2009年6月20日大学英语四级考试(CET-4)A卷带答案

2009年6月20日大学英语四级考试(CET-4)A卷 全真试题(2009年6月20日) Part I Writing (30 minutes) 注意：此部分试题在答题卡1上。 Directions: For this part, you are allowed 30 minutes to write a short essay on the topic of Free Admission to Museums. You should write at least 120 words following the outline given below: 1. 越来越多的博物馆免费开放的目的是什么？ 2. 也会带来一些问题； 3. 你的看法。 Free Admission to Museums 亲爱的站长您好：夜很深了，已凌晨2点40分了，这么晚给您写信，是想跟您聊一下尊重劳动尊重版权的问题。本四六级大全，出第一版之时，我们是以WORD文档发布的，这主要是考虑到您引用方便，网友使用也方便。可是令我们感到沮丧的是，少数网站站长，对别人的劳动似乎不够尊重，把我们WORD文档的页眉页脚，以及文档的使用说明，清除得干干净净；还有的站长，技术水平更高一些，更勤劳一些，把我们的WORD文档转为PDF文档，并且，还给PDF文档加上密，去掉我们的标识及使用说明仍不甘罢休，还英明地加上了自己网站的标识；还有的制作CHM文档的技术水平比较高，给做成了这个格式的文档。如此种种情况，实在让您受累了啊！所以，这次文档发布，只好用PDF格式发布文档了。这下您改文件的特长又可以发挥了啊，改文件的技术水平又可以长足提高了！六年前，本人制作的GMAT四部大全，在全世界流传至今，仍是原封不动的初始版本，可能世界其他国家的站长都不如我们伟大中国的站长水平高，考虑问题周全吧！为什么麦当劳在中国的餐巾纸是限量供应的，而在美国不限量？我想我们自己所处的环境，至少部分是我们自己创造的。您难道要执意为自己创造一个找不到好资源的环境么？难道执意要逼我用图片格式发布下一个版本么？难道我近千小时的辛苦劳动及直接从口袋里拿出的近万元现金投入换不来您慷慨地原样转载么？您难道不知道，篡改别人的作品，是一种什么行为么？不知道这种行为对您网站的形象是一种严重的伤害么？很多热心的网友来向我反映，某某网站篡改你的作品了，这种行为实在无耻，你去找他吧！这些我都没好意思跟您汇报。当然，大部分站长或版主对版权尊重做得很好！我们深表感谢！并向你们致以最崇高的敬意！大家学习网／大家网／大家论坛：阁明俊敬上 Part II Reading Comprehension (Skimming and Scanning) (15 minutes) Directions: In this part, you will have 15 minutes to go over the passage quickly and answer the questions on Answer Sheet 1. For questions 1-7, choose the best answer from the four choices marked A), B), C) and D). For questions 8-10, complete the sentences with the information given in the passage. How Do You See Diversity? As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise. He had a perfect résumé and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice. “It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was that the candidate’s “different” behavior was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting (避开) your eyes. “I was just thrown off by the lack of eye contact; not realizing it was cultural,” Tiffany says. “I missed out, but will not miss that opportunity again.” Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions. Hire Advantage At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases (偏见) from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make. “During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession.” Blinded by Gender Dale is an account executive who attended one of my workshops on supervising a diverse workforce. “Through one of the sessions, I discovered my personal bias,” he recalls. “I learned I had not been looking at a person as a whole person, and being open to differences.” In his case, the blindness was not about culture but rather gender. “I had a management position open in my department; and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel.” Dale’s assumptions are another example of the well-intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce. “I learned from the class that instead of imposing my gender biases into the situation, I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision.” Dale credits the workshop, “because it helped me make decisions based on fairness.” Year of the Know-It-All Doug is another supervisor who attended one of my workshops. He recalls a major lesson