题目内容

 注意:将答案写在答题卡上,写在本试卷上无效。

  第一节:短文改错(共10小题;每小题1分,满分10分)

     假定英语课上老师要求同桌之间交换修改作文,请你修改你同桌的以下作文。文中共有10处语言错误,每句中最多有两处。每处错误仅涉及一个单词的增加﹑删除或修改。

     增加:在缺词处加一个漏字符号(∧),并在其下面写出该加的词。

     删除:把多余的词用斜线(\)划掉。

     修改:在错的词下划一横线,并在该词下面写出修改后的词。

     注意:

1.每处错误及其修改均仅限一词;

2.只允许修改10处,多者(从第11处起)不计分。

    Knowing how to do in case of fire is important. If a fire break out, what would you do? First, you should warn everyone in the building about the danger. Don’t panic or start shouting. Be calmly and act quickly. Second, you and all the others should be get out of the building. Don’t stop take anything with you. Once you are out of the building, stay out. Do not go back for some reason. Finally, when you are out of the building, calling the fire police. Don’t try to put off the fire yourself. That can be dangerous if you do.

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请认真阅读下列短文,并根据所读内容在文章后表格中的空格里填入一个最恰当的单词。注意:请将答案写在答题卡上相应题号的横线上。每个空格只填一个单词。
“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 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 my 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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