2016年全国硕士研究生入学统一考试管理类专业硕士学位联考英语【3B】

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1、启用前绝密2016年全国硕士研究生入学统一考试管理类专业硕士学位联考英语3B考生须知1. 选择题的答案须用2B铅笔填涂在答题卡上，其它笔填涂的或做在试卷上的 答案无效。2. 其他题一律用蓝色钢笔或黑色钢笔或圆珠笔在答题纸上按规定要求作答，凡 做在试卷上或未做在指定位置的答案无效。3. 交卷时，请配合监考人员验收，并请监考人员在准考证相应位置签字（作为 考生交卷的凭据）。否则，所产生的一切后果由考生自负。1996 2000 2005 2010 (year)Housing Growth and Land Loss2016年全国硕士研究生入学统一考试管理类专业硕士学位联考英语试卷3BSection

2、I Use of EnglishDirections:Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on the ANSWER SHEET. (10 points)Arc we at the beginning of another Age of Exploration? Perhaps even more important, are wc at the beginning of _J_Age of Colonization? As the popu

3、lation of the world increases towards the point _2_ the earth can no longer support all the people _3_on it, the second question becomes urgent. Will we discover a new world, 4 Columbus did, on which human life will be possible? At this point in the space age, no one can really answer these question

4、s. We can say,_5 that we will not see tomorrow the kind of space travel (hat 6 fiction and the movies have shown. It will be a long time before we have flight that run _7 to human colonies on the moon or on one of the planets. Wc arc not even going to be able to _8_ immediate advantages of the miner

5、als that we may find on (he planets _9_our own solar system.Great problems must be solved 10 wc could send colonists out into space. The distances that must be H_ and the length of time it takes to do that can hardly be 12. There are alsodangers that we still do not really understand from radiation,

6、 for example, or from pieces of matter .13 in space, or from contamination from fbnns of life that might 14 there. There is also need for humans to take their own environment into space 15 them. So far no island has been discovered in space on which people can exist without systems that 16 life, and

7、 these systems must accompany any fulure space 17 Finally, on lhe most practical 18 , there has to be the enormous expense 19 in space exploration.The U.S. and Russian government have already spent billions of dollars fbr projects 20 which they can receive a return only in knowledge and not in money

8、.1. A. anotherB. anC. theD. one2. A. whichB. whenC. whereD. whether3. A. inhabitedB. crowdedC. borneD. rushed4. A. ifB. whatC. asD.such5. A. howeverB. moreoverC. otherwiseD. therefore6. A. elhicalB. scienceC. affectionalD. action7. A. punctuallyB. permanentlyC. temporarilyD. regularly8. A. getB take

9、C. gainD. make9. A. fromB. inC. onD. with10. A. afterB. tillC. beforeD. until11. A. coveredB. doneC.endedD. finished12. A. imaginedB. imaginableC. imaginaryD. imaginative13. A. outB. overC. fromD.above14. A. reviveB. existC. surviveD. live15. A. aroundB amongC. acrossD. with16. A. supportB. handleC.

10、 provideD. invade17. A. tourists18. A. grade19. A. involved20. A. fromB. pilotsB. levelB. joinedB. towardC. travelersC. pointC. concernedC. ontoD. invadersD. standardD. budgetedD. withSection II Reading ComprehensionPart ADirections:Read the following four passages. Answer the questions below each p

11、assage by choosing A, B. C or D. Mark your answers on (he ANSWER SHEET. (40 points)Text 1The long years of food shortage in this country have suddenly given way to apparent abundance. Stores are choked with food. Rationing (定量供应)is virtually suspended, and overseas suppliers have been asked to hold

12、back deliveries. Yet, instead of joy there is widespread uneasiness and confusion. Why do food prices keep on rising, when there seems to be so much more food about? Is the abundance only temporary, or has it come io stay? Does it mean that we need to think less now more food at home? No one knows t

13、hat to expect.The recent growth of export surpluses on (he world food market has certainly been unexpectedly great, partly because a strange sequence of two successful grain harvests. North America is now being followed by a third. Most of Britains overseas suppliers of meat, too, arc offering more

14、this year and home production has also risen.But the effect of all this on the food situation in this country had been made worse by a simultaneous rise in food prices, due chiefly to the gradual cutting down of government support for food. The shops are overstocked with food not only because there

15、is more food available, but also because people, frightened by high prices, are buying less of it.Moreover, the rise in domestic prices has come at a time when world prices have begun to fall, with the result that imported food, with the exception of grain, is often cheaper than the home-produced va

16、riety. And now grain prices, too, are falling. Consumers are beginning lo ask why they should not be enabled to benefit from this trend.The significance of these developments is not lost on farmers, The older generation have seen it all happen before. Despite the present price and market guarantees,

17、 farmers fear they are about to be squeezed between cheap food imports and a shrinking home market. Present production is running at 51 per cent above pre-war levels, and the government has called for an expansion to 60 percent by 1956; but repeated Ministerial advice is carrying little weight and t

18、he expansion programme is not working very well.21. Why is there “wide-spread uneasiness and confusion about the food situation in Britain?A. The abundant food supply is not expected to last.B. Britain is importing less food.C. Despite the abundance, food prices keep rising.D. Britain will cut back

19、on its production of food.22. The main reason for the rise in food prices is that.A. people are buying less foodB. the government is providing less financial support for agricultureC. domestic food production has decreasedD. imported food is driving prices higher23. Why didnt the governments expansi

20、on programme work very well?A. Because the farmers were uncertain about the financial support the government guaranteed.B. Because the fanners were uncertain for the benefits of expanding production.C. Because the farmers were uncertain whether foreign markets could be found fbr their produce.D. Bec

21、ause the older generation of farmers were strongly against the programme.24. The decrease in world food prices was a result of.A. a sharp fall in the purchasing power of the consumersB. a sharp fall in (he cost of food productionC. the overproduction of food in the food-importing countriesD. the ove

22、rproduction on the part of the main food exporting countries25. What did the future look like fbr Britains food production at the time this article was written?A. The fall in world food prices would benefit British food.B. An expansion of food production was at hand.C. British food producers would r

23、eceive more government.D. It looks depressing despite government guarantees financial support.Text 2If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of (he firm

24、 in the United States. Skill acquisition is considered an individual responsibility. Labour is simply another factor of production to be hired-rented at the lowest possible cost-much as one buys raw materials or equipment.The lack of importance attached to human-resource management can be seen in lh

25、e corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decision

26、s and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central-usually the second most important executive, after the CEO, in the firms hierarchy.While American firms often talk about the vast amounts spent on training (

27、heir work force, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers me also much more narr

28、owly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.As a result, problems emerge when new breakthrough technologies arrive. If American workers, fbr example, take much longer to learn how to oper

29、ate new flexible manufacturing stations than workers on Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and crea

30、tes bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in lhe end the skills of the bottom half of lhe population affeci lhe wages of the top half. If the bottom half cant effectively staff the processes that have to be

31、 operated, the management and professional jobs that go with these processes will disappear.26. Which of lhe following applies (o (he management of human resources in American companies?A. They hire people at lhe lowest cost regardless of their skills.B. They see the gaining of skills as their emplo

32、yees own business.C. They attach more importance to workers than to equipment.D. They only hire skilled workers because of keen competition.27. What is the position of the head of human-resource management in an American firm?A. He is one of the most important executives in the firm.B. His post is l

33、ikely to disappear when new technologies are introduced.C. He is directly under the chief financial executive.D. He has no say in making important decisions in the firm.28 The money most American firms put in training mainly goes to.A. workers who can operate new equipmentB. technological and manage

34、rial staffC. workers who lack basic background skillsD. top executives29. According to the passage the decisive factor in maintaining a firms competitive advantageis.A. the introduction of new technologiesB. the improvement of workers basic skillsC. the rational composition of professional and manag

35、erial employeesD. the attachment of importance to the bottom half of the employees30. What is the main idea of the passage?A. American firms are different from Japanese and German firms in human-re-source management.B. Extensive retraining is indispensable to effective human-resource management.C. T

36、he head of human-resource management must be in the central position in a firms hierarchy.D. The human-resource management strategies of American firms affect their competitive capacity.Text 3In America alone, tipping is now a $ 16 billion-a-year industry A recent poll wed that 40% of Americans loat

37、he （厌恶）the practice. Consumers acting rationally ought not to pay more than they have to for a given service. Tips should not exist. So why do they? The conventional wisdom is that tips both reward the efforts of good service and reduce uncomfortable feelings of inequality. The better the service, t

38、he bigger the tip. But according to new research from Cornel University, tipping no longer serves any useful function.The paper analyses data from 2,547 groups dining at 20 different restaurants. The correlation between larger tips and better service was very weak only a tiny part of the variability

39、 in the size of the tip had anything to do with the quality of service. Customers who rated a meal as excellent still tipped anywhere between 8% and 37% of the meal price.Tipping is better explained by culture than by economics. In America, the custom has become institutionalized: it is regarded as

40、part of the accepted cost of a service. In a New York restaurant, failing to tip at least 15% could well mean abuse from the waiter. Hairdressers can expect to get 1520%, the man who delivers your groceries $2. In Europe, tipping is less common: in many restaurants discretionary （自由决定的）tipping is be

41、ing replaced by a standard service charge. In many Asian countries, lipping has never really caught on at all.How to account for these national differences? According to Michael Lynn, the Cornell papers co-author, countries in which people are more extrovert （夕卜倾性的）,sociable or neurotic （易激动的）tend t

42、o tip more. Tipping relieves anxiety about being served by strangers. And, says M. Lynn, in America, where people arc outgoing and expressive, tipping is about social approval. If you tip badly, people think less of you. Tipping well is a chance to show off. Icelanders, by contrast, do not usually t

43、ip-a measure of their introversion （内倾性）no doubt.While such explanations may be crude, the hard truth seems to be that tipping does work. It does not benefit the customer. Nor, in the case of restaurants, does it actually encourage the waiter, or help the restaurant manager to monitor and assess his

44、 staff. Service people should just be paid a decent wage may actually make economic sense.31. Which of the following statements best expresses the main idea of the passage?A. Tipping is very popular in America.B. Better service deserves bigger tip.C. Discretionary tipping is not reasonable.D. Tippin

45、g embodies ones social status.32. We can infer from the first paragraph that.A. most Americans regard tipping as a rational practice, though some of （hem dislike itB. most Americans recognize the fact that tips encourage good sen-ice and make sen ants feel equalC. tipping is unnecessary and unreason

46、able, bu（ people in America have to, for it is a social customD. consumers only pay what they have to pay fbr a given service, because they dont like lipping33. In the third paragraph, several data are quoted in order io.A. show the different tipping level between different jobsB. compare cultural d

47、ifference between America and EuropeC. show the tipping custom has become institutionalizedD. tell us the Standardized tipping level in several eases34. Which of the following word best describes the authors attitude towards the Cornell paper?A. Positive. B. Negative. C. Indifferent. D. Disapproval.

48、35. According to the last paragraph, which of the following is NOT true?A. Nobody benefits from tipping in the case of restaurant.B. Waiters are not motivated from tipping.C. Tipping docs not benefit management of the restaurant.D. Tips should go into the decent wages of service people.Text 4The mai

49、n idea of these business-school academics is appealing. In a word where companies must adapt to new technologies and source of competition, it is much harder than it used to be to offer good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than e

50、ver for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion?Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of (he Har

51、vard Business school think they have one: Employability. If managers offer the right kinds of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good jobven if it is w

52、ith a different company.Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard lo quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most o

53、f them, keep the organization from getting stale and so forth. The real disappoinlment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual worke

54、rs, and treating them as a source of value rather than a cog in a machine.The authors offer a few inspiring example of companiesthey include Motorola, 3M andABBthat have managed to go some way towards creating such organizations. But they offerlittle useful guidance on how to go about it, and leave

55、the biggest questions unanswered. How do you continuously (rain people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your

56、 newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Most of their answers arc platitudinous, and when they arc not they arc unconvincing.36. We can infer from the passage that in the past an employee.A. had job security and opportunity of pr

57、omotionB. had to compete with each other to keep his jobC. had to undergo training all the timeD. had no difficulty climbing the corporate ladder37. What does the writer of this passage think of (he ideas of Ghoshal and Bartlett?A. Very instructive.B. Very inspiring.C. Hard to implement. D. Quite ha

58、rsh.38. In their work, Ghoshal and Bartlett discuss.A. changes in business organizationsB. contracts between employers and employeesC. employment situationD. management ideas39. This passage seems to be a(n) .A. book reviewB. advertisementC. news reportD. research paper40. According to Chritophcr Ba

59、rtlett what will improve ucmployability,?A. Ability to lay out ones talents to employers.B. Skills and knowledge accumulated from school education.C. Training opportunity and guidance offered by company.D. Being creative and ready to share collective wisdom.PartBDirections:Read the following text an

60、d answer (he questions by choosing the most suitable subtitle from the list A-G for each numbered paragraph (41-45). There are two extra subtitles which you do not need to use. Mark your answers on the ANSWER SHEET. (10 points)A. Monitor your alcohol useB. Pay attention to table mannersC. Don* t be

61、a gossipD. Network with highcr-upsE. Keep the conversation lightF. Dress appropriatelyG. Make new friendsFor young workers, holiday parties can be a wonderful opportunity to celebrate a successful year gone by, catch up with colleagues and hobnob with senior executives to try to get ahead. But a hos

62、t of challenges confront young employees-from figuring out whom to bring to walking the fine line between being friendly and being flirty. Some dos and donts when it comes to these events:41. If youre new to the company, talk to co-workers who have attended previous office functions to get a sense o

63、f what you should wear. Dress conservatively, not like youre going to a club in Vegas,says Tom Gimbel, CEO of staffing firm LaSalle Network in Chicago. But, he adds, dont take it to the point where (youre) wearing a suit where everybody else is wearing jeans.42. Steer clear of talking about those la

64、yoffs or pay freezes that have hit morale, experts advise. Try to keep the conversation upbeat, says Barbara Pachter, president of Pachter & Associates, a business-etiquette and communications firm in Cherry Hill, N.J. If youre merging, (hat could be an exciting thing, (or if) youre adding new product lines, that could be an exciting thing to (alk about.43. While its fun to indulge in rumors about colleagues, you dont want to be known as the person whos always spreading juicy gossip. You want to be known for your work ethic, you want to