江苏高考英语真题任务型阅读

2013卷

第四部分：任务型阅读（共10小题；每小题1分，满分10分）

请认真阅读下列短文，并根据所读容在文章后表格中的空格里填入一．个．最恰当的单词。

注意：请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。

Quiet Virtue: The Conscientious

The everyday signs of conscientiousness (认真尽责)—being punctual, careful in doing work, self-disciplined, and scrupulous (一丝不苟的) in attending to responsibilities—are typical characteristics of the model organizational citizen, the people who keep things running as they should. They follow the rules, help out, and are concerned about the people they work with. It’s the co nscientious worker who helps newcomers or updates people who return after an absence, who gets to work on time and never abuses sick leaves, who always gets things done on deadline.

Conscientiousness is a key to success in any field. In studies of job performance, outstanding effectiveness for almost all jobs, from semi-skilled labor to sales and management, depends on conscientiousness. It is particularly important for outstanding performance in jobs at the lower levels of an organization: the secretary whose message taking is perfect, the delivery truck driver who is always on time.

Among sales representatives for a large American car manufacturer, those who were most conscientious had the largest volume of sales. Conscientiousness also offers a buffer (缓冲) against the threat of job loss in today’s constantly changing market, because employees with this quality are among the most valued. For the sales representatives, their level of conscientiousness mattered almost as much as their sales in determining who stayed on.

There is an air around highly conscientious people that makes them seem even better than they actually are. Their reputation for dependability influences managers’ evaluations of their work, giving them higher evaluations than objective measures of their performance would predict.

But conscientiousness in the absence of social skills can lead to problems. Since conscientious people demand so much of themselves, they can hold other people to their own standards, and so be overly judgmental when o thers don’t show the same high levels of model behavior. Factory workers in Great Britain and the United States who were extremely conscientious, for example, tended to criticize co-workers even about failures that seemed unimportant to those they criticized, which damaged their relationships.

When conscientiousness takes the form of living up to expectations, it can discourage creativity. In creative professions like art or advertising, openness to wild ideas and spontaneity (自发性) are scarce and in demand. Success in such occupations calls for a balance, however; without enough conscientiousness to follow through, people become mere dreamers, with nothing to show for their imaginativeness.

题型自主分析：

1、原词重现（信息查找）：

2、词性转换（信息加工）：

3、提炼概括（信息归纳）：

2012卷

第四部分: 任务型阅读(共10 小题;每小题1 分,满分10 分)

请认真阅读下列短文,并根据所读容在文章后表格中的空格里填入一个最恰当的单词。

注意:请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。

Happiness Advantage” Effect

In July 2010 Burt’s Bees, a personal-care products company, was going through enormous change as it began a global expansion into 19 new countries. In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent demands. In doing so, mana gers lift everyone’s anxiety level, which activates the part of the brain that processes threats and steals resources from the prefrontal cortex(大脑皮层), which is responsible for effective problem solving.

Burt’s Bees’s then-CEO, John Wolfgang, took a different approach. Each day, he’d send out an praising a team member for work related to global marketing. He’d interrupt his own presentations to remind his managers to talk with their teams about the company’s values. He asked me to further a three-hour session with employees on happiness in the course of the expansion effort. As one member of the senior team told me a year later, Wolfgang’s emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully transformed the company into a global one.

That outcome shouldn't surprise us. Research shows that when people work with a positive mind-set(思维模式), performance on nearly every level--- productivity, creativity, involvement---improves. Yet happiness is perhaps the most misunderstood driver of performance. For one, most people believe that success comes before happiness. “Once I get a promotion, I’ll be happy,” they think. Or, “Once I hit sales targe, I’ll feel great.” But because success is a moving target—as soon as you hit your target, you raise it again ----- the happiness that results from success does not last long.

In fact, it works the other way around: People who have a positive mind-set perform better in the face of challenge. I call this the “happiness advantage” –every business outcome shows improvement when the brain is positive. I've observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And I’m not alone: In an analysis of 225 academic studies, researchers found strong evidence of cause-and-effect relationship between life satisfaction and successful business outcomes.

Another common misunderstanding is that our genetics, our environment, or

a combination of the two determines how happy we are. To be sure, both factors have an impact. But one’s general sense of well-being is surprisingly unstable. The habits you form, the way you interact with colleagues, how you think about stress---all these can be managed to increase your happiness and your chances of success.

题型自主分析：

1、原词重现（信息查找）：

2、词性转换（信息加工）：

3、提炼概括（信息归纳）：

2011卷

第四部分：任务型阅读(共10小题；每小题1分，满分10分)

请认真阅读下列短文，并根据所读容在文章后表格中的空格里填入一个最恰当的单词。

注意：请将答案写在答题卡上相应题号的横线上。每个空格只填1个单词。

When Should a Leader Apologize and When Not?

Why Difficult?

When we wrong someone we know, even not intentionally, we are generally expected to apologize so as to improve the situation. But when we’re acting as leaders, the circumstances are different. The act of apology is carried out not merely at the level of the individual but also at the level of the institution. It is a performance in which every expression matters and every word becomes part of the public record. Refusing to apologize can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a sign of weakness. A successful apology can turn hate into personal and organizational harmony—while an apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What, then, is to be done? How can leaders decide if and when to apologize publicly?

Why Now?

The question of whether leaders should apologize publicly has never been more urgent. During the last decade or so, the United States in particular has developed an apology culture—apologies of all kinds and for all sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television programs have similarly dealt with the subject of private apologies.

Why Bother?

Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and capable. And whenever they make public statements of any kind, their individual and institutional reputations are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so are lower than the costs of not doing so.

Why Refuse?

Why is it that leaders so often refuse to apologize, even when a public

apology seems to be in order? Their reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be personally uncomfortable and even professionally risky. Leaders may also be afraid that the admission of a mistake will damage or destroy the organization for which they are responsible. There can be good reasons for hanging tough in tough situations, as we shall see, but it is a high-risk strategy.

题型自主分析：

1、原词重现（信息查找）：

2、词性转换（信息加工）：

3、提炼概括（信息归纳）：

2010卷

第四部分：任务型阅读(共10小题；每小题1分，满分10分)

请认真阅读下列短文，并根据所读容在文章后表格中的空格里填入一个最恰当的单词。

注意：请将答案写在答题卡上相应题号的横线上。每个空格只填1个单词。

For more than twenty years scientists have been seeking to understand the my stery of the‘‘sixth sense"of direction．By trying out ideas and solving problems one by one，they are now getting closer to one answer．

One funny idea is that animals might have a built-in compass(指南针)．

Our earth itself is a big magnet(磁体)．So a little magnetic needle that swings freely lines itself with the big earth magnet to point north and south．When people discovered that idea about a thousand years ago and invented the compass，it allowed sailors to navigate (航海)on ocean voyages, even under cloudy skies.

Actually the idea of the living compass came just from observing animals in nature．

Many birds migrate twice a year between their summer homes and winter homes．Some of them fly for thousands of kilometers and mostly at night．Experiments have shown that some birds can recognize star patterns．But they can keep on course even under cloudy skies．How can they do that?

A common bird that does not migrate but is great at finding its way home is the homing pigeon．Not all pigeons can find their way home．Those that can are very good at it，and they have been widely studied．

One interesting experiment was to attach little magnets to the birds’ heads to block their magnetic sense—just as a loud radio can keep you from hearing a call to dinner．On sunny days, that did not fool the pigeons．Evidently they can use the sun to tell which way they are going．But on cloudy days，the pigeons with magnets could not find their way．It was as if the magnets had blocked their magnetic sense．

Similar experiments with the same kind of results were done with honeybees．These insects also seem to have a special sense of direction．In spite of the experiments，the idea of an animal compass seemed pretty extraordinary．How would an animal get the magnetic stuff for a compass？

An answer came from an unexpected source．A scientist was studying bacteria that live in the mud of ponds and marshes．He found accidentally little rod-like bacteria that all swam together in one direction—north．

Further study showed that each little bacterium had a chain of dense particles inside，which proved magnetic．The bacteria had made themselves into

little magnets that could line up with the earth’s magnet．

The big news was that a living thing，even a simple bacterium，can make magnetite．That led to a search to see whether animals might have it.. By using a special instrument called magnetometer，scientists were able to find magnetite in bees and birds，and even in fish．In each animal，except for the bee．the magnetic stuff was always in or closer to the brain．

Thus．the idea of a built—in animal compass began to seem reasonable．

题型自主分析：

1、原词重现（信息查找）：

2、词性转换（信息加工）：

3、提炼概括（信息归纳）：