专业八级真题专八2014年真题

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TEST FOR ENGLISH MAJORS(2014)

-GRADE EIGHT-

TIME LIMIT: 115 MIN

PART ⅠLISTENING COMPREHENSION（25 MIN）

SECTION A MINI-LECTURE

In this section you will hear a mini-lecture. You will hear the mini-lecture ONCE ONLY. While listening to

the mini-lecture, please complete the gap-filling task on ANSWER SHEET ONE and write NO MORE THAN

THREE WORDS for each gap. Make sure the word(s) you fill in is(are) both grammatically and semantically

acceptable. You may use the blank sheet for note-taking.

You have THIRTY seconds to preview the gap-filling task.

Now listen to the mini-lecture. When it is over, you will be given THREE minutes to check your work.

SECTION B INTERVIEW

In this section you will hear ONE interview. The interview will be divided into TWO parts. At the end of

each part, five questions will be asked about what was said. Both the interview and the questions will be spoken

ONCE ONLY. After each question there will be a ten-second pause. During the pause, you should read the four

choices of [A], [B], [C], and [D], and mark the best answer to each question on ANSWER SHEET TWO.

You have THIRTY seconds to preview the questions.

Now, listen to Part One of the interview.

1. [A] Iran. [B] Syria. [C] Indonesia. [D] America.

2. [A] To look after refugees in Iraq. [B] To draw attention to the refugee crisis.

[C] To work for U. N. H. C. R. [D] To work out a plan for refugees.

3. [A] She was strongly opposed to officials’ opinions.

[B] She thought young kids should be given priority.

[C] She proposed that policies be made promptly.

[D] She was much worried about the lack of action.

4. [A] Instability and aggression. [B] Economic crisis.

[C] Famine. [D] Death.

5. [A] To take prompt and effective actions. [B] To supervise the construction of schools.

[C] To provide water and power supply. [D] To prevent instability and aggression.

Now, listen to Part Two of the interview.

6. [A] The current situation in Iraq. [B] The politics in the Middle East.

[C] Refugees returning to normal life. [D] International and domestic efforts.

7. [A] How the problem is settled will affect the entire Middle East.

[B] Refugees want to be settled and return to their homes.

[C] It’s the government’s goal to solve the problem.

[D] She speculates that refugee problem will cause serious problem.

8. [A] Because she wanted to get answers about the internally displaced result.

[B] Because she wanted to get the ideas about how to help refugees.

[C] Because she wanted to write a paper about refugees.

[D] Because she wanted to tell the government her ideas about helping refugees.

9. [A] Because she could help others know where the problems were.

[B] Because she could help bring NGOs back to the region.

[C] Because she could talk to different people there.

[D] Because she could read the official papers.

10. [A] Set goals for the government. [B] Tell the officials how they should do.

[C] Ask the officials how they are going to do. [D] Ask the government to reach their goal.

PART ⅡREADING COMPREHENSION（45 MIN）

SECTION A MULTIPLE-CHOICE QUESTIONS

In this section there are several passages followed by fourteen multiple choice questions. For each multiple

choice question, there are four suggested answers marked [A], [B], [C] and [D]. Choose the one that you think is

the best answer and mark your answers on ANSWER SHEET TWO.

PASSAGE ONE

My class at Harvard Business School helps students understand what good management theory is and how it is

built. In each session, we look at one company through the lenses of different theories, using them to explain how

the company got into its situation and to examine what action will yield the needed results. On the last day of class,

I asked my class to turn those theoretical lenses on themselves to find answers to two questions: First, How can I be

sure Ill be happy in my career? Second, How can I be sure my relationships with my spouse and my family will

become an enduring source of happiness? Here are some management tools that can be used to help you lead a

purposeful life.

1 USE YOUR RESOURCES WISELY. Your decisions about allocating your personal time, energy, and

talent shape your life’s strategy. I have a bunch of businessesthat compete for these resources: I’m trying to have

a rewarding relationship with my wife, raise great kids, contribute to my community, succeed in my career, and

contribute to my church. And I have exactly the same problem that a corporation does. I have a limited amount of

time, energy and talent. How much do I devote to each of these pursuits?

Allocation choices can make your life turn out to be very different from what you intended. Sometimes that’s

good: Opportunities that you never planned for emerge. But if you don’t invest your resources wisely, the outcome

can be bad. As I think about people who inadvertently invested in lives of hollow unhappiness, I cant help

believing that their troubles related right back to a short-term perspective.

When people with a high need for achievement have an extra half hour of time or an extra ounce of energy,

they’ll unconsciously allocate it to activities that yield the most tangible accomplishments. Our careers provide the

most concrete evidence that we



re moving forward. You ship a product, finish a design, complete a presentation,

close a sale, teach a class, publish a paper, get paid, get promoted. In contrast, investing time and energy in your

relationships with your spouse and children typically doesn’t offer that same immediate sense of achievement. Kids

misbehave every day. It’s really not until 20 years down the road that you can say, I raised a good son or a good

daughter.You can neglect your relationship with your spouse and on a daily basis it doesn’t seem as if thing are

deteriorating. People who are driven to excel have this unconscious propensity to underinvest in their families and

overinvest in their careers, even though intimate and loving family relationships are the most powerful and

enduring source of happiness.

If you study the root causes of business disasters, over and over you’ll find this predisposition toward

endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see that same

stunning and sobering pattern: people allocating fewer and fewer resources to the things they would have once said

mattered most.

2 CREATE A FAMILY CULTURE. It’s one thing to see into the foggy future with a acuity and chart the

course corrections a company must make. But it’s quite another to persuade employees to line up and work

cooperatively to take the company in that new direction.

When there is little agreement, you have to use power tools—coercion, threats, punishments and so on, to

secure cooperation. But if employee’s ways of working together succeed over and over, consensus begins to form.

Ultimately, people don’t even think about whether their way yields success. They embrace priorities and follow

procedures by instinct and assumption rather than by explicit decision, which means that they’ve created a culture.

Culture, in compelling but unspoken ways, dictates the proven, acceptable methods by which member s of a group

address recurrent problems. And culture defines the priority given to different types of problems. It can be a

powerful management tool.

I use this model to address the question, How can I be my family becomes an enduring source of happiness?

My students quickly see that the simplest way parents can elicit cooperation from children is to wield power tools.

But there comes a point during the teen years when power tools no longer work. At that point, parents start wishing

they had begun working with their children at a very young age to build a culture in which children instinctively

behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures,

just a companies do. Those cultures can be built consciously.

If you want your kids to have strong self-esteem and the confidence that they can solve hard problems, those

qualities won’t magically materialize in high school. You have to design them into family’s culture, and you have to

think about this very early on. Like employees, children build self-esteem by doing things that are hard and

learning what works.

11. According to the author, the key to successful allocation of resources in your life depends on whether you____.

[A] have long-term planning [B] can manage your time well

[C] are lucky enough to have new opportunities [D] can solve both company and family problems

12. What is the role of the statement Our careers provide the most concrete evidence that we’re moving

forwardwith reference to the previous statement in the paragraph?

[A] To present a contrast [B] To provide a definition

[C] To offer further explanation [D] To illustrate career development

13. According to the author, a common cause of failure in business and family relationships is ________.

[A] lack of planning [B] short-sightedness

[C] shortage of resources [D] decision by instinct

14. One of the similarities between company culture and family culture is that ________.

[A] culture needs to be nurtured [B] cooperation is the foundation

[C] respect and obedience are key elements [D] problem-solving ability is essential

PASSAGE TWO

It was nearly bedtime and when they awoke next morning land would be in sight. Dr. Macphail lit his pipe and,

leaning over the rail, searched the heavens for the Southern Cross. After two years at the front and a wound that had

taken longer to heal than it should, he was glad to settle down quietly at Apia (阿皮亚，西萨摩亚首都) for twelve

months at least, and he felt already better for the journey. Since some of the passengers were leaving the ship next

day at Pago-Pago they had had a little dance that evening and in his ears hammered still the harsh notes of the

mechanical piano. But the deck was quiet at last. A little way off he saw his wife in a long chair talking with the

Davidsons, and he strolled over to her. When he sat down under the light and took his hat you saw that he had very

red hair, with a bald patch on the crown, and the red, freckled skin which accompanies red hair; he was a man of

forty, thin, with a pinched face, precise and rather pedantic; and he spoke with a Scots accent in a very low, quiet

voice.

Between the Macphails and the Davidsons, who were missionaries, there had arisen the intimacy of

shipboard, which is due to proximity rather than to any community of taste. Their chief tie was the disapproval they

shared of the men who spent their days and nights in the smoking-room playing poker or bridge and drinking. Mrs.

Macphail was not a little flattered to think that she and her husband were the only people on board with whom the

Davidsons were willing to associate, and even the doctor, shy but no fool, half unconsciously acknowledged the

compliment. It was only because he was of an argumentative mind that in their cabin at night he permitted himself

to carp (唠叨).

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摘要：

TESTFORENGLISHMAJORS(2014)-GRADEEIGHT-TIMELIMIT:115MINPARTⅠLISTENINGCOMPREHENSION（25MIN）SECTIONAMINI-LECTUREInthissectionyouwillhearamini-lecture.Youwillhearthemini-lectureONCEONLY.Whilelisteningtothemini-lecture,pleasecompletethegap-fillingtaskonANSWERSHEETONEandwriteNOMORETHANTHREEWORDSforeachgap....

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