英语专业八级考试试题原题及参考答案

英语专业八级考试试题原题及参考答案
英语专业八级考试试题原题及参考答案

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QUESTION BOOKLET 试卷 用后随即销毁。 严禁保留、出版或复印。 TEST FOR ENGLISH MAJORS (2018) -GRADE EIGHT TIME LIMIIT: 150 MIN PART I LISTENING COMPREHENSION [25 MIN] SECTION A MINI-LECTURE You have THIRTY sec onds to preview the gap-filli ng task. Now liste n to the min i-lecture. When it is over, you will be give n THREE mi nu tes to check your work. SECTION B INTERVIEW In this secti on you will hear ONE in terview. The in terview will be divided into TWO parts. At the end of each part, five questi ons will be asked about what was said. Both the in terview and the questi ons will be spoke n ONCE ONL Y. After each questio n there will be a ten-sec ond pause. Duri ng the pause, you should read the four choices of A), B), C) and D), and mark the best an swer to each question on ANSWER SHEET TWO. You have THIRTY sec onds to preview the choices. Now, liste n to the first in terview. Questi ons 1 to 5 are based on Part One of the in terview. Now liste n to the in terview. A. Announ ceme nt of results.

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He was an old man with a white beard and huge nose and hands. Long before the time during which we will know him, he was a doctor and drove a jaded white horse from house to house through the streets of Winesburg. Later he married a girl who had money. She had been left a large fertile farm when her father died. The girl was quiet, tall, and dark, and to many people she seemed very beautiful. Everyone in Winesburg wondered why she married the doctor. Within a year after the marriage she died. The knuckles of the doctor's hands were extraordinarily large. When the hands were closed they looked like clusters of unpainted wooden balls as large as walnuts fastened together by steel rods. He smoked a cob pipe and after his wife's death sat all day in his empty office close by a window that was covered with cobwebs. He never opened the window. Once on a hot day in August he tried but found it stuck fast and after that he forgot all about it. Winesburg had forgotten the old man, but in Doctor Reefy there were the seeds of something very fine. Alone in his musty office in the Heffner Block above the Paris Dry Goods Company's store, he worked ceaselessly, building up something that he himself destroyed. Little pyramids of truth he erected and after erecting knocked them down again that he might have the truths to erect other pyramids. Doctor Reefy was a tall man who had worn one suit of clothes for ten years. It was frayed at the sleeves and little holes had appeared at the knees and elbows. In the office he wore also a linen duster with huge pockets into which he continually stuffed scraps of paper. After some weeks the scraps of paper became little hard round balls, and when the pockets were filled he dumped them out upon the floor. For ten years he had but one friend, another old man named John Spaniard who owned a tree nursery. Sometimes, in a playful mood, old Doctor Reefy took from his pockets a handful of the paper balls and threw them at the nursery man. "'That is to confound you, you blithering old sentimentalist," he cried, shaking with laughter. The story of Doctor Reefy and his courtship of the tall dark girl who became his wife and left her money to him is a very curious story. It is delicious, like the twisted little apples that grow in the orchards of Winesburg. In the fall one walks in the orchards and the ground is hard with frost underfoot. The apples have been taken from the trees by the pickers. They have been put in barrels and shipped to the cities where they will be eaten in apartments that are filled with books, magazines, furniture, and people. On the trees are only a few gnarled apples that the pickers have rejected. They look like the knuckles of Doctor Reefy’ s hands. One nibbles at them

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2007年英语专业八级考试翻译原题及参考答案 C-E:暮色中,河湾里落满云霞,与天际得颜色混合一起,分不清哪就是流云哪就是水湾。也就在这一幅绚烂得图画旁边,在河湾之畔,一群羊正在低头觅食。它们几乎没有一个顾得上抬起头来,瞧一眼这美丽得黄昏。也许它们要抓紧时间,在即将回家得最后一刻再次咀嚼。这就是黄河滩上得一幕。牧羊人不见了,她不知在何处歇息.只有这些美生灵自由自在地享受着这个黄昏。这儿水草肥美,让它们长得肥滚滚得,像些胖娃娃.如果走近了,会发现它们那可爱得神情,洁白得牙齿,那丰富而单纯得表情。如果稍稍长久一点端详这张张面庞,还会生出无限得怜悯。 Beside this picturewithprofusionsof colors, a group of sheep are lowing their heads,eating by the river bank、Hardly none ofthemwouldspare some timeto raise their eyes tohave a glanceat the beautifuldusk、Theyare, perhaps,takinguse ofevery minuteto enjoy their lastchew before being driven home、This is a picture ofthe Yellow River bank,inwhich the shepherd disappears,andno oneknows where he is resting himself、Only the sheep,however,as free creatures,are joyfullyappreciating thedusk、The exuberant wate rplants have nutritedthesheep, making them

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letters of the French people that I saw when I was sojourning in Paris. In writing down those random reminiscences, I believe that they might provide some useful information for us to learn. In Paris, cocktail parties and buffet receptions of different kinds offer great opportunities for making friends. On such occasions, strangers may get to know each other. If they are Asians, they will, very respectfully and with both hands, present their calling cards to their interlocutors before any conversation starts. This seems to be the required courtesy on their part. The French, however, usually are not so ready with such a formality. Both sides will greet each other, and even chat casually about any topic and then excuse themselves. Only when they find they like each other and hope to further the relationship will they exchange cards. It will seem very unnatural to do so before any real conversation gets under way. The French tend to take extraordinary precaution in making their name cards, simple yet elegant. Exquisitely designed and printed, their name cards are seldom golden-framed, or colorfully shiny, or tinted with fragrant smells. The letters which appearing on their name cards tend to be diminutive but beautiful, not allowing the name of the card-bearer t be overly prominent / salient. The entire card leaves much empty space, imparting no sense of over-crowdedness.

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考研英语阅读理解模拟试题及解析一 The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed intuition to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise;and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an Aha!experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution. 1. According to the text, senior managers use intuition in all of the following ways EXCEPT to [A] Speed up of the creation of a solution to a problem. [B] Identify a problem. [C] Bring together disparate facts. [D] Stipulate clear goals. 2. The text suggests which of the following about the writers on management mentioned in line 1, paragraph 2?

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