D
“Pay has little to do with motivation in the workplace”．That’s the argument put forward by best-selling author Daniel Pink in his new book, Drive: The Surprising Truth About What Motivates Us．“Pay for performance is supposed to be a folk tale,” he says．
Daniel argues that, if employees receive a basic level of payment, three other factors matter more than money: a sense of independence, of mastery over one’s labor, and of serving a purpose larger than oneself．For example, in 2008 at the offices of Best Buy’s Richfield, salaried workers there were allowed to organize their own work day, putting in only as many hours as they felt necessary to get their jobs done．Productivity increased by 35% according to The Harvard Business Review．
But the managers at Goldman Sachs aren’t exactly making some efforts to adjust．Like others on Wall Street, the banking giant argues that fat bonuses （extra rewards） are essential to make its numbers．“That’s exactly the attitude that leads to the recent financial crisis in the United States,” responds Daniel, “as managers always focus on short-term rewards that encourage cheating, shortcuts, and dishonest behavior．”
Moreover, the 45-year-old author and former Al Gore speechwriter refers to social-science experiments and experiences at such workplaces as Google and 3M．In one 2005 experiment he describes, economists working for the Federal Reserve Bank of Boston tested the power of incentives （激勵） by offering cash rewards to those who did well in games that included reciting a series of numbers and throwing tennis balls at a target．The researchers’ finding: Over and over, higher incentives led to worse performance --- and those given the highest incentives did the poorest job．
From this and other cases, Daniel draws a conclusion that monetary incentives remove the element of play and creativity, transforming “an interesting task into a dull one．” It’s even possible, he adds, for oversized rewards to have dangerous side effects, like those of a drug dependency in which an addicted requires ever larger amounts．He refers to scientific testing that shows the promise of cash rewards increase a chemical in the brain similar to that brought on by cocaine or nicotine．
Daniel, however, is also aware that his company examples --- no GE, no IBM, no Microsoft --- hardly represent the commanding heights of the economy．But he thinks his approach will catch on, even in the biggest companies．“Managers tend to be realistic, and in time they will respond,” he says．
53．In his book, Drive: The Surprising Truth About What Motivates Us, Daniel Pink is promoting the idea that _____．
A．it is a money-driven society B．a(chǎn)ll workers are not driven by money
C．money plays a key role in management D．pay has nothing to do with workplaces
54．In Daniel’s point of view, many Wall Street managers are _______．
A．dishonest B．considerate C．short-sighted D．ridiculous
55．In paragraph 5, the example of drug-taking is given to show _______．
A．money is as addictive as cocaine or nicotine
B．big rewards bring about dangerous side effect
C．nicotine and money bring the same chemical
D．workers do not need the incentives of money at all
56．We can learn from the last paragraph that _______．
A．Daniel’s approach will be popular in a wider field
B．realistic managers will first consider Daniel’s approach
C．Daniel’s approach meets the demand of economic crisis
D．GE, IBM and Microsoft will join in Daniel’s approach next
科目：高中英語 來源： 題型：閱讀理解
For a long time, being happy was considered something that just happened, and there was nothing special about it. Now we know it is something that we can work at.
You are happy if you get along well with others. To make people like you better, you should be unselfish, not wanting everything from your friends. Another way is to look for good points, not bad ones in other people. It is surprising how successful this can be.
You don’t have to be spineless (沒有骨氣的) in order to be popular. In fact, you will be liked and respected if you are not afraid to stand up for your rights. But do it politely and pleasantly. It is one way to develop a good character if you are friendly and polite to your group, to other people and to strangers and especially to those who do not look important or do not interest you.
Second, you must learn not to be unhappy when you make mistakes. You can not expect to be perfect, and everyone makes mistakes. No one is to be blamed (責備) unless he refuses to learn from them. Many young people become discouraged when they know in themselves qualities that they do not like — selfishness, laziness, and other unpleasant qualities. Just remember that we all have some of these faults and have to fight against them.
At the same time, it is important to remember that, while you are probably no worse than others, the best way to be happy is to think yourself above other people. When something is wrong, it is good sense to try to make it right. Perhaps you don’t like a teacher or a classmate. Try to see why, and look at yourself, too, to be sure that you are not doing anything to make that person dislike you. Some day, things may turn out all right and then you will have to learn to get along the best with the situation, without thinking too much about it. Worrying never helps in a situation you can’t change.
Which of the following is suggested in the passage?
A. Draw attention of our friends.
B. Ask for the best share of everything.
C. Look for faults that are shared among people.
D. Pay more attention to other people’s strong points.
According to the passage, if we want to be popular, we should ______.
A. be polite and friendly
B. give up some rights
C. never argue with other people
D. be ready to change our character
One should be blamed if he or she ______.
A. is not better than others
B. is selfish and lazy
C. does not draw a lesson from his or her mistakes
D. has some unpleasant qualities
The writer will possibly agree with the following EXCEPT that ______.
A. no one is perfect
B. every person has their own advantages over others
C. getting worried helps to change the situation for the better
D. self-examination is necessary if something is wrong
The author writes the passage in order to ______.
A. teach you how to make yourself perfect
B. show you how to be happy
C. tell you how to act when in trouble
D. teach you how to be popular among your friends
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科目：高中英語 來源：2012-2013學年江蘇省興化市高三9月雙休檢測英語試卷（解析版） 題型：閱讀理解
In some urban centers, workholism is so common that people do not consider it unusual: they accept the lifestyle as normal. Government workers in Washington D. C., for example, frequently work sixty to seventy hours a week. They don’t do this because they have to; they do it because they want to.
Workholism can be a serious problem. Because true workaholics (工作狂) would rather work than do anything else, they probably don’t know how to relax.
Is workholism always dangerous? Perhaps not. There are, certainly, people who work well under stress. Some studies show that many workaholics have great energy and interest in life. Their work is so pleasurable that they are actually very happy. For most workaholics, work and entertainment keep them busy and creative.
Why do workaholics enjoy their jobs so much? There are several advantages to work. Of course, it provides people with paychecks, and this is important. But it offers more than financial security. It provides people with self-confidence; they have a feeling of satisfaction when they’ve produced a challenging piece of work and are able to say, “I made that.” Psychologists claim that work gives people an identity through participation in work, they get a sense of self and individualism. In addition, most jobs provide people with a socially acceptable way to meet others. Perhaps some people are compulsive about their work, but their addiction seems to be a safe-even an advantageous-one.
1.The passage indicates that workaholics ______.
|
A．just know work but nothing else |
|
B．a(chǎn)re willing to work hard for long hours without pay |
|
C．find their work provide them more satisfaction and self-confidence than how much they are paid |
|
D．has the work with more responsibility than others |
2.One of the reasons that some people are not willing to quit their jobs even in their eighties and nineties is that ______.
A. they are in the need of financial security
B. they would rather work than be disturbed by domestic affairs
C. they long for a sense of identity and being accomplished
C. they may have health problems from sheer boresom
3.This passage is mainly about ______.
|
A．workaholics are usually successful people, but their lives are in a mess |
|
B．workholism can lead to serious problems but it can also create a joyful life |
|
C．people who are absorbed in their work may enjoy movies, sports and other kinds of entertainment |
|
D．those who work even under difficult conditions may be very happy |
4.It can be inferred from the passage that ______.
|
A．in the eyes of all the common people workaholics are peculiar |
|
B．to workaholics, work is the sole source of happiness |
|
C．a(chǎn) piece of challenging work may provide the workaholics a sense of satisfaction |
|
D．workaholics are as addicted to their job as other people are to drugs or alcohol |
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科目：高中英語 來源： 題型：閱讀理解
D
“Pay has little to do with motivation in the workplace”．That’s the argument put forward by best-selling author Daniel Pink in his new book, Drive: The Surprising Truth About What Motivates Us．“Pay for performance is supposed to be a folk tale,” he says．
Daniel argues that, if employees receive a basic level of payment, three other factors matter more than money: a sense of independence, of mastery over one’s labor, and of serving a purpose larger than oneself．For example, in 2008 at the offices of Best Buy’s Richfield, salaried workers there were allowed to organize their own work day, putting in only as many hours as they felt necessary to get their jobs done．Productivity increased by 35% according to The Harvard Business Review．
But the managers at Goldman Sachs aren’t exactly making some efforts to adjust．Like others on Wall Street, the banking giant argues that fat bonuses （extra rewards） are essential to make its numbers．“That’s exactly the attitude that leads to the recent financial crisis in the United States,” responds Daniel, “as managers always focus on short-term rewards that encourage cheating, shortcuts, and dishonest behavior．”
Moreover, the 45-year-old author and former Al Gore speechwriter refers to social-science experiments and experiences at such workplaces as Google and 3M．In one 2005 experiment he describes, economists working for the Federal Reserve Bank of Boston tested the power of incentives （激勵） by offering cash rewards to those who did well in games that included reciting a series of numbers and throwing tennis balls at a target．The researchers’ finding: Over and over, higher incentives led to worse performance --- and those given the highest incentives did the poorest job．
From this and other cases, Daniel draws a conclusion that monetary incentives remove the element of play and creativity, transforming “an interesting task into a dull one．” It’s even possible, he adds, for oversized rewards to have dangerous side effects, like those of a drug dependency in which an addicted requires ever larger amounts．He refers to scientific testing that shows the promise of cash rewards increase a chemical in the brain similar to that brought on by cocaine or nicotine．
Daniel, however, is also aware that his company examples --- no GE, no IBM, no Microsoft --- hardly represent the commanding heights of the economy．But he thinks his approach will catch on, even in the biggest companies．“Managers tend to be realistic, and in time they will respond,” he says．
53．In his book, Drive: The Surprising Truth About What Motivates Us, Daniel Pink is promoting the idea that _____．
A．it is a money-driven society B．a(chǎn)ll workers are not driven by money
C．money plays a key role in management D．pay has nothing to do with workplaces
54．In Daniel’s point of view, many Wall Street managers are _______．
A．dishonest B．considerate C．short-sighted D．ridiculous
55．In paragraph 5, the example of drug-taking is given to show _______．
A．money is as addictive as cocaine or nicotine
B．big rewards bring about dangerous side effect
C．nicotine and money bring the same chemical
D．workers do not need the incentives of money at all
56．We can learn from the last paragraph that _______．
A．Daniel’s approach will be popular in a wider field
B．realistic managers will first consider Daniel’s approach
C．Daniel’s approach meets the demand of economic crisis
D．GE, IBM and Microsoft will join in Daniel’s approach next
查看答案和解析>>
科目：高中英語 來源： 題型：閱讀理解
“Pay has little to do with motivation in the workplace”. That’s the argument put forward by best-selling author Daniel Pink in his new book, Drive: The Surprising Truth About What Motivates Us. “Pay for performance is supposed to be a folk tale,” he says.
Daniel argues that, if employees receive a basic level of payment, three other factors matter more than money: a sense of independence, of mastery over one’s labor, and of serving a purpose larger than oneself. For example, in 2008 at the offices of Best Buy’s Richfield, salaried workers there were allowed to organize their own work day, putting in only as many hours as they felt necessary to get their jobs done. Productivity increased by 35% according to The Harvard Business Review.
But the managers at Goldman Sachs aren’t exactly making some efforts to adjust. Like others on Wall Street, the banking giant argues that fat bonuses (extra rewards) are essential to make its numbers. “That’s exactly the attitude that leads to the recent financial crisis in the United States,” responds Daniel, “as managers always focus on short-term rewards that encourage cheating, shortcuts, and dishonest behavior.”
Moreover, the 45-year-old author and former Al Gore speechwriter refers to social-science experiments and experiences at such workplaces as Google and 3M. In one 2005 experiment he describes, economists working for the Federal Reserve Bank of Boston tested the power of incentives (激勵) by offering cash rewards to those who did well in games that included reciting a series of numbers and throwing tennis balls at a target. The researchers’ finding: Over and over, higher incentives led to worse performance --- and those given the highest incentives did the poorest job.
From this and other cases, Daniel draws a conclusion that monetary incentives remove the element of play and creativity, transforming “an interesting task into a dull one.” It’s even possible, he adds, for oversized rewards to have dangerous side effects, like those of a drug dependency in which an addicted requires ever larger amounts. He refers to scientific testing that shows the promise of cash rewards increase a chemical in the brain similar to that brought on by cocaine or nicotine.
Daniel, however, is also aware that his company examples --- no GE, no IBM, no Microsoft --- hardly represent the commanding heights of the economy. But he thinks his approach will catch on, even in the biggest companies. “Managers tend to be realistic, and in time they will respond,” he says.
53. In his book, Drive: The Surprising Truth About What Motivates Us, Daniel Pink is promoting the idea that _____.
A. it is a money-driven society B. all workers are not driven by money
C. money plays a key role in management D. pay has nothing to do with workplaces
54. In Daniel’s point of view, many Wall Street managers are _______.
A. dishonest B. considerate C. short-sighted D. ridiculous
55. In paragraph 5, the example of drug-taking is given to show _______.
A. money is as addictive as cocaine or nicotine
B. big rewards bring about dangerous side effect
C. nicotine and money bring the same chemical
D. workers do not need the incentives of money at all
56. We can learn from the last paragraph that _______.
A. Daniel’s approach will be popular in a wider field
B. realistic managers will first consider Daniel’s approach
C. Daniel’s approach meets the demand of economic crisis
D. GE, IBM and Microsoft will join in Daniel’s approach next
查看答案和解析>>
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