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决定并体现着道德建设的根本性质和发展方向，规定并制约着道德领域中的所有道德现象为道德的核心问题。当前我国道德建设的核心问题是“为什么人的问题”。
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根据我国现阶段经济社会生活和人们思想道德的实际，可将集体主义分为不同层次的道德要求。顾全大局、遵纪守法、热爱祖国、诚实劳动,这是对公民最基本的道德要求。
Directions:In this section, you are going to read a passage with ten statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a letter. Answer the questions by marking the corresponding letter on Answer Sheet 2.【同学们只需要在作答时填写词汇前的英文字母，大写即可】Team spiritA）Teams have become the basic building blocks of organisations. Recruitment advertisements routinely call for "team players". Business schools grade their students in part on their performance in group projects. Office managers knock down walls to encourage team building. Teams are as old as civilisation, of course: even Jesus had 12 co-workers. But a new report by Deloitte, "Global Human Capital Trends"，based on a survey of more than 7,000 executives in over 130 countries, suggests that the fashion for teamwork has reached a new high. Almost half of those surveyed said their companies were either in the middle of restructuring or about to embark on （开始）it; and for the most part, restructuring meant putting more emphasis on teams.B）Companies are abandoning conventional functional departments and organising employees into cross- disciplinary teams that focus on particular products, problems or customers. These teams are gaining more power to run their own affairs. They are also spending more time working with each other rather than reporting upwards. Deloitte argues that a new organisational form is on the rise: a network of teams is replacing the conventional hierarchy （等级体制）.C）The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modern marketplace and the expectations of employees. Technological innovation places greater value on agility（灵活性）. John Chambers, chairman of Cisco Systems Inc., a worldwide leader in electronics products, says that "we compete against market transitions（过渡）, not competitors. Product transitions used to take five or seven years; now they take one or two. " Digital technology also makes it easier for people to co-ordinate their activities without resorting to hierarchy. The " millennials" （千禧一代）who will soon make up half the workforce in rich countries were raised from nursery school onwards to work in groups.D）The fashion for teams is also spreading from the usual corporate suspects (such as GE and IBM) to some more unusual ones. The Cleveland Clinic, a hospital operator, has reorganised its medical staff into teams to focus on particular treatment areas; consultants, nurses and others collaborate closely instead of being separated by speciality （专业）and rank. The US Army has gone the same way. In his book, Team of Teams, General Stanley McChrystal describes how the army's hierarchical structure hindered its operations during the early stages of the Iraq war. His solution was to learn something from the rebels it was fighting: decentralising authority to self-organising teams.E）A good rule of thumb is that as soon as generals and hospital administrators jump on a management bandwagon （追随一种管理潮流）, it is time to ask questions. Leigh Thompson of Kellogg School of Management in Illinois warns that, "Teams are not always the answer—teams may provide insight, creativity and knowledge in a way that a person working independently cannot; but teamwork may also lead to confusion, delay and poor decision-making. " The late Richard Hackman of Harvard University once argued, "I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary ... But don't count on it. "F）Hackman （who died in 2013） noted that teams are hindered by problems of co-ordination and motivation that chip away at the benefits of collaboration. High-flyers （能干的人）who are forced to work in teams may be undervalued and free-riders empowered. Group-think may be unavoidable. In a study of 120 teams of senior executives, he discovered that less than 10% of their supposed members agreed on who exactly was on the team. If it is hard enough to define a team's membership, agreeing on its purpose is harder still.G）Profound changes in the workforce are making teams trickier to manage. Teams work best if their members have a strong common culture. This is hard to achieve when, as is now the case in many big firms, a large proportion of staff are temporary contractors. Teamwork improves with time: America's National Transportation Safety Board found that 73% of the incidents in its civil-aviation database occurred on a crew's first day of flying together. However, as Amy Edmondson of Harvard points out, organisations increasingly use "team" as a verb rather than a noun: they form teams for specific purposes and then quickly disband them.H）The least that can be concluded from this research is that companies need to think harder about managing teams. They need to rid their minds of sentimentalism（感情用事）:the most successful teams have leaders who are able to set an overall direction and take immediate action. They need to keep teams small and focused: giving in to pressure to be more "inclusive" is a guarantee of dysfunction. Jeff Bezos, Amazon's boss, says that "If I see more than two pizzas for lunch, the team is too big." They need to immunise teams against group-think: Hackman argued that the best ones contain "deviant" （离经叛道者）who are willing to do something that may be upsetting to others.I）A new study of 12,000 workers in 17 countries by Steelcase, a furniture-maker which also does consulting, finds that the best way to ensure employees are "engaged" is to give them more control over where and how they do their work—which may mean liberating them from having to do everything in collaboration with others.J）However, organisations need to learn something bigger than how to manage teams better: they need to be in the habit of asking themselves whether teams are the best tools for the job. Team-building skills are in short supply: Deloitte reports that only 12% of the executives they contacted feel they understand the way people work together in networks and only 21% feel confident in their ability to build cross-functional teams. Loosely managed teams can become hotbeds of distraction—employees routinely complain that they can't get their work done because they are forced to spend too much time in meetings or compelled to work in noisy offices. Even in the age of open-plan offices and social networks some work is best left to the individual.36.Successful team leaders know exactly where the team should go and are able to take prompt action.37.Decentralisation of authority was also found to be more effective in military operations.38.In many companies, the conventional form of organisation is giving way to a network of teams.39.Members of poorly managed teams are easily distracted from their work.40.Teamwork is most effective when team members share the same culture.41.According to a report by Deloitte, teamwork is becoming increasingly popular among companies.42.Some team members find it hard to agree on questions like membership and the team's purpose.43.Some scholars think teamwork may not always be reliable, despite its potential to work wonders.44.To ensure employees' commitment, it is advisable to give them more flexibility as to where and how they work.45.Product transitions take much less time now than in the past.
【同学们只需要在作答时填写词汇前的英文字母，大写即可】The Secret to Raising Smart Kids[A] I first began to investigate the basis of human motivation-and how people persevere after setbacks-as a psychology graduate student at Yale University in the 1960s. Animal experiments by psychologists at the University of Pennsylvania had shown that after repeated failures, most animals conclude that a situation is hopeless and beyond their control. After such an experience an animal often remains passive even when it can effect change-a state they called learned helplessness.[B] People can learn to be helpless,too. Why do some students give up when they encounter difficulty, whereas others who are no more skilled continue to strive and learn? One answer, I soon discovered, lay in people's beliefs about why they had failed.[C] In particular, attributing poor performance to a lack of ability depresses motivation more than does the belief that lack of effort is to blame. When I told a group of school children who displayed helpless behavior that a lack of effort led to their mistakes in math, they learned to keep trying when the problems got tough. Another group of helpless children who were simply rewarded for their success on easier problems did not improve their ability to solve harm math problems. These experiments indicated that a focus on effort can help resolve helplessness and generate success.[D] Later, I developed a broader theory of what separates the two general classes of learners-helpless versus mastery-oriented. I realized these different types of students not only explain their failures differently, but they also hold different “theories” of intelligence. The helpless ones believe intelligence is a fixed characteristic: you have only a certain amount, and that's that. I call this a "fixed mind-set(思维模式)."Mistakes crack their self-confidence because they attribute errors to a lack of ability, which they feel powerless to change. They avoid challenges because challenges make mistakes more likely. The mastery-orient children, on the other hand, think intelligence is not fixed and can be developed through education and hard work. Such children believe challenges are energizing rather than intimidating (令人生畏);[E] We validated these expectations in a study in which two other psychologists and I monitored 373 student for two years during the transition to junior high school, when the work gets more difficult and the grading more strict, to determine how their mind-sets might affect their math grades. At the beginning of seventh grade, we assessed the students' mind-sets by asking them to agree or disagree with statements such as "Your intelligence is something very basic about you that you can't really change." We then assessed their beliefs about other aspects of learning and looked to see what happened to their grades.[F]As predicted, the students with a growth mind-set felt that learning was more important goal than getting good grades. In addition, they held hard work in high regard, They understood that even geniuses have to work hard. Confronted by a setback such as a disappointing test grade, students with a growth mind-set said they would study harder or try a different strategy. The students who held a fixed mind-set, however, were concerned about looking smart with less regard for learning. They had negative views of effort, believing that having to work hard was a sign of low ability. They thought that a person with talent or intelligence did not need to work hard to do well. Attributing a bad grade to their own lack of ability, those with a fixed mind-set said that would study less in the future, try never to take that subject again and consider cheating on future tests.[G] Such different outlook had a dramatic impact on performance. At the start of junior high, the math achievement test scores of the students with a growth mind-set were comparable to those of students who displayed a fixed mind-set. But as the work became more difficult, the students with a growth mind-set showed greater persistence. As a result, their math grades overtook those of the other students by the end of the first semester-and the gap between the two groups continued to widen during the two years we followed them.[H] A fixed mind-set can also hiner communication and progress in the workplace and discourage or ignore constructive criticism and advice. Research shows that managers who have a fixed mind-set are less likely to seek or welcome feedback from their employees than are managers with a growth mind-set.[I] How do we transmit a growth mind-set to our children? One way is by telling stories about achievements that result from hard work. For instance, talking about mathematical geniuses who were more or less born that way puts students in a fixed mind-set, but mathematicians who fell in love with math and developed amazing skills produce a growth mind-set.[J] In addition, parents and teachers can help children by providing explicit instruction regarding the mind as a learning machine, I designed an eight-session workshop for 91 students whose math grades were declining in their first year of junior high. Forty-eight of the students received instruction in study skills only, whereas the others attended a combination of study skills sessions and classes in which they learned about the growth mind-set and how to apply it to schoolwork. In the growth mind-set classes, students read and discussed an article entitled “You Can Grow Your Brain.” They were taught that the brain is like a muscle that gets stronger with use and that learning prompts the brain to grow new connections. From such instruction, many students began to see themselves as agents of their own brain development. Despite being unaware that there were two types of instruction, teachers reported significant motivational changes in 27% of the children in the growth mind-set workshop as compared withonly 9% of students in the control group.[K] Research is converging (汇聚) on the conclusion that great accomplishment and even genius is typically the result of years of passion and delication and not something that flows naturally from a gift.36.The author's experiment shows that students with a fixed mind-set believe having to work hard is an indication of low ability.37.Focusing on effort is effective in helping children overcome frustration and achieve success.38.We can cultivate a growth mind-set in children by telling success stories that emphasize hard work love of learning.39.Students’ belief about the cause of their failure explains their attitude toward setbacks.40.In the author’s experiment, student with a growth mind-set showed greater perseverance in solving difficult math problems.41.The author conducted an experiment to find out about the influence of students’ mind-sets on math learning.42.After failing again and again, most animals give up hope.43.Informing students about the brain as a learning machine is a good strategy to enhance their motivation for learning.44.People with a fixed mind-set believe that one’s intelligence is unchangeable.45.In the workplace, feedback may not be so welcome to managers with a fixed mind-set.
Directions:In this section, you are going to read a passage with ten statements attached to it. Each statement contains information given in one of the paragraphs. Identify the paragraph from which the information is derived. You may choose a paragraph more than once. Each paragraph is marked with a letter. Answer the questions by marking the corresponding letter on Answer Sheet 2.【同学们只需要在作答时填写词汇前的英文字母，大写即可】How a Poor, Abandoned Parisian Boy Became a Top ChefA) The busy streets in Paris were uneven and caked in thick mud, but there was always a breathtaking sight to see in the shop windows of Patisserie de la Rue de la Paix. By 1814, people crowded outside the bakery, straining for a glimpse of the latest sweet food created by the young chef who worked inside.B) His name was Marie-Antoine Carême, and he had appeared, one day, almost out of nowhere. But in his short lifetime, which ended exactly 184 years ago today, he would forever revolutionize French gourmet food（美食）, write best-selling cook books and think up magical dishes for royals and other important people.C) Carême's childhood was one part tragedy, equal part mystery. Born the 16th child to poor parents in Paris in either 1783 or 1784, a young Carême was suddenly abandoned at the height of the French Revolution. At 8 years old, he worked as a kitchen boy for a restaurant in Paris in exchange for room and board. By age 15, he had become an apprentice（学徒）to Sylvain Bailly, a well-known dessert chef with a successful bakery in one of Paris's most fashionable neighborhoods.D) Carême was quick at learning in the kitchen. Bailly encouraged his young apprentice to learn to read and write. Carême would often spend his free afternoons at the nearby National Library reading books on art and architecture. In the back room of the little bakery, his interest in design and his baking talent combined to work wonders-he shaped delicious masterpieces out of flour, butter and sugar.E) In his teenage years, Carême fashioned eatable copies of the late 18th century's most famous buildings-cookies in the shape of ruins of ancient Athens and pies in the shape of ancient Chinese palaces and temples. Sylvain Bailly, his master, displayed these luxuriant creations-often as large as 4 feet tall-in his bakery windows.F) Carême's creations soon captured the discriminating eye of a French diplomat, Charles Maurice deTalleyrand-Perigord. Around 1804, Talleyrand challenged Carême to produce a full menu for his personal castle, instructing the young baker to use local, seasonal fruits and vegetables and to avoid repeating main dishes over the course of an entire year. The experiment was a grand success and Talleyrand's association with French nobility would prove a profitable connection for Carême.G) French Emperor Napoleon Bonaparte was known to be unimpressed by the declining taste of early18th century cooking, but under pressure to entertain Paris's high society, he too called Carême to his kitchen at Tuileries Palace. In 1810, Carême designed the extraordinary cake for the wedding of Napoleon and his second bride, Marie-Louise of Austria. He became one of the first modern chefs to focus on the appearance of his table, not just the flavor of his dishes. "I want order and taste. A well-displayed meal is enhanced one hundred percent in my eyes," he later wrote in one of his cook books.H) In 1816, Carême began a culinary（烹饪的）journey which would forever mark his place as history's first top chef. He voyaged to England to cook in the modern Great Kitchen of the prince regent（摄政王）, George IV, and crossed continents to prepare grand banquets for the tables of Tsar Alexander I of Russia. Never afraid to talk up his own accomplishments, a boastful Carême made a fortune as wealthy families with social ambitions invited him to their kitchens. Later, in his cook books, he would often include a sketch of himself, so that people on the street would be able to recognize-and admire-him.I) Carême's cooking displays became the symbol of fine French dining; they were plentiful, beautiful and imposing. Guests would fall silent in wonder as servants carried Carême's fancy creations into the dining hall. For a banquet celebrating the Grand Duke Nicholas of Russia's visit to George IV's Brighton Pavillion on Jan. 18, 1817, the menu featured 120 different dishes, highlighting eight different soups, 40 main courses, and 32 desserts.J) As he traveled through the homes of early 19th century nobility, Carême forged the new art of French gourmet food. Locked in hot kitchens, Carême created his four "mother sauces." These sauces-béchamel, velouté, espagnole and allemande-formed the central building blocks for many French main courses. He also perfected the soufflé-a baked egg dish, and introduced the standard chef's uniform-the same double-breasted white coat and tall white hat still worn by many chefs today. The white clothing conveyed an image of cleanliness, according to Carême-and in his realm, appearance was everything.K) Between meals, Carême wrote cook books that would be used in European kitchens for the next century. His manuals including The Royal Parisian Baker and the massive five-volume Art of French Cooking Series (1833-1847, completed after his death) first systematized many basic principles of cooking, complete with drawings and step-by-step directions. Long before television cooking shows, Carême walked readers through common kitchen tasks, instructing them to "try this for yourself, at home" as famous American Chef Julia Child might do, many years later.L) In the end, however, it was the kitchen that did Carême in. Decades of working over coal fires in tight, closed spaces with little fresh air (to ensure his dishes would not get cold) had fatally damaged his lungs. On Jan.12, 1883, Carême died just before he turned 50.M) But in his lifetime, Carême, ever confident, could see beyond his short domination in the kitchen.He wanted to "set the standard for beauty in classical and modern cooking, and prove to the distant future that the French chefs of the 19th century were the most famous in the world," as he wrote in his papers.N) Decades later, chef Auguste Escoffier would build upon Carême's concept of French cuisine（烹饪）.But in the very beginning, there was just Carême, the top chef who elevated dining into art.36. Carême was among the first chefs who stressed both the appearance and flavor of dishes.37. Carême wanted to show to later generations that French chefs of his time were most outstanding in the world.38. Carême benefited greatly from serving a French diplomat and his connections.39. Carême learned his trade from a famous dessert chef in Paris.40. Carême's creative works were exhibited in the shop windows by his master.41. Carême's knowledge of art and architecture helped him create extraordinary desserts out of ordinary ingredients.42 . Many people in Paris were eager to have a look at the latest sweet food made by Carême.43. Carême became extremely wealthy by cooking for rich and socially ambitious families.44. Carême's writings dealt with fundamental cooking principles in a systematic way.45. Carême's contribution to French cooking was revolutionary.
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