2023年宁夏考研英语考试考前冲刺卷

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1、2023年宁夏考研英语考试考前冲刺卷 本卷共分为1大题50小题，作答时间为180分钟，总分100分，60分及格。 一、单项选择题（共50题，每题2分。每题的备选项中，只有一个最符合题意） 1.Text 1At an office in Hampton, Virginia, in the east of the United States, a team of ten net savvy workers sources the web for sexual content, from basic sex education to sex acts.

2、 This quality assurance team is making sure that the blocking component of Symantec’s Norton Internet Security 2000 computer program remains effective. This is because there is widespread parental concern about blocking websites with sexual content from children.Website blocking is nothing new

3、 -- services like Net Nanny and programs like Cyber Patrol and Guard Dog have been around for a few years now, protecting children and reassuring parents that only wholesome websites are accessed by the youngsters. Net Nanny and Cyber Patrol will prevent access to any questionable sites when the pro

4、gram is in place,Now Symantec says it has created a new category in consumer software with a package that combines website blocking with a firewall, protecting your computer from hackers and viruses, as well as preventing careless disclosure of personal data. In short, Norton Internet Security, as t

5、he program is called, is designed to serve as the guardian of your digital health, keeping the bad things out and the private things in.The Symantec program can be configured in many ways, the website blocking, for example, can be set to be either selectively permissive or total in its banning of we

6、bsites, or switched off entirely. Also, Symantec’s list of no-go areas, which on the CD now stand at around 36,000 addressed, is not confined to sex sites. The team in Virginia is also on the lookout for sites advocating drags, or which contain references to violence or gambling, and keeps a w

7、atch on chat rooms, e-mail services, entertainment portals -- even job search and financial pages. These sites can be blocked by the program.Computer users can also refresh the address list online with the Live update feature which is used by Norton Anti-Virus (which is bundled with NIS) to load the

8、 latest virus definitions. This service is free for the first year but, including virus definition updates; it costs $19.95 a year there-after.The system is not perfect, however. Limited testing found the blocking of some questionable sites was not comprehensive. Trying to get access to a well-known

9、 US site such as Playboy results in an immediate blocking message with a standard invitation to report an incorrectly categorized site. By contrast, you could find in other countries such as New Zealand a sex site which declared itself to be dedicated to providing sexual material, imaged, and anythi

10、ng a little bit unusual for sex enthusiasts all over the country.Symantec might not block（） A．sex sites. B．violence site. C．gambling sites. D．shopping sites. 2.Text 1At an office in Hampton, Virginia, in the east of the United States, a team of ten net savvy workers sources the web for sexual

11、 content, from basic sex education to sex acts. This quality assurance team is making sure that the blocking component of Symantec’s Norton Internet Security 2000 computer program remains effective. This is because there is widespread parental concern about blocking websites with sexual conten

12、t from children.Website blocking is nothing new -- services like Net Nanny and programs like Cyber Patrol and Guard Dog have been around for a few years now, protecting children and reassuring parents that only wholesome websites are accessed by the youngsters. Net Nanny and Cyber Patrol will preven

13、t access to any questionable sites when the program is in place,Now Symantec says it has created a new category in consumer software with a package that combines website blocking with a firewall, protecting your computer from hackers and viruses, as well as preventing careless disclosure of personal

14、 data. In short, Norton Internet Security, as the program is called, is designed to serve as the guardian of your digital health, keeping the bad things out and the private things in.The Symantec program can be configured in many ways, the website blocking, for example, can be set to be either selec

15、tively permissive or total in its banning of websites, or switched off entirely. Also, Symantec’s list of no-go areas, which on the CD now stand at around 36,000 addressed, is not confined to sex sites. The team in Virginia is also on the lookout for sites advocating drags, or which contain re

16、ferences to violence or gambling, and keeps a watch on chat rooms, e-mail services, entertainment portals -- even job search and financial pages. These sites can be blocked by the program.Computer users can also refresh the address list online with the Live update feature which is used by Norton Ant

17、i-Virus (which is bundled with NIS) to load the latest virus definitions. This service is free for the first year but, including virus definition updates; it costs $19.95 a year there-after.The system is not perfect, however. Limited testing found the blocking of some questionable sites was not comp

18、rehensive. Trying to get access to a well-known US site such as Playboy results in an immediate blocking message with a standard invitation to report an incorrectly categorized site. By contrast, you could find in other countries such as New Zealand a sex site which declared itself to be dedicated t

19、o providing sexual material, imaged, and anything a little bit unusual for sex enthusiasts all over the country.According to the passage, the NIS program（） A．is always free, so are the virus updates. B．is free, but the virus updates cost $19.95. C．costs $ 19.95 including the virus updates. D．c

20、osts $19.95 excluding the virus updates. 3.Text 2An Asian engineer is assigned to a U. S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- and creates dissension. A Japanese manager is promoted by his American president, bu

21、t within six months asks for a transfer.Each of these real-life cases involved people who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management.Multinational companies have studied everything else, now they’re finally l

22、ooking at culture, says Clifford Clarke, founder and president of the California-based IRI International Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think ’yes’ means ’yes’, advise U. S. consultants Lennie Copland

23、 and Lewis Brown Griggs, who have produced a series of films and a book to help managers improve their international business skills. But simply learning the social dos and don’ts is not the answer, according to the new culture specialists. The penalties for ignoring different thinking pattern

24、s, they point out, can be disastrous.For example, the American manager who promised to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were complaints. You told us you’d be fair,

25、 and you lied to us, accused one salesman. It took me a year and a half, sighed the American, to realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who suffered in America was the victim of another mistaken expectation. He was accustomed to the warm group en

26、vironment so typical in Japan, said his U.S. manager. But in our company, we’re all expected to be self-starters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you his name, that’s another cul

27、tural difference.The Japanese manager who failed to respond to his promotion couldn’t bring himself to use the more direct language needed to communicate with his Boston-based superiors. I used to think all this talk about cultural communication was a log of baloney, says Eugene J. Flath, pres

28、ident of Intel Japan Ltd. , a subsidiary of the American semiconductor maker. Now, I can see it’s a real problem. Miscommunication has slowed our ability to coordinate action with our home office.That’s why Intel, with the help of consultant Clarke, began an intercultural training progra

29、m this spring which Flath expects will dramatically reduce decision-making time now lost in making sure the Americans and the Japanese understand each other.The promoted Japanese manager asked for a transfer because（） A．he was not competent for the higher position. B．he was not accustomed to wor

30、king by himself. C．he could not make the adjustment to his new job. D．he lacked adequate communication with his superior. 4.Text 2An Asian engineer is assigned to a U. S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- a

31、nd creates dissension. A Japanese manager is promoted by his American president, but within six months asks for a transfer.Each of these real-life cases involved people who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural managemen

32、t.Multinational companies have studied everything else, now they’re finally looking at culture, says Clifford Clarke, founder and president of the California-based IRI International Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think

33、 ’yes’ means ’yes’, advise U. S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help managers improve their international business skills. But simply learning the social dos and don’ts is not the answer, according to

34、 the new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous.For example, the American manager who promised to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher sa

35、lary increases than others, there were complaints. You told us you’d be fair, and you lied to us, accused one salesman. It took me a year and a half, sighed the American, to realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who suffered in America was

36、 the victim of another mistaken expectation. He was accustomed to the warm group environment so typical in Japan, said his U.S. manager. But in our company, we’re all expected to be self-starters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment

37、 now, but he’d be humiliated if I told you his name, that’s another cultural difference.The Japanese manager who failed to respond to his promotion couldn’t bring himself to use the more direct language needed to communicate with his Boston-based superiors. I used to think all this

38、 talk about cultural communication was a log of baloney, says Eugene J. Flath, president of Intel Japan Ltd. , a subsidiary of the American semiconductor maker. Now, I can see it’s a real problem. Miscommunication has slowed our ability to coordinate action with our home office.That’s wh

39、y Intel, with the help of consultant Clarke, began an intercultural training program this spring which Flath expects will dramatically reduce decision-making time now lost in making sure the Americans and the Japanese understand each other.From the context, the word "baloney" ( Line 3, Paragraph 6)

40、is close in meaning to（） A．balcony. B．nonsense. C．feat. D．simplicity. 5.Text 2An Asian engineer is assigned to a U. S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- and creates dissension. A Japanese manager is pro

41、moted by his American president, but within six months asks for a transfer.Each of these real-life cases involved people who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management.Multinational companies have studied everythin

42、g else, now they’re finally looking at culture, says Clifford Clarke, founder and president of the California-based IRI International Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think ’yes’ means ’yes’, advi

43、se U. S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help managers improve their international business skills. But simply learning the social dos and don’ts is not the answer, according to the new culture specialists. The penalties for

44、ignoring different thinking patterns, they point out, can be disastrous.For example, the American manager who promised to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were complaint

45、s. You told us you’d be fair, and you lied to us, accused one salesman. It took me a year and a half, sighed the American, to realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who suffered in America was the victim of another mistaken expectation. He

46、was accustomed to the warm group environment so typical in Japan, said his U.S. manager. But in our company, we’re all expected to be self-starters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you

47、 his name, that’s another cultural difference.The Japanese manager who failed to respond to his promotion couldn’t bring himself to use the more direct language needed to communicate with his Boston-based superiors. I used to think all this talk about cultural communication was a log of

48、baloney, says Eugene J. Flath, president of Intel Japan Ltd. , a subsidiary of the American semiconductor maker. Now, I can see it’s a real problem. Miscommunication has slowed our ability to coordinate action with our home office.That’s why Intel, with the help of consultant Clarke, beg

49、an an intercultural training program this spring which Flath expects will dramatically reduce decision-making time now lost in making sure the Americans and the Japanese understand each other.The author gives a detailed explanation of the examples of the Asian engineer and the Japanese manager to sh

50、ow（） A．it's necessary to build bridges over the cultural rivers. B．it's important to learn different thinking patterns. C．it's essential to communicate problems and complaints. D．it's useful to give multinational training for businessmen. 6.Text 2An Asian engineer is assigned

51、to a U. S. laboratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- and creates dissension. A Japanese manager is promoted by his American president, but within six months asks for a transfer.Each of these real-life cases involved p

52、eople who were regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management.Multinational companies have studied everything else, now they’re finally looking at culture, says Clifford Clarke, founder and president of the California

53、-based IRI International Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think ’yes’ means ’yes’, advise U. S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help

54、managers improve their international business skills. But simply learning the social dos and don’ts is not the answer, according to the new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous.For example, the American manager who promi

55、sed to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were complaints. You told us you’d be fair, and you lied to us, accused one salesman. It took me a year and a half, sighed

56、the American, to realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who suffered in America was the victim of another mistaken expectation. He was accustomed to the warm group environment so typical in Japan, said his U.S. manager. But in our company, we&rsq

57、uo;re all expected to be self-starters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you his name, that’s another cultural difference.The Japanese manager who failed to respond to his promotion cou

58、ldn’t bring himself to use the more direct language needed to communicate with his Boston-based superiors. I used to think all this talk about cultural communication was a log of baloney, says Eugene J. Flath, president of Intel Japan Ltd. , a subsidiary of the American semiconductor maker. No

59、w, I can see it’s a real problem. Miscommunication has slowed our ability to coordinate action with our home office.That’s why Intel, with the help of consultant Clarke, began an intercultural training program this spring which Flath expects will dramatically reduce decision-making time

60、now lost in making sure the Americans and the Japanese understand each other.The cultural communication problems are becoming especially urgent for（） A．American managers. B．consulting firms. C．Japanese employees. D．multinational companies. 7.Text 2An Asian engineer is assigned to a U. S. labo

61、ratory and almost suffers a nervous breakdown. A U.S. executive tells his staff he’s going to treat them fairly -- and creates dissension. A Japanese manager is promoted by his American president, but within six months asks for a transfer.Each of these real-life cases involved people who were

62、regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of intercultural management.Multinational companies have studied everything else, now they’re finally looking at culture, says Clifford Clarke, founder and president of the California-based IRI Inte

63、rnational Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Japan, don’t think ’yes’ means ’yes’, advise U. S. consultants Lennie Copland and Lewis Brown Griggs, who have produced a series of films and a book to help managers improv

64、e their international business skills. But simply learning the social dos and don’ts is not the answer, according to the new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous.For example, the American manager who promised to be fair

65、thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were complaints. You told us you’d be fair, and you lied to us, accused one salesman. It took me a year and a half, sighed the American, t

66、o realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who suffered in America was the victim of another mistaken expectation. He was accustomed to the warm group environment so typical in Japan, said his U.S. manager. But in our company, we’re all expected to be self-starters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you his name, that’s anothe