2021年全国硕士研究生入学统一考试英语（二）试题
Section I U of English Directions：
Read the following text.Choo the best word（s）for each numbered blank and mark A，B，C or D on ANSWER SHEET 1.（10 points）
Part A Section II Reading Comprehension oe Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C, or D. Mark your answers on ANSWER SHEET 1
moisturecream(40 points)
Text 1
Reskilling is something that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind.
We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain Rearch by the WEF detailed in the Harvard Business Review, finds that on average 42 per cent of the core skills within job roles will change by 2022. That is a very short timeline, so we can only imagine what the changes will be further in the future.
The question of who should pay for reskilling is a thorny one For individual companies, the temptation is always to let go of workers who skills are no longer demand and replace them with tho who skills are. That does not always happen. AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fire-and-hire strategy.
ultimately retraining 18,000 employees. Prepandemic, other companies including Amazon and Disney had also pledged to create their own plans. When the skills mismatch is in the broader economy though, the focus usually turns to government to handle. Efforts in Canada and elwhere have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers even at times and In regions where unemployment is high. With the pandemic, unemployment is very high indeed. In February.
at 3.5 per cent and 5.5 per cent respectively, unemployment rates in Canada and the United States were at generational lows and worker shortages were everywhere. As of May, tho rates had spiked up to 13.3 per cent and 13.7 per cent, and although many worker shortages had disappeared, not all had done so. In the medical field, to take an obvious example, the pandemic meant that there were still clear shortages of doctors, nurs and other medical personnel Of cour, it is not like you can take an unemployed waiter anc train him to be a doctor in a few weeks,
no matter who pays for it. But even if you cannot clo that gap, maybe you can clo others, ancdoing so would be to the benefit of all concerned That ems to be the ca in Sweden, where the pandemic kick-started a retraining program where business as well as government had a role.
Reskiling in this way would be challenging in a North American context. You can easily imagine a chorus of"you cant do that
"becau teachers or nurs or whoever have special skills, and using any support staff who has been quickly trained is bound to end in disaster. Maybe. Or maybe it is something that can work ' ell in Sweden, with its history of co-operation between business, labour and government, but not in North America where our history is very different. Then again, maybe it is akin to wartime, when extraordinary things take place, but it is business as usual after the fact. And yet, as in war
the pandemic is teaching us that many things, including rapid reskilling, can be done if there is a will to do them. In any ca Swedens work force is now more skilled, in more things, and more flexible than it was before.
Of cour，reskilling programs，whether for pandemic needs or the postpandemic world，are expensive and at a time when everyones budgets are lean this may not be the time to implement the
m.Ther again，extending income support programs to get us through the next months is expensive，too，to say nothing of the cost of having a swath of long-term unemployed in the POST-COVID years Given that perhaps we should think hard about whether the pandemic can jump-start us to a place where reskilling becomes much more than a buzzword.
21.Rearch by the World Economic Forum suggests
A.an increa in full-time employment
B.an urgent demand for new job skills
c stedy growh frio porunine
D.a controversy about the"core skillsw
hey you22.AT&T is cited to show
A.an alternative to the fire-and-hire strategy
B.an immediate need for government support epet
C.the importance of staff appraisal standards
puzzor
D.the characteristics of reskilling program
23.Efforts to resolve the skills mismatch in Canada
enlyA.have driven up labour costs
B.have proved to be inconsistent
bop
C have met wit fere opostin
D.have appeared to be insufficient
24.We can learn from Paragraph 3 that there was
A.a call for policy adjustment.
B.a change in hiring praties.下
C.a lack of medical workerducn
D.a sign of economic recovery.
25.Scandinavian Airlines decided to
英文歌下载A.Great job vacancies for the unemployed.
B.Prepare their laid-off workers for other jobs.
C.Retrain their cabin staff for better rvices
D.finance their stf coclleg ediuant
Text 2
（缺）
Text 3
When Microsoft bought task management app Wunderlist and mobile calendar Sunri in 2015，it picked up two newcomers that were attracting considerable buzz in Silicon Valley.Microsoft's owr Office dominates the market for"productivity"software，but thestart-ups reprented a new wave of t
echnology designed from the ground up for the smartphone world.
Both apps, however, were later scrapped, after Microsoft said it had ud their best features in its own products. Their teams of engineers stayed on, making them two of the many "acqui-hires"that the biggest companies have ud to feed their insatiable hunger for tech talent.
To Microsoft' s critics, the fates of Wunderlist and Sunri are examples of a remorless drive by Big Tech to chew up any innovative companies that lie in their path. "They bought the edlings and clod them down,"complained Paul Arnold, a partnerat San Francisco-bad Switch Ventures, putting paid to business that might one day turn into competitors. Microsoft declined to comment.
Like other start-up investors, Mr Arnold' s own business often depends on lling start-ups to larger tech companies, though he admits to mixed feelings about the result: "I think the things are good for me, if I put my lfish hat on. But are they good for the American economy? I don' t know."
The US Federal Trade Commission says it wants to find the answer to that question. This week, it asked the five most valuable US tech companies for information about their many small acquisitions ovel the past decade. Although only a rearch project at this stage, the request has raid the prospect of regulators wading into early-stage tech markets that until now have been beyond their re
ach.
Given their combined market value of more than $5.5tn, rifling through such small deals -many of them much less prominent than Wunderlist and Sunri-might em beside the point. Between them, the five companies (Apple, Microsoft, Google, Amazon and Facebook) have spent an average of only $3.4bn a year on sub-$1bn acquisitions over the past five years a drop in the ocean compared with their massive financial rerves, and the more than
$130bn of venture capital that was invested in the US last year.
However, critics say that the big companies u such deals to buy their most threatening potential competitors before their businesshave a chance to gain momentum，in some cas as part of a"buy and kill"tactic to simply clo them down.
31.What is true about Wuderlist and sunri after their acquisitions
A.Their market values declined.
B.Their tech features improved
C.Theirengines wer retainen
D.Their products were re-priced.
32.Microsoft's critics believe that the big tech companies tend to
A.ignore public opinions
D eltnte e teatie ceies
33.Paul Arnold is concerned that small acquisitions
A.harm the national economy
B.worn maket competiontih
C.discourage start-up investors
D.weaken big tech companies.
34.The US Federal Trade Commission intend to
B.limit Big Tech's expansion
C.supervi start-ups'operations英语小知识
35.For the five biggest tech companies，their small acquisition have
A.brought little financial pressure
B.raid few management challenges
C.t an example for future deals
Text4
We' re fairly good at judging people bad on first impressions thin slices of experience ranging from a glimp of a photo to a five-minute interaction, and deliberation can be not only extraneous but intrusive. In one study of the ability she dubbed "thin slicing."
the late psychologist Nalini Ambady asked participants to watch silent 10-cond video clips of professors and to rate the instructor'
s overall effectiveness. Their ratings correlated strongly with students' end-of-mester ratings. Another t of participants had to count backward from 1,000 by nines as they watched the clips, occupying their conscious working memory. Their ratings were just as accurate, demonstrating the intuitive nature of the social processing.
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Critically, another group was asked to spend a minute writing downreasons for their judgment, before giving the rating. Accuracy dropped dramatically. Ambady suspected that deliberation focud them on vivid but misleading cues, such as certain gestures or utterances, rather than letting the complex interplay of subtle signals form a holistic impression. She found similar interference wher participants watched 15-cond clips of pairs of people and judged whether they were strangers, friends, or dating partners.
Other rearch shows we' re better at detecting deception and xual orientation from thin slices when we rely on intuition instead of reflection. "It' s as if you' re driving a stick shift,"says Judith Hall, a psychologist at Northeastern University, "and if you start thinkingabout it too much, you can' t remember what you' re doing. But if you go on automatic pilot, you' re fine. Much of our social life is like that."
Thinking too much can also harm our ability to form preferences College students' ratings of strawberry jams and college coursaligned better with experts' opinions when the students weren' t asked to analyze their rationale. And people made car-buying decisions that were both objectively better and more personally satisfying when asked to focus on their feelings rather than on details but only if the decision was complex-when they had a lot of information to process. Intuition' s special powers are unleashed only in certain circumstances. In one study, participants completed a battery of eight tasks, including four that tapped reflective thinking (discerning rules, comprehending vocabulary) and four that tapped intuition and creativity (generating new products or figures of speech). Then they rated the degree to which they had ud intuition ("gut feelings," "hunches,""my heart"). U of their gut hurt their performance on the first four tasks, as expected, and helped them on the rest Sometimes the heart is smarter than the head.
36.Nalini Ambaby s study deals with
A.instructor studen tiraio
B.the power of people's memory
C.the reliability of first impressions
kravitzD.People's ability to influence others
37.In Ambaby s study，rating accuracy dropped when oarticipants，
A.gave the rating in limited time
B.focud on specific details
C.watched shorter video clips
D.discusd with on another
38.Judith Hall mentions driving to mention that
< can be lective
C.social skills must be cultivated
D.deception is difficult to detect
39.When you are making complex decisions，it is advisable to
A.follow your feelings
B.list your preferences
C.ek expert advice
40，（缺）
Part B Directions：
< In the following article，some ntences have been removed.Fon Questions 41-45，choo the most suitable one from the list A-G tc fit into each of the numbered blanks.There are two extra choices which do not fit in any of the blanks.Mark your answers on ANSWER SHEET 1.（10 points）
A.Stay calm
B.Stay humble
C.Don'tmake judgments
D.Be realistic about the risks
E.Decide whether to wait
F.Ask permission to disagree
G.Identify a shared goal
How to Disagree with Someone More Powerful than You Your boss propos a new initiative you think won' t work. Your nior colleague outlines a project timeline you think is unrealistic.
What do you say when you disagree with someone who has more power than you do? How do you decide whether it' s worth speaking up? And if you do, what exactly should you say? Here' s how to disagree with someone more powerful than you.
41
You may decide it' s best to hold off on voicing your opinion.
fpaMaybe you haven' t finished thinking the problem through, the whole discussion was a surpri to you, or you want to get a clearer n of what the group thinks. If you think other people are going to disagree too, you might want to gather your army first. People can contributeexperience or information to your thinking-all the things that wouldmake the disagreement stronger or more valid. It' s also a good idea to delay the conversation if you' re in a meeting or other public space. Discussing the issue in private will make the powerful person feel less
42
Before you share your thoughts, think about what the powerful person cares about-it may be "the credibility of their team or getting a project done on time. You' re more likely to be heard if you can co
nnect your disagreement to a higher purpo. When you do speak up, don' t assume the link will be clear. You' Il want to state it overtly, contextualizing your statements so that you' re en not as a disagreeable underling but as a colleague who' strying to advance ashared goal. The
