2019高考英语专题复习看懂图表你需要注意的几个要点课后练习新人教版.docx

看懂图表你需要注意的几个要点专项练习AWhen 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 were 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 harmonywhile 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 cultureapologies 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.B“Happiness Advantage” EffectIn July 2010 Burts 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, managers lift everyones 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.Burts Beess then-CEO, John Wolfgang, took a different approach. Each day, hed send out an e-mail praising a team member for work related to global marketing. Hed interrupt his own presentations to remind his managers to talk with their teams about the companys 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, Wolfgangs emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully transformed the company into a global one.That outcome shouldnt 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, Ill be happy,” they think. Or, “Once I hit sales target, Ill feel great.” But because success is a moving targetas soon as you hit your target, you raise it againthe 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. Ive observed this effect in my role as a researcher and lecturer in 48 countries on the connection between employee happiness and success. And Im 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 ones 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.看懂图表你需要注意的几个要点专项练习参考答案A1. performance 解析：根据原文中的第一段的It is a performance in which every expression matters and every word becomes part of the public record. 因此可以填performance。2. easy 解析：文章第一段but处点出当我们是领导时，道歉的情况就和一般情况不一样了，下面描述的都是作为领导人，道歉的难度。得出结论，it is no easy job3. properly/rightly/successfully 解析：根据题干定位到文章第一段的最后，破折号处引出该题。可见如果这种道歉没有很适当/正确地提出，就会造成个人和组织的毁灭。因此此空应填properly/rightly/successfully。4. urgent 解析：根据文章第二段第一句，得出答案为urgent。5. culture 解析：根据文章第二段第二句，破折号前面的an apology culture,得出应填culture。6. growing/increasing/rising 解析：文章第二段倒数第二句，说明了More newspaper writers have written about the growing importance of public apologies. 可见答案为growing / increasing / rising。7. expected/supposed/required 解析：根据题干定位到原文第三段。看到第四句“They are expected to appear strony and capable”,因此可以填expected / supposed / required。8. public 解析：第三段第五句，写明了And whenever they make public statements of any kind,.可见这里填public。9. likely 解析：根据题干定位到原文第四段第三句，可见此空填likely。10. damage/harm 解析：根据原文第四段第四句，说明”leaders may also be afraid that the admission of a mistake will damage or destroy.”,可见此空可以填damage / harm。B1. bother / annoy 解析：文中原句In this kind of high-pressure situation, many leaders bother their assistants with frequent meetings or flood their in-boxes with urgent demands. 此处考查同词复现，也可以用近义词annoy替换。2. anxiety / concern / worry 解析：文中原句In doing so, managers lift everyones anxiety level,此处考查同词复现，也可以用近义词concern / worry替换。3. considerate / aware / conscious 解析：提炼信息，总结概括，因为John Wolfgang的管理方式不同于开篇所谈到的诸多领导的做法，结合文中细节，可以得出结论，他对员工非常关心。4. loyal / faithful / devoted / committed 解析：文中原句Wolfgangs emphasis on developing positive leadership kept his managers actively involved and loyal as they successfully transformed the company into a global one.中考查同词复现和近义替换。5. difference 解析：提炼概括，正是因为他的以人为本，注重快乐指数的管理理念，使得公司规模越来越大，效益越来越好，可以说是对公司发展产生重大影响。Make a difference恰如其分，搭配得当。6. positively 解析：从文中原句People who have a