qualities that allow someone to remain one, aording to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable tbacks, heartbreaks, anddifficulties but also learn from them; an ability to engage others through shared meaning or a mon vision; a distinctive and pelling voice th
哑铃家庭锻炼10种方法at municates one’s conviction and desire to do the right thing; and a n of integrity that allows a leader to distinguish between good and evil. That sounds obvious enough to be monplace, until you look at some recent failures that show how valid the dictums (formal statements of opinion) are. The authors believe that former Coca-Cola Co. Chairman M. Douglas Ivester lasted just 28 months becau "his grasp of context was sorrowful. " Among other things, Ivester degraded Coke’s highest-ranking African-American even as the pany was losing a $ 200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job becau he failed to municate the urgent need for the sweeping changes he was making. It’s striking, too, that the authors found their geezers (who formative period, as the authors define them, was 1945 to 1954, and who were shaped by World War II ) sharing what they believed to be a critical trait — the n of posvsibility and wonder more often associated with childhood. "Unlike tho defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up "virtual, visual, and digital") — open, willing to take risks, hungry for knowledge and experience, courageous, and eager to e what the new day brings" , the authors write.
36. The text indicates that leadership rearch A.)has been a controversial study for years. B.)predicts how a leader es to be. C.)defines the likelihood to be a leader. D.)probes the mysteries of leadership.
37. Aording to Bennis, the trait shared by leaders consists of A.)top levels of intelligence and education and devotion. B.)remarkable ability to encourage people with loyalty and hope. C.)striking qualities of going through rious trials and sufferings. D.)strong personalities that arou admiration and confidence.
38. The favorable effect of a crucible depends on whether a leader A.)proves himlf/herlf to be a newlyemergent one. B.)aepts it as a uful experience for progress. C.)shrinks back from tiring and trying experiences. D.)draws important lessons for his/her followers.
39. A leader can hardly maintain his/her position unless he/she A.)fulfils all necessary quality requirements. B.)helps people to prevent defeats and sorrows. C.)fails to attract people with mon concerns. D.)lacks appealing and strength of character.
