| 在职申硕英语考试易错题（2019/5/16） |
| 第1题：{{B}}Passage Two{{/B}} "Find out something about the person sitting next to you," advised former US Secretary of State MadeleineAlbright. "Eventually, you’ll discover they always have something interesting to say.And you should always use the proper silverware in the proper order. " Albright was the guest of honor at the imitated OfficialDinner, which was a lot like a real official dinner in Washington minus the soft money. The evening was sponsored by the St.Albans School of Public Services to introduce its first class to the fine art of social survival. More than 84 guests, including students, teachers, school donors and speakers, gathered to {{U}}replicate{{/U}} the lifestyle of the rich and political. The idea was to teach the social graces that will help students survive any social situation. Anyway, the whole proper fork thing is overrateD、Former White House officialC、Boyden Gray shared his top tips for surviving dinner parties: "Drink as little as possible until you get to dinner. " "Don’t be the first person there or the last person to leave. " "Try to get more out of your dinner partners than they get out of you." Every OfficialDinner has a greater reason for being. State dinners, for example, are either an opportunity to reward emerging democracies or strengthen old friendships. The OfficialDinner was intended to show the students an elegant evening in Washington—part of the four-week intensive summer program to encourage public service. The students are from 13 states and two foreign countries. The program includes classes on the presidency, the courts, the media and international affairs. The students also debated public policy issues. "They’re still at it at 10 o’clock at night," said director Mary Waikart. "That’s good practice for Washington, isn’t it " Since there was no band,Albright offered herself up as the night’s entertainer. No singing, but stories about her life in diplomacy. "Being secretary of state is the best job in the world," she saiD、"Better than being president, because you don’t have to deal with the elections." |
| 第2题： To save some money, I had my former classmate ______ me ______ for a few nights. A．put...up B．take...up C．pick...up D．keep...up |
| 【单选题】： |
| 第3题： The owner wouldn't ______ to our making any structural change in the flat. A．consent B．contend C．contest D．contact |
| 【单选题】： |
| 第4题：This exquisite violin was with superb workmanship. A．rather strange B．pretty cheap C．utterly worthless D．very lovely |
| 【单选题】： |
| 第5题：{{B}}Passage Three{{/B}} For policymakers everywhere, the task is to get the little critters to nest and breeD、Give them the conditions they like--plenty of venture capital, tax breaks and a risk-taking culture—and the sun will shine on all of us, just like inCaliforniA、 Along comesAmarBhide to tell us most of this is plain wrong.Entrepreneurs, he asserts, are not risk-takers at all. Nor do most of them innovate, or depend on venture capital. His findings are striking enough. Start with his assertion that entrepreneurs are not innovators or risk-takers. The vast majority of new businesses, he points out, start small and stay that way. These are the hairdressing salons, corner shops and landscape gardeners. Those are mature, predictable industries. For just that reason, they are the least profitable. The success stories come in areas of high uncertainty, where markets are changing fast because of technology, regulation or fashion.A、very large proportion, unsurprisingly, are in computing. But Mr.Bhide insists they are rarely innovative. The people who start high-growth businesses take a humdrum idea, usually from someone else, then change it constantly to fit the market. The starting point is much less important than what happens next. Nor are they risk-takers. These are typically young people, with no money, expertise or status. They have nothing to lose. Risk arrives later on, when they have made their pile and must decide whether to invest in long-term growth or sell out. This is one reason why so few promising start-ups become aDell or Microsoft. Taking planned, calculated risks is the job of big, established companies, Mr.Bhide argues. True entrepreneurs rarely have the temperament for it. What they have, instead, is a high tolerance for ambiguity--defined as knowledge that you know you do not have. Few of Mr.Bhide’s interviewees began with any kind of business plan. That would have been a waste of time: the future was simply too uncertain. Therein lay their opportunity. Big companies may be happy with risk, but they cannot stand ambiguity. They can invest billions in a chip plant or oil field, but only when they know the odds. When the odds are unknown, entrepreneurs have the game to themselves. |