2023年宁夏考研英语考试考前冲刺卷

《2023年宁夏考研英语考试考前冲刺卷》由会员分享，可在线阅读，更多相关《2023年宁夏考研英语考试考前冲刺卷（123页珍藏版）》请在装配图网上搜索。

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. This quality assurance te

2、am 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 - services like Net Nanny

3、 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 program is in place,Now Symant

4、ec 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 the program is called, is de

5、signed 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 websites, or switched off ent

6、irely. 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 watch on chat rooms, e-mail

7、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 latest virus definitions. T

8、his 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 US site such as Playboy res

9、ults 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 anything a little bit unusual for

10、sex enthusiasts all over the country.Symantec might not block（）Asex sites.Bviolence site.Cgambling sites.Dshopping 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 content, from basic sex education to sex ac

11、ts. 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

12、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 prevent access to any questionable sites when the p

13、rogram 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

14、 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 selectively permissive or total in its banning of

15、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 references to violence or gambling, and keeps a

16、 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 Anti-Virus (which is bundled with NIS) to load th

17、e 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-know

18、n 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 anyth

19、ing a little bit unusual for sex enthusiasts all over the country.According to the passage, the NIS program（）Ais always free, so are the virus updates.Bis free, but the virus updates cost $19.95.Ccosts $ 19.95 including the virus updates.Dcosts $19.95 excluding the virus updates.3.Text 2An Asian eng

20、ineer 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, but within six months asks for a transfer.Each of these real-life

21、 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 looking at culture, says Clifford Clarke, founder and president

22、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 and Lewis Brown Griggs, who have produced a series of films an

23、d 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 patterns, they point out, can be disastrous.For example, the American

24、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, and you lied to us, accused one salesman. It took me a year an

25、d 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 environment so typical in Japan, said his U.S. manager. But in ou

26、r 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 cultural difference.The Japanese manager who failed to respond to

27、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, president of Intel Japan Ltd. , a subsidiary of the American semico

28、nductor 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 program this spring which Flath expects will dramatically reduce deci

29、sion-making time now lost in making sure the Americans and the Japanese understand each other.The promoted Japanese manager asked for a transfer because（）Ahe was not competent for the higher position.Bhe was not accustomed to working by himself.Che could not make the adjustment to his new job.Dhe la

30、cked 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 - and creates dissension. A Japanese manager is promoted by his American president,

31、 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 everything else, now they’re finall

32、y 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’, advise U. S. consultants Lennie Copl

33、and 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 patt

34、erns, 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 fa

35、ir, 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

36、 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 another

37、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 baloney, says Eugene J. Flath, p

38、resident 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 pro

39、gram 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) is close in meaning to（）Abalcony.Bnonsense.Cfeat.Dsimplicity.5.Text 2An Asian engi

40、neer 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, but within six months asks for a transfer.Each of these real-life

41、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 looking at culture, says Clifford Clarke, founder and president o

42、f 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 and Lewis Brown Griggs, who have produced a series of films and

43、 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 patterns, they point out, can be disastrous.For example, the American m

44、anager 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, and you lied to us, accused one salesman. It took me a year and

45、 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 environment so typical in Japan, said his U.S. manager. But in our

46、 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 cultural difference.The Japanese manager who failed to respond to h

47、is 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, president of Intel Japan Ltd. , a subsidiary of the American semicon

48、ductor 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 program this spring which Flath expects will dramatically reduce decis

49、ion-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 show（）Ait's necessary to build bridges over the cultural rivers.Bit's important to learn diff

50、erent thinking patterns.Cit's essential to communicate problems and complaints.Dit's useful to give multinational training for businessmen.6.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

51、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 regarded as superior employees, but were ill-equipped to cope with the complexities and dangers of in

52、tercultural 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 International Inc. Never show the shoe to an Arab, never arrive in time for a party in Brazil, and in Jap

53、an, 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 improve their international business skills. But simply learning the social dos and don’ts is not the

54、 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 thought he was telling his Japanese staff that their hard work would be rewarded, but when some worke

55、rs 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, to realize that ’fair’, to my staff, meant being treated equally.The Asian engineer who su

56、ffered 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’

57、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 couldn’t bring himself to use the more direct language needed to communicate with his Boston-based superiors. I u

58、sed 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. Now, I can see it’s a real problem. Miscommunication has slowed our ability to coordinate action with our home o

59、ffice.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 now lost in making sure the Americans and the Japanese understand each other.The cultural communication problems are

60、 becoming especially urgent for（）AAmerican managers.Bconsulting firms.CJapanese employees.Dmultinational companies.7.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

61、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 management.Multinati

62、onal 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 ’yes

63、’ 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 the new cu

64、lture 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 salary increa

65、ses 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 the victim

66、 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