2024年6月英語六級真題及答案-第3套_第1頁
2024年6月英語六級真題及答案-第3套_第2頁
2024年6月英語六級真題及答案-第3套_第3頁
2024年6月英語六級真題及答案-第3套_第4頁
2024年6月英語六級真題及答案-第3套_第5頁
已閱讀5頁,還剩4頁未讀, 繼續(xù)免費(fèi)閱讀

下載本文檔

版權(quán)說明:本文檔由用戶提供并上傳,收益歸屬內(nèi)容提供方,若內(nèi)容存在侵權(quán),請進(jìn)行舉報或認(rèn)領(lǐng)

文檔簡介

2024年6月英語六級真題及答案-第3套2024年06月大學(xué)英語六級考試真題(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

溫馨提示

  • 1. 本站所有資源如無特殊說明,都需要本地電腦安裝OFFICE2007和PDF閱讀器。圖紙軟件為CAD,CAXA,PROE,UG,SolidWorks等.壓縮文件請下載最新的WinRAR軟件解壓。
  • 2. 本站的文檔不包含任何第三方提供的附件圖紙等,如果需要附件,請聯(lián)系上傳者。文件的所有權(quán)益歸上傳用戶所有。
  • 3. 本站RAR壓縮包中若帶圖紙,網(wǎng)頁內(nèi)容里面會有圖紙預(yù)覽,若沒有圖紙預(yù)覽就沒有圖紙。
  • 4. 未經(jīng)權(quán)益所有人同意不得將文件中的內(nèi)容挪作商業(yè)或盈利用途。
  • 5. 人人文庫網(wǎng)僅提供信息存儲空間,僅對用戶上傳內(nèi)容的表現(xiàn)方式做保護(hù)處理,對用戶上傳分享的文檔內(nèi)容本身不做任何修改或編輯,并不能對任何下載內(nèi)容負(fù)責(zé)。
  • 6. 下載文件中如有侵權(quán)或不適當(dāng)內(nèi)容,請與我們聯(lián)系,我們立即糾正。
  • 7. 本站不保證下載資源的準(zhǔn)確性、安全性和完整性, 同時也不承擔(dān)用戶因使用這些下載資源對自己和他人造成任何形式的傷害或損失。

最新文檔

評論

0/150

提交評論