2024年6月英語(yǔ)六級(jí)真題及答案-第3套

2024年6月英語(yǔ)六級(jí)真題及答案-第3套2024年06月大學(xué)英語(yǔ)六級(jí)考試真題(第3套)PartIWritingDirections:Forthispart,youareallowed30minutestowriteanessasentence"Nowadays,cultcrucialforpersonaldevelopersonalexperiencestodevelopyouressay.Youshouldwriteatleast150wordsbutnomorewordforeachblankfromalistofchoicesgiveninawordbankfollowingthepassage.ReadArainbowisamulti-colappearanceofarainbowdependsentirelyuponthepositionoftheobserverin28tothedirectionoflight.Inessence,arainbowisan29Rainbowspresenta30madeupofsevencochildreninmanyEnglanaidforrememberingthecoorange,yellow,green,blue,indigo,andviolet.TheoutereArainbowisformedwhenlight(generallysunlight)passesthintheatmosphere.Thelightwaveschangedirectionastheypassthroughtheresultingintwoprocesses:reflectionandrefrarefracts,ittakesadifwaves."Arainbowisformedbeseveraldifferentdirections.Whenthesebentlighdroplet,theyreflectbackoutthewhitelightisseparatedinsidA)bouncesF)opticalK)preB)completelyG)originatesL)reckC)dispersionH)perceiveM)D)cccentricD)permeatesE)hangingJ)ponderOA)PhyllisHartmanknowswhatit'sliketomakeone'swaythroughthedepthsofofficemeetinghell.Managersatoneofherformerhumanresourcesjobsarrangedsomameetingsthatattendeofherdayblockedupwithunnecessarymeetings,shewasoftenforcedtoworkduringovertime."IwasactuallyworkingmorehoursthanIprobablywouldhaveneededtogettheworkdone,"saysHartman,whoisfounderandpresConsultinginPittsburgh,PennsylvandayintheUnitedStates,costingmostorganisationsbbudgets.Everyweek,employeesspC)Andthoughexpertsagreethattraditionalmeetingsaredecisionsanddevelopingstrategy,someemployeesvieunnecessarypartsoftheworkday.Theresultisnotonlyhundredsofbillionsofwasteddollarsbutanannoyanceofwhatorganisationalpsychologistscall“meetingrecoverysyndrome(MRS)":timespentcoolingoffandregainingfocusafterauselessmeeting.Ifyouruntotheofficekitchentogetsomereliefyou'relikelyexperiencingmeetingrecoverysyndromeheldaformaljob.Itisn'tgrouonlyinrecentdecadeshavescientistsdeemedtheWithitslinkstoorganisaattentionofpsychologistsawareoftheneedtounderstanditsprecisecausrenewaloffinitementalandphysicalresources.Whenanemployeesitstineffectivemeetingtheirbrainpowervitalityiftheylasttoolong,failtoengageemployeesorturnintoonconservationofresourcestheory,originallyproposedin1989byDr.Stevathatpsychologicalstressoccthecaseofofficemeetings,wheresomeofemployees'mostvaluablereF)Ashumans,whenwetransitioourselvesfromtheprevioustaskandexpendsignificantmentalenergytomovearealreadydrainedtodangerouslevels,thenmakingthementextratough.It'scommontoseepeoplecyber-loafingafterafgettingcoffee,interruptingacolleagueandtellingtG)Eachperson'sabilitytorecoverfromhorriblemeetingsisdifferent.Somecanbounquickly,whileotherscarrytheirfatigueuntiltheendoftheworkday.YetwhilenoformalWithMRS,itmaytakeaslongas45minutesonaverage.It'hasseveralmeetingsthatareseparatedby30minutes."Ntorecoverforthenextmeeting,"saysresearcherJosephAllen.“Then,addcompoundingofback-to-backbadmeetingsandwemayH)InanefforttocombatthesideeffeandcolleaguesattheUniversityofNebraska-Omaha,publishedastudydetailingthebestwaystoavoidcommontraps,includingaconcisecandhisteammaynowholdathefirstplace.Ifallthat'sontheagendaisaquickcatchMroz."Iftheydon'tactuallyhavesomekindofimmediateinput,thentheycanfollowuplater.Theydon'tneedtobesittinginagreeisaprovenreJ)Employeesalsofeelparticipation,saysCliffScott,professoroforganisationalsciencethemtoventtheiremotions,complainandtrytoregainfocusafterapointlmoreunnecessarymeetings—andthusdealingwithincreasinglagtimesfromwasteofworkdayhourscanK)Despitetherelativescarcityofresearchbehindthesubject,Hartmanhastaughtnotjusttheessentialemployeeshaveastakeinthemostnoticeabledifferenwhichistheultimateobjectiveofconveningameeting.Whilenonideashavebeentestedempiricallyyet,Allensaysonetrickwithpromtoidentifythingstsounds,findingapersonalhappyplace,goingthereandthencomingstraighM)LeadersshouldseealsothemseStevenRogelberg,authorofTheSurprisingScieforeseepotentialtrapsandtreatemployees'endurancewithcareallowsleaderN)Mostimportant,however,isfororganisationstoawakeflexible,saysAllen.Byreshapingthewaytheyprieliminatetheverysou36.Althoughemployeesaresaidtobefatiguedby37.MrozandhisteamcompiledalistofwhattodoandwhatnottodotoofMRS.38.CompaniescangetridoftherootcauseofMRSiftheygiveprioritytoworkers'time.39.Ifworkersareexhaustedtoadangerousdegree,itisextremelyhardforthemt40.EmployeesinAmericaspendalotoftimeattendingmectingswhilethenumberofhoursmanagersmeetisseveraltimes41.PhyllisHartmanhaslearnedbyherselfmanyofthewaysMrozsuggestedinhisstudyandmaderemarkablesuc42.Whenmeetingscontinuetoolongordon'tengageemployees,43.Whenthetimeofmeetingsisreduced,employeeswill44.Someemployeesconsidermeetingsoneofthemostdispensablepartsoftheworkday.45.AccordingtoMroz,ifallhissuggestionswereappliesteepdecreaseinthenumberooftheliteralwords.Forexample,whensomeonesnow,"theirtonecantellyouit'snotwhattheIfyouwanttobehappierandimproveyourrelationships,cutoutsarcasm.Why?BecauseDespitesmilingoutwardly,manypeoplewhoreceivesarcastandoftenthinkthesarcasticpersonisrude,orcontemptible.Indeed,it'snotoriginofthewordsarcasmderivesfromtheGreekword"sarkazeiWhat'smore,sinceactionsstronglydeterminethoughtsandfeelininsecurity.Afterall,whenyoucomerightdowntoit,sarcasmcanbullying—andmostbulliesareangry,insecure,orcowardly.Alternatively,whenapersonstopsvoicingnegativecommbenefitevenmorebecausetheynolongerhavetoheartheeNow,I'mnotsayingallsarcasmisbad.Itmayjustbebetterusspiceincooking.Toomuchofthespice,andthedishwillbeoverwhelmedbyit.SimioccasionaldashofsarcasticwitccantasteverybittertoitsSo,tonedownthesarcasmandworkoncleverwitihostilityandthusmoreappreciatedbythoseyou'recommuiseasywhiletrue,harmlesswittakestalent.statementsareusuallyinresponsetosomeone'sunhelpfuexpressedinacuttingmanA)Botharerecognizedwhenheard.C)Bothmeantheoppositeofwhattheyappearto.B)Bothhaveexactlythesametone.D)Bothhavehidden47.HowdomanypeoplefeelwhentheyhearsarcasticcA)TheyfeelhostiletowardsthesarcasticpD)Theyfeelincapableofdisguisingtheirirritation.48.WhathappenswhenapersonconsistentlyactssarcasA)TheyfeeltheirdignitygreatlyheighB)TheyfeelincreasinglyinsecureandC)Theyendurehostilityunderthedisguiseofhumor.D)Theytastebitternesseveninpleasantinte49.WhatdoestheauthorsayaboutpeoplequittingsaA)Itmakesothershappierandmoreself-confidB)ItrestrainsthemfrombeingirritatingandbC)ItbenefitsnotonlythemselvesbutalsothoseD)Itshieldsthemfromnegativecommentsandoutrighth50.Whatisthechiefdifferencebetweenaspeaker'switB)TheirappreciatiVariabilityiscruciallyimportantforlearningnewskills.ConitwilllikelymakeyouabetbettergeneralisationofwhatisThisprincipleisfoundinmanydomains,includingspeecategories.Forinstance,infantswillstruggletolearnthecategoexposedtoChihuahuas,insteadofmanydifferentkindsofdogs."Thereareovertendifferentnamesforthisbinvestigatorofarecentstudy."Learningfromlessvariableinpugeneralisetonewstimuli."Toidentifykeypatternsandunderstandtheunderlyingprinciplesofvariabilityeffects,Ravivandhercolleaguesrevfields,includingcomputerscience,linguistics,categoriTheresearchersdiscoveredtfourdifferentkindsofvariability,suchassetsizeandscheduling."Thesefourvariabilityhaveneverbeendirectlycompwhichismosteffectiveforlearning,"saystothe'Mr.Miyagiprinciple',practisingseeminglyunrelatedskillsmaButwhydoesvariabilityiAnothertheoryisthatgreatervariabilityleadstobroadergeneralisations.Thisivariabilitywillrepresenttherealworldbetter,includingatypical(非典型的)exAthirdreasonhastodowiththewaymemoryworks:whentrainingisvariable,learners“Understandingtheimpactofvariabilityisimportantforliterallyeveryaspectofourdailyimpactonoursociallives,"explainsRaviv."ForexafacesduringchildhoodisassocconcludesRaviv.“Ourpaperraisesalotofopevariabilitybeyondthebrain,forinstance,intheimmunesystem?"51.WhatdoesthepassagesayaboutinfantslearningthecategA)Theywillencountersomedegreeofdifficulty.B)TheywilltrytocategoriseotheC)TheywillpreferChihuahuastootherdD)TheywillimagineChihuahuasinvariouscon52.WhatdoesRavivsayaboutthefourdifferentkindsofvariabiliA)WhichofthemismostrelevanttothetaskathandisB)WhytheyhaveanimpactonlearningisfarfrombeiC)WhytheyhaveneverbeendirectlycomparedremainD)Whichofthemismostconducivetolearning53.HowdoesoneofthetheoriesexplaintheimportanceofvariabilitA)LearnersregardvariabletrainingastypicalofwhathapB)LearnersreceivingvariabletrainingarecompelledtoreorganisetheiC)LearnerspayattentiontotherelevantaspecD)Learnersfocusonrelatedskillsi54.WhatdoesthepassagesayaboutfaceB)FacerecognitionhasasignificantimpactonliterallyeverD)Thesizeofthecommunitypeoplegrowupinimpac55.WhatdoesRavivhopetodowiththeirrA)HighlightwhichaspectsofataskarerelevantandwhicharenotB)UsetheprincipleofvariabilityinteachingseeC)Arousepeople'sinterestinvariabilityandstimulatemoreresearchD)Applytheprincipleofvariabil