2020年全国硕士研究生招生考试英语（二 ）试题

--PAGE12-2020年全国硕士研究生入学统一考试英语（二）试题SectionI UseofEnglishDirections:Readthefollowingtext.Choosethebestword(s)foreachnumberedblankandmarkA,B,CorDontheANSWERSHEET.(10points)Beingagoodparentis,ofcourse,whateveryparentwouldliketobe.Butdefiningwhatitmeanstobeagoodparentisundoubtedlyvery1,particularlysincechildrenresponddifferentlytothesamestyleofparenting.Acalm,rule-followingchildmightrespondbettertoadifferentsortofparentingthan,2,ayoungersibling.3,there'sanothersortofparentthat'sabiteasierto4:apatientparent.Childrenoffromparenting.5parentliketobethisisno6.parentsgetfrustratedareeona_]_anddstylewiththeir.Idonlyandsometimesyourkidscan8youatooAndthenthe9happens:Youloseyourandeitheratyourorsaysomethingthatwasabittoo10andanyYouwishthatyoucould11theclockandstartover,We'veallbeenthere.12,eventhoughit'scommon,it'simportanttokeepinmindthatinasinglemomentoffatigue.youcansaysomethingtoyourchildthatyoumay13foralongtime.Thismaynotonlydodamagetoyourrelationshipwithyourchildbutalso14yourchild'sself-esteem.Ifyouconsistentlyloseyour15withyourkids.thenyouareinadvertentlymodelingalackofemotionalcontrolforyourkids.Weareallbecomingincreasinglyawareofthe16ofmodelingtoleranceandpatiencefortheyoungergeneration.Thisisaskillthatwillhelpthemallthroughoutlife.Infact,theabilitytoemotionallyregulateormamtamemot10nalcontrolwhen17bystress1soneofthemostimportantofalllife'sskills.Certainly,it'sincredibly18tomaintainpatienceatalltimeswithyourchildren.Amorepracticalgoalistotry,tothebestofyourability,tobeastolerantandcomposedasyoucanwhenfacedwith19situationsinvolvingyourchildren.Icanpromiseyouthis:Asaresultofworkingtowardthisgoal.youandyourchildrenwillbenefitand20fromstressfulmomentsfeelingbetterphysicallyand.[A]tedious [C]instructive [D]tricky[A]inaddition [B]forexample [C]atonce [D]byaccident[A]Fortunately [B]Occasionally [D]Eventually[A]amuse [B]assist [C]describe [D]train[A]while [B]because [C]unless [D]once[A]answer [B]task [C]choice [D]access[A]tolerant [B]formal [C]rigid [D]critical[A]move [B]drag [C]push [D]send[A]mysterious [B]illogical [C]suspicious [D]inevitable[A]boring [B]naive [C]harsh[A]tumback [C]setaside[A]Overall [B]Instead [C]However [D]Otherwise[A]like [B]miss [C]believe[A]raise [B]affect [C]justify [D]reflect[A]time [B]bond [C]race [D]cool[A]nature [B]secret [C]importance [D]context[A]cheated [B]defeated [C]confused [D]confronted[A]terrible [B]hardchanging[A]hide

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wrongSectionII ReadingComprehensionPartADirectios:Readthefollowingfourtexts.AnswerthequestionsbeloweachtextbychoosingA,B,CorD.MarkyouranswersonANSWERSHEET1.(40points)Text1Ratsandotheranimalsneedtobehighlyattunedtosocialsignalsfromotherssotheycanidentifyfriendstocooperatewithandenemiestoavoid.Tofindoutifthisextendstonon-livingbeings,LalehQuinnattheUniversityofCalifornia,SanDiego,andhercolleaguestestedwhetherratscandetectsocialsignalsfromroboticrats.Theyhousedeightadultratswithtwotypesofroboticrat—onesocialandoneasocial—forfourdays.Therobotratswerequiteminimalist,resemblingachunkierversionofacomputermousewithwheels-tomovearoundandcolorfulmarkings.Duringtheexperiment,thesocialrobotratfollowedthelivingratsaround,playedwiththesametoys,andopenedcagedoorstolettrappedratsescape.Meanwhile,theasocialrobotsimplymovedforwardsandbackwardsandsidetoside.Next,theresearcherstrappedtherobotsincagesandgavetheratstheopportunitytoreleasethembypressingalever.Across18trialseach,thelivingwere52percentmorelikelyonaveragetosetthesocialfreethantheasocialone.Thissuggeststhattheratsperceivedthesocialrobotasagenuinesocialbeing,saysQuinn.Theratsmayhavebondedmorewiththesocialrobotbecauseitdispledbehaviorsecommunalngandpln.sddtotheratsbetterrememberinghavingfreeditearlier,andwantingtherobottoreturnthefavourwhentheygettrapped,shesays."Ratshavebeenshowntoengageinmultipleformsofreciprocalhelpandcooperation,includingwhatisreferredtoasdirectreciprocitywherearatwillhelpanotherratthathaspreviouslyhelpedthem,"saysQuinn.Thereadinessoftheratstobefriendthesocialrobotwassurprisinggivenminimaldesign.Therobotwasthesamesizeasaregularratbutresembledaplasticboxonwheels."We'dassumedwe'dhavetogiveitamovingheadandtail,facialfeatures,andputascentonittomakeitsmelllikearealrat,butthatwasn'tnecessary,"saysJanetWilesattheUniversityofQueenslandinAustralia,whohelpedwiththeresearch.Thefindingshowshowsensitiveratsaretosocialcues,evenwhentheycomefrombasicrobots.saysWiles.Similarly,childrentendtotreatrobotsasiftheyarefellowbeings,evenwhentheydisplayonlysimplesocialsignals."Wehumansseemtobefascinatedbyrobots,anditturnsoutotheranimalsaretoo,"saysWiles.Quinnandhercolleaguesconductedatesttoseeifratscan .pickupsocialsignalsfromnon-livingratsdistinguishafriendlyratfromahostileoneattainsociabletraitsthroughspecialtrainingsendoutwarningmessagestotheirfellowsWhatdidtheasocialrobotdoduringtheexperiment?Itfollowedthesocialrobot.Itplayedwithsometoys.Itsetthetrappedratsfree.Itmovedaroundalone.AccordingtoQuinn,theratsreleasedthesocialrobotbecausethey[A]triedtopracticeameansofescape.[B]expectedittodothesameinreturn.[C]wantedtodisplaytheirintelligence.[D]consideredthataninterestinggame.JamesWilesnotesthatratsnrr'facial[B]differentiatesmellsbetterthansizes.[C]respondmoretoactionsthantolooks.[D]canbescaredbyaplasticboxonwheels.ItcanbelearnedfromthetextthatratsappeartobeadaptabletonewsurroundingsaremoresociallyactivethanotheranimalsbehavedifferentlyfromchildreninsocializingaremoresensitivetosocialcuesthanexpectedText2ItistruethatCEOpayhasgoneup-toponesmaymake300timesthepayoftypicalworkersonaverage,andsincethemid-1970s,CEOpayforlargepubliclytradedAmericancorporationshas,byvaryingestimates,goneupbyabout500%.ThetypicalCEOofatopAmericancorporationnowmakesabout$18.9millionayear.ThebestmodelforunderstandingthegrowthofCEOpayisthatoflimitedCEOtinaworldwherebusinesssforthetopfirmsaregng.TheeffortsofAmerica'shighest-earning1%havebeenoneofthemoredynamicelementsofthelobal.It'snotpopulartos.butonenrpyhasgoneupsomuchisthatCEOsreallyhaveuppedtheirgamerelativetomanyothersine..Today'sCEO,atleastforAmericanfirms,musthavemanymereskillsthansimplybeingableto"runthecompany."CEOsmusthaveagoodsenseoffinancialmarketsdmeevenhoweyshouldenthem.Thyalsoneedbetterpublicrelationsskillsthantheirpredecessors,asthecostsofevenaminorslipupcanbesignificant.Thenthere'sthefactthatlargeAmericancompaniesaremuchmoreglobalizedthaneverbefore,withsupplychainsspreadacrossalargernumberofcountries.Toleadinthatsystemrequiresknowledgethatisfairlymind-boggling.Plus,virtuallyallAmericancompaniesarebecomingtechcompanies,onewayoranother.Beyondthis,majorCEOsstillhavetodoalltheday-to-dayworktheyhavealwaysdone.ThecommonideathathighCEOpayismainlyaboutrippingpeopleoffdoesn'texplainhistoryverywell.Bymostmeasures,corporategovernancehasbecomealottighterandmorerigoroussincethe1970s.YetitisprincipallyduringthisperiodofstrongergovernancethatCEOpayhasbeenhighandrising.Thatsuggestsitisinthebroadercorporateinteresttorecruittopcandidatesforincreasinglytoughjobs.Furthermore,thehighestCEOsalariesarepaidtooutsidecandidates,nottothecozyinsiderpicks,anothersignthathighCEOpayisnotsomekindofdepredationateexpenseoftherestofe.dthestockmarketspositiveywhencompaniestieCEOpayto,say,stockprices,asignthatthosepracticesbuildupcorporatevaluenotjustfortheCEO.WhichofthefollowinghascontributedtoCEOpayrise?Thegrowthinthenumberofcorporations.Thegeneralpayrisewithabettereconomy.Increasedbusinessopportunitiesfortopfirms.Closecooperationamongleadingeconomies.Comparedwiththeirpredecessors,today'sCEOsarerequiredto .fosterastrongersenseofteamworkfinancemoreresearchanddevelopmentestablishclosertieswithtechcompaniesoperatemoreglobalizedcompaniesCEOpayhasbeenrisingsincethe1970sdespite .continualinternaloppositionstrictcorporategovernanceconservativebusinessstrategiesrepeatedgovernmentwarningsHighCEOpaycanbejustifiedbythefactthatithelps .confirmthestatusofCEOsmotiveinsidecandidatesboosttheefficiencyofCEOsincreasecorporatevalueThemostsuitabletitleforthistextwouldbeCEOsAreNotOverpaidCEOPay:PastandPresentCEOs'ChallengesofTodayCEOTraits:NotEasytoDefineText3MadridwashailedasapublichealthbeaconlastNovemberwhenitrolledoutambitiousrestrictionsonthemostpollutingcars.Sevenmonthsandoneelectiondaylater,anewconservativecitycouncilsuspendedenforcementofthecleanairzone,afirststeptowarditspossibledemise.MayorJoseLuisMartinez-Almeidamadeoppositiontothezoneacentrepieceofsncampaign,essngrquali.Ajudgehasnowoverruledthecity'sdecisiontostoplevyingfines,orderingthemreinstated.Butwithlegalbattlesahead,thezone'sfuturelooksuncertainatbest.Amongotherweaknesses,themeasurescitiesmustemploywhenlefttotackledirtyairontheirownarepoliticallycontentious,andthereforevulnerable.That'sbecausetheyinevitablyputthecostsofcleaningtheairontoindividualdrivers—whomustpayfeesorbuybettervehicles—ratherthanontothecarmanufacturerswhosecheatingistherealcauseofourtoxicpollution.It'snothardtoimagineasimilarreversalhappeninginLondon.Thenewultra-lowemissionzone(Ulez)islikelytobeabigissueinnextyear'smayoralelection.AndifSadiqkhanwinsandextendsittotheNorthandSouthCircularroadsin2021asheintends,itissuretosparkintenseoppositionfromthefarlargernumberofmotoristswhowillthenbeaffected.It'snotthatmeasuressuchasLondon'sUlezareuseless.Farfromit.Localofficialsareusingtheleversthatareavailabletothemtosafeguardresidents'healthinthefaceofaseriousthreat.Thezonesdodeliversomeimprovementstoairquality,andthesciencetellsusthatmeansrealhealthbenefits—fewerheartattacks,strokesandprematurebirths,lesscancer,dementiaandasthma.Feweruntimelydeaths.Butmayorsandcouncilorscanonlydosomuchaboutaproblemthatisfarbiggerthananyonecityortown.Theyareactingbecausenationalgovernments—Britain'sandothersacrossEurope—havefailedtodoso.Restrictionsthatkeephighlypollutingcarsoutofcertainareas—citycentres,"schoolstreets",evenindividualroads—arearesponsetotheabsenceofalargerefforttoproperlyenforceexistingregulationsandrequireautocompaniestobringtheirvehiclesintocompliance.Waleshasintroducedspeciallowspeedlimitstominimisepollution.We'redoingeverythingbutinsistthatmanufacturerscleanuptheircars.Whichofthefollowingistrueaboutcleanairzone?Itseffectsarequestionable.Ithasbeenopposedbyajudge.Itneedstougherenforcement.Itsfateisyettobedecided.Whichisconsideredaweaknessofthecity-levelmeasurestotackledirtyair?Theyarebiasedagainstcarmanufacturers.Theyproveimpracticalforcitycouncils.Theyaredeemedtoomildforpoliticians.Theyputtoomuchburdenonindividualmotorists.TherstthenfLondonsUlezwillarousestrongresistanceensureKhanslethecitsdiscouragecarmanufacturingWhodoestheauthorthinkshouldhaveaddressedtheproblem?LocalresidentsCouncilors.Nationalgovernments.Itcanbeinferredfromthelastparagraphthatautocompanies .willraiselow-emissioncarproductionshouldbeforcedtofollowregulationswillupgradethedesignoftheirvehiclesshouldbeputunderpublicsupervisionText4NowthatmembersofGenerationZaregraduatingcollegethisspring—themostcommonly-accepteddefinitionsaysthisgenerationwasbornafter1995,giveortakeaear—thenhasnrisingynrecentweeks.Gensarettohitthestreetslookingforworkinalabormarketthat'stighterthanit'sbeenindecades.Andemployersareplanningonhiringabout17percentmorenewgraduatesforjobsintheU.S.thisyearthanlast,accordingtoasurveyconductedbytheNationalAssociationofCollegesandEmployers.Everybodywantstoknowhowthepeoplewhowillsooninhabitthoseemptyofficecubicleswilldifferfromthosewhocamebeforethem.If"entitled"isthemostcon皿onfairlyornot,appliedtomillennials(thosebornbetween1981and1995),thecatchwordsforGenerationZarepracticalandcautious.Accordingtothecareercounselorsandexpertswhostudythem,GenerationZsareclear-eyed,economicpragmatists.Despitegraduatingintothebesteconomyinthepast50years,GenZsknowwhataneconomictrainwrecklookslike.Theywereimpressionablekidsduringthecrashof2008whenmanyoftheirparentslosttheirjobsortheirlifesavingsorboth.Theyaren'tinterestedintakinganychances.Theboomingeconomyseemstohavedonelittletoassuagethisunderlyinggenerationalsenseofanxiousurgency,especiallyforthosewhohavecollegedebt.CollegeloanbalancesintheU.S.nowstandatarecord$1.5trillionaccordingtotheFederalReserve.OnesurveyfromAccenturefoundthat88percentofgraduatingseniorsthisyearchosetheirwithajobinmind.Ina2019surveyofUniversityofGeorgiastudents,meanwhile,thecareerofficefoundthemostdesirabletraitinafutureemployerwastheabilitytooffersecureemployment(followedbyprofessionaldevelopmentandtraining,andtheninspiringpurpose).Jobsecurityorstabilitywasthesecondmostimportantcareergoal(work-lifebalancewasnumberone),followedbyasenseofbeingdedicatedtoacauseortofeelgoodaboutservingthegreatergood.That'sabigchangefromthepreviousgeneration."Millennialswantedmoreflexibilityintheirlives,"notesMichelsen,AssociateDirectorofYouthSight,aUK-basedbrandmanagerthatconducts.regular60-daysurveysofBritishyouth,infindingsthatmightjustaswellapplytoAmericanyouth."GenerationZsarelookingformoreyand,eoftheriseoftheig.Thyhavetroublesseeingafinancialfutureandtheyarequiteriskaverse."GenerationZsgraduatingcollegethisspring .arerecognizedfortheirabilitiesareoptimisticaboutthelabormarketareinfavorofofficejoboffersaredrawinggrowingpublicattentionGenerationZsarekeenlyaware .whattheirparentsexpectofthemhowvaluableasadvicewhatatougheconomicsituationislikehowtheydifferfrompastgenerationsTheword"assuage"(line9,para.2)isclosetinmeaningto .deependefinemaintainrelievetcanbedfromParagraph3thatnZ—·givetopprioritytoprofessionaltraininghaveaclearideaabouttheirfuturejobcarelittleabouttheirjobperformancethinkithardtoachievework-lifebalanceMichelsenthinksthatcomparedwithmillennials,GenerationZsare .lessrealisticlessadventurousmorediligentmoregenerousPartBDirections:ReadthefollowingtextandanswerthequestionsbychoosingthemostsuitablesubheadingfromthelistA-Gforeachnumberedparagraph(41-45).Therearetwoextrasubheadingswhichyoudonotneedtouse.Markyouranswers·ontheANSWERSHEET.(10points)Give,justnottoo.Putonagoodface,always.Tailoryourinteractions.Spendtimewitheveryone.Reveal,don'thide,information.Slowdownandlisten.Putyourselvesinothers'shoes.FiveWaystoWinOverEveryoneintheOfficeIsitpossibletolikeeveryoneinyouroffice?Thinkabouthowtoughitistogettogether5,hless50,oallgetgperfect.Butunlikefriendships,youneedcoworkers.Youworkwiththemeveryday,andyoudependonthemjustastheydependonyou.Herearesomewaysthatyoucangetthewholeofficeonyourside.Ifyouhaveabonetopickwithsomeoneinyourworkplace,youmaytrytostaytight-lippedaroundthem.Butyouwon'tbehelpingeitheroneofyou.AHarvardBusinessSchoolstudyfoundthatobserversconsistentlyratedthosewhowereupfrontaboutthemselvesmorehighly,whilethosewhohidlosttrustworthiness.Thelessonisnotthatyoushouldmakeyourpersonallifeanopenbook,butrather,whengiventheoptiontoofferupdetailsaboutyourselforstudiouslystashthemaway,youshouldjustbehonest.Justasimportantasbeinghonestaboutyourselfisbeingreceptivetoothers.Weoftenfeeltheneedtotellothershowwefeel,whetherit'saconcernaboutaproject,astraythought,oracompliment.Thoseareallvalid,butyouneedtotaketimetohearoutyourcoworkers,too.Infact,rushingtogetyourownideasouttherecancausecolleaguestofeelyoudon'tvaluetheiropinions.yourbesttoengagecoworkersmagenuine,back-and-forthconversation,ratherthanprioritizingyourownthoughts.It'scon皿ontohavea"cubiclemateorspecialconfidantinaworksetting.Butinadditiontothosetrustedcoworkers,youshouldexpandyourhorizonsandfindoutaboutallthepeoplearoundyou.Useyourlunchandcoffeebreakstomeetupwithcolleaguesyoudon'talwaysseeFindoutabouttheirlivesandinterestsbeyondthejob.trequiresminimaleffortandsalongw.swillhelptowourlnetwork,inntoganicekntheworkd.Positivefeedbackisimportantforanyonetohear.Andyoudon'thavetobesomeone'sbosstotellthemtheydidanexceptionaljobonaparticularproject.Thiswillhelpengendergoodwillinothers.Butdon'toverdoitorbefakeaboutit.Onestudyfoundthatpeoplerespondedbesttocommentsthatshif