浙江工业大学附属德清高级中学2025届高考(新课标I)英语阅读C/D篇专项训练

备考2025年新高考(新课标I)英语阅读C/D篇专项训练 阅读下列短文，从每题所给的A、B、C和D四个选项中，选出最佳答案 ① An organizational structure is the method that an organization employs to delineate lines of communication, policies, authority and responsibilities. It determines the extent and nature of how leadership is disseminated throughout the organization as well as the methods by which information flows. Therefore, these structures will impact situations such as whether an employee should be able to open a discussion with those that manage them, or whether all staff should be able to participate in the decision-making process of a company. Successful entrepreneurs, academic researchers and business school curriculums all consider organizational structures as an integral feature of good management and successful business practices. Therefore, how to structure an organization is an important decision. Organizations can adapt either what is referred to as a hierarchical structure or what is known as a flat structure. Which one is chosen is likely to be influenced by the type of organization, the culture which it operates in and the experiences and education of those who are making the decision. The latter consideration, education, has very recently gained media attention. Renowned professors have publicly begun to challenge the promulgated practices of business schools who teach that good management is focused on profit maximization. Rather, progressive professors and entrepreneurs are now arguing that to remain agile in the customer-driven marketplace of the twenty-first century, good management should not focus on money to make money, and that dealing with big issues requires small teams and small tasks. Furthermore, they suggest that control is enhanced when it is not enforced, and that managers cannot tell people what to do. The Hierarchical Approach A hierarchical organization follows the layout of a pyramid. Every employee in the organization, except one, usually the CEO, is subordinate to someone else within the organization. The layout consists of multiple entities that descend into the base of staff level employees, who are represented as the bottom of the pyramid. This structure is recognized by some as the most functional and accessible model for management. It allows for clearly defined levels of authority and responsibility, with clearly divided divisions of labor and as a result, opportunity for promotion are obvious. This clarity is reported to motivate employees. These specific roles also facilitate the ability for employees to become specialists as they are narrowed into specific tasks with specific functions. In a hierarchical structure, employees often become loyal to their department and will look out for the interests of those within it. However, this loyal behavior may also create issues across an organization. The different departments may perceive each other as rivals and their decision-making influenced by the interests of their department only, rather than supporting those external. The clearly defined levels can also create barriers to communication between levels and important information may not be efficiently or accurately passed up the chain of command. There are numerous examples of businesses failing to respond to market demands quickly enough because of this. Furthermore, having such fixed hierarchies suggests that whomever is at the top of this multi-layered structure must be highly regarded, respected, and in many instances revered. Reports are documented of CEOs and upper levels of management essentially reigning over their subordinates in an unquestionable and autocratic approach so that, even when going against share or stakeholders’ interests, their decisions can go unchallenged. The implication of this is perhaps obvious, in that unethical or misguided decisions have greater potential to exist in this organizational context. Furthermore, reports that employees without positions of superiority feel they have no voice in their company’s decision-making is common. This perceived lack of power may lead to feelings of being undervalued and, as a result, employees become demotivated, productivity declines, and in severe situations workers even strike. When interviewed, employees of some of the most successful companies in countries such as the US agreed that a hierarchical structure did not represent their work and management values. Those interviewed were predominantly in the 20 to 30 age category, representing the much-discussed millennial mindset of the up and coming workforces in these cultures. The Flat Approach A flat organization refers to an organizational structure with few or no levels of management between management and staff level employees. The flat organization supervises employees less while promoting their increased involvement in the decision-making process. This increased involvement elevates the employees’ level of responsibility in the organization, awarding them a greater degree of ownership of their roles and a greater sense of value within the company, and this appears to correlate with a higher morale and retention rate of staff when comparing two companies who are equitable in market products, but differ between the flat and the more traditional hierarchical approach. Although, it would appear that for companies that are already very large, shifting to a flatter structure can considerably confuse the workforce. Having fewer managers and more equality can diffuse accountability and create a scenario where workers are unsure who to turn to if they do need support or wish to report an incident of concern. Similarly, without many defined positions of authority, employees may naturally take control of a project which should be more equally divided. Consequently, power struggles within departments distract workers from the task they have been appointed. Indeed, the lack of specific job function may be the reason why flatter organizations tend to produce a lot of generalists but not specialists. Nevertheless, with fewer levels of authority, flatter structures reportedly are able to communicate throughout the structure more effectively, which increases coordination throughout the company and allows for them to respond to market needs more efficiently. The reduction in management roles also eliminates expensive salaries, providing a company with greater opportunity for profit and a reduction in budget costs. However, flat organizations appear to find it more difficult to expand the company’s operations, and this could restrict or slow down a company’s growth which may well reduce their potential to earn revenue. 1.What is an organizational structure used for within an organization? A. To establish a company’s financial goals B. To delineate lines of communication, policies, authority, and responsibilities C. To determine the physical layout of the office D. To hire new employees 2. According to the passage, what influences the choice between a hierarchical and a flat structure? A. The size of the company’s office building B. The company’s annual revenue C. The type of organization, culture, experiences, and education of decision-makers D. The number of employees in the company 3.What is one key feature of a hierarchical organization? A. Few levels of management between staff and executives B. Employees are not loyal to their departments C. Clearly defined levels of authority and responsibility D. Decisions are made by all employees collectively 4. What is a potential issue with a hierarchical structure as mentioned in the passage? A. Lack of employee motivation due to unclear roles B. Inefficient communication and decision-making C. High level of flexibility and quick market response D. Low employee productivity and retention rates 5.How does a flat organization potentially benefit a company? A. By creating more management positions B. By increasing the sense of ownership and value among employees C. By ensuring that all decisions are made by the top management D. By reducing the involvement of employees in the decision-making process ② Technological advances have always played a significant role in second language teaching and acquisition, and they have generally been accepted as valuable tools in the classroom, for autonomous practice, for tutor–student communication and for research. The fact alone that most EAP courses these days seem to provide additional learning resources for their students on online platforms indicates that digital technology has firmly established itself as an integral and valued part of EAP. In the course of this development, the face of the classroom has been altered as well. For instance, traditional learner dictionaries have largely given way to electronic dictionaries accessed through mobile phones, tablet computers or laptops, which, in turn, allow students to access other applications as well. The quality of these dictionaries and other learning aids seems questionable on occasion, so the EAP practitioner’s role has been extended to that of quality assurance, or at the very least to that of a guide to reliable online resources. After all, in the plethora of resources available to the student, there are significant differences in quality and reliability, and it seems part of the EAP tutor’s remit to stay abreast of recent developments so as to be able to recommend appropriate ones to their students. It would seem that the willingness with which useful tools have been accepted into EAP practice may lead to other tools finding their way into the classroom as well; some of these, for example established data-driven tools, such as concordancers, have since their inception been used extensively in teaching, research and materials development. Other technological applications may not receive such a warm welcome. Given the availability of online resources to the students in the classroom, it is more than likely that students will not stop at the use of online dictionaries. It seems inevitable that students will also utilise applications that will allow them not only to understand the meaning of single lexical items but also to render entire stretches of text into their L1 or into English. Unless the use of online technology is banned from the classroom, it seems that students’ use of online translation tools is inevitable – and this may be cause for concern. 1.What is one significant role technological advances have played in second language teaching? A. They have replaced traditional teachers. B. They are used only for autonomous practice. C. They facilitate tutor-student communication. D. They have limited applications in research. 2.According to the passage, what has largely replaced traditional learner dictionaries? A. Paper dictionaries B. Electronic dictionaries accessed through mobile devices C. Teacher-guided dictionaries D. No dictionaries have replaced traditional ones 3. What additional role has the EAP practitioner taken on due to the rise of digital dictionaries? A. Developing new dictionaries B. Ensuring the quality of online resources C. Teaching students how to use paper dictionaries -D. Banning the use of electronic dictionaries 4. What does the passage suggest about the use of concordancers in EAP practice? A. They are rarely used in classrooms. B. They are mainly used for administrative purposes. C. They have been extensively used in teaching, research, and materials development. D. They are not accepted as useful tools. 5.What concern is raised about the use of online translation tools in the classroom? A. They are expensive for students to use. B. They might replace the need for human teachers. C. They could be banned from the classroom. D. They may lead to an over-reliance on technology for translation. ③ 阅读下列短文, 从每题所给的四个选项 (A、B、C和D) 中, 选出最佳选项。 Liverpool and Manchester are two large and important cities in North-west England. Both cities have a long history and are important urban centres. Liverpool grew rapidly during the Industrial Revolution of the 1800s and was an important international port used for transporting goods by sea. Manchester also grew significantly during that time mainly due to textile manufacturing. Although the two cities share some characteristics, Liverpool and Manchester each has its own history, culture and identity. The purpose of this essay is to identify the similarities and differences between Liverpool and Manchester. Liverpool and Manchester both have extensive transport networks. Manchester has two major railway stations; Manchester Piccadilly and Manchester Victoria, while Liverpool Lime Street is Liverpool’s only major railway station. Manchester also has a metro, opened in 1992, but Liverpool does not. Liverpool John Lennon Airport, which is located in the south of the city, connects Liverpool to the rest of the UK and to Europe. Manchester Airport is the third busiest airport in the UK and also provides UK and European connections. There are a significant number of architectural styles in both Liverpool and Manchester. This is mainly due to the long history of both cities. The majority of buildings in Liverpool date from the late-18th century onwards. Several areas in Liverpool have been declared UNESCO World Heritage Sites. In Manchester, most buildings also date from the late-18th century but there are no UNESCO World Heritage Sites. Manchester also has a number of skyscrapers and other high-rise buildings that were built in the 1960s and 70s. Liverpool, in contrast, is quite a low-rise city with few buildings higher than 90 metres. In terms of urban green spaces, both Liverpool and Manchester have a number of parks that are directly under threat from development. Liverpool can be seen as a slightly greener city and has several major parks in its urban area. One of the largest is Sefton Park, which covers almost one square kilometer of land. Manchester on the other hand, has fewer urban parks. In the central area of the city, Piccadilly Gardens is the largest of Manchester’s green parks. To conclude, Liverpool and Manchester have individual histories. They are both well connected cities with long histories and some green areas. 1. What was one of the main reasons for Liverpool’s rapid growth during the Industrial Revolution? A. Textile manufacturing B. Its function as an international port C. The construction of skyscrapers D. The establishment of a metro system 2. Which statement is true about the transport networks in Liverpool and Manchester? A. Liverpool has more major railway stations than Manchester. B. Manchester has a metro system, but Liverpool does not. C. Liverpool John Lennon Airport is the busiest airport in the UK. D. Both cities have the same number of major railway stations. Question 3: What is one key difference between the architecture of Liverpool and Manchester? A. All buildings in both cities date from the 19th century. B. Liverpool has more high-rise buildings than Manchester. C. Liverpool has UNESCO World Heritage Sites, while Manchester does not. D. Manchester’s buildings are primarily low-rise structures. Question 4: What is a notable feature of urban green spaces in Liverpool? A. Liverpool has fewer parks than Manchester. B. Sefton Park is one of the smallest parks in Liverpool. C. Liverpool is considered a slightly greener city than Manchester. D. Piccadilly Gardens is the largest park in Liverpool. Question 5: What is the main purpose of the passage? A. To discuss the transportation systems in Liverpool and Manchester. B. To highlight the economic growth of Liverpool and Manchester. C. To compare the similarities and differences between Liverpool and Manchester. D. To explain the historical significance of Liverpool and Manchester. 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