题目内容
4.假如你是学生李华,请告诉你的好友Paul你的暑假计划----准备去中国的北方旅行,并告诉他原因.根据下面提示给Paul写一封信.内容要点:
1.8月初乘火车;
2.了解当地风俗;
3.品尝美食,购买纪念品,认识朋友.
注意:1.词数100左右;
2.可以适当增加细节,以使行文连贯;
Dear Paul,
How are you going recently?Iam writing to tell you about my plan for thecoming summer holiday.As the summer holiday is coming,Iam traveling to North China.
To start with,Iam going to take a train in the early August.It can offer me a chance to enjoy scenery where it passes.Then as planned.Iwill collect some information about local customs in the north.
In addition,Iam eager to have taste for thelocal food and snacks and of course.Iwill buy some souvenirs.If possible,Iwant to make some friends there.Whatabout your arrangement in the summer holiday?
Yours,
Li Hua
分析 这是作者的暑假计划.根据题目要求可知用第一人称和一般将来时.内容包括:一表明书信目的;二介绍去中国的北方旅行的原因和行程安排,并且想要了解对方的暑假计划.
高分句型:
1.As the summer holiday is coming,I am traveling to North China.句子里As引导时间状语从句,表示"随着";is coming和 am traveling 是进行时态表示将来.
暑假就要来了,我打算去中国的北方旅行.
2.It can offer me a chance to enjoy scenery where it passes.句子里offer me a chance 表示"给我提供一个机会";where引导定语从句,代指先行词scenery.
它能够给我提供一个欣赏沿途风景的机会.
解答 Dear Paul,
How are you going recently?I am writing to tell you about my plan for the coming summer holiday.As the summer holiday is coming,I am traveling to North China.【高分句型一】(表明书信目的)
To start with,I am going to take a train in the early August.It can offer me a chance to enjoy scenery where it passes.【高分句型二】Then as planned.I will collect some information about local customs in the north.In addition,I am eager to have taste for the local food and snacks and of course.I will buy some souvenirs.If possible,I want to make some friends there.What about your arrangement in the summer holiday?(介绍去中国的北方旅行的原因和行程安排,并且想要了解对方的暑假计划)
Yours,
Li Hua
点评 考查提纲类作文.
提纲类英语作文具备以下特点:
1、题材涉及广泛,如人物介绍、地点介绍、新闻报道、生活话题及社会热门话题,试题设计真实性高,符合学生的认知水平,其中学校生活类题材占比例最大.体裁多种多样,包括应用文(书信、日记、通知、发言稿、寻物及招领启事等)、说明文、记叙文、议论文等.
2、图表类作文提示点一目了然,需要表达的信息一览无余.答题时无须花过多的时间去揣摩写作内容,要点一般不会遗漏.
3、图表类作文中通常是以不完整的汉语句子(包括术语或概括性的短语)作为提示形式出现.这样既能够让考生获得命题人所要求的信息,又留给考生一定的发挥空间,因而要求考生具备很强的语言驾驭能力和语篇整合能力.
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Although it doesn't show up clearly in any personality test,some people seem to be likely to create complexity.Instead of cutting to the heart of an issue and narrowing down projects,they allow the scope to keep expanding; and instead of making decisions,they always wait for more data and better analysis.
People of"complexifiers"are characterized with these behaviors,always leaving complexity in their wake and making it more difficult for colleagues,customers,and even family members to get things done.Here's a brief example:
Due to changing market conditions,a billion-dollar consumer products company was starting to see decline in market share and profitability.To turn things around,an industry expert named Phillip was brought in as a new general manager.
Phillip turned out to be a classic complexifier.At every meeting he asked for extra data and scolded his people for not knowing the answers to every detailed question he could think of.And although he was dissatisfied with some members,he kept telling HR that he wanted more time to evaluate them,so no changes were made.Eventually he reorganized the unit into a team that most of his people didn't fully understand him.The result was that market share and profitability continued to decline.
Obviously Phillip represents an extreme example of a complexifier.But all of us fall into this category from time to time.If you want to learn how to think more like a"simplifier,"here are four questions that you can ask yourself and/or discuss with your team:
How much data is enough?Complexifiers always want more information,with the hope that the next bit or byte will answer all questions and hold the key to success.Simplifiers understand that there will never be complete data and that it's necessary to create hypotheses (假设) and action plans based on an intuitive sense of how much is enough.
Have we agreed on the key issues?Rather than get locked in to a few things,complexifiers ask their people to keep multiple balls in the air.Simplifiers on the other hand narrow the focus to a few key things and give their people permission to stop doing things that don't make the cut.
Do we have an efficient process for rapid review and course correction?Complexifiers like to spend their time in long meetings,sorting through reports and analyses.Simplifiers have focused reviews of the key priorities and hold people accountable for their commitments and results.They also learn as they go,continually testing their hypotheses about what should be done against the reality of what's working and what is not.This allows them to shift course whenever necessary.
Can we explain our plan to others?Complexifiers have a hard time communicating their plans to colleagues and customers,relying on intricate (复杂的) charts and diagrams rather than simple,straightforward messages.Simplifiers tell stories that can get across the situation,the goals,and the plans-in a way that helps people understand what they need to do and how their work fits with everything else.
Some people are naturals at simplification.But for the rest of us,asking these questions can help keep us honest about whether we are avoiding complexity,or creating it.
Title:Overcome the Complexity Within You | |
(71)Characteristics/Features of complexifiers | ●They have a (72)tendency to make things complex. ●What they focus on is usually off the point. ●They are (73)crazy/mad about data collection and analysis. |
An example of a complexifier-Phillip | ●He demanded extra data and blamed colleagues for their (74)inability/failing/failure to answer his detailed questions. ●He claimed more time to evaluate them,but never took (75)action/measures/steps. ●What he did proved to be an (76)inefficient/ineffective process. |
Contrasts between complexifiers and simplifiers | ●Complexifiers want more information while simplifiers consider obtaining complete data (77)unnecessary. ●Complexifiers keep their people busy with multiple things whereas simplifiers focus on key things. ●Complexifiers like to (78)sort/classify different reports and analysis while simplifiers focus reviews of the key priorities and results. ●Complexifiers employ complicated charts to inform people while simplifiers (79)convey messages through simple stories |
A possible solution to the problem | Asking questions can help identify if we are complexity avoiders or (80)creators of it. |
A. | sort | B. | tick | C. | sniff | D. | tell |
A. | sell | B. | sells | C. | are sold | D. | is sold |