Section I Use of English
Being a good parent is what every parent would like to be. But definingwhat it means to be a good parent is undoubtedly very 1, particularly since children respond differently to thesame style of parenting. A calm, rule-following child might respond better to adifferent sort of parenting than, 2,a younger one.
3, there's another sort ofparent that's easier to 4; aparent. Children of every age benefit from patient parenting. Still ,5, every parent would like to bepatient，this is no easy 6, sometimes, parents getexhausted and are unable to maintain a 7style with their kids. I understand this.
You're only human, and sometimes your kids can 8 you just a little too far. And then the 9 happens: You lose yourpatience and either scream at your kids or say something that was too 10 and does nobody any good. Youwish that you could 11 theclock and start over. We've all been there.
12, even though it's common, it'svital to keep in mind that in a single moment of fatigue, you can say somethingto your child that you may 13 for a long time. This may not only do damage to your relationship with yourchild but also 14 yourchild's self-esteem.
If you consistently lose your 15with your kids，then you are modeling a lackof emotional control for your kids. We are all becoming increasingly aware ofthe 16 of modeling patiencefor the younger generation. This is a skill that will help them all throughoutlife. In fact, the ability to maintain emotional control when 17 by stress is one of the mostsignificant of all life's skills.
Certainly, it’s 18 tomaintain patience at all times with your kids. A more practical goal is to tryto be as calm as you can when faced with 19 situations involving your children. I can promise you this: As a result ofworking toward this goal, you and your children will benefit and 20 from stressful momentsfeeling better physically and emotionally.
1.[A] pleasant [B] tricky [C] tedious [D] instructive
2.[A] at once [B] in addition [C] for example [D] by accident
3.[A] Fortunately [B] Occasionally [C]Accordingly [D] Eventually
4.[A] amuse [B] train [C] assist [D] describe
5.[A] once [B] because [C] unless [D] while
6.[A] choice [B] answer [C] task [D] access
7.[A] formal [B] tolerant [C] rigid [D] critical
8.[A] move [B] send [C] drag [D] push
9.[A] inevitable [B] illogical [C] mysterious[D] suspicious
10.[A] boring [B] harsh [C] naive [D] vague
11.[A] turn back [B] take apart [C] set aside [D] cover up
12.[A] Overall [B] Instead [C] otherwise [D] However
13.[A] believe [B] regret [C] miss [D] like
14.[A] justify [B] raise [C] affect [D] reflect
15.[A]bond [B]time [C]race [D]cool
16.[A]nature [B]secret [C]context [D]importance
17.[A] confronted [B]defeated [C]cheated [D] confused
18.[A] strange [B]terrible [C]hard [D] wrong
19.[A] exciting [B]trying [C]surprising [D]changing
20.[A]withdraw [B]hide [C]emerge [D]escape
Section II Reading comprehensionRats and other animals need to be highly at tuned to social signals from othersso that can identify friends to cooperate with and enemies to avoid. To findout if this extends to non-living beings, Loleh Quinn at the University ofCalifornia, San Diego, and her colleagues tested whether rats can detect socialsignals from robotic rats.
They housed eight adult rats with two types of robotic rat-one social andone asocial -for 5 our days.The robots rats were quite minimalist, resembling a chunkier version of acomputer mouse with wheels-to move around and colorful markings.During the experiment, the social robot rat followed the living ratsaround, played with the same toys, and opened caged doors to let trapped ratsescape. Meanwhile, the asocial robot simply moved forwards and backwards andside to sideNext, the researchers trapped the robots in cages and gave the rats theopportunity to release them by pressing a lever.Across 18 trials each, the living rats were 52 percent more likely onaverage to set the social robot free than the asocial one. This suggests thatthe rats perceived the social robot as a genuine social being. They may havebonded more with the social robot because it displayed behaviors like communalexploring and playing. This could lead to the rats better remembering havingfreed it earlier, and wanting the robot to return the favour when they gettrapped, says Quinn.The readiness of the rats to befriend the social robot was surprisinggiven its minimal design. The robot was the same size as a regular rat butresembled a simple plastic box on wheels. "We'd assumed we'd have to giveits moving head and tail, facial features, and put a scene on it to make itsmell like a real rat, but that wasn't necessary," says Janet Wiles at theUniversity of Queensland in Australia, who helped with the research.The finding shows how sensitive rats are to social cues, even when theycome from basic robots. Similarly, children tend to treat robots as if they arefellow beings, even when they display only simple social signals. "Wehumans seem to be fascinated by robots, and it turns out other animals aretoo," says Wiles.21. Quinn and her colleagues conducted a test to see if rats can .[A] pick up social signals fromnon-living rats[B] distinguish a friendly rat from a hostile one[C] attain sociable traits through special training[D] send out warning messages to their fellow22. What did the social robot do during the experiment?[A] It followed the socialrobot.[B] It played with some toys.[C] It set the trapped ratsfree.[D] It moved around alone.23. According to Quinn, therats released the social robot because they .[A] tried to practice a meansof escape[B] expected it to do the same in return[C] wanted to display their intelligence[D] considered that an interesting game24. James Wiles notes thatrats .[A] can remember other rat'sfacial features[B] differentiate smells better than sizes[C] respond more to actions than to looks[D] can be scared by a plasticbox on wheels25. It can be learned from thetext that rats .[A] appear to be adaptable to new surroundings[B] are more socially active than other animals[C] behave differently from children in socializing[D] are more sensitive tosocial cues than expectedIt is true that CEO pay has gone up-top ones may make 300 times the pay oftypical workers on average, and since the mid-1970s CEO pay for large publiclytraded American corporations has, by varying estimates, gone up by about 500%.The typical CEO of a top American corporation now makes about S18.9 million ayear.The best model for understanding the growth of CEO pay is that of limitedCEO talent in a world where business opportunities for the top firms aregrowing rapidly. The efforts of America's highest-earning 1% have been one ofthe more dynamic elements of the global economy. It's not popular to say, butone reason their pay has gone up so much is that CEOs really have upped theirgame relative to many other workers in the U.S. economy.Today's CEO, at least for major American firms, must have many mere skillsthan simply being able to "run the company”, CEOs must have a good senseof financial markets and maybe even how the company should trade in them. Theyalso need better public relations skills than their predecessors, as the costsof even a minor slipup can be significant. Then there's the fact that largeAmerican companies are much more globalized than ever before, with supplychains spread across a larger number of countries. To lead in that systemrequires knowledge that is fairly mind-boggling plus, virtually all majorAmerican companies are beyond this major CEOs still have to do all theday-to-day work they have always done.The common idea that high CEO pay is mainly about ripping people offdoesn't explain history very well. By most measures, corporate governance hasbecome a lot tighter and more rigorous since the 1970s. Yet it is principallyduring this period of stronger governance that CEO pay has been high andrising. That suggests it is in the broader corporate interest to recruit topcandidates for increasingly tough jobs.Furthermore, the highest CEO salaries are paid to outside candidates, notto the cozy insider picks, another sign that high CEO pay is not some kind ofdepredation at the expense of the rest of the company. And the stock marketreacts positively when companies tie CEO pay to, say, stock prices, a sign thatthose practices build up corporate value not just for the CEO.26. Which of the following has contributed to CEO pay rise?[A] The growth in the number of corporations[B] The general pay rise with a better economy[C] Increased business opportunities for top firms[D] Close cooperation among leading economies27. Compared with their predecessors, today's CEOs are required to .[A] foster a stronger sense of teamwork[B] finance more research and development[C] establish closer ties with tech companies[D] operate more globalized companies28. CEO pay has been risingsince the 1970s despite .[A] continual internal opposition[B] strict corporate governance[C] conservative business strategies[D] Repeated government warnings29. High CEO pay can be justified by the fact that it helps .[A] confirm the status of CEOs[B] motivate inside candidates[C] boost the efficiency ofCEOs[D] increase corporate value30. The most suitable title for this text would be .[A] CEOs Are Not Overpaid[B] CEO Pay: Past and Present[C] CEOs' challenges of Today[D] CEO Traits: Not Easy toDefineMadrid was hailed as a public health beacon last November when it rolledout ambitious restrictions on the most polluting cars. Seven months and oneelection day later, a new conservative city council suspended enforcement ofthe clean air zone, a first step toward its possible demise.Mayor Jose Luis Martinez-Almeida made opposition to the zone a centrepieceof his election campaign, despite its success in improving air quality. A judgehas now overruled the city's decision to stop levying fines, ordering themreinstated. But with legal battles ahead, the zone's future looks uncertain atbest.Among other weaknesses, the measures cities must employ when left totackle dirty air on their own are politically contentious, and thereforevulnerable. That's because they inevitably put the costs of cleaning the air onto individual drivers-who must pay fees or buy better vehicles-rather than onto the car manufacturers whose cheating is the real cause of our toxicpollution.It's not hard to imagine a similar reversal happening in London. The newultra-low emission zone (Ulez) is likely to be a big issue in next year'smayoral election. And if Sadiq Khan wins and extends it to the North and SouthCircular roads in 2021 as he intends, it is sure to spark intense oppositionfrom the far larger number of motorists who will then be affected.It's not that measures such as London's Ulez are useless. Far from it.Local officials are using the levers that are available to them to safeguardresidents' health in the face of a serious threat. The zones do deliver someimprovements to air quality, and the science tells us that means real healthbenefits -fewer heart attacks, strokes and premature births, less cancer,dementia and asthma. Fewer untimely deaths.But mayors and councillors can only do so much about a problem that is farbigger than any one city or town.They are acting because national governments-Britain's and others acrossEurope-have failed to do so.Restrictions that keep highly polluting cars out of certain areas -citycentres,"school streets", even individual roads-are a response to theabsence of a larger effort to properly enforce existing regulations and requireauto companies to bring their vehicles into compliance. Wales has introducedspecial low speed limits to minimise pollution. We' re doing everything butinsist that manufacturers clean up their cars.31. Which of the following istrue about Madrid's clean air zone?[A] Its effects are questionable[B] It has been opposed by ajudge[C] It needs tougher enforcement[D] Its fate is yet to be decided32. Which is considered aweakness of the city-level measures to tackle dirty air?[A] They are biased againstcar manufacturers.[B] They prove impractical forcity councils.[C] They are deemed too mildfor politicians.[D] They put too much burdenon individual motorists.33. The author believes thatthe extension of London's Ulez will .[A] arouse strong resistance.[B] ensure Khan's electoral success.[C] improve the city'straffic.[D] discourage car manufacturing.34. Who does the author think should have addressed the problem?[D] National governments.35. It can be inferred fromthe last paragraph that auto companies .[A] will raise low-emissioncar production[B] should be forced to follow regulations[C] will upgrade the design oftheir vehicles[D] should be put under publics uper visionNow that members of Generation Z are graduating college this spring-themost commonly-accepted definition says this generation was born after 1995,give or take a year-the attention has been rising steadily in recent weeks.GenZs are about to hit the streets looking for work in a labor market that'stighter than it's been in decades. And employers are planning on hiring about17 percent more new graduates for jobs in the U.S. this year than last,according to a survey conducted by the National Association of Colleges andEmployers. Everybody wants to know how the people who will soon inhabit thoseempty office cubicles will differ from those who came before them.If "entitled" is the most common adjective, fairly or not,applied to millennials (those born between 1981 and1995), the catchwords for Generation Z are practical and cautious.According to the career counselors and experts who study them, Generation Zsare clear-eyed, economic pragmatists. Despite graduating into the best economyin the past 50 years, Gen Zs know what an economic train wreck looks like. Theywere impressionable kids during the crash of 2008, when many of their parentslost their jobs or their life savings or both. They aren't interested in takingany chances. The booming economy seems to have done little to assuage thisunderlying generational sense of anxious urgency, especially for those who havecollege debt. College loan balances in the U.S. now stand at a record S1.5trillion, according to the Federal Reserve.One survey from Accenture found that 88 percent of graduating seniors thisyear chose their major with a job in mind. In a 2019 survey of University of Georgiastudents, meanwhile, the career office found the most desirable trait in afuture employer was the ability to offer secure employment (followed byprofessional development and training, and then inspiring purpose). Jobsecurity or stability was the second most important career goal (work-lifebalance was number one), followed by a sense of being dedicated to a cause orto feel good about serving the greater good.36. Generation Zs graduating college this spring .[A] are recognized for their abilities[B] are in favor of job offers[C] are optimistic about the labor market[D] are drawing growing public attention37. Generation Zs are keenly aware .[A] what a tough economic situation is like[B] what their parents expectof them[C] how they differ from past generations[D] how valuable a counselor'sadvice is38. The word"assuage"(line 9, para 2) is closet in meaning to .39. It can be learned from Paragraph 3 that Generation Zs .[A] care little about their job performance[B] give top priority to professional training[C] think it hard to achieve work-Life balance[D] have a clear idea about their future job.40. Michelsen thinks thatcompared with millennials, Generation ZS are .Five Ways to Win Over Everyonein the Office
Is it possible to like everyone in your office? Think about how tough it is to get together 15 people, much less 50, who all get along perfectly. But unlike in friendships, you need coworkers. You work with them every day and you depend on them just as theydepend on you. Here are some ways that you can get the whole office on your side.
41.[E] Reveal, don't hide,information.
If you have a bone to pick with someone in your workplace, you may trystay tight-lipped around them. But you won't be helping either one of you. AHarvard Business School study found that observers consistently rated those whowere frank about themselves more highly, while those who hid losttrustworthiness. The lesson is not that you should make your personal life anopen book, but rather, when given the option to offer up details about yourselfor painstakingly conceal them, you should just be honest.
42.[F] Slow down and listen.
Just as important as being honest about yourself is being receptive toothers. We often feel the need to tell others how we feel, whether it's a concernabout a project, a stray thought, or a compliment. Those are all valid, but youneed to take time to hear out your coworkers, too. In fact, rushing to get yourown ideas out there can cause colleagues to feel you don't value theiropinions. Do your best to engage coworkers in a genuine, back-and-forthconversation, rather than prioritizing your own thoughts.
43.[D] Spend time with everyone.
It's common to have a "cubicle mate" or special confidant in awork setting. But in addition to those trusted coworkers, you should expandyour horizons and find out about all the people around you. Use your lunch and coffeebreaks to meet up with colleagues you don't always see. Find out about theirlives and interests beyond the job. It requires minimal effort and goes a longway. This will help to grow your internal network, in addition to being a nicebreak in the work day.
44. [A] Give compliments, just not too many.
Positive feedback is important for anyone to hear. And you don't have tobe someone's boss to tell them they did an exceptional job on a particularproject. This will help engender good will in others. But don't overdo it or befake about it. One study found that people responded best to comments thatshifted from negative to positive, possibly because it suggested they had wonsomebody over.
45. [C] Tailor your interactions.
This one may be a bit more difficult to pull off, but it can go a long wayto achieving results. Remember in dealing with any coworker what theyappreciate from an interaction. Watch out for how they verbalize with others.
Some people like small talk in a meeting before digging into importantmatters, while other are more straightforward. Jokes that work one person won'tnecessarily land with another. So, adapt your style accordingly to type.Consider the person that you' re dealing with in advance and what will get youto your desired outcome.
[A] Give compliments, just not too many.
[B] Put on a good face,always.
[C] Tailor your interactions.
[D] Spend time with everyone.
[E] Reveal, don't hide,information.
[F] Slow down and listen.
[G] Put yourselves in others'shoes.
It's almost impossible to go through life without experiencing some kindof failure. But, the wonderful thing about failure is that it's entirely up tous to decide how to look at it.We can choose to see failure as "the end of the world." Or, wecan look at failure as the incredible learning experience that it often is.Every time we fail at something, we can choose to look for the lesson we' remeant to learn. These lessons are very important; they' re how we grow, and howwe keep from making that same mistake again. Failures stop us only if we letthem.Failure can also teach us things about ourselves that we would never havelearned otherwise. For instance, failure can help you discover how strong aperson you are. Failing at something can help you discover your truest friends,or help you find unexpected motivation to succeed.Part A：Suppose you are planning atour of a historical site for a group of international students. Write an emailto
1) tell them about the site, and
2) give them some tips for the tour Please write your answer on the ANSWER SHEET.
Do not use your own name, use "Li Ming" instead(10 points)
Part B:Write an essay based on thefollowing chart. In your writing. you should1) interpret the chart, andYou should write about 150 words on the ANSWER SHEET.(15 points)
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