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China's Achievements I
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in Urbanization
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China's Achievements in Urbanization *,
[1]As is demonstrated in the graph, at the end of 2019, urban [1] ffi � j{Jl. :ta'i � W :ft ffl ffl .*� ffl
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past four decades have. seen a sharp increase of 41. 21 % in the. share 41. 21 %
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[5] Third, in the process of urbanization, the uneven distribution of
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[ 6] Even so, it is also worth mentioning that as more people [ 6] rl! ffl "Even so, it is also worth
enjoyed the prosperity of modern cities, we cannot ignore the mentioning that ... '',���X,Jtl:
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2021 6 J=J 9Part JI Listening Comprehension
Section A
Questions 1 to 4 are based on the conversation you have just heard.
M: Cl) It's my last day at work tomorrow. I start my new job in two weeks. My human resources manager
wants to conduct an interview with me before I leave.
W: Ah, an exit interview. Are you looking forward to it?
M: I'm not sure how I feel about it. I resigned because I've been unhappy at that company for a long time, but
I'm not sure if I should tell them how I really feel.
W: To my way of thinking, there are two main potential benefits that come from unleashing an agitated stream
of truth during an exit interview. The first is release. Unburdening yourself of frustration and perhaps even
anger to someone who isn't a friend or close colleague can be wonderfully freeing.
M: And let me guess. The second is that the criticism will, theoretically, help the organization I'm leaving to
improve, making sure employees of the future are less likely to encounter what I did?
W: That's right. But the problem with the company improvement part is that very often it doesn't happen.
exit interview is to be but oft en isn't. In my company, the information gained
from these interviews is often not confidential, and the information is used as dirt against another manager,
or can be traded among senior managers.
M: (3) Now what I'll disclose in the interview. There is chance that it
could affect my reputation and my ability to network in the industry. It is a pretty small industry after all.
W: Anything you initially gained from the instant satisfaction of telling it like it is, you might lose down the
track by injuring your future career prospects.
M: it'll be better
websites.
W: You could. And don't do the interview at all. Exit interviews are not mandatory.
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1. What do we learn about the man from the
conversation? 3. Why does the man want to rethink what he will
A) UUJrl ±:rIJIJ, say in the coming exit interview?
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Questions S to 8 are based on the conversation you have just heard.
M: Today, I'm talking to the renowned botanist, Jane Forster.
W: Thank you for inviting me to join you on the show, Henry.
M: (5) Recently, Jane, you've become quite a celebrity since the release of your latest documentary. Can you
tell us a little about
W: Well, it follows my expedition to study the vegetation indigenous to the rain forest in equatorial areas of
south east Asia.
M: You certainly get to travel to some very exotic locations.
W: It was far from glamorous, to be honest. (6-l)The area we visited was accessible only by canoe. And the
living conditions in the hut were primitive, to say the least. There was no electricity, and our water supply
was a stream.
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2021 &J:: 6 J=l 10M: How were the weather conditions while you were there?
W: (6-2)The weather was not conducive to our work at all, since the humidity was almost unbearable. At
midday, we stayed in the hut and did nothing. It was too humid to either work or sleep.
M: How long did your team spend in the jungle?
W: Originally, we planned to be there for a month. But in the end, we stayed for only two weeks.
M: Why did you cut the expedition short.
W: (7)Halfway through the trip, we received news that a hurricane was approaching. And we had to evacuate
at very short notice.
M: That sounds like a fascinating anecdote.
W: It was frightening. The fastest evacuation route was through river rapids. We had to navigate them carrying
all of our equipment.
M: So
overall, was the journey unsuccessful?
W: not. a massive amount of data about the life.
M: Why do you put up' with such adverse conditions?
W: Botany is an obsession for me. Many of the destinations I visit have stunning scenery, and I get to meet a
variety of people from all over the world.
M: So where will your next destination be?
W: I haven't decided yet.
M: Then we can leave it for another vacation. Thanks.
5. What does the man want Jane Forster to talk �'11�ltffi1I�A xtlH}J]g�o ��#a'1 D) o
about? 7. Why did the woman and. those who went with her
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Section B
Questions 9 and 11 are based on the passage you have just heard.
Scientists often use specialized jargon terms while communicating with laymen. Most of them don't realize
the harmful effects of this practice. (9)In a new study, people exposed to jargon when reading about subjects
like autonomous and later were less interested in than others who read
about the same topics, but:without the use of specialized terms. They also felt less informed about science and
less qualified to discuss science topics. It's noteworthy that it made no difference if the jargon terms were
defined in the text. Even when the terms were defined,. readers still felt the same lack of engagement as readers
who read jargon that wasn't explained. The problem is that the mere presence of jargon sends a discouraging
message to readers. Hillary Shulman, the author of the study, asserts that specialized words are a signal. Jargon
tells people that the message isn't for them. There is an even darker side to how people react to jargon. (10) In
another study, researchers found that reading scientific articles containing jargon led people to doubt the actual
science. They found the opposite when a text is easier to read, then people are more persuaded. Thus, it's
important to communicate clearly when talking about complex science subjects. This is especially true with
issues related to public health, like the safety of new medications and the benefits of vaccines. C 11) Shulman
concedes that the use of jargon is appropriate with scientific audiences. But scientists who want to communicate
with the general public need to modify their language. They need to eliminate jargon.
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Questions 12 to 15 are based on the passage you have just heard.
At the beginning of the 20th century, on the Gulf Coast in the US State of Texas, there was a hill where gas
leakage was so noticeable that schoolboys would sometimes set the hill on fire. (12)Pattillo Higgins, a disreputable
local businessman, became convinced that there was oil below the gassy hill. (13) Oil wells weren't drilled back
then; they were essentially dug. The sand under the hill defeated several attempts by Higgins' workers to make a
proper hole. Higgins had forecast oil at a thousand feet, a totally made-up figure.
Higgins subsequently hired a mining engineer, Captain Anthony Lucas. ( 14) After encountering several
Lucas decided to use a drill and his.innovations created the modern oil
In January 1901, at 1,020 feet, almost precisely the depth predicted by Higgins' wild guess, the well roared
and suddenly ejected mud and six tons of drilling pipe out of the ground, terrifying those present. For the next nine
days, until the well was capped, the well poured out more oil than all the wells in America combined.
(15)In those days, Texas was almost entirely rural with no large cities and practically no industry; cotton and
beef were the foundation of the economy. Higgins' well changed that. The boom made some prospectors
millionaires, but the sudden surplus of petroleum was not entirely a blessing for Texas. In the 1930s, prices
crashed, to the point that, in some parts of the country, oil was cheaper than water. That would become a familiar
pattern of the boom-or-bust Texas economy.
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Section C
Questions 16 to 18 are based on the recording you have just heard.
Most people dislike their jobs. It's an astonishing (but statistical) fact. (16) A primary cause of employee
their managers as malicious or manipulative, though, while those types certainly exist, they are minority. The
majority of managers seemingly just don't know any better. They're often emulating bad managers they've had
in the past. It's likely they've never read a management book or attended a management course. They might
*& 2021 6 JI 12not have even reflected on what good management looks like and how it would influence their own management
style. The researchers interviewed employees about their managers, beginning with a question about the worst
manager they had ever had. From this, the researchers came up with four main causes of why some managers
are perceived as being simply awful at their jobs.
07-l)The first cause was company culture, which was seen by employees as enabling poor management
practices. It was specifically stressful work environments, minimal training and a lack of accountability that
were found to be the most blameworthy. Often a manager's superiors can effectively encourage a manager's
distasteful behavior when they fail to discipline the person's wrongdoings. ( 17-2) Such workplaces are
sometimes described as toxic.
The second cause was attributed to the managers' characteristics. Those deemed to be most destructive
were odd people, those without drive, those who allow personal problems into the workplace and those with an
unpleasant temperament or personality in general.
The third cause of poor management was associated with a deficiency of qualifications. Not so much the
formal variety one obtains from a university but the informal variety that comes from credible work experience
and professional accomplishments.
The fourth cause concerned managers who've been promoted for reasons other than potential. One reason
in particular why these people had been promoted was that they had been around the longest. It wasn't their
skillset or other merits that got them the job. It was their tenure.
(18)A point worth making is that the study was based only on the perspective of employees. The
researchers didn't ask senior of their frontline It's quite possible they're
content with how the individuals they promoted are now performing, merrily ignorant of the damage they're
actually causing, which might explain why, as the researchers conclude, those same middle managers are
usually unaware that they are a bad manager.
16. What is a primary cause of employee
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