题目内容
13.假定你是李华,你接受了一项写作任务,要为英语校报写一篇人物介绍.请你根据以下信息,向编辑介绍一位伟大的人物.参考词汇:出版publish幽默的humorous
注意:
1.词数100左右;
2.可以适当增加细节,以使行文连贯;
3.开头和结尾已为你写好,不计入总词数.
Dear editor.
I'd like to introduce a great man to you.Mark Twain,an American man,was born in a poor family in the countryside on November 30,1835.He is known to the world as a great writer.Unluckily,his father died when he was 11 years old.However,he was always positive toward life.As a young man,he did different jobs,such as a worker and a reporter.He was fond of writing all the time.As a result,many novels were published in his life.He devoted himself to writing and died of an illness on April 21,1910.
Mark Twain who is a clever and humorous master will be remembered by the world forever.
Yours faithfully,
Li Hua.
分析 写好这类作文要注意几个步骤:1. 认真审题,找准提示语中的关键词或句,确定中心思想.2. 依据关键句,草拟提纲,梳理文章的脉络3. 准确定位人称、时态.注意使用高级词汇和高级句型使文章显得更有档次.4.最后还要认真查验是否有漏写情况,有无拼写错误及标点误用等
高分句型一:
Mark Twain,an American man,was born in a poor family in the countryside on November 30,1835
Mark Twain,美国人,出生在一个贫穷的家庭在1835年11月30日.
高分句型二:
Mark Twain who is a clever and humorous master will be remembered by the world forever.
Mark Twain是一个聪明幽默的大师会被世界永远记住.
解答 One possible version:
Dear editor,
I'd like to introduce a great man to you.
Mark Twain,an American man,was born in a poor family in the countryside on November 30,1835(高分句型一).He is known to the world as a great writer.Unluckily,his father died when he was 11 years old.However,he was always positive toward life.As a young man,he did different jobs,such as a worker and a reporter.He was fond of writing all the time.As a result,many novels were published in his life.He devoted himself to writing and died of an illness on April 21,1910.
Mark Twain who is a clever and humorous master will be remembered by the world forever(高分句型二).
Yours faithfully,
Li Hua
点评 开放性作文给出一定的写作主题,并此为基础进行思维和联想,自由发挥.不仅考查学生在内容、结构安排、语言运用和组织方面的能力,而且对学生的想像力、发散思维、归纳判断能力也有很高的要求.
![](http://thumb2018.1010pic.com/images/loading.gif)
A. | specific | B. | superb | C. | systematic | D. | supreme |
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. | sell | B. | sells | C. | are sold | D. | is sold |