1、2017年6月大學英語四級真題（第三套）WritingPart I (30 minutes)（請于正式開考后半小時內完成該部分，之后將進行聽力考試）Directions:For this part, you are allowed 30 minutes to write anadvertisement on your campuswebsite to sell someof the course books you used at college. Your advertisement may include a brief description of their content,their

2、 condition ,their price and your contact information. Youshould write at least 120 words but no more than 180 words.Part IIListening Comprehension(25 minutes)說明：2017年6月大學英語四級考試全國共考了兩套聽力.本套的聽力內容與第二套相同，因此本套聽力部分不再重復給出。Part mReading Comprehension(40minutes)Section ADirections: In this section, there is

3、a passage with ten blanks.You are required to select one word for each blank from a list of choices given in a word bank following the passage. Readthe passage through carefully before making your choices, Each choice in the bank is identified by a letter. Please mark the corresponding letter for ea

4、ch item on Answer Sheet 2 with a single line through the centre. You may not use any of the words in the bank more than once.Questions 26 to 35 are based on the following passage.As if you needed another reason to hate the gym, it now turns out that exercise can exhaust not only your muscles, but al

5、so your eyes. Fear not, however, for coffee can stimulate them again. During (26)exercise, our muscles tire as they run out of fuel and build up waste products. Muscle performance can also be affected by a (27)called "central fatigue, " in which an imbalance in the body ' s chemical me

6、ssengers prevents the central nervous system from directing muscle movements (28). It was not known, however, whether central fatigue might also affect motor systems not directly (29) in the exercise itself, such as those that move the eyes. To find out, researchers gave 11 volunteer cyclists a carb

7、ohydrate (碳水化合物的)(30)either with a moderate dose of caffeine (咖啡因)， which is known to stimulate the central nervous system, or as a placebo (安慰齊U) without, during 3 hours of (31). After exercising, the scientists tested the cyclists with eyetracking cameras to see how well their brains could still (

8、32)their visual system. The team found that exercise reduced the speed of rapid eye movements by about 8%, (33)their ability to capture new visual information. The caffeine, the equivalent of two strong cups of coffee, was(34) to reverse this effect, with some cyclists even displaying (35)eye moveme

9、nt speeds. So it might be a good idea to get someone else to drive you home after that marathon.注意：此部分試題請在答題卡2上作答a) cautiouslyB) commitC) controlD) cyclingE) effectivelyF)increasedG) involvedH) limited iI) phenomenonJ) preventingK) sensitiveL) slowingM) solutionIN) sufficientO) vigorousSection BDire

10、ctions:In this section, you are going to read a passagewith ten statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a lett

11、er. Answer the questions by marking the corresponding letter on Answer Sheet 2 .Team spiritA Teamshave becomethe basic building blocks of organizations. Recruitment advertisements routinely call for“team players ” .Business schools grade their students in part on their performance in group projects.

12、 Office managers knock down walls to encourage team building. Teams are as old as civilization, of course: evenJesus had 12 co- workers. But a new report by Deloitte, “ Global Human Capital Trends ”, based on a survey of more than 7,000 executives in over 130 countries, suggests that the fashion for

13、 teamwork has reached a new high. Almost half of those surveyed said their companies were either in the middle of restructuring or about to embark on （ 開始） it; and for the most part, restructuring meant putting more emphasis on teams.B Companies are abandoning conventional functional departments and

14、 organising employees into cross-disciplinary teams that focus on particular products, problems or customers. These teams are gaining more power to run their own affairs. They are also spending more time working with each other rather than reporting upwards. Deloitte argues that a new organisational

15、 form is on the rise: a network of teams is replacing the conventionalhierarchy（ 等級體制）.C The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modem marketplace and the expectations of employees. Technological innovation places greater value on ag

16、ility （ 靈活性 ）.John Chambers, chairman of Cisco Systems Inc., a worldwide leader in electronics products, says that “ we compete against market transitions （ 過渡 ） ， not competitors. Product transitions used to take five or seven years; now they take one or two. ” Digital technol ogy also makes it eas

17、ier for people to co-ordinate their activities without resorting to hierarchy. Themillennials( 千禧一代) who will soon make up half the workforce in rich countries were raised from nursery school onwards to work in groups.D The fashion for teams is also spreading from the usual corporate suspects (such

18、as GE and IBM) to some more unusual ones. The Cleveland Clinic, a hospital operator, has reorganised its medical staff into teams to focus on particular treatment areas; consultants, nurses and others collaborate closely instead of being separated by speciality ( 專業(yè) )and rank. The US Army has gone t

19、he same way. In his book, “ Team of Teams' General Stanley McChrystal describes how the army s hierarchical structure hindered its operations during the early stages of the Iraq war. His solution was to learn something from the insurgents it was fighting: decentralise authority to self-organisin

20、g teams.E A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon, it is time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois warns that, Teams are not always the answer teams may provide insight, creativity and knowled

21、ge in a way that a person working independently cannot; but teamwork may also lead to confusion, delay and poor decision- making. ” The late Richard Hackmanof Harvard Universityonce argued, “ I have no question thatwhen you have a team, the possibility exists that it will generate magic, producing s

22、omething extraor dinary. But don t count on it. ”F Hackman (who died in 2013) noted that teams are hampered by problems of co-ordination and motivation that chip away at thebenefits of collaboration.High-flyers forced to work in teams maybe undervalued and free-riders empowered. Groupthink may be un

23、avoidable. In a study of 120 teams of senior executives, he discovered that less than 10% of their supposed members agreed on who exactly was on the team. If it is hard enough to define a team s membership, agreeing on its purpose is harder still.G Profound changes in the workforce are making teams

24、trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve when, as is now the case in many big firms, a large proportion of staff are temporary contractors.Teamwork improves with time: America s National Transportation Safety Board found that 73% of t

25、he incidents in its civil-aviation database occurred on a crew s first day of flying together.However,as Amy Edmondsonof Harvard points out, organisations increasingly use “ team” as a verb rather than a noun: they form teams for specific purposes and then quickly disband them.H The least that can b

26、e concluded from this research is that companies need to think harder about managing teams. They need to rid their minds of sentimentalism （ 感情用事） ： the most successfulteams have leaders who are able to set an overall direction and take immediate action. They need to keep teams small and focused: gi

27、ving in to pressure to be more “ inclusive ” is a guarantee of dysfunction. Jeff Bezos, Amazon s boss, says that “ If I see more than two pizzas for lunch, the team is too big. ” They need to immunize teams against group- think: Hackmanargued that the best ones contain “ deviants ” （ 離經叛道者）who are w

28、illing to do something that maybe upsettingto others.I A new study of 12,000 workers in 17 countries by Steelcase, a furniture-maker which also does consulting, finds that the best way to ensure employees are “ engaged” is to give them more contr ol over where and how they do their work which may me

29、an liberating them from having to do everything in collaboration with others.J However, organisations need to learn something bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Teambuilding skills are in short suppl

30、y: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together in networks and only 21%feel confident in their ability to build cross-functional teams. Loosely managed teams can become hotbeds of distraction employees routinely complain that they

31、 can t get their work done because they are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.注意：此部分試題請在答題卡 2 上作答。36. Successful team leaders know exactly where the team s

32、hould go and are able to take prompt action.37. Decentralisation of authority was also found to be more effective in military operations.38. In many companies, the conventional form of organisation is giving way to a network of teams.39. Membersof poorly managedteams are easily distracted from their

33、work.40. Teamwork is most effective when team members share the same culture.41. According to a report by Deloitte, teamwork is becoming increasingly popular among companies.42. Some team members find it hard to agree on questions like membership and the team ' s purpose.43. Somescholars think t

34、eamwork may not always be reliable, despite its potential to work wonders.44. To ensure employees' commitment, it is advisable to give them more flexibility as to where and how they work.45. Product transitions take much less time now than in the past.Section CDirections: There are 2 passages in

35、 this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A), B), C) and D). You should decide on the best choice and mark the corresponding letter on Answer Sheet 2 with a single line through the centre.Passage OneQuestions 46

36、 to 50 are based on the following passage.The Shoppers in the UK are spending less money on toilet paper to save money, research has shown.Penny-pinching UK consumers choose cheaper products from discounters such as Aldi and Lidl rather than luxury alternatives.This has wiped 6%off the value of the

37、soft tissue paper market in the UK. It has shrunk from £ billion in 2011 to £ billion in 2015,according to a new report from market research company Mintel. Furthermore, the future of the market looks far from rosy, with sales expected to fall further to£ billion in 2016.In the last y

38、ear alone, despite an increase in the UKpopulation and a subsequent rise in the number of households, sales of toilet paper fell by 2%, with the average household reducing their toilet roll spending from £43 in 2014 to £41 in 2015.Overall, almost three in five people say they try to limit

39、their usage of paper including facial tissue and kitchen rollto savemoney. “ Strength ， softness and thickness remain the leading indicators of toilet paper quality, with just a small proportion of consumers preferring more luxurious alternatives, such as those with flower patterns of perfume,said M

40、intel analyst Jack Duckett.''These extra features are deemed unnecessary by the majority of shoppers, which probably reflects how these types of products are typically more expensive than regular toilet paper, even when on special offer . ”While consumers are spending less on toilet paper, t

41、hey remain fussy in theory at least when it comes to paper quality. Top ofBritons toilet paper wish list is softness (57%) followed by strength (45%) and thickness (36%).Onein 10 buyers rand toilet rolls madefrom recycled paper among their top considerations, highlighting how overall the environment

42、 is much less of a consideration for shoppers than product quality.In a challenge for manufacturers, 81% of paper product users saidthey would consider buying recycled toilet tissue if it were comparable in quality to standard paper.注意：此部分試題請在答題卡 2 上作答。46. The market sales of toilet paper have decre

43、ased because.A) Britons have cut their spending on itB) its prices have gone up over the yearsC) its quality has seen marked improvementD) Britons have developed the habit of saving47. What does the author think of the future of the tissue paper market in the UK?A) It will expend in time.B) It will

44、remain gloomy.C) It will experience ups and downs.D) It will recover as population grows.48. What does Jack Duckett say about toilet paper?A) Special offers would promote its sales.B) Consumers are loyal to certain brands.C) Luxurious features add much to the price.D) Consumers have a variety to cho

45、ose from.49. What do we learn about Britons concerning toilet paper?A) They are particular about the quality of toilet paper.B) They emphasize the strength of toilet paper the most.C) They prefer cheap toilet paper to recycled toilet paper.D) They reject using toilet paper with unnecessary features.

46、50. What can we infer from the last paragraph?A) More and more Britons buy recycled toiler paper to protect the environment.B) Toilet paper manufacturers are facing a great challenge in promoting its sales.C) Toilet paper manufacturers compete with one another to improve product quality.D) Environme

47、ntal protection is not much of a concern when Britons buy toilet paper.Passage TwoQuestions 51 to 55 are based on the following passage.“ One of the reasons I find this topicvery interesting isbecause my mom was a smoker when I was younger ，” saysLindson-Hawley, who studies tobacco and health at the

48、 University of Oxford.By studying about 700 adult smokers, she found out that her mom quit the right way by stopping abruptly and completely.In her study, participants were randomly （ 隨機地）assigned totwo groups. One had to quit abruptly on a given day, going from about a pack a day to zero. The other

49、 cut down gradually over the course of two weeks. People in both groups used nicotine （ 尼古?。﹑atchesbefore they quit, in addition to a second form of nicotine replacement, like gum or spray. They also had talk therapy with a nurse before and after quit day.Six months out, more people who had quit abr

50、uptly had stuck with it more than one-fifth of them, compared to about one-seventh in the other group. Although these numbers appear low, it is muchhigher than if people try without support.And the quit rates were particularly convincing giventhatbefore the study started, most of the people had said

51、 they d rather cut down gradually before quitting. “ If you re training for a marathon, you wouldn t expect to turn up and just be able to run it. And I think people see that for smoking as well. Theythink, Well ， if I gradually reduce, it s like practice ，” says Lindson- Hawley. But that wasn t the

52、 case. Instead of giving people practice, the gradual reduction likely gave themcravings( 癮) and withdrawal symptoms before they even reached quit day, which could be why fewer people in that group actually made it to thatpoint. “ Regardless of your stated preference, if you re ready to quit, quitting abruptly is more effective , ” says Dr. Gabriela Ferreira. “ When you can