手惰市安逸阳光实验学校课时作业8 No Drugs
Ⅰ.阅读理解
A
The clock always ems to be ticking rather too fast in the doctor's office and the queue of patients outside the door ems to be pressing rather too hard. Some say it's high time for the model of short, sharp onetoone appointments to give way to shared medical appointments (SMAs)．
SMAs are doctorpatient visits in which a group of patients receive patient education and counling (咨询), physical examination and medical support in a group tting. Typically SMAs are designed to have one or more doctors attend to a group of patients who share a common illness or medical condition. In contrast to onetoone visits, SMAs provide a longer appointment time frame as well as the opportunity for patients to have improved access to their physicians and meanwhile pick up additional information and support from peers.
However, doctors who have pioneered the shared appointment approach report that there are significant challenges involved. Dr Sumego, director of shared medical appointments, Cleveland Clinic, identifies culture change as the most significant challenge. Physicians and nurs are trained in a model of personal rvice and privacy; the SMA approach is a fundamental challenge to tho fixed ideas. They need shared goals and a way of testing the innovation against agreed standards. Dr Sumego says, “The physicians may be worried about the possible chaos and efficiencies that are marketed. They also have to make the patients understand what their appointment is, and what the expectation is.”
“So, if an organization was looking to start shared medical appointments, I would advi them to start the buyin from a few champion physicians, develop the workflow and develop some experience. Provide some support behind what that best practice should look like. Create some standards so that, as the concept spreads, you can employ that experience to start the next shared medical appointments and the next.”
面对一对一的医患就诊模式，有人提出了共享医疗预约的就诊方式；这种共享形式的预约以小组为单位，进行集体医患交流，提高了效率，但在实施过程中也存在一些问题。
1．What is the purpo of the SMA approach?
A．To improve medical rvice.
B．To promote doctors' reputation.
C．To conduct medical rearch.
D．To meet patients' expectation.
答案：A
解析：细节理解题。根据第二段中的“Typically SMAs are designed to have one or more doctors attend to a group of patients who share a common illness or access to their physicians”可知，SMAs旨在让一名或多名医生照顾一组有相同疾病或病理状况的患者。这为患者提供了更长的会面时间和更好地与医生接触的机会。由
此可知，共享医疗预约的目的在于改善医疗服务。故选A。
2．According to Dr Sumego, what prevents the SMA approach from being widely adopted?
A．Personal rvice. B．Fixed ideas.
C．Lack of equipment. D．Shared goals.
答案：B
解析：细节理解题。根据第三段中的“Physicians and nurs are trained in a model of personal rvice and privacy; the SMA approach is a fundamental challenge to tho fixed ideas”可知，医生和护士接受的培训是基于一种个人服务和隐私保护的模式，而SMA方法则是对那些固定观念的挑战。由此可知，他认为阻碍这种方法被广泛采用的障碍，就在于先前的这些固定的观念。故选B。
3．What can the underlined “buyin” in Paragraph 4 be replaced by?
A．Support. B．Organization.
C．Purcha. D．Practice.
答案：D
解析：词义猜测题。根据第四段中的“I would advi them to start the buyin from a few Provide some support behind what that best practice should look like”可知，Dr Sumego建议选择一些优秀的医生开始实行SMA，并在这种最佳实践的背后提供一些支持，“the buyin from a few champion physicians”与“that best practice”相对应，此处的buyin指实践，故选D。
4．What can be learned about the SMA approach in the last paragraph?
A．It is currently being questioned.
B．It is impractical in some areas.
C．It will enjoy 节日作文
wide popularity soon.
D．It should be carried out step by step.
答案：D
解析：推理判断题。根据第四段中的“start Create some standards so that, as the concept spreads, you can employ that experience to start the next shared medical appointments and the next”可知，共享医疗预约的发展是一个逐步实施的过程。故选D。
B
How some companies fight the cur (祸害) of prenteeism (超时工作)? Ronald Reagan famously joked that “it's true hard work never killed anybody, but I figure, why take the chance？”Beyond_a_certain
_level,_extra_effort_ems_to_be_lfdefeating. Studies suggest that, after around 50 hours a week, employee productivity declines sharply.
But that doesn't stop some managers from demanding that workers stay chained to their
desk for long periods. Jack Ma, the founder of Alibaba, the Chine ecommerce group, recently praid the 996 model, where employees work from 9 am to 9 pm, six days a week, as a “great opportunity”. Yet prenteeism is the cur of the modern office worker.
There will be days when you do not have much to do; perhaps becau you are waiting for someone el in a different department, or a different company, to respond to a request. As the clock ticks past 5 pm, there may be no purpo in staying at your desk. But you can e your boss hard at work and, more importantly, they can e you. So you make an effort to look busy.
