Once upon a time there lived an old man in a nice cottage with a large garden. The old man was seen   41  his flowers all the time. They were so well-tended that every passer-by could not but   42  for a glance.

One day a young man went by the garden. He gazed at the splendid garden, lost in admiration at the beauty of the scenery. Then, suddenly he   43  the old gardener was blind.   44  , the young man asked, “Why are you busy tending these flowers every day which you can’t  45  in fact?” The old man smiled and answered that “ I can tell you 46  reasons. First I was a   47  when I was young, and I really like this job. Second, although I can’t see these flowers, yet I can  48 them. Third，I can smell sweetness of them. As to the last one, that’s   49 .

“Me? But you don’t know me,” responded the young man   50  .

“Yeah, it’s   51  that I don’t know you. But I know everyone knows flowers and would never turn them down. I know the beauty of my garden will get many people into a good mood(心情). In the meantime, it also   52  a chance to me to have a word with you here and to enjoy the happiness these flowers have brought us.”

The old man’s  53  astonished me. The blind man grows flowers and serves them as a link of minds so as to make everybody enjoy the sunshine in spring. Isn’t it one kind of happiness？

I believe every flower has   54  with which they can see the kindness of the man’s heart. The blind man grows flowers in his heart. Though   55 to see the beauty of blossoming, he surely can hear the voice of it, I suppose.

1.                A．loving          B．watering        C．tending   D．planting

2.                A．stop           B．stay            C．live  D．run

3.                A．realized        B．noticed         C．felt  D．thought

4.                A．Excited         B．Frightened      C．Shocked  D．Satisfied

5.                A．feel           B．see            C．hear D．eat

6.                A．one           B．two            C．three D．four

7.                A．gardener       B．teacher         C．farmer   D．painter

8.                A．taste           B．plant           C．touch    D．appreciate

9.                A．it             B．me            C．them D．you

10.               A．with pleasure    B．in surprise      C．with hope  D．in anger

11.               A．true           B．possible        C．a pity D．a shame

12.               A．introduces      B．offers          C．stands D．leaves

13.               A．words          B．behavior        C．story D．attitudes

14.               A．ears           B．soul           C．eyes  D．heart

15.               A．refusing        B．trying          C．pretending D．failing

　 A Good Friend, A Second Self

I couldn’t believe my ears when I heard my name called for the leading role in our high school play. Mrs. Dermitt, my drama teacher, had been looking for someone to play an energetic boy in a comedy. Luckily for me, she thought that I could handle the 　36 .

That afternoon my friend Kevin and I talked 　37 about the play. Although Kevin hadn’t been 　38 for a part on stage, his job with the set crew was important to the success of the play. I told him I was a little 　39 because I had a lot of lines to memorize.

“You can do it.” He said. I knew I could 　40 him: we had been friends since the third grade, and we 　41 a good team.

Preparations for the play moved at a rapid pace. While working hard with the set crew, Kevin 　42 spent hours helping me learn my lines. He often said my lines with me by silently moving his lips. We 　43 that he could probably play my part as well as I could.

Three days before the 　44 night, everything was ready for the performance. But when I woke up 　45 a fever and sore throat on the day of the play, the entire production came to a sudden 　46 . Everyone in the drama department was worried, 　47 there was no way I could perform. The play was 　48 to open in fewer than six hours, and we had no time to cancel. I tried to think of a way to 　49 . Then it hit me – Kevin knew the 　50 as well as I did. I called Mrs. Dermitt to give her my 　51 . Within a few short hours, Kevin stood onstage in costume and makeup. The amusing lines he had 　52 with me so many times made the crowd laugh and cheer. In a strange turn of events, Kevin and I had 　53 the day for everyone by working as a team.

Of course, I was terribly disappointed to have 　54 my chance in the spotlight, but I was extremely 　55 to have such a good friend.

36．A．part　　　　　　　　　 B．play　　　　　　　　　 C．band　　　　　　　　　 D．crew

37．A．excitedly　　　　　　 B．seriously　　　　　　 C．calmly　　　　　　　　 D．anxiously

38．A．elected　　　　　　　 B．trained　　　　　　　　 C．invited　　　　　　　　 D．chosen

40．A．talk with　　　　　　 B．tend to　　　　　　　 C．depend on　　　　　 D．agree with

41．A．joined　　　　　　　　 B．made　　　　　　　　　 C．took　　　　　　　　　 D．found

42．A．simply　　　　　　　　 B．only　　　　　　　　　 C．still　　　　　　　　　　 D．also

43．A．expected　　　　　　 B．debated　　　　　　　 C．joked　　　　　　　　 D．agreed

44．A．opening　　　　　　　 B．special　　　　　　　　 C．final　　　　　　　　　 D．greeting

45．A．from　　　　　　　　　 B．with　　　　　　　　　 C．in　　　　　　　　　　　 D．by

46．A．change　　　　　　　 B．turn　　　　　　　　　 C．end　　　　　　　　　　 D．stop

47．A．so　　　　　　　　　　　 B．but　　　　　　　　　　 C．and　　　　　　　　　　 D．for

48．A．likely　　　　　　　　　 B．ready　　　　　　　　 C．due　　　　　　　　　　 D．sure

49．A．pass　　　　　　　　　 B．care　　　　　　　　　 C．help　　　　　　　　　 D．face

50．A．lines　　　　　　　　　 B．steps　　　　　　　　　 C．point　　　　　　　　　 D．case

51．A．introduction　　　　 B．suggestion　　　　　 C．explanation　　　　 D．instruction

52．A．scanned　　　　　　 B．practiced　　　　　　 C．grasped　　　　　　　 D．presented

53．A．valued　　　　　　　　 B．left　　　　　　　　　　 C．saved　　　　　　　　 D．kept

54．A．missed　　　　　　　 B．avoided　　　　　　　 C．risked　　　　　　　　 D．offered

55．A．successful　　　　　 B．hopeful　　　　　　　 C．trustful　　　　　　　 D．thankful

In management, fairness is a virtue. Numerous academic studies have shown that the most effective leaders are generally those who give employees a voice, treat them with dignity, and base decisions on accurate and complete information.

But there’s a hidden cost to this behavior. We’ve found that although fair managers earn respect, they’re seen as less powerful than other managers — less in control of resources, less able to reward and punish — and they may only have a slim chance of attaining certain key leadership roles.

Our research, which included lab studies and responses from hundreds of corporate decision makers and employees, began with the age-old question “Should leaders be loved or feared?” We went a step further, asking, “Can you have respect and power?” We found that it’s hard to gain both.

Consider Hank McKinnell and Karen Katen, two rising stars at Pfizer during the 1990s. McKinnell, who’d served as CFO and run the company’s overseas businesses, was known for his firm negotiating style and no-nonsense, occasionally harsh manner. Katen’s performance had also won her numerous promotions, and she headed Pfizer’s primary operating unit. She treated subordinates and colleagues with respect and was respected in turn

In 2001, when it came time for a new CEO, the two were among the top candidates. McKinnell was chosen. One analyst told Bloomberg, “Hank is the right guy for the job. He’s got a toughness about him.”

We heard this attitude expressed in a range of industries. Decisions about high-level promotions most often center on perceptions of power, not of fairness.

The same bias(倾向) was exhibited by students in a laboratory setting. Each witnessed a “manager” telling an employee about a compensation decision. Manager A communicated the decision rudely, Manager B with respect. The students were then assigned to work in a group led by the manager they’d observed; afterward they rated their leader’s power. Rude Manager A consistently scored higher than respectful Manager B — even though there was no difference in how they’d treated the participants themselves. Simply having witnessed the rude and respectful behavior was enough to create the bias.

We’ve long wondered why managers don’t always behave fairly, because doing so would clearly benefit their organizations. Studies show that the success of change initiatives depends largely on fair implementation. Our research suggests an answer. Managers see respect and power as two mutually exclusive (排他的) avenues, and many choose the latter.

57. It can be inferred from the text that Hank McKinnell _________.

A. overvalued power in management

B. stressed respect most in daily work

C. was fair and mild in management

D. could be very strict with his employees

58. What was exhibited by students in the laboratory setting?

A. Manager A had respectful behavior but got a lower score.

B. Manager B behaved respectfully and got a higher score.

C. Manager A had rude behavior but got a higher score.

D. Manager B behaved rudely and got a lower score.

59. Which of the following is TRUE according to the text?

A. Managers whose style is based on respect can’t gain power.

B. Companies can’t benefit from placing more value on fairness.

C. Powerful leaders are more likely to get promoted than respectful leaders.

D. Everyone sees respect and power as two mutually exclusive avenues.

60. Which could be the best title for the text?

A. How CEOs Stay Focused                                 B. What High-ambition Leaders Are

C. When Fair Bosses Get Ahead                                   D. Why Fair Bosses Fall Behind

Fred Michel is one of 7.2 million Americans who moonlight. Once a week, after his day job as medical director of a mental health center, the 40-year-old psychiatrist heads to a part-time job at a treatment center for young people. Twice a month, he travels three hours to another teenage treatment center.
Last year, 5.4 percent of the American workforce held second jobs, according to the US Labor Department, and that looks set to increase this year.
Many workers like the safety that moonlighting provides, says Carl Hausman , the writer of “Moonlighting: 148 Great Ways to Make Money to the Side”.
The information from the US Labor Department shows that 40 percent of US moonlighters take a second job to meet household expenses or pay off debts. Others save money or buy some special things.
People also take second jobs with an eye to the future -- wanting to try out a new field or gain experience.
Michel started moonlighting when medical systems were unstable. He wanted to make sure he wasn’t tied to one system that ended up failing.
Just as the purposes for moonlighting vary, the moonlighters cross all ages and racial groups. And they work in a variety of industries -- no longer just service, office and sales jobs.
“Technology just affects your ability to make money,” Hausman says. “That makes a frequent change in moonlighting.”
As its name means, moonlighting still occurs mostly at night. And that results in some pressures. Chief among them is time.
Full-time employers could misunderstand, too. Some companies do not allow after-hour work because they fear it will affect their employees’ 9-to-5 performance.
“The primary employer is saying, ‘Wait, I’m paying you for the sharp, fresh, energetic you,’” says Tom Gimbel, president and founder of LaSalle Staffing in Chicago. “If you’re burning yourself at both ends, it’s going to show.”
Still, the good done to the moonlighters can be great. Besides extra income, moonlighters enjoy variety, freedom and chance to do something new. They may also find their part-time jobs strengthen what they do full time.
Besides, “it’s fun,” Michel says. Not only do his part-time jobs offer a chance to network, stretch his professional skills and make more money, but they also give him the variety he wouldn’t find just in a full-time job.
“It’s a way of pulling from the spice cabinet,” he says, “and offering a little variety throughout the day.”
【小题1】The reason why Fred Michel began to moonlight is that ________.
 

A．he found it exciting to do a part-time job

B．he needed to make ends meet with more money

C．he feared he would lose his present job one day

D．he felt more and more pressure from his employer

A．moonlighting gets you away from the job you don’t enjoy

B．moonlighting offers you freedom to make extra money

C．moonlighting strengthens your professional skills

D．moonlighting brings you chances to do something different