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1、2022年考博英语-北京师范大学考前拔高综合测试题（含答案带详解）1. 翻译题The entry of the Anglo-Saxon peoples into Britain, and their centuries-long successful struggle to establish Germanic kingdoms there, is among the most famous ventures of the Age of Migrations, but like other historical events of the time it is obscure in much
2、of its detail: the identity and place of origin of the peoples taking part, the needs and desires that moved them to entry and conquest, the lines of invasion, the duration of native resistance, the historicity of the British Arthur （亚瑟王）.【答案】盎格鲁萨克逊民族进入英国，并经过几百年的斗争，最终在那里建立起日耳曼王国，那是移民时代最为著名的冒险故事。但是和其
3、他同时期的历史事件一样，这些事迹的很多细节模糊不清：如参与迁移民族的发源地以及他们的身份，他们处于什么样的需求和愿望进入并征服大不列颠，入侵的路线，当地人抵抗的时间持续了多久，以及亚瑟王传说的真实性。2. 翻译题发展中国家的人们若为移民问题操心，往往是想到硅谷或发达国家的医院和大学去创造自己最辉煌的未来。英国、加拿大和澳大利亚等国给大学毕业生提供的优惠移民政策，就是为了吸引这部分人群。诸多研究表明，发展中国家受过良好教育的人才往往可能有移民倾向。2004年，曾针对印度家庭进行过一次大型调查，结果发现，近40%有移民倾向的人受过中学以上教育，而25岁以上的印度人只有约3.3%受过中学以上教育。人
4、才流失问题长期以来一直让发展中国家的决策者很苦恼，他们担心这种情况会危及其经济发展，夺去他们紧缺的技术人才，而这些人才本该在他们自己的大学任教，在他们自己的医院工作，为他们自己的工厂研发新产品。【答案】When people in developing countries worry about migration, they are usually concerned at the prospect of their best and brightest departure to Silicon Valley or to hospitals and universities in the d
5、eveloped world. These are the kind of workers that countries like Britain,Canada Australia try to attract by using immigration rules that privilege college graduates. Lots of studies have found that well-educated people from developing countries are particularly likely to emigrate. A big survey of I
6、ndian households in 2004 found that nearly 40% of emigrants had more than a high-school education, compared with around 3. 3% of all Indians over the age of 25. The brain drain has long bothered policymakers in poor countries. They fear that it hurts their economies, depriving them of much-needed sk
7、illed workers who could have taught at their universities, worked in their hospitals and come up with clever new products for their factories to make.3. 案例题How good are you at saying no? For many, its surprisingly difficult. This is especially true of editors, who by nature tend to be eager and enga
8、ged participants in everything they do. Consider these scenarios:Its late in the day. That front-page package youve been working on is nearly complete; one last edit and its finished. Enter the executive editor, who makes a suggestion requiring a more-than-modest rearrangement of the design and the
9、addition of an information box. You want to scream: No! Its done! What do you do?The first rule of saying no to the boss is dont say no. She probably has something in mind when she makes suggestions, and its up to you to find out what. The second rule is dont raise the stakes by challenging her auth
10、ority. That issue is already decided. The third rule is to be ready to cite options and consequences. The bosss suggestions might be appropriate, but there are always consequences. She might not know about the pages backing up that need attention, or about the designer who had to go home sick. Tell
11、her she can have what she wants, but explain the consequences. Understand what shes trying to accomplish and propose a Plan B that will make it happen without destroying what youve done so far.Heres another case. Your least-favorite reporter suggests a dumb story idea. This one should be easy, but i
12、ts not. If you say no, even politely, you risk inhibiting further ideas, not just from that reporter, but from others who heard that you turned down the idea. This scenario is common in newsrooms that lack a systematic way to filter story suggestions.Two steps are necessary. First, you need a system
13、 for how stories are proposed and reviewed. Reporters can tolerate rejection of their ideas if they believe they were given a fair hearing. Your gut reaction （本能反应） and dismissive rejection, even of a worthless idea, might not qualify as systematic or fair.Second, the people you work with need to ne
14、gotiate a What if .? agreement covering What if my idea is turned down? How are people expected to react? Is there an appeal process? Can they refine the idea and resubmit it? By anticipating What if.? situations before they happen, you can reach understanding that will help ease you out of confront
15、ations.1. Instead of directly saying no to your boss, you should find out（）2. The authors second warning is that we should avoid running a greater risk by（）3. One way of responding to your bosss suggestion is to explain the（） to her and offer an alternative solution.4. To ensure fairness to reporter
16、s, it is important to set up a system for stories to （）5. People who learn to anticipate What if.? situations will be able to reach understanding and avoid （）【答案】1.what is in your boss mind2.challenging our bosss authority3.possible consequences4.be proposed and reviewed5.confrontations【解析】1.根据第三段的第二句“She probably has somethin
