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What can be done about mass unemployment All the wise heads agree:there’re no quick or any answers.There’s work to be done,but workers aren’t ready to do it.They’re in the wrong places,or they have the wrong skills.Our problem are
“structural,”and will take many years to solve.
But don’t bother asking for evidence that justifies this bleak view.There isn’t any.On the contrary,all the facts suggest
that high unemployment in America is the result of inadequate demand.Saying that there’re no easy answers sounds wise,
but it’s actually foolish:our unemployment crisis could be cured very quickly if we had the intellectual clarity and political will
to act.In other words,structural unemployment is a fake problem,which mainly serves as an excuse for not pursuing real
solutions.The fact is job openings have plunged in every major sector,while the number of workers forced into part-time
employment in almost all industries has soared.Unemployment has surged in every major occupational category.Only three
states,with a combined population not much larger than that of Brooklyn,have unemployment rates below 5%.So the
evidence contradicts the claim that we’re mainly suffering from structural unemployment.Why,then,has this claim become so popular
Part of the answer is that this is what always happens during periods of high unemployment-in part because experts and analysts believe that declaring the problem the problem deeply rooted,with no easy answers,makes them sound serious.I’ve been looking at what self-proclaimed experts were saying about unemployment during the Great Depression;it was almost
identical to what Very Serious People are saying now.Unemployment cannot be brought down rapidly,declared one 1935
analysis,because the workforce is“unadaptable and untrained”.I cannot respond to the opportunities which industry may
offer.A few years later,a large defense buildup finally provided a fiscal stimulus adequate to the economy’s needs anD.suddenly industry was eager to employ those“unadaptable and untrained”workers.But now,as then,powerful forces are
ideologically opposed to the whole idea of government action on a sufficient scale to jump-start the economy.And that,
fundamentally,is why claims that we face huge structural problems have been multiplying:they offer a reason to do nothing
about the mass unemployment that is crippling our economy and our society.
So what you need to know is that there's no evidence whatsoever to back these claims.We aren't suffering from a
shortage of needed skills;we’re suffering from a lack of policy resolve.As I said,structural unemployment isn’t real problem,
it's an excuse-a reason not to act on America’s problems at a time when action is desperately needed.

What is the author’s purpose in writing the passage 《》（）

A.To testify to the experts’analysis of America’s problems.
B.To offer a feasible solution to the structural unemployment.
C.To show the urgent need for the government to take action.
D.To alert American workers to the urgency for adaptation.

参考答案

参考解析
解析：本题考查作者的意图。

最后一段 “As I said, structural unemployment isn’t real problem, it’s an excuse——a reason not to act on America’s problems at a time when action is desperately needed.” 综上，C选项正确。
更多 “What can be done about mass unemployment All the wise heads agree:there’re no quick or any answers.There’s work to be done,but workers aren’t ready to do it.They’re in the wrong places,or they have the wrong skills.Our problem are “structural,”and will take many years to solve. But don’t bother asking for evidence that justifies this bleak view.There isn’t any.On the contrary,all the facts suggest that high unemployment in America is the result of inadequate demand.Saying that there’re no easy answers sounds wise, but it’s actually foolish:our unemployment crisis could be cured very quickly if we had the intellectual clarity and political will to act.In other words,structural unemployment is a fake problem,which mainly serves as an excuse for not pursuing real solutions.The fact is job openings have plunged in every major sector,while the number of workers forced into part-time employment in almost all industries has soared.Unemployment has surged in every major occupational category.Only three states,with a combined population not much larger than that of Brooklyn,have unemployment rates below 5%.So the evidence contradicts the claim that we’re mainly suffering from structural unemployment.Why,then,has this claim become so popular Part of the answer is that this is what always happens during periods of high unemployment-in part because experts and analysts believe that declaring the problem the problem deeply rooted,with no easy answers,makes them sound serious.I’ve been looking at what self-proclaimed experts were saying about unemployment during the Great Depression;it was almost identical to what Very Serious People are saying now.Unemployment cannot be brought down rapidly,declared one 1935 analysis,because the workforce is“unadaptable and untrained”.I cannot respond to the opportunities which industry may offer.A few years later,a large defense buildup finally provided a fiscal stimulus adequate to the economy’s needs anD.suddenly industry was eager to employ those“unadaptable and untrained”workers.But now,as then,powerful forces are ideologically opposed to the whole idea of government action on a sufficient scale to jump-start the economy.And that, fundamentally,is why claims that we face huge structural problems have been multiplying:they offer a reason to do nothing about the mass unemployment that is crippling our economy and our society. So what you need to know is that there's no evidence whatsoever to back these claims.We aren't suffering from a shortage of needed skills;we’re suffering from a lack of policy resolve.As I said,structural unemployment isn’t real problem, it's an excuse-a reason not to act on America’s problems at a time when action is desperately needed. What is the author’s purpose in writing the passage 《》（）A.To testify to the experts’analysis of America’s problems. B.To offer a feasible solution to the structural unemployment. C.To show the urgent need for the government to take action. D.To alert American workers to the urgency for adaptation.” 相关考题
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考题 Text 4 In recent weeks media outlets in the U.S.have been fretting over what would ordinarily be considered good news-the roaring American economy,which has brought low unemployment and,in some places,a labour shortage.Owners and managers have complained about their problems in finding people to fill low-wage positions."Nobody wants to do manual labour any more:'as one trade association grandee told The Baltimore Sun,and so the manual labour simply goes undone.Company bosses talk about the things they have done to fix the situation:the ads they've published;the guest-worker visas for which they've applied;how they are going into schools to encourage kids to learn construction skills or to drive trucks.But nothing seems to work.Blame for the labour shortage is sprayed all over the US map:opioids are said to be the problem.And welfare,and inadequate parking spaces,and a fallinp:birthrate.and mass incarceration.and-above all-the Trump administration's immigration policies.But no one really knows for sure.The textbook solution to the labour shortage problem-paying workers more-rarely merits more than a line or two,if it's mentioned at all.So unwilling are business leaders to talk about or consider this obvious answer that Neel Kashkari,the president of the Minneapolis Federal Reserve Bank,scolded them last year:"If you're not raising wages,then it just sounds like whining."If you study the Bureau of Labor Statistics'numbers on wages for nonsupervisory workers over the past few decades,you will notice that wage growth has been strangely slow to pick up.Hot economies usually drive wages up pretty promptly;this recovery has been running since 2009 and it has barely moved the needle.How could such a thing happen in this modern and enlightened age?Well,for starters,think of all that whining we're hearing from the US's management,who will apparently blame anyone and do anything to avoid paying workers more.Every labour-management innovation seems to have been designed with this amazing goal in mind.Every great bipartisan political initiative,from free trade to welfare reform,points the same way. The phenomenon of slow wage growth is——A.intricate B.gioomy C.irrational D.predictable
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考题 Text 4 In recent weeks media outlets in the U.S.have been fretting over what would ordinarily be considered good news-the roaring American economy,which has brought low unemployment and,in some places,a labour shortage.Owners and managers have complained about their problems in finding people to fill low-wage positions."Nobody wants to do manual labour any more:'as one trade association grandee told The Baltimore Sun,and so the manual labour simply goes undone.Company bosses talk about the things they have done to fix the situation:the ads they've published;the guest-worker visas for which they've applied;how they are going into schools to encourage kids to learn construction skills or to drive trucks.But nothing seems to work.Blame for the labour shortage is sprayed all over the US map:opioids are said to be the problem.And welfare,and inadequate parking spaces,and a fallinp:birthrate.and mass incarceration.and-above all-the Trump administration's immigration policies.But no one really knows for sure.The textbook solution to the labour shortage problem-paying workers more-rarely merits more than a line or two,if it's mentioned at all.So unwilling are business leaders to talk about or consider this obvious answer that Neel Kashkari,the president of the Minneapolis Federal Reserve Bank,scolded them last year:"If you're not raising wages,then it just sounds like whining."If you study the Bureau of Labor Statistics'numbers on wages for nonsupervisory workers over the past few decades,you will notice that wage growth has been strangely slow to pick up.Hot economies usually drive wages up pretty promptly;this recovery has been running since 2009 and it has barely moved the needle.How could such a thing happen in this modern and enlightened age?Well,for starters,think of all that whining we're hearing from the US's management,who will apparently blame anyone and do anything to avoid paying workers more.Every labour-management innovation seems to have been designed with this amazing goal in mind.Every great bipartisan political initiative,from free trade to welfare reform,points the same way. The author's attitude toward the U.S.'s management is——A.dissatisfied B.resentful C.unclear D.cautious
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考题 Text 4 In recent weeks media outlets in the U.S.have been fretting over what would ordinarily be considered good news-the roaring American economy,which has brought low unemployment and,in some places,a labour shortage.Owners and managers have complained about their problems in finding people to fill low-wage positions."Nobody wants to do manual labour any more:'as one trade association grandee told The Baltimore Sun,and so the manual labour simply goes undone.Company bosses talk about the things they have done to fix the situation:the ads they've published;the guest-worker visas for which they've applied;how they are going into schools to encourage kids to learn construction skills or to drive trucks.But nothing seems to work.Blame for the labour shortage is sprayed all over the US map:opioids are said to be the problem.And welfare,and inadequate parking spaces,and a fallinp:birthrate.and mass incarceration.and-above all-the Trump administration's immigration policies.But no one really knows for sure.The textbook solution to the labour shortage problem-paying workers more-rarely merits more than a line or two,if it's mentioned at all.So unwilling are business leaders to talk about or consider this obvious answer that Neel Kashkari,the president of the Minneapolis Federal Reserve Bank,scolded them last year:"If you're not raising wages,then it just sounds like whining."If you study the Bureau of Labor Statistics'numbers on wages for nonsupervisory workers over the past few decades,you will notice that wage growth has been strangely slow to pick up.Hot economies usually drive wages up pretty promptly;this recovery has been running since 2009 and it has barely moved the needle.How could such a thing happen in this modern and enlightened age?Well,for starters,think of all that whining we're hearing from the US's management,who will apparently blame anyone and do anything to avoid paying workers more.Every labour-management innovation seems to have been designed with this amazing goal in mind.Every great bipartisan political initiative,from free trade to welfare reform,points the same way. The labour shortage is mainly concentrated in_____A.trade-related jobs B.low-paid jobs C.manual work positions D.basic management positions
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考题 Text 4 In recent weeks media outlets in the U.S.have been fretting over what would ordinarily be considered good news-the roaring American economy,which has brought low unemployment and,in some places,a labour shortage.Owners and managers have complained about their problems in finding people to fill low-wage positions."Nobody wants to do manual labour any more:'as one trade association grandee told The Baltimore Sun,and so the manual labour simply goes undone.Company bosses talk about the things they have done to fix the situation:the ads they've published;the guest-worker visas for which they've applied;how they are going into schools to encourage kids to learn construction skills or to drive trucks.But nothing seems to work.Blame for the labour shortage is sprayed all over the US map:opioids are said to be the problem.And welfare,and inadequate parking spaces,and a fallinp:birthrate.and mass incarceration.and-above all-the Trump administration's immigration policies.But no one really knows for sure.The textbook solution to the labour shortage problem-paying workers more-rarely merits more than a line or two,if it's mentioned at all.So unwilling are business leaders to talk about or consider this obvious answer that Neel Kashkari,the president of the Minneapolis Federal Reserve Bank,scolded them last year:"If you're not raising wages,then it just sounds like whining."If you study the Bureau of Labor Statistics'numbers on wages for nonsupervisory workers over the past few decades,you will notice that wage growth has been strangely slow to pick up.Hot economies usually drive wages up pretty promptly;this recovery has been running since 2009 and it has barely moved the needle.How could such a thing happen in this modern and enlightened age?Well,for starters,think of all that whining we're hearing from the US's management,who will apparently blame anyone and do anything to avoid paying workers more.Every labour-management innovation seems to have been designed with this amazing goal in mind.Every great bipartisan political initiative,from free trade to welfare reform,points the same way. The textbook solution_____A.has been proposed many times B.is a remedy for labour shortage C.is completely neglected by business leaders D.has caused a bank president's dissatisfaction
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考题 Text 4 In recent weeks media outlets in the U.S.have been fretting over what would ordinarily be considered good news-the roaring American economy,which has brought low unemployment and,in some places,a labour shortage.Owners and managers have complained about their problems in finding people to fill low-wage positions."Nobody wants to do manual labour any more:'as one trade association grandee told The Baltimore Sun,and so the manual labour simply goes undone.Company bosses talk about the things they have done to fix the situation:the ads they've published;the guest-worker visas for which they've applied;how they are going into schools to encourage kids to learn construction skills or to drive trucks.But nothing seems to work.Blame for the labour shortage is sprayed all over the US map:opioids are said to be the problem.And welfare,and inadequate parking spaces,and a fallinp:birthrate.and mass incarceration.and-above all-the Trump administration's immigration policies.But no one really knows for sure.The textbook solution to the labour shortage problem-paying workers more-rarely merits more than a line or two,if it's mentioned at all.So unwilling are business leaders to talk about or consider this obvious answer that Neel Kashkari,the president of the Minneapolis Federal Reserve Bank,scolded them last year:"If you're not raising wages,then it just sounds like whining."If you study the Bureau of Labor Statistics'numbers on wages for nonsupervisory workers over the past few decades,you will notice that wage growth has been strangely slow to pick up.Hot economies usually drive wages up pretty promptly;this recovery has been running since 2009 and it has barely moved the needle.How could such a thing happen in this modern and enlightened age?Well,for starters,think of all that whining we're hearing from the US's management,who will apparently blame anyone and do anything to avoid paying workers more.Every labour-management innovation seems to have been designed with this amazing goal in mind.Every great bipartisan political initiative,from free trade to welfare reform,points the same way. What can we learn from Paragraph 2?A.Reasons for labour shortage beyond number. B.Bosses have done all they can do about labour shortage. C.It is Trump administration's immigration policies to be blame. D.Reasons for labour shortage proposed by bosses are groundless.
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done. One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. " What can be inferred from paragraph 3 ?A.You have to be readily available in the office. B.People cannot work in a vacuum. C.People in the office love helping others. D.Sometimes we have to decline colleagues' requests.
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done. One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.” The word “wanes” in paragraph 2 is closest in meaning to:A.increase B.peak C.diminish D.disappear
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done. One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. " The word "wanes" in paragraph 2 is closest in meaning to:A.Increase B.Peak C.Diminish D.Disappear
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done. One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.” What can be inferred from paragraph 3?A.You have to be readily available in the office. B.People cannot work in a vacuum. C.People in the office love helping others. D.Sometimes we have to decline colleagues’ requests.
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done. One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. " According to paragraph 2 , which of the following the "chunk of time" the author is talking about? A.When you are most focused. B.When there is no discussions. C.Last at night. D.Bright and early in the morning.
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done. One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.” According to paragraph 2, which of the following the “chunk of time” the author is talking about? A.When you are most focused B.When there is no distractions C.Late at night D.Bright and early in the morning
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done. One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.” What is the article mainly about?A.How to manage your time well B.How to overcome different challenges in the office C.How to win competitions and get promotions D.How to prevent distractions and focus on big issues
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考题 资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward. 1. FIND YOUR MOST PRODUCTIVE TIME Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos. 2. CREATE PHYSICAL BARRIERS Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done. One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. " What may the author discuss later ?A.The author may like about the administration system. B.The author may teach the readers to make a timetable. C.The author may put forward another suggestion. D.The author may discuss the office environments.
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考题 Does everyone in your office always agree all the time？ When someone makes a suggestion， does everyone just smile and nod in agreement？ When you bring forward an idea， do people just accept t？ Well， if you answered yes" to any of these questions， you are in an extremely unusual workplace. People are people. And people butt heads.They disagree， they argue， and they fight. You can’t get around it. But you can learn to deal with it To hold your own， you need to learn how to argue effectively. If you’ve got an opinion， you need to defend it. And if you have a problem with something a colleague has done， you need to let tem know. This can make for some difficult discussions and meetings， but this is just a part of life and business skills. So how can you argue effectively？ Well， you need several. "Andpeoplebuthead"means（）.Apeople hit you with the top of their headBpeople dislike each otherCpeople don't always agree well with each other
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考题 单选题—Thank you, sir._______.　　—You’re welcome, Miss.A Bless you for your kindnessB I’ll be back in a momentC And you needn’t have done soD Let me have a look at the menu
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考题 问答题【参考范例二】PART 2Describe a colleague that you like to work with. You should say: what this person does what sort of work you do with this person how long you have known each other and explain why you like to work with this person.You will have to talk about the topic for one or two minutes.You have one minute to think about what you’re going to say.You can make some notes to help you if you wish.
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