2019高考英语专题复习看懂图表你需要注意的几个要点课后练习新人教版(含参考答案)
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高考英语专题复习： 看懂图表你需要注意的几个要点专项练习
A
When
Should a Leader Apologize and When Not?
Why
Difficult?
When we wrong someone we know, even
not intentionally, we are generally expected
to apologize so as to improve the situation.
But when we’re acting as leaders, the
circumstances are different. The act of
apology is carried out not merely at the
level
of the individual but also at the level of the
institution. It is a performance
in which
every expression matters and every word becomes
part of the public record.
Refusing to
apologize can be smart, or it can be stupid. So,
readiness to apologize
can be seen as a sign
of strong character or as a sign of weakness. A
successful
apology can turn hate into personal
and organizational harmony—while an apology
that is too little, too late, or too obviously
strategic can bring on individual
and
institutional ruin. What, then, is to be done? How
can leaders decide if and
when to apologize
publicly?
Why Now?
The question of whether
leaders should apologize publicly has never been
more
urgent. During the last decade or so, the
United States in particular has developed
an
apology culture—apologies of all kinds and for all
sorts of wrongdoings are made
far more
frequently than before. More newspaper writers
have written about the
growing importance of
public apologies. More articles, cartoons, advice
columns,
and radio and television programs
have similarly dealt with the subject of private
apologies.
Why Bother?
Why do we
apologize? Why do we ever put ourselves in
situations likely to be
difficult,
embarrassing, and even risky? Leaders who
apologize publicly could be
an easy target.
They are expected to appear strong and capable.
And whenever they
make public statements of
any kind, their individual and institutional
reputations
are in danger. Clearly, then,
leaders should not apologize often or lightly. For
a leader to express apology, there needs to be
a good, strong reason. Leaders will
publicly
apologize if and when they think the costs of
doing so are lower than the
costs of not doing
so.
Why Refuse?
Why is it that leaders so
often refuse to apologize, even when a public
apology
1
seems to be in
order? Their reasons can be individual or
institutional. Because
leaders are public
figures, their apologies are likely to be
personally
uncomfortable and even
professionally risky. Leaders may also be afraid
that the
admission of a mistake will damage or
destroy the organization for which they are
responsible. There can be good reasons for
hanging tough in tough situations, as
we shall
see, but it is a high-risk strategy.
B
“Happiness Advantage” Effect
In July
2010 Burt’s Bees, a personal-care products
company, was going through
enormous change as
it began a global expansion into 19 new countries.
In this kind
of high-pressure situation, many
leaders bother their assistants with frequent
meetings or flood their in-boxes with urgent
demands. In doing so, managers lift
everyone’s
anxiety level, which activates the part of the
brain that processes
threats and steals
resources from the prefrontal cortex(大脑皮层), which
is
2
responsible for effective
problem solving.
Burt’s Bees’s then-CEO, John
Wolfgang, took a different approach. Each day,
he’d send out an e-mail praising a team member
for work related to global marketing.
He’d
interrupt his own presentations to remind his
managers to talk with their teams
about the
company’s values. He asked me to further a three-
hour session with
employees on happiness in
the course of the expansion effort. As one member
of the
senior team told me a year later,
Wolfgang’s emphasis on developing positive
leadership kept his managers actively involved
and loyal as they successfully
transformed the
company into a global one.
That outcome
shouldn’t surprise us. Research shows that when
people work with
a positive mind-set(思维模式),
performance on nearly every level-productivity,
creativity, involvement-improves. Yet
happiness is perhaps the most misunderstood
driver of performance. For one, most people
believe that success comes before
happiness.
“Once I get a promotion, I’ll be happy,” they
think. Or, “Once I hit
sales target, I’ll feel
great.” But because success is a moving target—as
soon
as you hit your target, you raise it
again——the happiness that results from success
does not last long.
In fact, it works the
other way around: People who have a positive mind-
set
perform better in the face of challenge. I
call this the “happiness advantage”
–every
business outcome shows improvement when the brain
is positive. I’ve
observed this effect in my
role as a researcher and lecturer in 48 countries
on the
connection between employee happiness
and success. And I’m not alone: In an analysis
of 225 academic studies, researchers found
strong evidence of cause-and-effect
relationship between life satisfaction and
successful business outcomes.
Another common
misunderstanding is that our genetics, our
environment, or a
combination of the two
determines how happy we are. To be sure, both
factors have
an impact. But one’s general
sense of well-being is surprisingly unstable. The
habits you form, the way you interact with
colleagues, how you think about
stress---all
these can be managed to increase your happiness
and your chances of
success.
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看懂图表你需要注意的几个要点专项练习
参考答案
A
1. performance 解析：根据原文中的第一段的It is a
performance in which every
expression matters
and every word becomes part of the public record.
因此可以填
performance。
2. easy 解析：文章第一段but处点出当
我们是领导时，道歉的情况就和一般情况不一
样了，下面描述的都是作为领导人，道歉的难度。得出结论
，it is no easy job…
3.
properlyrightlysuccessfully 解析：根据题干定位到文章第一段的最后，破折
号
处引出该题。可见如果这种道歉没有很适当正确地提出，就会造成个人和组织的毁灭。因
此此
空应填properlyrightlysuccessfully。
4. urgent
解析：根据文章第二段第一句，得出答案为urgent。
5. culture
解析：根据文章第二段第二句，破折号前面的an apology
culture,得出应
填culture。
6.
growingincreasingrising 解析：文章第二段倒数第二句，说明了More
newspaper
writers have written about the
growing importance of public apologies.
可见答案
为growing increasing rising。
7.
expectedsupposedrequired
解析：根据题干定位到原文第三段。看到第四句“They
are expected to
appear strony and capable”,因此可以填expected supposed
required。
8. public 解析：第三段第五句，写明了And
whenever they make public statements
of any
kind,….可见这里填public。
9. likely
解析：根据题干定位到原文第四段第三句，可见此空填likely。
10. damageharm
解析：根据原文第四段第四句，说明”leaders may also be afraid that
the admission of a mistake will damage or
destroy….”,可见此空可以填damage harm。
B
1.
bother annoy 解析：文中原句In this kind of high-
pressure situation, many
leaders bother their
assistants with frequent meetings or flood their
in-boxes with
urgent demands.
此处考查同词复现，也可以用近义词annoy替换。
5
2.
anxiety concern worry 解析：文中原句In doing so,
managers lift everyone’s
anxiety
level,…此处考查同词复现，也可以用近义词concern worry替换。
3.
considerate aware conscious 解析：提炼信息，总结概括，因为John
Wolfgang
的管理方式不同于开篇所谈到的诸多领导的做法，结合文中细节，可以得出结论，他对
员工
非常关心。
4. loyal faithful devoted
committed 解析：文中原句Wolfgang’s emphasis
on
developing positive leadership kept his managers
actively involved and loyal as
they
successfully transformed the company into a global
one.中考查同词复现和近义
替换。
5. difference 解析：提炼概括，正
是因为他的以人为本，注重快乐指数的管理理念，
使得公司规模越来越大，效益越来越好，可以说是对公
司发展产生重大影响。Make a
difference恰如其分，搭配得当。
6.
positively 解析：从文中原句People who have a positive
mind-set perform better
in the face of
challenge.提炼出positive并结合句式结构变为副词形式。
7. success
achievements 解析：从文中原句But because success is a
moving
target—as soon as you hit your target,
you raise it again——the happiness that
results
from success does not last long. 提炼同词success。
8. strongly 解析：从文中原句researchers found strong
evidence of
cause-and-effect relationship
between life satisfaction and successful business
outcomes.提炼出strong，并根据图表中的句式结构变为相应的副词。
9.
determined decided 解析：从文中原句Another common
misunderstanding is that
our genetics, our
environment, or a combination of the two
determines how happy we
are.
提炼同词determine，并根据要求变为过去分词形式。
10. chances
possibilities opportunities 解析：从文中原句all these
can be
managed to increase your happiness and
your chances of success.提炼出同词chances。
6