2021年考研英语二真题及答案.docx
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- 2021 考研 英语 二真题 答案
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1、2021 年全国硕士研究生入学统一考试英语(二)Section 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)Its not difficult to set targets for staff. It is much harder, 1 ,to understand their negative consequences. Most
2、 work-related behaviors have multiple components. 2 one and the others become distorted.Travel on a London bus and youll 3 see how this works with drivers. Watch people get on and show their tickets. Are they carefully inspected? Never. Do people get on without paying?Of course! Are there inspectors
3、 to4that people have paid? Possibly, but very few. And peoplewho run for the bus? They areas cyclists.5.How about jumping lights? Buses do so almost as frequentlyWhy? Because the target is6.People complained that buses were late and infrequent.7, the number of buses and bus lanes were increased, and
4、 drivers were8or punishedaccording to the time they took. And drivers hit these targets. But they9hit cyclists. If thetarget was changed to10 ,you would have more inspectors and more sensitive pricing. If thecriterion changed to safety, you would get morethese criteria would be at the expense of tim
5、e.11drivers who obeyed traftic laws. But bothThere is another12: people became immensely inventive in hitting targets. Have you 13that you can leave on a flight an hour late but still arrive on time? Tailwinds? Of course not!Airlines have simply changed the time aas a two-hour flight.14is meant to t
6、ake. A one-hour flight is now balladThe15of the story is simple. Most jobs are multidimensional, with multiple criteria.Choose one criterion and you may well16others.Everything Can be done faster and madecheaper,but there is a 17 . Setting targets can and does have unforeseen negative consequences.1
7、.A. thereforeB. howeverC. againD. moreover2.A. EmphasizeB. IdentifyC. AssessD. Explain3.A. nearlyB. curiouslyC. eagerlyD. quickly4.A.claimB. proveC. checkD. recall5.A. threatenedB. ignoredC. mockedD. blamed6.A. punctualityB. hospitalityC. competitionD. innovation7.A. YetB. SoC. BesidesD. Still8.A. h
8、iredB. trainedC. rewardedD. grouped9.A. onlyB. ratherC. OnceD. Also10. A. comfortB. revenueC. efficiencyD. security11. A. friendlyB. quietC. cautiousD. diligent12. A. purposeB. problemC. prejudiceD. policy13. A. interestingB. revealedC. abmittedD. noticed14. A. breakB. tripC. departureD. transfer15.
9、 A. moralB. backgroundC. styleD. form16. A.interpretB. criticizeC. sacrificeD. tolerate17. A. taskB. secretC. productD. cost18. A. leading toB. calling forC.relating toD. accounting for19. A. specifyB. predictC. restoreD. createThis is not an argument against target-setting. But it is an argument fo
10、r exploring consequences first. All good targets should have multiple criteria 18 critical factors such as time,money, quality and customer feedback. The trick is not only to 19 just one or even twodimensions of the objective, but also to understand how to help people better20the objective.20. A. mo
11、dify参考答案:1-5:BADCB6-10:ABCDB11-15:CBDBA16-20:CDCADB. reviewC. presentD. achieveSection II Reading ComprehensionPart A Directions:Read the following four texts. Answer the questions after each text by choosing A, B, C or D. Mark your answers on the ANSWER SHEET. (40 points)Text 1Reskilling is somethi
12、ng that sounds like a buzzword but is actually a requirement if we plan to have a future where a lot of would-be workers do not get left behind.We know we are moving into a period where the jobs in demand will change rapidly, as will the requirements of the jobs that remain. Research by the WEF deta
13、iled in the Harvard Business Review, finds that on average 42 per cent of the “core skill” within job roles will change by 2022. That is a very short timeline, so we can only imagine what the changes will be further in the future.The question of who should pay for reskilling is a thorny one. For ind
14、ividual companies, the temptation is always to let go of workers whose skills are no longer demand and replace them with those whose skills are. That does not always happen. AT&T is often given as the gold standard of a company who decided to do a massive reskilling program rather than go with a fir
15、e-and-hirestrategy ultimately retraining 18,000 employees. Prepandemic, other companies including Amazon and Disney had also pledged to create their own plans. When the skills mismatch is in the broader economy though, the focus usually turns to government to handle. Efforts in Canada and elsewhere
16、have been arguably languid at best, and have given us a situation where we frequently hear of employers begging for workers even at times and in regions where unemployment is high.With the pandemic, unemployment is very high indeed. In February, at 3.5 per cent and 5.5 per cent respectively, unemplo
17、yment rates in Canada and the United States were at generational lows and worker shortages were everywhere. As of May, those rates had spiked up to 13.3 per cent and 13.7 per cent, and although many worker shortages had disappeared, not all had done so. In the medical field, to take an obvious examp
18、le, the pandemic meant that there were still clear shortages of doctors, nurses and other medical personnel.Of course, it is not like you can take an unemployed waiter and train him to be doctor in few weeks, no matter who pays for it. But even if you cannot close that gap, maybe you can close other
19、s, and doing so would be to the benefit of all concerned. That seems to be the case in Sweden, where the pandemic kick-started a retraining program where business as well as government had a role.Reskilling in this way would be challenging in a North American context. You can easily imagine a chorus
20、 of you cant do that because teachers or nurses or whoever have special skills, and using any support staff who has been quickly trained is bound to end in disaster. Maybe. Or maybe it is something that can work well in Sweden, with its history of co-operation between business, labour and government
21、, but not in North America where our history is very different. Then again, maybe it is akin to wartime, when extraordinary things take place, but it is business as usual after the fact. And yet, as in war the pandemic is teaching us that many things, including rapid reskilling, can be done if there
22、 is a will to do them. In any case, Swedens work force is now more skilled, in more things, and more flexible than it was before.Of course, reskilling programs, whether for pandemic needs or the postpandemic world, are expensive and at a time when everyones budgets are lean this may not be the time
23、to implement them. Then again, extending income support programs to get us through the next months is expensive, too, to say nothing of the cost of having a swath of long-term unemployed in the POST-COVID years Given that, perhaps we should think hard about whether the pandemic canjump-start us to a
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