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in Higher Education
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China's Achievements in Higher Education *,
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6. What does the woman say people tend to do when 8. According to the woman, what should people do
making decisions? when making important decisions?
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Section-B-
Questions 9 and 11 are based on the passage you have just heard.
The role of homework in classrooms is not a new debate. Many parents and teachers are ardent supporters
of homework. But do all students benefit from homework? C 9) A 2006 research paper suggested some
correlation between the amount of homework done a student and future academic achievement for middle
A Stanford study in 2014 suggested the same was true for students in California's affluent communities. The
findings challenged the idea that homework was "inherently good." The researchers concluded that there was
an upper limit to the correlation between homework and achievement, suggesting that high school students
shouldn't be doing more than two hours of homework a night. And the most valuable kind of homework for
elementary level children was simply assigned free reading.
The topic gets more complicated when we talk about the divide between rural and urban communities.
C 10) Studies found that in remote areas the poor quality or lack of Internet access can put students at a
disadvantage, because 70% of teachers in these areas assign homework that requires Internet access. But one in
three households doesn't have Internet. assert homework the Internet isn't fair.
While the debate continues about the effect of homework on academic achievements, there are studies
focusing on other benefits of homework. (ll)A study in Germany found that homework could have an effect
on students' personalities, suggesting that doing homework might help kids to become more conscientious and
independent learners.
/\� 2021 6 J.j 34�*1¥•
9. What did the 2006 research find about ���r�lU!t!l.{.fl, ffi! '-11!�:tm 1K 70% !W;f!Jfifiifff
homework? IiW•a�ft��L�o ffl�*z-iW•��fl
D) [ffiffi] �1H1lfu¥Jmo 831iJ(9)1:ff�,2006 &pa{JiJf ��J!rlo �-R'-1,ifflI��lill*��ft��
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iW�*�•zoo#�-�iWffi*tt,ffl�r•ti 11. What conclusion could be drawn from the study
iW• *iJi, ;flft*ll* ��liL E§JJt � in Germany?
'-1 D) C) [ffitfil �iJJJl!fu¥Jmo 831iJ( 11) PJ�,ffi � IW-J'..m
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10. What do experts think of homework requiring MJE$t•,•a�ft1:iJft����IW�tt��
Internet access? �,tt•�••a�ft1:iJftfl•r•��'1�R
A) [ffiffil �1Hlllfu¥�L /pJ(lO) i:j:t�i!J, 1i1FJE$t. IW��#o -ma�™'·�ft�-�IW
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Questions 12 to 15 are based on the passage you have just heard.
Robert Goddard, an American born in 1882, is widely regarded as the world's first rocket scientist. At age 27,
Goddard published his first book, in which he hypothesized that a rocket launched from Earth could reach the moon.
New York
Like many visionaries, the young scientist encountered numerous skeptics. (12) In January 1920, the
Times ridiculed Goddard's theory that rockets could be utilized for space exploration. 49 years later, Apollo 11
reached the moon, and the famed newspaper published an apology to Goddard. (13) Goddard launched his first
rocket from an aunt's farm in his native Massachusetts in March 1926. His maiden rocket voyage lasted a mere
three seconds. It scaled an altitude of 12 meters. it was a milestone in rocket science.
(14)Goddard later consulted with a weather expert and determined that the climate of New Mexico was ideal
for year-round rocket launches. In 1930, Goddard and his family relocated there to a remote valley in the southwest
of the There he established a laboratory and test range. However, the ambitious scientist received
negligible support from the government. For four years, wealthy businessman Daniel Guggenheim provided
Goddard with an annual $25 ,OOO grant to pursue his dreams. Other rocket enthusiasts also raised funds for him.
Over time, Goddard's rockets grew more sophisticated and included the installation of instruments. In spite of his
many successes, Goddard was never able to interest the US military in rocket-propelled weapons. (15) He was
over 200 and continued to rocket until his death in 1945.
�*1¥•
12. What do we learn about Goddard's idea of using
rockets for space exploration? 14. Why did Goddard move to New Mexico?
B) [ffitJrl �11/iL 1iJ (12) i:j:t�iJJ, 1920 &p* 1 B) UHrl !J��i,JJJL 1iJC14)ip�iJJ,::3t:12iffi�mJ
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13. What does the passage say about Goddard's first T�1'MIDf�$-��:@IWLI.J�o E§.Ilt��'-1 BL
rocket launch? 15. What does the passage say about . Goddard's
A) [ffiffil �iJJJl!fu¥11L 831iJ 03) �, 1926 &p 3 achievements?
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Section C
Questions 16 to 18 are based on the recording you have just heard.
(16) Working for a new venture comes with a lot of risks-that is, instability, unclear responsibilities and
the need to be a master of all trades. But the primary benefit is usually the passion and excitement associated.
with playing a role in a promising new company. The person to thank for that passion and excitement is almost
always the entrepreneur. There's something about the founder's energy and enthusiasm that infects the rest of
the team. The willingness to take risks may *ins�pi re others to be more courageous. The optimism and positivity
2021 6 JI 35may motivate people to focus less on trivial and unimportant matters. The celebration of milestones may prompt
staff to be more grateful about their own accomplishments and privileges.
(17) What becomes set in the firm's culture is a contagious collection of affirmative and positive emotions
which are usually shared among the team. Science has already done a good job of proving the results that
follow. These include better processes, greater team cohesion, reduced conflict and sharper alertness. But what
is yet to be demonstrated is whether the founder's passion leads to increased team performance. This was
recently tested in research, which analyzed the teams of 73 new companies across a range of industries such as
IT, medicine and energy. The CEOs were consulted once again, years after the initial analysis, and most
shared their firm's performance reports, so that their success could be more objectively measured�
Entrepreneurial teams generally progress through three phases. The first is inventing a product or service,
the second is founding the venture to sell that product or service, and the third is developing the firm so it
continues to grow. The researchers discovered that when the team is passionate about the third phase
developing a firm-there's a clear link to performance. But the first phase-a passion for invention-is not a
reliable indicator that the firm will still be open for business a few years later. Likewise, the second-a passion
for founding the venture-doesn't necessarily translate into great success. The solution to great team
performance stems from a willingness to recruit others who could direct their passion towards the third phase of
entrepreneurialism: developing the business.
Employing more staff can, in itself, be a risk for an entrepreneur, as is paying them big dollars to attract
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them. (18)0n many occasions, the entrepreneurs reported not paying themselves a wage at all initially in order
to cover salaries and expenses.
16. What does the speaker say about working for a �•�1t::}lk���•*mM ,�m•••
new venture? JUtt;�,m�IE�iJ:!:fBi,
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�{t}lkifl:1tlllfiff1i$ J.xt�, 18. What does the speaker say about ·entrepreneurs at
���M��ffl¥tE•8�8nttff•o � the initial stage of a new venture?
D)o B) (ffitfrl $��11 � 'U] 08)i:p flJIJ, 1i$•�?£ r,
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17. What has science demonstrated regarding the tEfltl}lk:wJWI ,fltl}lk� § cHli*&�{tz.:Jl� ,�1'�
positive culture of a new venture? ffl*�MI�I���#•#*ffiTo �Jlt�*
C) [ffitJrl ¥�!1H1.f ;l!»L S:f 'U] Cl7 ) PI 9al, {t}lk i:p lJH:& jg B) o
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Questions 19 to 21 are based on the recording you have just heard.
Ageing is a curious thing, and people's desire to beat it and death has become an industry worth hundreds
of billions of dollars. Despite the huge investment into research, ageing remains somewhat obscure, although
there are certain things researchers do understand. They know that women tend to have longer life spans,
living on average six years longer than men. (19)No one is really certain of the reason for this, although the
centers around the idea that women are more of men.
For virtually every disease, the effects are greater on men than they are on women. Some suggest that women's
immune systems benefit from their tendency to prioritize and nurture social connections. But for me, this
explanation is hardly convincing.
Researchers also know to an extent what causes ageing. For 60 years, it was believed that cells would
continue to divide forever. It was only uncovered in relatively recent times that older people's cells divide a
smaller number of times than younger people's. Only cancer cells, in fact, are capable of dividing forever.
(20) Human cells have a limited reproductive ability. To an extent, we can postpone the eventual stop of cells'
dividing through nutrition, exercise, good sleep and even relaxation techniques, but we cannot stop the ageing
process. And researchers are yet to answer the ultimate question of ageing: why does the body ultimately fall to
pieces? In the opinion of some of the world's best scientific minds on the subject, part of the reason we don't
yet have any answer is because many researchers are looking in the wrong direction. (21) Many public health
/\� 2021 6 J.j 36policymakers believe that the resolution of age-associated disease will tell us something fundamental about the
ageing process, but, say some top scientists, "that's completely erroneous." The point to win the diseases of
childhood were eliminated, but this did not provide any insight into childhood development. In the same way,
the idea that the resolution of age-associated diseases like heart disease and stroke will inform us about ageing is
not based on sound science or logic. At best, if the major causes of death in developed countries were
eliminated, this would only add a decade to ave.rage life expectancy. But while there is money available to be
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spent on it, the search to understand the secrets of ageing will be ongoing.
19. What do we learn about the possible reason why fi�M�M*,A•••�N�UJJ m�
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women tend to live longer? ff.'1 A)o
D) U�*1rl -�-11JJL 1iJC19)r:f:ttJ!jJ,*-=ficl1'1 21. What do many public health policymakers
*���tt*�,&�A•w•••��r:f:t�B believe?
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20. What is the recent discovery about human cells? tlc-Jrr!, !U��lt• �� � 1-fq9t, JA. im
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Questions 22 to 25 are based on the recording you have just heard.
Good afternoon. In today's talk, we'll discuss how managers can get their staff to do what they are asked.
(22) Much to their frustration, managers oft en struggle to get their staff to comply with even simple
instructions. Often, they blame their employees: "They don't read emails, they don't listen, they don't care"
that kind of thing. But according to recent research conducted in Australia, it looks like it's not the employees'
fault, but the managers'. (23)It's easy to understand why people sometimes disobey procedures intentionally.
Occasionally, it's because they're pressured to finish in a short time. At other times, they may disagree with the
spirit of the procedure-the effort demanded, the time consumed, the lack of potential effectiveness. And
every now and then, they just don't want to, maybe deliberately or out of stubbornness.
So apart from that, what else gets in the way of procedural compliance? The research scholars surveyed 152
blue-collar workers from two separate sites in the mining industry. They asked the workers a range of
procedure-related questions, such as whether they found the procedures useful, how confident they felt in their
job, how comfortable they were to speak up in the workplace, and how closely they followed any new
procedures set by their managers. They were also asked to rate the extent to which they perceived their
supervisors to be helpful. (24) That last statement was the. most instructive because, as the researchers found,
there was a remarkably strong correlation between how helpful supervisors were perceived to be and how likely
their employees were to follow their directors;
Supervisors' helping behavior was found to be motivational in nature. It increased employees' perception of
the likelihood of success in the attainment of job goals, and therefore fostered a willingness to dedicate their
effort and ability to their work. In. short, managers should be ongoing role models for the change. As the
saying goes: Do as I do, not as I say. To affect behavioral change, what's most required is interaction and
involvement-the human touch-and, naturally, processes that add value. Although procedures are designed to
guide and support employees' work, employees, it seems, can't always be.expected to comply with procedures
that are not seen as useful. And of course, managers shouldn't keep resending emails. (25) They are an
effective tool for the sharing of data reports, but they are a hopeless tool if what a manager's desiring is a
in behavior.
22. Why are managers often frustrated with their 23. Why do employees sometimes disobey procedures
employees? intentionally?
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Part ][ Reading Comprehension
Section A
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province are high mountains and meters, Qinghai is a province in northw estern China which is
plateaus. The province is named dominated by high mountains and plateaus. "o
after Qinghai Lake, the largest 2. ffi_1Qip"� 89�7JC!�
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saltwater lake in China. Known as ff, ft Qinghai Lake 89 ll'U W: ffi , i:11. riJ ITT 5lf: :&! JI! ffi .M. 1iJ , t!P "The
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Qinghai Lake is one of the most lake in China."
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popular tourist attractions and a 3. ffi-=1:iJ if=t 89-= 1--:fr1U :#-3itl Jit:fr, ITT1tt $�w>C!�ff, ��-1--%1:iJ
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artists. ,t1i) ft W 1;J ± 1iJ , � }§-WiI "'r :fr 1iJ 5lf: :&! Ji! ii .M.1:iJ , ffP "Qinghai Lake is
Qinghai features magnificent known as the most beautiful lake in China, which is one of the most
landscapes, vast territory as well popular tourist attractions and the heaven for photographers and
as abundant oil and natural gas artists." o * ,
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