问题 单项选择题

Anyone who doubts that children are born with a healthy amount of ambition need spend only a few minutes with a baby eagerly learning to walk or a headp toddler starting to talk. No matter how many times the little ones stumble in their initial efforts, most keep on trying, determined to master their amazing new skill. It is only several years later, around the start of middle or junior high school, many psychologists and teachers agree, that a good number of kids seem to lose their natural drive to succeed and end up joining the ranks of underachievers.

It’s not quite that simple. “Kids can be given the opportunities to become passionate about a subject or activity, but they can’t be forced, ” says Jacquelynne Eccles, a psychology professor at the University of Michigan, who led a landmark, 25-year study examining what motivated first grade students in three school districts. Even so, a growing number of educators and psychologists do believe it is possible to unearth ambition in students who don’t seem to have much. They say that by instilling confidence, encouraging some risk taking, being accepting of failure and expanding the areas in which children may be successful, both parents and teachers can reignite that innate desire to achieve.

Figuring out why the fire went out is the first step. Assuming that a kid doesn’t suffer from an emotional or learning disability, or isn’t involved in some family crisis at home, many educators attribute a sudden lack of motivation to a fear of failure or peer pressure that conveys the message that doing well academically some how isn’t cool. “Kids get so caught up in the moment-to-moment issue of will they look smart or dumb, and it blocks them from thinking about the long term,” says Carol Dweck, a psychology professor at Stanford. “You have to teach them that they are in charge of their intellectual growth and that their intelligence is malleable. ”

Howard (a social psychologist and president of the Efficacy Institute, an organization that works with teachers and parents to help improve children’s academic performance) and other educators say it’s important to expose kids to a world beyond homework and tests, through volunteer work, sports, hobbies and other extracurricular activities. “The crux of the issue is that many students experience education as irrelevant to their life goals and ambitions, ” says Michael Nakkual, a Harvard education professor who runs a Boston-area mentoring program which works to get low-income underachievers in touch with their aspirations. The key to getting kids to aim higher at school is to disabuse them of the notion that classwork is irrelevant, to show them how doing well at school can actually help them fulfill their dreams beyond it. Like any ambitious toddler, they need to understand that you have to learn to walk before you can run.

According to the text, which of the following is correct()

A. Howard’s Istitute aims to help the students in Boston

B. Most of the students feel their classwork irrelevant to their ambitions

C. The students have to do some volunteer work as their homework

D. Michael is the president as well as a professor of the Efficacy institute

答案

参考答案:B

解析:

[设题点] 尾段

事实细节题。观察四个选项。[A]属于张冠李戴,辅导项目是Michael Nakkual的,不是Howard的。[B]所述内容与Michael Nakkual表达的内容相同,为本题答案。[C]项把volunteer work与homework的关系弄混淆了,志愿者工作并不是家庭作业的一部分。 [D]项属于张冠李戴,Michael是a Harvard education professor,Howard才是Efficacy Institute的president。所以,本题答案为[B]。

填空题

Part 3


Questions 19-25


·Read the following newspaper article and answer questions 19-25.
·For questions 19-25, choose the correct answerA, B, C or D.
·Mark your answers on the Answer Sheet.

A Talent Shortage Hits Green Start-ups


On May 1 applications closed for the first intake of a novel kind of executive-education programme. Set up by a bunch of venture-capital firms and other companies in New England, the three-month course will teach its "fellows" about renewable energy. To qualify for a fellowship, applicants must be successful entrepreneurs from other industries, such as IT or health care, and be zealous about profiting from greenery.
"A lack of talent, especially entrepreneurial talent, was one of the biggest bottlenecks to growth we identified in the clean-tech industry," says Peter Rothstein of Flagship Ventures, a venture-capital firm that is one of the programme’s founders. That bottleneck worries investors, who have been pouring cash into everything from solar energy to hybrid electric cars: last year global investment in renewable-energy businesses alone rose by 60%, to $148.4 billion, according to New Energy Finance (NEF), a research firm.
Although the prospect of minting money while helping to save the planet has attracted a stream of executives from other industries to clean-tech start-ups, few of them have much experience of their new field. In a recent global survey of 75 senior executives involved in clean-tech firms conducted by NEF and Heidrick & Struggles, a headhunter, over 90% cited top-level recruitment as a serious concern.
Counting on converts from other industries is risky, because some of the skills needed to run clean-tech companies are very different from those required to, say, launch a website. For one thing, the bosses of renewable-energy start-ups need to understand enough about the science to be able to pluck scientists from obscurity. For another, they need a grasp of project-financing techniques for costly prototype power plants. They also need to be able to deal with capricious regulatory and fiscal regimes. "If you’ve never done anything in the energy space, it can be intimidating,"says Bill Davis, the boss of Ze-gen, a start-up that generates electricity from waste.
Hence the New England bootcamp’s goal of helping 25 aspiring green entrepreneurs a year to make the transition. As well as giving them an overview of the latest scientific research, the course also includes sessions on project finance and government regulations.
Start-ups also face a battle for engineers and scientists. And as small firms take advantage of a growing enthusiasm for greenery in East Asia and the Middle East, they also need more staff with international experience. Tracking down such rare pearls can be a distraction for busy bosses.
Ann Cormack, the head of DI-BP Fuel Crops, a firm based in London that develops crops for biodiesel, reckons talent-spotting takes up about a fifth of her time. She has spent several months hunting for an agronomist, for instance, to no avail.
Like the bosses of many other clean-tech firms, Ms Cormack is using headhunters. They like the clean-tech business because wages, on which their commissions tend to be based, are rising fast. Not so long ago, executives would do meaningful green jobs for menial pay. But in recent years, wages have soared as the industry has grown and attracted big utilities and private-equity firms. Now what matters to the geeks is a different kind of green. "Good people can set their own price tag," says one recruiter, "and they want jam tomorrow, not in five years." It looks like they’ll get it.

What does the expression "a different kind of green" (Line 5, Last Par

A.) refer toA. Salaries.B. Commissions.C. New employees.D. Renewable energy.

单项选择题