2005年考研英语_2005考研“考试虫”英语8套模拟试卷(一)3

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or frustration — no matter how glowing your resume — means you’re out.
Behavioral interviews are also being rounded out by other tools that, until recently, had been re­served for elite hires. Personality-testing outfit Caliper, for example, which probes candidates for emo­tional-intelligence skills and job ability, has seen its business jump 20% this year.
   Clearly, the new interview isn’t without its drawbacks. Companies run the risk of arousing hos­tility in candidates, who may feel as if some line has been crossed into personal territory. Moreover, some companies worry about the fairness of personality tests. They have to make sure there are no in­herent gender or racial biases in the test.

31. In conventional interviews, Microsoft tested applicants by
A.)pressing them to solve strategic issues.
B.)causing them to crack mental problems.
C.)subjecting them to doing a lot of research.
D.)making them take embarrassing exams.

32. In the situational interview, job-seekers have to
A.)be dressed up in the height of fashion.
B.)be examined in professional experiences.
C.)demonstrate their personalities and knowledge.
D.)present elegantly written and polished resumes.

33. The new interview is widely adopted because of its
A.)efficiency in selecting the fittest brains.
B.)insight into the interviewee’s character. .
C.accuracy in testing working experience.
D.)exactness in assessing performing skills.

34. The situational interview is superior to the conventional in its
A.)capability to catch the smartest applicants in misjudgments.
B.)possibility to lead the wisest candidates to behavioral mistakes.
C.)technique to make the cleverest interviewees be inaccurate.
D.)function to frustrate the brightest individuals by hard questions.

35. The advantages of behavioral interview include all of the following EXCEPT
A.)it helps avoid employing the wrong personnel.
B.)it urges examinees on fully displaying expertise.
C.)it drives most candidates into feeling enmity.
D.)it stimulates testees to handle real-time problems.
Text 4

   Leadership is hardly a new area of research, of course. For years, academics have debated wheth­er leaders are born or made, whether a person who lacks charisma ( capacity to inspire devotion and en­thusiasm) can become a leader, and what makes leaders fail. Warren G. Bennis,possibly the world’s foremost expert on leading, has, together with his co-author, written two best-sellers on the topic. Generally, researchers have found that you can’t explain leadership by way of intelligence, birth or­der, family wealth or stability, level of education, race, or sex. From one leader to the next, there’s enormous variance in every one of those factors.
   The authors’ research led to a new and telling discovery: that every leader, regardless of age,had undergone at least one intense, transformational experience — what the authors call a "crucible"(se­vere test). These events can either make you or break you. For emerging leaders, they do more mak­ing than breaking, providing key lessons to help a person move ahead confidently.
   If a crucible helps a person to become leader, there are four essential qualities that allow someone to remain one, according to the authors. They are: an "adaptive capacity" that lets people not only survive inevitable setbacks, heartbreaks, anddifficulties but also learn from them; an ability to engage others through shared meaning or a common vision; a distinctive and compelling voice that communi­cates one’s conviction and desire to do the right thing; and a sense of integrity that allows a leader to distinguish between good and evil.
   That sounds obvious enough to be commonplace, until you look at some recent failures that show how valid these dictums (formal statements of opinion) are. The authors believe that former Coca-Cola Co. Chairman M. Douglas Ivester lasted just 28 months because "his grasp of context was sorrowful. " Among other things, Ivester degraded Coke’s highest-ranking African-American even as the company was losing a $ 200 million class action brought by black employees. Procter & Gamble Co. ex-CEO Durk Jager lost his job because he failed to communicate the urgent need for the sweeping changes he was making.
   It’s striking, too, that the authors found their geezers (whose formative period, as the authors define them, was 1945 to 1954, and who were shaped by World War II ) sharing what they believed to be a critical trait — the sense of posvsibility and wonder more often associated with childhood. "Un­like those defeated by time and age, our geezers have remained much like our geeks (who came of age between 1991 and 2000, and grew up "virtual, visual, and digital") — open, willing to take risks, hungry for knowledge and experience, courageous, and eager to see what the new day brings" , the au­thors write.

36. The text indicates that leadership research
A.)has been a controversial study for years.
B.)predicts how a leader comes to be.
C.)defines the likelihood to be a leader.
D.)probes the mysteries of leadership.

37. According to Bennis, the trait shared by leaders consists of
A.)top levels of intelligence and education and devotion.
B.)remarkable ability to encourage people with loyalty and hope.
C.)striking qualities of going through serious trials and sufferings.
D.)strong personalities that arouse admiration and confidence.

38. The favorable effect of a crucible depends on whether a leader
A.)proves himself/herself to be a newlyemergent one.
B.)accepts it as a useful experience for progress.
C.)shrinks back from tiring and trying experiences.
D.)draws important lessons for his/her followers.

39. A leader can hardly maintain his/her position unless he/she
A.)fulfils all necessary quality requirements.
B.)helps people to prevent defeats and sorrows.
C.)fails to attract people with common concerns.
D.)lacks appealing and strength of character.

40. The authors’ dictums can be justified by the fact that
A.)Douglas Ivester defeated a highest-ranking black employee in a suit.
B.)Durk Jager was dismissed owing to his poor communicating ability.
C.)Geezers couldn’t erase the brands stamped in childhood.
D.)Geeks are sensible enough to meet dangers and challenges.
Part B
Directions:
  In the following article, some sentences have been removed. For Questions 41—45, choose the most suitable one from the list A—G to fit into each of the numbered blank. There are two extra choices, which do not fit in any of the gaps. Mark your answers on ANSWER SHEET 1. (10 points)
  Everyone will readily allow, that there is a considerabledifference between the perceptions of the mind, when a man feels the pain of excessive heat, or the pleasure of moderate warmth, and when he afterwards recalls to his memory this sensation, or anticipates it by his imagination. These faculties may mimic or copy the perceptions of the senses; but they never can entirely reach the force and vivaci-ty of the original sentiment. The utmost we say of them, even when they operate with greatest vi­
gour, is that they represent their object in so lively a manner, that we could almost say we feel or see
it: 41)------------------------------All the colours of poetry, however splendid, can never paint nat-
ural objects in such a manner as to make the description be taken for a real landscape. The most lively thought is still inferior to the dullest sensation.
  We may observe a like distinction to run through all the other perceptions of the mind. 42) . If you tell me, that any person is in love, I easily understand your
meaning, and from a just conception of his situation; but never can mistake that conception

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