精選大學(xué)英語六級(jí)考試真題與答案

1、大學(xué)英語六級(jí)考試真題與答案PAGE PAGE 53英語六級(jí)考試網(wǎng)為您提供最優(yōu)最精的英語六級(jí)考試輔導(dǎo)信息！2023年12月大學(xué)英語六級(jí)真題Part IV Reading Comprehension (Reading in Depth) (25 minutes)Section ADirections:In this section, there is a short passage with 5 questions or incomplete statements. Read the passage carefully. Then answer the questions or complete

2、the statements in the fewest possible words. Please write your answers onAnswer Sheet 2.Questions 47 to 51 are based on the following passage.How good are you at saying no? For many, its surprisingly difficult. This is especially true of editors, who by nature tend to be eager and engaged participan

3、ts in everything they do. Consider these scenarios:Its late in the day. That frontpackage youve been working on is nearly complete; one last edit and its finished. Enter the executive editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the addition of an infor

4、mation box. You want to scream: No! Its done! What do you do?The first rule of saying no to the boss is dont say no. She probably has something in mind when she makes suggestions, and its up to you to find out what. The second rule is dont raise the stakes by challenging her authority. That issue is

5、 already decided. The third rule is to be ready to cite options and consequences. The bosss suggestions might be appropriate, but there are always consequences. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell her she can have wha

6、t she wants, but explain the consequences. Understand what shes trying to accomplish and propose a Plan B that will make it happen without destroying what youve done so far.Heres another case. Your least-favorite reporter suggests a dumb story idea. This one should be easy, but its not. If you say n

7、o, even politely, you risk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions.Two steps are necessary. First, you need a system for how stories are

8、 proposed and reviewed. Reporters can tolerate rejection of their ideas if they believe they were given a fair hearing. Yourgut reaction(本能反響) and dismissive rejection, even of a worthless idea, might not qualify as systematic or fair.Second, the people you work with need to negotiate a What if .? a

9、greement covering What if my idea is turned down? How are people expected to react? Is there an appeal process? Can they refine the idea and resubmit it? By anticipating What if.? situations before they happen, you can reach understanding that will help ease you out of confrontations.47. Instead of

10、directly saying no to your boss, you should find out _.48. The authors second warning is that we should avoid running a greater risk by _.49. One way of responding to your bosss suggestion is to explain the _ to her and offer an alternative solution.50. To ensure fairness to reporters, it is importa

11、nt to set up a system for stories to _.51. People who learn to anticipate What if.? situations will be able to reach understanding and avoid _.Section BDirections:There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are fou

12、r choices marked A), B), C) and D). You should decide on the best choice and mark the corresponding letter onAnswer Sheet 2with a single line through the centre.Passage OneQuestions 52 to 56 are based on the following passage.At the heart of the debate over illegal immigration lies one key question:

13、 are immigrants good or bad for the economy? The American public overwhelmingly thinks theyre bad. Yet the consensus among most economists is that immigration, both legal and illegal, provides a small net boost to the economy. Immigrants provide cheap labor, lower the prices of everything from farm

14、produce to new homes, and leave consumers with a little more money in their pockets. So why is there such a discrepancy between the perception of immigrants impact on the economy and the reality?There are a number of familiar theories. Some argue that people are anxious and feel threatened by an inf

15、low of new workers. Others highlight the strain that undocumented immigrants place on public services, like schools, hospitals, and jails. Still others emphasize the role of race, arguing that foreigners add to the nations fears and insecurities. Theres some truth to all these explanations, but they

16、 arent quite sufficient.To get a better understanding of whats going on, consider the way immigrations impact is felt. Though its overall effect may be positive, its costs and benefits are distributed unevenly. David Card, an economist at UC Berkeley, notes that the ones who profit most directly fro

17、m immigrants low-cost labor are businesses and employers meatpacking plants in Nebraska, for instance, or agricultural businesses in California. Granted, these producers savings probably translate into lower prices at the grocery store, but how many consumers make that mental connection at the check

18、out counter? As for the drawbacks of illegal immigration, these, too, are concentrated. Native low-skilled workers suffer most from the competition of foreign labor. According to a study by George Borjas, a Harvard economist, immigration reduced the wages of American high-school dropouts by 9% betwe

19、en 1980-2000.Among high-skilled, better-educated employees, however, opposition was strongest in states with both high numbers of immigrants and relatively generous social services. What worried them most, in other words, was thefiscal(財(cái)政的)burden of immigration. That conclusion was reinforced by ano

20、ther finding: that their opposition appeared to soften when that fiscal burden decreased, as occurred with welfare reform in the 1990s, which curbed immigrants access to certain benefits.The irony is that for all the overexcited debate, the net effect of immigration is minimal. Even for those most a

21、cutely affected say, low-skilled workers, or California residents the impact isnt all that dramatic. The unpleasant voices have tended to dominate our perceptions, says Daniel Tichenor, a political science professor at the University of Oregon. But when all those factors are put together and the eco

22、nomists calculate the numbers, it ends up being a net positive, but a small one. Too bad most people dont realize it.注意：此局部試題請(qǐng)?jiān)诖痤}卡2上作答。52. What can we learn from the first paragraph?A)Whether immigrants are good or bad for the economy has been puzzling economists.B)The American economy used to thriv

23、e on immigration but now its a different story.C)The consensus among economists is that immigration should not be encouraged.D)The general public thinks differently from most economists on the impact of immigration.53. In what way does the author think ordinary Americans benefit from immigration?A)T

24、hey can access all kinds of public services.B)They can get consumer goods at lower prices.C)They can mix with people of different cultures.D)They can avoid doing much of the manual labor.54. Why do native low-skilled workers suffer most from illegal immigration?A)They have greater difficulty getting

25、 welfare support.B)They are more likely to encounter interracial conflicts.C)They have a harder time getting a job with decent pay.D)They are no match for illegal immigrants in labor skills.55. What is the chief concern of native high-skilled, better-educated employees about the inflow of immigrants

26、?A)It may change the existing social structure.B)It may pose a threat to their economic status.C)It may lead to social instability in the country.D)It may place a great strain on the state budget.56. What is the irony about the debate over immigration?A) Even economists cant reach a consensus about

27、its impact.B)Those who are opposed to it turn out to benefit most from it.C)People are making too big a fuss about something of small impact.D) There is no essential difference between seemingly opposite opinions.Passage TwoQuestions 57 to 61 are based on the following passage.Picture a typical MBA

28、lecture theatre twenty years ago. In it the majority of students will have conformed to the standard model of the time: male, middle class and Western. Walk into a class today, however, and youll get a completely different impression. For a start, you will now see plenty more women the University of

29、 Pennsylvanias Wharton School, for example, boasts that 40% of its new enrolment is female. You will also see a wide range of ethnic groups and nationals of practically every country.It might be tempting, therefore, to think that the old barriers have been broken down and equal opportunity achieved.

30、 But, increasingly, this apparent diversity is becoming a mask for a new type of conformity. Behind the differences in sex, skin tones and mother tongues, there are common attitudes, expectations and ambitions which risk creating a set of clones among the business leaders of the future.Diversity, it

31、 seems, has not helped to address fundamental weaknesses in business leadership. So what can be done to create more effective managers of the commercial world? According to Valerie Gauthier, associate dean at HEC Paris, the key lies in the process by which MBA programmes recruit their students. At t

32、he moment candidates are selected on a fairly narrow set of criteria such as prior academic and career performance, and analytical and problem solving abilities. This is then coupled to a schools picture of what a diverse class should look like, with the result that passport, ethnic origin and sex c

33、an all become influencing factors. But schools rarely dig down to find out what really makes an applicant succeed, to create a class which also contains diversity of attitude and approach arguably the only diversity that, in a business context, really matters.Professor Gauthier believes schools shou

34、ld not just be selecting candidates from traditional sectors such as banking, consultancy and industry. They should also be seeking individuals who have backgrounds in areas such as political science, the creative arts, history or philosophy, which will allow them to put business decisions into a wi

35、der context.Indeed, there does seem to be a demand for the more rounded leaders such diversity might create. A study by Mannaz, a leadership development company, suggests that, while the bully-boy chief executive of old may not have been eradicated completely, there is a definite shift in emphasis t

36、owards less tough styles of management at least in America and Europe. Perhaps most significant, according to Mannaz, is the increasing interest large companies have in more collaborative management models, such as those prevalent in Scandinavia, which seek to integrate the hard and soft aspects of

37、leadership and encourage delegated responsibility and accountability.注意：此局部試題請(qǐng)?jiān)诖痤}卡2上作答。57. What characterises the business school student population of today?A)Greater diversity. C) Exceptional diligence.B)Intellectual maturity. D) Higher ambition.58. What is the authors concern about current busine

38、ss school education?A)It will arouse students unrealistic expectations.B)It will produce business leaders of a uniform style.C)It focuses on theory rather than on practical skills.D)It stresses competition rather than cooperation.59. What aspect of diversity does Valerie Gauthier think is most impor

39、tant?A)Age and educational background. C) Attitude and approach to business.B)Social and professional experience. D) Ethnic origin and gender.60. What applicants does the author think MBA programmes should consider recruiting?A) Applicants with prior experience in business companies.B)Applicants wit

40、h sound knowledge in math and statistics.C)Applicants from outside the traditional sectors.D) Applicants from less developed regions and areas.61. What does Mannaz say about the current management style?A)It is eradicating the tough aspects of management.B)It encourages male and female executives to

41、 work side by side.C)It adopts the bully-boy chief executive model.D)It is shifting towards more collaborative models.Part V Cloze (15 minutes)Directions:There are 20 blanks in the following passage. For each blank there are four choices marked A), B), C) and D) on the right side of the paper. You s

42、hould choose the ONE that best fits into the passage. Then mark the corresponding letter onAnswer Sheet2with a single line through the centre.注意：此局部試題請(qǐng)?jiān)诖痤}卡2上作答。Organised volunteering and work experience has long been a vital companion to university degree courses. Usually it is left to _62_ to deduc

43、e the potential from a list of extracurricular adventures on a graduates resume, _63_ now the University of Bristol has launched an award to formalise the achievements of students who _64_ time to activities outside their courses. Bristol PLuS aims to boost students in an increasingly _65_ job marke

44、t by helping them acquire work and life skills alongside _66_ qualifications.Our students are a pretty active bunch, but we found that they didnt _67_ appreciate the value of what they did _68_ the lecture hall, says Jeff Goodman, director of careers and employability at the university. Employers ar

45、e much more _69_ than they used to be. They used to look for _70_ and saw it as part of their job to extract the value of an applicants skills. Now they want students to be able to explain why those skills are _71_ to the job.Students who sign _72_ for the award will be expected to complete 50 hours

46、 of work experience or _73_ work, attend four workshops on employ-ability skills, take part in an intensive skills-related activity _74_, crucially, write a summary of the skills they have gained. _75_ efforts will gain an Outstanding Achievement Award. Those who _76_ best on the sports field can ta

47、ke the Sporting PLuS Award which fosters employer-friendly sports accomplishments.The experience does not have to be _77_ organised. Were not just interested in easily identifiable skills, says Goodman. _78_ , one student took the lead in dealing with a difficult landlord and so _79_ negotiation ski

48、lls. We try to make the experience relevant to individual lives.Goodman hopes the _80_ will enable active students to fill in any gaps in their experience and encourage their less-active _81_ to take up activities outside their academic area of work.62. A) advisors B) specialists C) critics D) emplo

49、yers63. A) which B) but C) unless D) since64. A) divide B) devote C) deliver D) donate65. A) harmonious B) competitive C) resourceful D) prosperous66. A) artistic B) technical C) academic D) interactive67. A) dominantly B) earnestly C) necessarily D) gracefully68. A) outside B) along C) over D) thro

50、ugh69. A) generous B) considerate C) enlightening D) demanding70. A) origin B) initial C) popularity D) potential71. A) relevant B) responsive C) reluctant D) respective72. A) out B) off C) away D) up73. A) casual B) elective C) domestic D) voluntary74. A) or B) thus C) so D) and75.A) Occasional B)

51、Exceptional C) Informative D) Relative76.A) perform B) convey C) circulate D) formulate77.A) roughly B) randomly C) formally D) fortunately78.A) For instance B) In essence C) In contrast D) Of course79.A) demonstrated B) determined C) operated D) involved80.A) device B) section C) scheme D) distract

52、ion81.A) attendants B) agents C) members D) peersPart VI Translation (5 minutes)Directions:Complete the sentences by translating into English the Chinese given in brackets. Please write your translation onAnswer Sheet 2.注意：此局部試題請(qǐng)?jiān)诖痤}卡2上作答，只需寫出譯文局部。82. Even though they were already late, they _ (寧愿停下來

53、欣賞美麗的景色) than just go on.83. No agreement was reached in the discussion between the two parties, as _ (任何一方都不肯放棄自己的立場).84. The pills _ (本來可以治愈那位癌癥病人的), but he didnt follow the doctors advice and take them regularly.85. It is _ (你真好，給了我那么多幫助); I really feel obliged to you.86. The war left the family

54、scattered all over the world, and it was thirty years _ (他們才得以重聚).參考答案Part I WritingCertificate crazeRecently the phenomenon of certificate craze has become a big concern of the public. It is also a new craze in the university, which seems like a routine activity on campus, for certificates do play

55、a vital role when students look for a decent job.Admittedly, there are different purposes behind this phenomenon. Some people aim at certificates because of the employment pressure. With the admission expansion of colleges, a great many graduates have to face the fierce competition in the job market

56、. So it is the certificates that can make them more competitive. However, some others consider all the diploma and certificates important standards by which a persons ability can be measured. They spare no effort to get the certificates for the sole purpose of proving that they are qualified in a ce

57、rtain field. Moreover, there are those who just want to enrich their life by preparing for the certificates because they really enjoy their progress.From my point of view, we should be more rational when it comes to certificates, since certificates do not necessarily prove ones ability. Being crazy

58、in getting certifications blindly is nothing but wasting time. To conclude, we should focus on improving our ability but not merely getting a certificate.Part II Reading Comprehension (Skimming and Scanning) 1. B. The low graduation rates of minority students2. D. its increased enrollment of minorit

59、y students3. B. The rising generation will be less well educated than the previous one.4. C. Fifiteen percent5. B. they recruit the best students6. A. Universities are to blame.7. B. They cannot afford the high tuition.8. that they are less qualified9. some preparatory cources10. be closedPart III L

60、istening ComprehensionSection A11.M: I left 20 pages here to copy. Here is the receipt.W: Im sorry, sir. But were a little behind. Could you come back in a few minutes?Q: What does the woman mean?答案：C. She has not got the mans copies ready.12.W: I hope youre not too put out with me for the delay. I