单选题______A comparativelyB particularlyC immediatelyD invariably

请阅读短文。
Do who choose to go on exotic, far-flung holidays deserve free health advice before they travel? And even if they pay, who ensures that they get good, up-to-date information? Who, for that matter, should collect that information in the first place? For a variety of reasons, travel medicine in Britain is a responsibility nobody wants. As a result, many travellers go abroad prepared to avoid serious disease.
Why is travel medicine so unloved? Partly there's an identity problem. Because it takes an interest in anything that impinges on the health of travellers, this emerging medical specialism invariably cuts across the traditional disciplines. It delves into everything from seasickness, jet lag and the hazards of camels to malaria and plague. But travel medicine has a more serious obstacle to overcome. Travel clinics are meant to tell people how to avoid ending up dead or in a hospital when they come home, but it is notoriously difficult to get anybody pay out money for keeping people healthy.
Travel medicine has also been colonized by commercial interests; the vast majority of travel clinics in Britain are run by airlines or travel companies. And while travel concerns are happy to sell profitable injections, they may be less keen to spread bad news about travellers' diarrhea in Turkey, or to take time to spell out preventive measures travellers could take."The NHS finds it difficult to define travellers' health, says Ron Behrens, the only NHS consultant in travel and director of the travel clinic of the Hospital for Tropical Diseases in London." Should it come within the NHS or should it be paid for? It's Gary area, and opinion is spilt. No one seems to have any responsibility for defining its role, he says.
To compound its low status in the medical hierarchy, travel medicine has to rely on statistics that are patchy at best. In most cases we just don't know how many Britons contract diseases when abroad. And even if a disease linked to travel there is rarely any information about where those afflicted went, what they are, how they behaved, or which vaccinations they had. This shortage of hard facts and figures makes it difficult to give detailed advice to people, information that might even save their lives.
A recent leader in British Medical Journal argued. "Travel medicine will emerge as credible disciplines only if the risks encountered by travellers and the relative benefits of public health interventions are well defined in terms of their relative occurrence, distribution and control. Exactly how much money is wasted by poor travel advice. The real figure is anybody's guess, but it could easily- run into millions. Behrens gives one example. Britain spends more than 1 million each year just on cholera vaccines that often don't work and so give people a false sense of security."Information on the prevention and treatment of all forms of diarrhea would be a better priority, he salts.

What does the author mean by saying "..., but it is notoriously difficult to gel anybody pay out money for keeping people healthy."?
查看材料

A．People don't pay attention to their health.
B．Few people are willing to support travel medicine.
C．Most travellers firmly believe that they will be safe.
D．Health comes last compared with others.

5 Ways to Focus Your Energy During a Work Crunch Work invariably ebbs and flows,cycling between steady states,where we feel more in control of the pace and workload,and peak periods,where the difficult work situation hits us hard.Unexpected setbacks or even vacations and holidays can create disorder and tension.Maintaining focus and managing energy levels become critical as tasks pile onto an already full load.When you're in your next work crunch,there are a few things you can do to focus and manage your energy more productively:41.When an acute period hits,it's easy to resist the fact that it's happening.We wish for things to be like they were last month,or we long for the pace we had during vacation.By not being present to the here and now,we drain our energy by pondering on the situation.In fact,physicists define resistance as"the degree to which a substance or device opposes the passage of an electrical current,causing energy loss."In the case of a diffcult work situation,the more you oppose what's happening,the more energy you lose.Acceptance does not mean giving in.On the contrary,it means acknowledging the reality of the situation with awareness so that you can take clear action.42.Acceptance is particularly difficult given the underlying emotions that an acute work crunch can bring.Negative thoughts often predominate.David Rock,director of the NeuroLeadership Institute,suggests that,rather than suppressing or denying an emotion,an effective cognitive technique is labeling,whereby you take a situation and put a label on your emotions.By assigning a word to what's happening,such as"pressure","guilt",or"worry",Rock's research shows.you can reduce the arousal of the limbic brain's fight-or-flight system and instead activate the prefrontal cortex,which is responsible for our executive funcLioning sk川s.43.A research out of the Universiry of Pittsburgh shows that anxiety directly impacts our cognitive functioning,especially those areas responsible for making souncl decisions.Don't fall into a victim mentality.believing there are no choices or that you don't have control.Instead,bring greater vigilance to assessing your priorities,making tough trade-offs,and incorporating self-care where you can.44.Other people can be a real energy drain-or gain-during work crunches and set-backs.Pause and consider how you can renegotiate deadlines,set tighter bounciaries,or ask for more support during this time.Many of us pride ourselves on not bothering others and being self-reliant.The.se are great qualities,but there are times when we need to ask for help.Ask your loved ones for more help on the home front.Share the weight of the accountability for projects with your colleagues by delegating or teaming up,versus doing it all on your own.45.Probably the toughest thing of all during a work crunch or setback is how easy it is to beat yourself up,especially when you aren't hitting your high standards for work,Annie McKee,author of the forthcoming book Howio Be Happy at,Work,says this:"If you really want to deal with stress,you've got to stop trying to be a hero and start caring for and about yourself."45选？

A.Communicate with your colleagues and loved ones
B.Stop thinking any unrealistic things
C.Accept the situation
D.Preserve your sense of choice
E.Control your negative emotions
F.Observe and label your underlying emotions
G.Practice self-compassion

No one can l Howard Schultz ofinaction since he returned as chief executive of Starbucks,the firm he built into a multinational 2 to watch it stumble under his successor.Barely a month has gone by over the past year without the firm 3 some new initiative or other.The latest came on February 17th in New York,when Mr.Schultz 4 Via,an instant coffee which,he 5,tastes just as good as Java brewed in the shop by one of the firm's baristas.Don Valencia,the firm's first head of research and development,who 6 the blended and frozen frappuccino drinks that earn Starbucks$2 billion a year,could never find a 7 to scale up an instant formula he had developed at home.When Mr.Schultz retumed as chief executive,he 8 that there had been some technological advances,allowing finer grinding,9.So he asked the R&D team to repeat the recently deceased Valencia's experiments,and found that"we had broken the 10".The name Via is a hat-tip to Valencia-though during development it was known as Jaws（just add water,stir）.Starbucks says it has patents that should 11 competitors from quickly replicating Via,which will go on sale in some American stores next month.The opportunity may,12,be biggest in other countries:in Britain over 80%of coffee sold is instant,13 with just 10%in America.14 Starbucks drinkers decide that Via tastes good,the company will have to get the price 15.The riskis that the firm's existing customers may 16 counter service and start making their own cup of instant.To keep customers coming to remaining outlets,he might experiment with discounts such as cheap 17 meals ofa drink and food.He also wants a visit to a Starbucks shop to bc a"18 uplifiing experience".Improving the smellin stores by changing the cheese used in breakfast sandwiches was a start.But 19 that staff are enthusiastic will be especially difficult whenjobs are 20.18选?

A.uniquely
B.particularly
C.typically
D.usually

Keys should never be hidden around the house since thieves（ ）know where to find them．

A. virtually
B. unavoidably
C. reliably
D. invariably

根据以下材料，回答题
Beauty has always been regarded assomething praise worthy. Almost everyone thinks attractive people are happierand healthier, have better marriages and have more respectable occupations.
Personal consultants give them better advicefor finding jobs. Even judges are softer on attractive defendants (被告). But in the executivecircle, beauty can become a liability.
While attractiveness is a positive factorfor a man on his way up the executive ladder, it is harmful to a woman.
Handsome male executives were thought as havingmore integrity than plainer men; effort and ability were thought to account fortheir success.
Attractive female executives were consideredto have less integrity than unattractive ones; their success was attributed notto ability but to factors such as luck.
All unattractive women executives werethought to have more integrity and to be more capable than the attractivefemale executives. Interestingly, though, the rise of the unattractiveovernight successes was attributed more to personal relationships and less toability than that of attractive overnight successes.
Why are attractive women not thought to beable An attractive woman is thought to be more feminine and an attractive manmore masculine (有男子气概的) than the less attractive ones. Thus, an attractive woman has anadvantage in traditionally female jobs, but an attractive woman in a traditionallymasculine position appears to lack the "masculine" qualitiesrequired.
This is true even in politics. When the only clue is how he or shelooks, people treat men and women differently,′ says Anne Bowman, who recently publisheda study on the effects of attractiveness on political candidates. She asked 125undergraduate students to rank two groups of photographs, one of men and one ofwomen, in order of attractiveness. The students were told the photographs wereof candidates for political offices. They were asked to rank them again, in theorder they would vote for them.
The results showed that attractive malesutterly defeated unattractive men, but the women who had been ranked mostattractive invariably received the fewest votes.


Bowman′s experiment reveals that when itcomes to politics, attractiveness ______.查看材料

A.turns out to be an obstacle to men
B.is more of an obstacle than an advantageto women
C.affects men and women alike
D.has as little effect on men as on women

请阅读短文。
Do who choose to go on exotic, far-flung holidays deserve free health advice before they travel? And even if they pay, who ensures that they get good, up-to-date information? Who, for that matter, should collect that information in the first place? For a variety of reasons, travel medicine in Britain is a responsibility nobody wants. As a result, many travellers go abroad prepared to avoid serious disease.
Why is travel medicine so unloved? Partly there's an identity problem. Because it takes an interest in anything that impinges on the health of travellers, this emerging medical specialism invariably cuts across the traditional disciplines. It delves into everything from seasickness, jet lag and the hazards of camels to malaria and plague. But travel medicine has a more serious obstacle to overcome. Travel clinics are meant to tell people how to avoid ending up dead or in a hospital when they come home, but it is notoriously difficult to get anybody pay out money for keeping people healthy.
Travel medicine has also been colonized by commercial interests; the vast majority of travel clinics in Britain are run by airlines or travel companies. And while travel concerns are happy to sell profitable injections, they may be less keen to spread bad news about travellers' diarrhea in Turkey, or to take time to spell out preventive measures travellers could take."The NHS finds it difficult to define travellers' health, says Ron Behrens, the only NHS consultant in travel and director of the travel clinic of the Hospital for Tropical Diseases in London." Should it come within the NHS or should it be paid for? It's Gary area, and opinion is spilt. No one seems to have any responsibility for defining its role, he says.
To compound its low status in the medical hierarchy, travel medicine has to rely on statistics that are patchy at best. In most cases we just don't know how many Britons contract diseases when abroad. And even if a disease linked to travel there is rarely any information about where those afflicted went, what they are, how they behaved, or which vaccinations they had. This shortage of hard facts and figures makes it difficult to give detailed advice to people, information that might even save their lives.
A recent leader in British Medical Journal argued. "Travel medicine will emerge as credible disciplines only if the risks encountered by travellers and the relative benefits of public health interventions are well defined in terms of their relative occurrence, distribution and control. Exactly how much money is wasted by poor travel advice. The real figure is anybody's guess, but it could easily- run into millions. Behrens gives one example. Britain spends more than 1 million each year just on cholera vaccines that often don't work and so give people a false sense of security."Information on the prevention and treatment of all forms of diarrhea would be a better priority, he salts.

Which of the following statement is not the problem of travel medicine?
查看材料

A．Traditional disciplines are not enough for travel medicine.
B．Travel medicine has been colonized by commercial interests.
C．The statistics about travellers are hard to obtain.
D．People spend much money on poor travel advice.

She cannot answer this question at once,but can find the answer to it from that book.

A: early
B: now
C: immediately
D:soon

Text 4 Eva Ullmann took her master's degree in 2002 0n the part that humour has to play in psychotherapy,and became hooked on the subject.In 2005 she founded the German Insiitute for Humour in Leipzig.It is dedicated to"the combination of seriousness and humour".She offers lectures,seminars and personal coaching to managers,from small firms tO such corporate giants as Deutsche Bank and Telekom.Her latest project is to help train medical studenis and doctors.There is nothing peculiarly German about humour training.It was John Morreall,an American,who showed that humour is a market segment in the ever-expanding American genre of self-help.In the past two decades,humour has gone global.An Intemational Humour Congress was held in Amsterdam in 2000.And yet Cermans know that the rest of the world considers them to be at a particular disadvantage.The issue is not comedy.of which Germany has plenty.The late Vicco von Biilow,alias Loriot,delighied the elite wiLh his mockery of German senousness and stiffness.Rhenish,Swabian and other regional flavours thrive-Gerhard Polt,a bad-tempered Bavarian,now 72,is a Shakespeare among Lhem.There is lowbrow talent ioo,including OLto Waalkes,a Frisian buffoon.Most of this,however,is as foreigners always suspected:more embanassing Lhan funny.Germans can often be observed laughing,loudly.And they try hard."They cannot produce good humour,but they can consume it,"says James Parsons,an English man teaching business English in Leipzig.He once rented a theatre and got students,including Mrs Ullmann,to act out Monty Python skits,which they did wiLh enthusiasm.The trouble,he says,is that whereas the English wait deadpan for the penny to drop,Germans invariably explain their punchline.At a deeper level,the problem has nothing to do with jokes.What is missing is the series of irony,overstatement and understatement in workaday conversations.Immigrants in Germany share soul-crushing stories of atlempting a non-literal turn of phrase,to evoke a hoffified expression in their Gennan friends and a detailed explanaiion of the literal meaning,followed by a retreat into awkward politeness.Irony is not on the curriculum in Mrs Ullmann's classes.Instead she focuses mostly on the bas-ics of humorous spontaneiLy and surprise.Demand is strong,she says.It is a typical German answer to a shortcoming:work harder at it.German comedy is mentioned to show that Germans_____

A.are insensitive to humor
B.have a good sense of humor
C.always embarrass foreigners
D.are not good at performance

Text 4 Eva Ullmann took her master's degree in 2002 0n the part that humour has to play in psychotherapy,and became hooked on the subject.In 2005 she founded the German Insiitute for Humour in Leipzig.It is dedicated to"the combination of seriousness and humour".She offers lectures,seminars and personal coaching to managers,from small firms tO such corporate giants as Deutsche Bank and Telekom.Her latest project is to help train medical studenis and doctors.There is nothing peculiarly German about humour training.It was John Morreall,an American,who showed that humour is a market segment in the ever-expanding American genre of self-help.In the past two decades,humour has gone global.An Intemational Humour Congress was held in Amsterdam in 2000.And yet Cermans know that the rest of the world considers them to be at a particular disadvantage.The issue is not comedy.of which Germany has plenty.The late Vicco von Biilow,alias Loriot,delighied the elite wiLh his mockery of German senousness and stiffness.Rhenish,Swabian and other regional flavours thrive-Gerhard Polt,a bad-tempered Bavarian,now 72,is a Shakespeare among Lhem.There is lowbrow talent ioo,including OLto Waalkes,a Frisian buffoon.Most of this,however,is as foreigners always suspected:more embanassing Lhan funny.Germans can often be observed laughing,loudly.And they try hard."They cannot produce good humour,but they can consume it,"says James Parsons,an English man teaching business English in Leipzig.He once rented a theatre and got students,including Mrs Ullmann,to act out Monty Python skits,which they did wiLh enthusiasm.The trouble,he says,is that whereas the English wait deadpan for the penny to drop,Germans invariably explain their punchline.At a deeper level,the problem has nothing to do with jokes.What is missing is the series of irony,overstatement and understatement in workaday conversations.Immigrants in Germany share soul-crushing stories of atlempting a non-literal turn of phrase,to evoke a hoffified expression in their Gennan friends and a detailed explanaiion of the literal meaning,followed by a retreat into awkward politeness.Irony is not on the curriculum in Mrs Ullmann's classes.Instead she focuses mostly on the bas-ics of humorous spontaneiLy and surprise.Demand is strong,she says.It is a typical German answer to a shortcoming:work harder at it.
Which or the following is true about Eva Ullmann?

A.She gives free lectures to small companies in Germany.
B.Her interest on humor can date back to her college days.
C.She has dedicated herself to the study of psychotherapy.
D.She is a personal coach who trains medical practitioners.

根据以下材料，回答题
Beauty has always been regarded assomething praise worthy. Almost everyone thinks attractive people are happierand healthier, have better marriages and have more respectable occupations.
Personal consultants give them better advicefor finding jobs. Even judges are softer on attractive defendants (被告). But in the executivecircle, beauty can become a liability.
While attractiveness is a positive factorfor a man on his way up the executive ladder, it is harmful to a woman.
Handsome male executives were thought as havingmore integrity than plainer men; effort and ability were thought to account fortheir success.
Attractive female executives were consideredto have less integrity than unattractive ones; their success was attributed notto ability but to factors such as luck.
All unattractive women executives werethought to have more integrity and to be more capable than the attractivefemale executives. Interestingly, though, the rise of the unattractiveovernight successes was attributed more to personal relationships and less toability than that of attractive overnight successes.
Why are attractive women not thought to beable An attractive woman is thought to be more feminine and an attractive manmore masculine (有男子气概的) than the less attractive ones. Thus, an attractive woman has anadvantage in traditionally female jobs, but an attractive woman in a traditionallymasculine position appears to lack the "masculine" qualitiesrequired.
This is true even in politics. When the only clue is how he or shelooks, people treat men and women differently,′ says Anne Bowman, who recently publisheda study on the effects of attractiveness on political candidates. She asked 125undergraduate students to rank two groups of photographs, one of men and one ofwomen, in order of attractiveness. The students were told the photographs wereof candidates for political offices. They were asked to rank them again, in theorder they would vote for them.
The results showed that attractive malesutterly defeated unattractive men, but the women who had been ranked mostattractive invariably received the fewest votes.


The underlined word"liability" (in Para.1) most probably means "____________"查看材料

A.disadvantage
B.advantage
C.misfortune
D.trouble