题目内容
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How many performers joined the Winter Olympics opening ceremony？
A．More than 35,000.
B．More than 2,600.
C．More than 4,700.
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更多“How many performers joined the Winter Olympics opening ceremony？A．More than 35,000.B．More”相关的问题
A．50.
B．100.
C．200.
D．1,000.
Part A
Directions: Read the following three texts. Answer the questions on each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1.
Fourteen-year-old Richie Hawley had spent five years studying violin at the Community School of Performing Arts in Los Angeles when he took part in a violin contest. Ninety-two young people were invited to the contest and Hawley came out first.
The contest could have been the perfect setup for fear, worrying about mistakes, and trying to impress the judges. But Hawley says "I did pretty well at staying calm. I couldn't be thinking about how many mistakes I'd make--it would distract me from playing. "he says. "I don't even remember trying to impress people while I played. It's almost as if they weren't there. I just wanted to make music."
Hawley is a winner. But he didn't become a winner by concentrating on winning. He did it by concentrating on playing well.
"The important thing in the Olympic Games is not to win but to take part," said the founder of the modem Olympics, Pierre de Coubertin. "The important thing in life is not the triumph but the struggle. The essential thing is not to have conquered but to have fought well."
New research shows that Coubertin's philosophy is exactly the path achievers take to win at life's challenging games.
A characteristic of high performers is their intense, pleasurable concentration on work, rather than on their competitors or future glory or money, says Dr. Charles Garfield, who has studied 1,500 achievers in business, science, sports, the arts, and professions. "They are interested in winning, but they're more interested in self-development, testing their limits."
One of the most surprising things about top performers is how many losses they've had--and how much they've learned from each. "Not one of the 1, 500 I studied defined losing as failing," Garfield says. "They kept calling their losses ' setbacks'."
A healthy attitude toward setbacks is essential to winning, experts agree.
"The worst thing you can do if you've had a setback is to let yourself get stuck in a prolonged depression. You should analyze carefully what went wrong, identify specific things you did right and give yourself credit for them." Garfield believes that most people don't give themselves enough praise. He even suggests keeping a diary of all the positive things you've done on the way to a goal.
Hawley won the contest because ______.
A．he tried his best to avoid making mistakes
B．he cared much about the judges' feelings
C．he put all his mind to his performance
D．he paid close attention to the people around
Part A
Directions: Read the following three texts. Answer the questions on each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1.
Fourteen-year-old Richie Hawley had spent five years studying violin at the Community School of Performing Arts in Los Angeles when he took part in a violin contest. Ninety-two young people were invited to the contest and Hawley cane out first.
The contest could have been the perfect setup for fear, worrying about mistakes l and trying to impress the judges. But Hawley says he" did pretty well at staying calm. I couldn' t be thinking about how many mistakes I'd make--it would distract me from playing," he says. "I don' t even remember trying to impress people while I played. It' s almost as if they weren' t there. I just wanted to make music."
Hawley is a winner. But he didn' t become a winner by concentrating on winning. He did it by concentrating on playing well.
"The important thing in the Olympic Games is not to win but to take part," said the founder of the modem Olympics, Pierre de Coubertin. "The important thing in life is not the triumph but the straggle. The essential thing is not to have conquered but to have fought well."
New research shows that Coubertin' s philosophy is exactly the path achievers take to win at life' s challenging games.
A characteristic of high performers is their intense, pleasurable concentration on work, rather than on their competitors or future glory or money, says Dr. Charles Garfield, who has studied 1,500 achievers in business, science, sports, the arts, and professions. "They are interested in winning, but they're most interested in self-development, testing their limits."
One of the most surprising things about top performers is how many losses they' ve had--and how much they' ve learned from each. "Not one of the 1,500 I studied defined losing as failing," Garfield says. "They kept calling their losses ' setbacks. '"
A healthy attitude toward setbacks is essential to winning, experts agree.
"The worst thing you can do if you' ve had a setback is to let yourself get stuck in a prolonged depression. You should analyze carefully what went wrong, identify specific things you did right and give yourself credit for them." Garfield believes that most people don' t give themselves enough praise. He even suggests keeping a diary of all the positive things you've done on the way to a goal.
Hawley won the contest because ______.
A．he put all his mind to his performance
B．he cared much about the judges' feelings
C．he tried his best to avoid making mistakes
D．he paid close attention to the people around
How did the early choreographers accommodate the abilities of amateur performers？
A．The steps were quite simple.
B．The same performance was repeated.
C．Practice sessions were lengthy.
D．The dance was seen from a distance.
A) sponsors
B) contributors
C) advocates
D) performers
One airline chief executive officer(CEO) was the master of the personal touch. Spending hours with his employees and getting to know their jobs, he persuaded them to accept pay cuts in return for an ownership stake. The concession put the company so solidly in the black that the CEO was able to sell it for $860 million. Another CEO scolded managers in front of others, cut one third of the work force and so embittered the survivors that his airline began to lose money, and the board of directors fired him.
In any test of knowledge or IQ, the two CEOs would have dueled to a draw. The difference was their ability to handle relationships, argues Daniel Goleman in his new book, Working With Emotional Intelligence. Building on his 1995 bestseller, Emotional Intelligence, Goleman now probes how EI relates to the world of work. As he did in his earlier book, Goleman masterfully explains how a low EI hinders people's full intellectual potential by flooding the brain with stress hormones that impair memory, learning and thinking. The heart of the book, though, is an analysis of data collected from more than 150 firms on what distinguishes so-so performers from superstars. Goleman's findings: conventional intelligence takes second position to emotional intelligence in determining job performance. In jobs ranging from repairman to scientist, IQ accounts for no more than 25 percent of the difference between, say, a successful high-tech entrepreneur and a failed one. In another surprise, the contribution of IQ shrinks and the contribution of EI rises with the difficulty of a job and how high it ranks in an organization. Based on traits that companies say distinguish winners from losers, Goleman concludes that EI carries much more weight than IQ in determining success at the top.
However, the many examples of CEOs and other people in top positions who have the emotional intelligence of a snake—but still were CEOs—undermine the case for EIs indispensability in business. But even if you accept that EI determines who excels, you have to wonder if it should. Goleman describes how 112 entry-level accountants were judged more or less successful by their bosses according to their level of EI rather than their actual skill. No wonder so many auditors fail to notice cooked books.
According to Goleman, the biggest difference between the two CEOs described in the first paragraph lies in ______.
A．their attitude toward their employees
B．their emotional intelligence
C．their conventional intelligence
D．their business strategy
In the last but two paragraph, the Ramblas is described as "a front-row seat for Barcelona's longest running theatrical event". What does it mean？
A．On the Ramblas people can see a greater variety of performances.
B．The Ramblas provides many front seats for the performances.
C．The Ramblas is preferred as an important venue for the events.
D．Theatrical performers like to perform. on the Ramblas.
A.On the Ramblas people can see a greater variety of performances.
B.The Ramblas provides many front seats for the performances.
C.The Ramblas is preferred as an important venue for the events.
D.Theatrical performers like to perform. on the Ramblas.
【C1】
A．persistent
B．consistent
C．continuous
D．useful
In any test of knowledge or IQ, the two CEOs would have dueled to a draw. The difference was their aBility to handle relationships, argues Daniel Goleman in Iris new Book, Working With E- motional Intelligence. Building on his 1995 Bestseller, Emotional Intelligence, Goleman now proBes how EI relates to the world of work．As he did in his earlier Book, Goleman masterfully ex- plains how a low EI hinders people's full intellectual potential By flooding the Brain with stress hormones that impair memory, learning and thinking. The heart of the Book, though, is an analysis of data collected from more than 150 firms on what distinguishes so-so performers from superstars. Goleman's findings : conventional intelligence takes second position to emotional intelligence in determining joB performance. In joBs ranging from repairman to scientist, IQ accounts for no more than 25 percent of the difference Between, say, a successful high-tech entrepreneur and a failed one. In another surprise, the contriBution of IQ shrinks and the contriBution of EI rises with the difficulty of a joB and how high it ranks in an organization. Based on traits that companies say distinguish winners from losers, Goleman concludes that EI carries much more weight than IQ in deter- mining success at the top.
However, the many examples of CEOs and other people in top positions who have the emotional intelligence of a snake -- But still were CEOs -- undermine the case for EIs indispensaBility in Business. But even if you accept that EI determines who excels, you have to wonder if it should. Goleman descriBes how 112 entry-level accountants were judged more or less successful By their Bosses according to their level of EI rather than their actual skill. No wonder so many auditors fail to notice cooked Books.
第27题：According to Goleman, the Biggest difference Between the two CEOs descriBed in the first paragraph lies in__________
A．their attitude toward their employees
B．their emotional intelligence
C．their conventional intelligence
D．their Business strategy
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