大學(xué)英語六級分類模擬題318

大學(xué)英語六級分類模擬題318ReadingComprehensionWomenarehalfthepopulationbutonly15%ofboardmembersatbigAmericanfirms,and10%inEurope.Companiesthatfishinonlyhalfofthetalentpoolwillloseouttothosethatcasttheirnetmorewidely.Thereisalsoevidencethatmixedboardsmakebetterdecisions.Mindfulofthis,Europeancountriesarepassinglawsthatwouldforcecompaniestopromotemorewomentotheexecutivesuite.AnewFrenchlawrequireslistedfirmstoreserve40%ofboardseatsforwomenby2017.NorwayandSpainhavesimilarlaws;Germanyisconsideringone.TheEuropeanParliamentdeclaredthismonththatsuchquotasshouldbeappliedthroughouttheEuropeanUnion.Therearetwomainargumentsforcompulsoryquotas.Oneisthatthemenwhodominatecorporateboardsarehopelesslysexist:theypromotepeoplelikethemselvesandignoreanyfemaletalent.Thesecondargumentismoresubtle.Talentedexecutivesneedmentors（導(dǎo)師）tohelpthemclimbtheladder.Maledirectorsmentoryoungmenbutarereluctanttogetfriendlywithyoungwomen,lesttherelationshipbemisinterpreted.Quotaswillbreakthisviciouscyclebyputtinglotsofwomenatthetop,whocanthenoffertheirsistersalegup.Theremaybesomethinginbotharguments,butinmostrichcountriessexismisnolongerthemainobstacletowomen'scareers.Childrenare.Mostwomentakecareerbreakstolookafterthem.Manycareforelderlyrelatives,too.Onestudyfoundthattwo-thirdsofAmericanwomenhadatsomepointswitchedfromfull-timeworktopart-timeorflexibletimetobalanceworkandfamily.Suchchoicesmakeitharderforwomentogaintheexperiencenecessarytomakeittotheverytop.Whatismore,bigcompaniesareincreasinglyglobal.Manywantabosswhohasworkedinmorethanonecountry.Suchforeignpostingsdisruptfamilies;manywomenturnthemdown.Andmany,anticipatingacareerbreakatsomepointinthefuture,enterfieldswheretheirskillswillnotquicklybecomeoutdated,suchaslaworhumanresources.Somelawyersmakegoodchiefexecutives.Butfirmsoftenwantpeoplewithfinancialoroperationalexperienceforthetopjobs,andthesefieldsarestillmale-dominated.Quotasaretoobluntatoolforsuchatangledproblem.Thewomencompaniesarecompelledtoputonboardsareunlikelytobeasusefulasthosetheyplacetherevoluntarily.Quotasforcefirmseithertopadtheirboardswithtokennon-executivedirectors,ortoallocaterealpoweronthebasisofsexratherthanmerit.Enforcingquotasforwomenhasledtolargenumbersofinexperiencedwomenbeingappointedtoboards,andseriouslydamagedthosefirms'performance.Whatwillhappentoacompanyifmendominateitsexecutiveboard?Itstalentpoolwilldryoutsooner.Itscompetitivenesswillbeweakened.Itswomenemployeeswillcomplain.Itisboundtomakeunwisedecisions.Whatseemstopreventwomenfrombecomingboardmembersapartfromsexism?Manyofthemlackthecouragetofacethechallengeintheboardroom.Maledirectorsareafraidofwomen'spotentialthreattotheirauthority.Fewofthemhavethetrainingandqualificationsneededforexecutiveduties.Maledirectorsrefrainfromgivingthemguidancetoavoidmisunderstanding.Whatdoestheauthorsayistherealbarriertowomen'scareers?Anapparentlackofnecessarylegislation.Fiercecompetitionfrommalecolleagues.Theburdenoftakingcareoftheirfamily.Thewidespreadsexismintheworkplace.Whydomanywomenchoosetoentersuchfieldsaslaworhumanresources?Theyallowwomencareerbreaksifneedbe.Theycanbringawoman'stalentintofullplay.Theyofferhighsalariesandattractivebenefits.TheypavethewayforwomentobecomeCEOs.Whatdoestheauthorthinkofthepracticeofenforcingquotasforwomenexecutives?Itisasimplesolutiontoatangledproblem.Itisaneffectivetooltocombatsexism.Ithelpsfilltheexecutiveboardwithtalents.Itadverselyaffectsafirm'sperformance.Internationalgovernments'inactionconcerningsustainabledevelopmentisclearlyworryingbuttheproactive（主動出擊的）approachesofsomeleading-edgecompaniesareencouraging.Toyota,Wal-Mart,DuPont,M&SandGeneralElectrichavemadetacklingenvironmentalwastesakeyeconomicdriver.DuPontcommitteditselftoa65%reductioningreenhousegasemissionsinthe10yearspriorto2010.By2007,DuPontwassaving$2.2billionayearthroughenergyefficiency,thesameasitstotaldeclaredprofitsthatyear.GeneralElectricaimstoreducetheenergyintensityofitsoperationsby50%by2015.Theyhaveinvestedheavilyinprojectsdesignedtochangethewayofusingandconservingenergy.CompanieslikeToyotaandWal-Martarenotcommittingtoenvironmentalgoalsoutofthegood-nessoftheirhearts.Thereasonfortheiractionsisasimpleyetpowerfulrealizationthattheenviron-mentalandeconomicfootprintsfitwelltogether.WhenM&Slaunchedits"PlanA"sustainabilityprogrammein2007,itwasbelievedthatitwouldcostover$200millioninthefirstfiveyears.However,theinitiativehadgenerated$105millionby2011/12.Whenwepreventphysicalwaste,increaseenergyefficiencyorimproveresourceproductivity,wesavemoney,improveprofitabilityandenhancecompetitiveness.Infact,thereareoftenhuge"quickwin"opportunities,thankstoyearsofneglect.However,thereisaconsiderablegapbetweenleading-edgecompaniesandtherestofthepace.Therearefartoomanycompaniesstilldelayingcreatingaleanandgreenbusinesssystem,arguingthatitwillcostmoneyorrequiresizablecapitalinvestment.Theyremainstuckinthe"environmentiscost"mentality.Beingenvironmentallyfriendlydoesnothavetocostmoney.Infact,goingbeyondcompliancesavescostatthesametimethatitgeneratescash,providedthatmanagementadoptsthenewleanandgreenmodel.Leanmeansdoingmorewithless.Nonetheless,inmostcompanies,economicandenviron-mentalcontinuousimprovementisviewedasbeinginconflictwitheachother.Thisisoneofthebig-gestopportunitiesmissedacrossmostindustries.Thesizeoftheopportunityisenormous.The3%ReportrecentlypublishedbyWorldWildlifeFundandCDPshowsthattheeconomicprizeforcurbingcarbonemissionsintheUSeconomyis$780billionbetweennowand2020.Itsuggeststhatoneofthebiggestleversfordeliveringthisopportunityis"increasedefficiencythroughmanagementandbehaviouralchange"—inotherwords,leanandgreenmanagement.Some50studiesshowthatcompaniesthatcommittosuchaspirationalgoalsaszerowaste,zeroharmfulemissions,andzerouseofnon-renewableresourcesarefinanciallyoutperformingtheircompetitors.Conversely,itwasfoundthatclimatedisruptionisalreadycosting$1.2trillionannually,cuttingglobalGDPby1.6%.Unaddressed,thiswilldoubleby2030.Whatdoestheauthorsayaboutsomeleading-edgecompanies?Theyoperateinaccordancewithgovernmentpolicies.Theytakeinitiativesinhandlingenvironmentalwastes.Theyarekeydriversintheirnations'economicgrowth.Theyaremajorcontributorstoenvironmentalproblems.WhatmotivatesToyotaandWal-Marttomakecommitmentstoenvironmentalprotection?A.Thegoodnessoftheirhearts. B.Astrongsenseofresponsibility.C.Thedesiretogenerateprofits. D.Pressurefromenvironmentalists.Whyaresomanycompaniesreluctanttocreateanenvironment-friendlybusinesssystem?Theyarebentonmakingquickmoney.Theydonothavethecapitalfortheinvestment.Theybelievebuildingsuchasystemistoocostly.Theylacktheincentivetochangebusinesspractices.Whatissaidabouttheleanandgreenmodelofbusiness?Ithelpsbusinessestosaveandgainatthesametime.Itisaffordableonlyforafewleading-edgecompanies.Itislikelytostartanewroundofintensecompetition.Itwilltakealongtimeforallcompaniestoembraceit.Whatisthefindingofthestudiesaboutcompaniescommittedtoenvironmentalgoals?Theyhavegreatlyenhancedtheirsenseofsocialresponsibility.Theydomuchbetterthantheircounterpartsintermsofrevenues.Theyhaveabandonedalltheout-datedequipmentandtechnology.Theymakegreatercontributionstohumanprogressthantheirrivals.Ifyouaskedmetodescribetherisingphilosophyoftheday,I'dsayitisdata-ism.Wenowhavetheabilitytogatherhugeamountsofdata.Thisabilityseemstocarrywithitcertainculturalassumptions—thateverythingthatcanbemeasuredshouldbemeasured;thatdataisatransparentandreliablelensthatallowsustofilteroutemotionalismandideology;thatdatawillhelpusdoremark-ablethings—likeforetellthefuture.Overthenextyear,I'mhopingtogetabettergriponsomeofthequestionsraisedbythedatarevolution:inwhatsituationsshouldwerelyonintuitivepatternrecognitionandinwhichsituationsshouldweignoreintuitionandfollowthedata?Whatkindsofeventsarepredictableusingstatisticalanalysisandwhatsortsofeventsarenot?IconfessIenterthisinaskepticalframeofmindbelievingthatwetendtogetcarriedawayinourdesiretoreduceeverythingtothequantifiable.Butattheoutsetletmecelebratetwothingsdatadoesreallywell.First,it'sreallygoodatexposingwhenourintuitiveviewofrealityiswrong.Forexample,nearlyeverypersonwhorunsforpoliticalofficehasanintuitivesensethattheycanpowerfullyinfluencetheiroddsofwinningtheelectioniftheycanjustraiseandspendmoremoney.Butthisislargelywrong.Afterthe2006election,SeanTrendeconstructedagraphcomparingtheincumbent（在任者的）campaignspendingadvantageswiththeireventualmarginsofvictory.Therewasbarelyanyrelationshipbetweenmorespendingandabiggervictory.Likewise,manyteachershaveanintuitivesensethatdifferentstudentshavedifferentlearningstyles:someareverbalandsomearevisual;somearelinear,someareholistic（整體的）.Teachersimaginetheywillimproveoutcomesiftheytailortheirpresentationstoeachstudent.Butthere'snoevidencetosupportthiseither.Second,datacanilluminatepatternsofbehaviorwehaven'tyetnoticed.Forexample,I'vealwaysassumedpeoplewhofrequentlyusewordslike"I","me",and"mine"areprobablymoreself-centeredthanpeoplewhodon't.ButasJamesPennebakeroftheUniversityofTexasnotesinhisbook,TheSecretLifeofPronouns,whenpeoplearefeelingconfident,theyarefocusedonthetaskathand,notonthemselves.High-status,confidentpeopleusefewer"I"words,notmore.Ourbrainsoftendon'tnoticesubtleverbalpatterns,butPennebaker'scomputerscan.Youngerwritersusemorenegativeandpast-tensewordsthanolderwriterswhousemorepositiveandfuture-tensewords.Insum,thedatarevolutionisgivinguswonderfulwaystounderstandthepresentandthepast.Willittransformourabilitytopredictandmakedecisionsaboutthefuture?We'llsee.Whatdodata-istsassumetheycando?Transformpeople'sculturalidentity.Changethewayfutureeventsunfold.Getafirmgriponthemostimportantissues.Eliminateemotionalandideologicalbias.Whatdopeoplerunningforpoliticalofficethinktheycando?Usedataanalysistopredicttheelectionresults.Wintheelectioniftheycanraiseenoughfunds.Manipulatepublicopinionwithfavorabledata.Increasethechancesofwinningbyfoulmeans.Whydomanyteachersfavortheideaoftailoringtheirpresentationstodifferentstudents?Theythinkstudentspreferflexibleteachingmethods.Theywillbeabletotrydifferentapproaches.Theybelievestudents'learningstylesvary.Theycanaccommodatestudentswithspecialneeds.WhatdoesJamesPennebakerrevealinTheSecretLifeofPronouns?Theimportanceofusingpronounsproperly.Repeateduseoffirst-personpronounsbyself-centeredpeople.Frequentuseofpronounsandfuturetensebyyoungpeople.Apatterninconfidentpeople'suseofpronouns.Whyistheauthorskepticalofthedatarevolution?Datamaynotbeeasilyaccessible.Errorsmayoccurwithlargedatasamples.Datacannotalwaysdowhatweimagineitcan.Somedatamayturnouttobeout-dated.Itiseasytomissamidtheday-to-dayheadlinesofglobaleconomicrecession,butthereisalessconspicuouskindofsocialupheaval（劇變）underwaythatisfastalteringboththefaceoftheplanetandthewayhumanbeingslive.Thatchangeistherapidaccelerationofurbanization.In2008,forthefirsttimeinhumanhistory,morethanhalftheworld'spopulationwaslivingintownsandcities.Andasarecentlypublishedpapershows,theprocessofurbanizationwillonlyaccelerateinthedenselytocome-withanenormousimpactonbiodiversityandpotentiallyonclimatechange.AsKarenSeto,theleadauthorofthepaper,pointsout,thewaveofurbanizationisn'tjustaboutthemigrationofpeopleintourbanenvironments,butabouttheenvironmentsthemselvesbecomingbiggertoaccommodateallthosepeople.Therapidexpansionofurbanareaswillhaveahugeimpactonbiodiversityhotspotsandoncarbonemissionsinthoseurbanareas.Humansaretheultimateinvasivespecies—whentheymoveintonewterritory,theyoftendis-placethewildlifethatwasalreadylivingthere.Andaslandisclearedforthosenewcities—especiallyinthedensetropicalforests—carbonwillbereleasedintotheatmosphereaswell.It'struethataspeopleindevelopingnationsmovefromthecountrysidetothecity,theshiftmayreducethepressureonland,whichcouldinturnbegoodfortheenvironment.Thisisespeciallysoindesperatelypoorcountries,whereresidentsinthecountrysideslashandbumforestseachgrowingseasontoclearspaceforfanning.Buttherealdifferenceisthatindevelopingnations,themovefromruralareastocitiesoftenleadstoanaccompanyingincreaseinincome—andthatincreaseleadstoanincreaseintheconsumptionoffoodandenergy,whichinturncausesariseincarbonemissions.Gettingenoughtoeatandenjoyingthesafetyandcomfortoflivingfullyonthegridiscertainlyagoodthing—butitdoescarryanenvironmentalprice.Theurbanizationwavecan'tbestopped-anditshouldn'tbe.ButSeto'spaperdoesunderscoretheimportanceofmanagingthattransition.Ifwedoittherightway,wecanreduceurbanization'simpactsontheenvironment."There'sanenormousopportunityhere,andalotofpressureandresponsibilitytothinkabouthowweurbanize,"saysSeto."Theonethingthat'sclearisthatwecan'tbuildcitiesthewaywehaveoverthelastcoupleofhundredyears.Thescaleofthistransitionwon'tallowthat."We'reheadedtowardsanurbanplanetnomatterwhat,butwhetheritbecomesheavenorhellisuptous.Whatissuedoestheauthortrytodrawpeople'sattentionto?Theshakingbiodiversityworldwide.Therapidincreaseofworldpopulation.Theongoingglobaleconomicrecession.Theimpactofacceleratingurbanization.Inwhatsensearehumanstheultimateinvasivespecies?Theyaremuchgreedierthanotherspecies.Theyareauniquespeciesborntoconquer.Theyforceotherspeciesoutoftheirterritories.Theyhaveanurgetoexpandtheirlivingspace.Inwhatwayisurbanizationinpoorcountriesgoodfortheenvironment?Morelandwillbepreservedforwildlife.Thepressureonfarmlandwillbelessened.Carbonemissionswillbeconsiderablyreduced.Naturalresourceswillbeusedmoreeffectively.Whatdoestheauthorsayaboutlivingcomfortablyinthecity?Itincursahighenvironmentalprice.Itbringspovertyandinsecuritytoanend.Itcausesabigchangeinpeople'slifestyle.Itnarrowsthegapbetweencityandcountry.20、WhatcanbedonetominimizethenegativeimpactofurbanizationaccordingtoSeto?Slowingdownthespeedoftransition.Innovativeuseofadvancedtechnology.Appropriatemanagementoftheprocess.Enhancingpeople'ssenseofresponsibility.WhenHarvardstudentMarkZuckerberglaunchedtheface-book,corninFeb.2004,evenhecouldnotimaginetheforcesitwouldletloose.Hisintentwastoconnectcollegestudents.Face-book,whichiswhatthiswebsiterapidlyevolvedinto,endedupconnectingtheworld.Tothechildrenofthisconnectedera,theworldisonegiantsocialnetwork.Theyarenotbound-aswerepreviousgenerationsofhumans-bywhattheyweretaught.Theyareonlylimitedbytheircuriosityandambition.Duringmychildhood,allknowledgewaslocal.Youlearnedevery-thingyouknewfromyourparents,teachers,preachersandfriends.Withthehigh-qualityandtimelyinformationattheirfingertips,today'schildrenarerisingabovethefearsandbiasesoftheirparents.Adultsarealsoparticipatinginthisrevolution.India'snormallytamemiddleclassisspeakingupagainstsocialills.SiliconValleyexecutivesarebeingshamedintoaddingwomentotheirboards.Politicalleadersaremarshallingtheenergyofmillionsforelectionsandpoliticalcauses,AllofthisisbeingdonewithsocialmediatechnologiesthatFacebookanditscompetitorssetfree.Asdoeseveryadvancingtechnology,socialmediahascreatedmanynewproblems.Itiscommonlyaddictiveandcreatesrisksforyoungerusers.SocialmediaisusedbyextremistsintheMiddleEastandelsewheretoseekandbrainwashrecruits.Anditexposesusandourfriendstodisagreeablespying,wemayleaveourlightsoninthehousewhenweareonvacation,butthroughsocialmediawetellcriminalsexactlywhereweare,whenweplantoreturnhome,andhowtoblackmail（敲詐）us.Governmentsdon'tneedinformersanymore.Socialmediaallowsgovernmentagenciestospyontheirowncitizens.Werecordourthoughts,emotions,likesanddislikesonFacebook;weshareourpoliticalviews,socialpreferences,andplans.Wepostintimatephotographsofourselves.Nospyagencyorcriminalorganizationcouldactivelygatherthetypeofdatathatwevoluntarilypostforthem.Themarketersarealsoseeingbigopportunities.Amazonistryingtopredictwhatwewillorder.Googleistryingtojudgeourneedsandwantsbasedonoursocial-mediaprofiles.Weneedtobeawareoftherisksandkeepworkingtoalleviatethedangers.Regardlessofwhatsocialmediapeopleuse—onethingiscertain:weareinaperiodofacceleratingchange.Thenextdecadewillbeevenmoreamazingandunpredictablethanthelast.Justasnoonecouldpredictwhatwouldhappenwithsocialmediainthelastdecade,noonecanaccuratelypredictwherethistechnologywilltakeus.Iamoptimistic,however,thataconnectedhumanitywillfindawaytoupliftitself.21、WhatwasthepurposeofFacebookwhenitwasfirstcreated?Tohelpstudentsconnectwiththeoutsideworld.Tobringuniversitystudentsintoclosercontact.Tohelpstudentslearntoliveinaconnectedera.Tocombinetheworldintoanintegralwhole.Whatdifferencedoessocialmediamaketolearning?Localknowledgeandglobalknowledgewillmerge.Studentswillbecomemorecuriousandambitious.Peopleareabletolearnwherevertheytravel.Sourcesofinformationaregreatlyexpanded.Whatistheauthor'sgreatestconcernwithsocialmediatechnology?Individualsandorganizationsmayuseitforevilpurposes.Governmentwillfindithardtoprotectclassifiedinformation.Peoplemaydisclosetheirfriends'informationunintentionally.People'sattentionwillbeeasilydistractedfromtheirworkinhand.Whatdobusinessesusesocialmediafor?Creatingagoodcorporateimage.Anticipatingtheneedsofcustomers.Conductinglarge-scalemarketsurveys.Minimizingpossiblerisksanddangers.Whatdoestheauthorthinkofsocialmediaasawhole?Itwillenablehumansocietytoadvanceatafasterpace.Itwillposeagravethreattoourtraditionalwaysoflife.Itisboundtobringaboutanotherinformationrevolution.Itbreaksdownthefinalbarriersinhumancommunication.答案：ReadingComprehension1、B［解析］題目詢問若執(zhí)行董事會由男性主導(dǎo)會發(fā)生什么情況。第1段第2句表明，只使用半邊人才庫的公司必然會輸給(loseout)廣泛使用人才的企業(yè)。第3句進一步鞏固這種說法，男女混合的董事會所做的決策更加英明。由此推斷，男性主導(dǎo)執(zhí)行董事會的公司的競爭力會相對弱一些。B項是同義表述。2、D［解析］題目詢問阻止女性員工進入董事會的另一因素。第3段首句提到理由有兩種，其一是性別歧視(sexism),其二是第4段的內(nèi)容，即男性主管不愿與年輕女性走得太近，唯恐別人誤會他們的關(guān)系。這與D項'、男性主管為了避免誤會而不給她們提供指導(dǎo)〃的表述一致。注意題干中的apartfrom意為'、除了〃。3、C［解析］題目詢問作者認為阻止女性職業(yè)生涯的真正絆腳石是什么。第5段一開始便說性別歧視不再是女性職業(yè)生涯的主要絆腳石，孩子才是。第3、4句提到，大多數(shù)的女性選擇離職來照顧孩子或長輩。可見家庭才是女性職業(yè)生涯的最大負擔(dān)，選C項。4、A［解析］題目詢問許多女性選擇律師或人力資源行業(yè)的原因。第6段第4句提到，很多女性預(yù)料在未來的某個時候會從工作中抽出身來(acareerbreak)，因而選擇技能不會迅速過時的領(lǐng)域，比如律師或人力資源。A項是這句話的同義表述，正確。5、D［解析］題目詢問作者對定額制度的看法。作者在最后一段首先說這種做法太魯莽(tooblunt)，最后一句則明確指出，實行女性定額制度嚴重損害了公司業(yè)績。D項的adverselyaffects...performance與文章中的seriouslydamaged...performance意思完全一致，為正確答案。6、B［解析］本題詢問一些走在前沿的公司的情況。第1段第1句提到在對待可持續(xù)發(fā)展的問題上，各國政府的行動并不積極(inaction)，而處于前沿地位的公司卻主動出擊(proactive)；第2句則舉例說明，指出豐田、沃爾瑪?shù)裙緦⑻幚憝h(huán)境廢棄物作為主要的經(jīng)濟驅(qū)動力。B項'、它們主動處理環(huán)境廢棄物〃正確。其中takeinitiativesinhandlingenvironmentalwastes是原文tacklingenvironmentalwastes的同義替換。7、C［解析］本題詢問豐田和沃爾瑪履行環(huán)境保護的動機。第3段第2句直接說明豐田和沃爾瑪采取行動(即committingtoenvironmentalgoals)的原因是它們意識到環(huán)境和經(jīng)濟足跡相輔相成。據(jù)此可以推斷這兩大公司保護環(huán)境的初衷是經(jīng)濟利益，因此C項'、創(chuàng)造利潤的欲望〃是對原文的同義推斷。8、C［解析］本題詢問很多公司不愿創(chuàng)立環(huán)境友好業(yè)務(wù)體系的原因。第5段第2句說到，仍有很多公司推遲創(chuàng)立精益綠色的業(yè)務(wù)體系，并以分詞短語(arguingthat...)說明其原因：它們認為這種體系會費錢或者需要大量的資金投入。題目中的reluctantto對應(yīng)原文的delaying；而精益綠色的業(yè)務(wù)體系指的是環(huán)境友好業(yè)務(wù)體系。C項'、建立這樣的系統(tǒng)太貴〃是對原文所提及的原因(itwillcostmoneyorrequire...)的同義復(fù)述。9、A［解析］本題詢問關(guān)于精益綠色業(yè)務(wù)模式的相關(guān)信息。第5段在講述那些不愿踐行環(huán)保行動的公司時，首次提及了leanandgreensystem；該段最后一句講到，如果公司采取新的精益綠色模式進行管理，它們實際上在產(chǎn)生利潤的同時也能節(jié)約成本。A項'、它幫助企業(yè)節(jié)約成本并且獲益〃是對第5段最后一句的同義轉(zhuǎn)述，且符合第6段首句對lean所作的定義'、用更少的東西做更多的事情〃。10、B［解析］本題詢問關(guān)于履行環(huán)保目標的公司，研究發(fā)現(xiàn)了什么。最后一段第1句提到那些履行諸如零廢棄等雄心目標的公司在經(jīng)濟上都勝過它們的對手(financiallyoutperformingtheircompetitors)oB項''它們在收益上比對手好很多〃是對該句的同義轉(zhuǎn)述，其中domuchbetterthan與原文的outperforming的同義，而counterparts是competitors的同義替換，revenues則跟financially相關(guān)。11、D［解析］本題詢問數(shù)據(jù)主義者認為他們能做什么。第1段第1句，作者提到現(xiàn)在的流行哲學(xué)是數(shù)據(jù)主義，接著第2、3句具體說明在能夠收集到大量數(shù)據(jù)的時代，數(shù)據(jù)被賦予某些文化假設(shè)。題目中assume與原文assumptions為同根詞，答案可在破折號后面的內(nèi)容中查找，其中提到的一種假設(shè)是數(shù)據(jù)能讓我們過濾掉情感主義(emotionalism)和意識形態(tài)(ideology)，D項'、消除感情上和意識形態(tài)上的偏見〃是這句話的同義轉(zhuǎn)換，選項中Eliminate與原文filterout近義。12、B［解析］本題詢問競選政治職務(wù)的人認為他們能干什么。第4段第1句提到。當人們對現(xiàn)實的直覺判斷產(chǎn)生錯誤時，數(shù)據(jù)擅于揭露真相。第2句具體舉例說明這一觀點，該句提到競選政治職務(wù)的人以為只要募集并花更多的錢就能影響競選的結(jié)果，B項中的raiseenoughfunds和原文raiseandspendmoremoney意思相同。13、C［解析］本題詢問為什么教師們贊同因材施教的觀點。第6段第1、2句提到很多教師都意識到學(xué)生的學(xué)習(xí)風(fēng)格不同，因此他們認為如果能因材施教，很可能會取得好的學(xué)習(xí)結(jié)果。由此可以判斷，教師贊同該觀點的原因在于學(xué)生的學(xué)習(xí)風(fēng)格不同，C項'、他們認為學(xué)生的學(xué)習(xí)風(fēng)格不同〃是原文havedifferentlearningstyles的同義轉(zhuǎn)述，C項中的vary與原文different同義。14、D［解析］本題詢問詹姆士?彭尼貝克在《神秘的代詞》一書中揭示了什么。第7段第3句提到，他在書中指出人們自信時更關(guān)注眼前的