2005考研“考试虫”英语8套模拟试卷
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26. With respect to economic policy, the conflict usually goes on
A.)between the U. S. two major political parties. B.)between liberal and conservative economists. C.)among economists irrespective of party stripe. D.)among politicians of the US both main parties. 27. Economic optimists disagree with one another as to [A] how to prompt economic progress most. B.)how to lighten the burden of taxation. C.)how to render aid to scientific research. D.)how to urge hi-tech firms on to fresh efforts. 28. It is the declinists’ belief that
A.)economy is doomed to move on at a low rate. B.)federal budget deficit is to be sustained. C.)people have to suffer economic depress. D.)reducing taxes is mortal to national economy. 29. In Paul Krugman’s view, it is true that A.)the idea of New Economy seemed unfounded.
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B.)the 1990s prosperity was an unusual irregularity. C.)technical advance may have impact on production. D.)economic speed limit can be exceeded in no way. 30. The author agrees that a successful economy is to be measured by
A.)providing enough aid for strained states. B.)eliminating the federal deficit financing. C.)diminishing people’s income inequality. D.)reducing unemploymentto the utmost. Text 3
Remember the days when companies such as Microsoft and Mc-Kinsey took immense satisfaction from subjecting job candidates to mind-crunching strategy sessions? If you thought that was rough, imagine an interview in which no amount of research or questioning of insiders will help. Imagine in stead that all you can do is have a healthy breakfast, pick out your nicest suit,and hope for the best. In the new interview, they’re not just testing what you know. They’re also testing who you are.
It’s called the situational interview, and it’s quickly becoming a must in the job-seeking world. In the post-Enron culture of caution, corporations are focusing on an obvious
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insight: that a gold-plat ed resume and winning personality are about as accurate in determining job performance as Wall Street analysts are in picking stocks. Now, with shareholder scrutiny, hiring slowdowns,and expense-reduc ing, no manager can afford to hire the wrong person. Hundreds of companies are switching to the new methods. Whereas the conventional interview has been found to beonly 7% accurate in predicting job performance, situational interviews deliver a rating of 54% — the most of any interviewing tool.
The situational technique’s superiority stems from its ability to trip up even the wittiest of inter viewees. Of course, every applicant must display a healthy dose of occupational know-how, but behav ior and ethical backbone play a big role. For example, a prospective analyst at a Wall Street bank might have to face, say, a customer with an account argument. It’s not happening on paper, but in real time — with managers and experts watching nearby. The interviewer plays the role of a fierce customer on the phone, angry about money last when a trade wasn’t executed on time. It’s set up as an obvious mistake on the banker’s part.
Interviewers watch the candidates’ reactions: how they process the complex account information, their ability to talk
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2005考研“考试虫”英语8套模拟试卷(一)2
