Section C

　　Directions: There are 2 passages in this section. Each passage is followed by some questionsor 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 2with a single line through the centre.

　　Passage One

　　Questions 56 to 60 are based on the following passage.

　　When young women were found to make only 82 percent of what their male peers do just oneyear out of college, many were at a loss to explain it.

　　All the traditional reasons put forward to interpret the pay gap—that women fall behind whenthey leave the workforce to raise kids, for example, or that they don’t seek as manymanagement roles—failed to justify this one. These young women didn’t have kids yet. Andbecause they were just one year removed from their undergraduate degrees, few of thesewomen yet had the chance to go after (much less decline) leadership roles.

　　But there are other reasons why the pay gap remains so persistent. The first is that no matterhow many women may be getting college degrees, the university experience is still an unequalone. The second is that our higher education system is not designed to focus on the economicconsequences of our students’ years on campus.

　　Now that women arc the majority of college students and surpass men in both the number ofundergraduate and advanced degrees awarded, one might think the college campus is a prettyequal place. It is not. Studies show that while girls do better than boys in high school, theystart to trail off during their college years. They enroll in different kinds of classes, tend tomajor in less rigorous(非常嚴(yán)格的)subjects, and generally head off with less ambitious plans.

　　As a result, it's not surprising that even the best educated young women enter the workplacewith a slight disadvantage. Their college experience leaves them somewhat confused, stillstumbling(栽倒)over the dilemmas their grandmothers' generation sought to destroy. Arethey supposed to be pretty or smart? Strong or sexy(性感的)? All their lives, today's youngwomen have been pushed to embrace both perfection and passion to pursue science andsports, math and theater and do it all as well as they possibly can. No wonder they are notnegotiating for higher salaries as soon as they get out of school. They are too exhausted, andtoo scared of failing.

　　注意：此部分試題請在答題卡2上作答。

　　56. Traditionally, it is believed that women earn less than men because_________.

　　A) they have failed to take as many rigorous courses

　　B) they do not feel as fit for management roles

　　C) they feel obliged to take care of their kids at home

　　D) they do not exhibit the needed leadership qualities

　　57. What does the author say about America's higher education system?

　　A) It does not offer specific career counseling to women.

　　B) It does not consider its economic impact on graduates.

　　C) It does not take care of women students' special needs.

　　D) It does not encourage women to take rigorous subjects.

　　58. What does the author say about today's college experience?

　　A) It is different for male and female students.

　　B) It is not the same as that of earlier generations.

　　C) It is more exhausting than most women expect.

　　D) It is not so satisfying to many American students.

　　59. What does the author say about women students in college?

　　A) They have no idea how to bring out their best.

　　B) They drop a course when they find it too rigorous.

　　C) They are not as practical as men in choosing courses.

　　D) They don't perform as well as they did in high school.

　　60. How does the author explain the pay gap between men and women fresh from college?

　　A) Women arc too worn out to be ambitious.

　　B) Women are not ready to take management roles.

　　C) Women are caught between career and family.

　　D) Women are not good at negotiating salaries.

　　Passage Two

　　Questions 61 to 65 are based on the following passage.

　　Reading leadership literature, you’d sometimes think that everyone has the potential to be aneffective leader.

　　I don’t believe that to be true. In fact, I sec way fewer truly effective leaders than I see peoplestuck in positions of leadership who arc sadly incompetent and seriously misguided about theirown abilities.

　　Part of the reason this happens is a lack of honest self-assessment by those who aspire to (追求)leadership in the first place.

　　We've all met the type of individual who simply must take charge. Whether it's a decision-making session, a basketball game, or a family outing, they can't help grabbing the lead dogposition and clinging on to it for dear life. They believe they're natural born leaders.

　　Truth is, they're nothing of the sort. True leaders don't assume that it's their divine(神圣的)right to take charge every time two or more people get together. Quite the opposite. Agreat leader will assess each situation on its merits, and will only take charge when theirposition, the situation, and or the needs of the moment demand it.

　　Many business executives confuse leadership with action. They believe that constant motionsomehow generates leadership as a byproduct. Faced with any situation that can’t be solvedby the sheer force of activity, they generate a dust cloud of impatience. Their one leadershiptool is volume: if they think you aren't working as hard as they think you should, their demandsbecome increasingly louder and harsher.

　　True leaders understand the value of action, of course, but it isn’t their only tool. In fact, itisn’t ever their primary tool. Great leaders see more than everyone else: answers, solutions,patterns, problems, opportunities. They know it’s vitally important to do, but they also knowthat thinking, understanding, reflection and interpretation are equally important.

　　If you're too concerned with outcomes to the extent that you manipulate and intimidateothers to achieve those outcomes, then you aren't leading at all, you're dictating. A true leaderis someone who develops his or her team so that they can and do hit their targets and achievetheir goals.

　　注意：此部分試題請在答題卡2 上作答。

　　61. What does the author think of the leaders he knows?

　　A) Many of them are used to taking charge.

　　B) Few of them are equal to their positions.

　　C) Many of them fail to fully develop their potential.

　　D) Few of them are familiar with leadership literature.

　　62. Why are some people eager to grab leadership positions?

　　A) They believe they have the natural gift to lead.

　　B) They believe in what leadership literature says.

　　C) They have proved competent in many situations.

　　D They derive great satisfaction from being leaders.

　　63. What characterizes a great leader according to the author?

　　A) Being able to take prompt action when chances present themselves.

　　B) Having a whole-hearted dedication to their divine responsibilities.

　　C) Having a full understanding of their own merits and weaknesses.

　　D) Being able to assess the situation carefully before taking charge.

　　64. How will many business executives respond when their command fails to generate action?

　　A) They reassess the situation at hand. C) They resort to any tool available.

　　B) They become impatient and rude. D) They blame their team members.

　　65. What is the author’s advice to leaders?

　　A) Concentrate on one specific task at a time.

　　B) Use different tools to achieve different goals.

　　C) Build up a strong team to achieve their goals.

　　D) Show determination when faced with tough tasks.

　　Part Ⅳ Translation (30 minutes)

　　Directions: For this part, you are allowed 30minutes to translate a passage from Chinese intoEnglish. You should write your answer on AnswerSheet 2.

　　中國應(yīng)進(jìn)一步發(fā)展核能，因為核電目前只占其總發(fā)電量的2%。該比例在所有核國家中居第3 0位，幾乎是最低的。

　　2011年3月日本核電站事故后，中國的核能開發(fā)停了下來，中止審批新的核電站，并開展全國性的核安全險查。到2012年10月，審批才又謹(jǐn)慎地恢復(fù)。

　　隨著技術(shù)和安全措施的改進(jìn)，發(fā)生核事故的可能性完全可以降到最低程度。換句話說，核能是可以安全開發(fā)和利用的。

　　注意：此部分試題請在答題卡2上作答。