2017年6月大学英语四级真题试卷（三）

America’s Internet is faster than ever before, but people still complain about their Internet being too slow.

New York ’s Attorney General’s office【C1】______ an investigation in the fall into whether or not Verizon, Cablevision and Time Warner are delivering broadband that’s as fast as the providers【C2】______ it is. Earlier this month, the office asked for the public’s help to measure their speed results, saying consumers【C3】______ to get the speeds they were promised. “Too many of us may be paying for one thing, and getting another,” the Attorney General said.

If the investigation uncovers anything, it wouldn’t be the first time a telecom provider got into【C4】______ over the broadband speeds it promised and delivered customers. Back in June, the Federal Communications Commission fined AT&T $100 million over【C5】______ that the carrier secretly reduced wireless speeds after customers consumed a certain amount of【C6】______.

Even when they stay on the right side of the law, Internet providers arouse customers’ anger over bandwidth speed and cost. Just this week, an investigation found that media and telecom giant Comcast is the most【C7】______ provider. Over 10 months, Comcast received nearly 12,000 customer complaints, many【C8】______ to its monthly data cap and overage (超过额度的) charges.

Some Americans are getting so【C9】______ with Internet providers they’re just giving up. A recent study found that the number of Americans with high-speed Internet at home today【C10】______ fell during the last two years, and 15% of people now consider themselves to be “cord-cutters”.

A) accusations I) hated

B) actually J) launched

C) claim K) relating

D) communicating L) times

E) complain M) trouble

F) data N) usually

G) deserved O) worried H) frustrated

Team Spirit

[A] 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 “deviants” (离经叛逆者) 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.

The phrase almost completes itself; midlife crisis. It’s the stage in the middle of the journey when people feel youth vanishing, their prospects narrowing and death approaching.

There’s only one problem with the cliche (套话). It isn’t true.

“In fact, there is almost no hard evidence for midlife crisis other than a few small pilot studies conducted decades ago,” Barbara Hagerty writes in her new book, Life Reimagined. The bulk of the research shows that there may be a pause, or a shifting of gears in the 40 s or 50 s, but this shift “can be exciting, rather than terrifying”.

Barbara Hagerty looks at some of the features of people who turn midlife into a rebirth. They break routines, because “autopilot is death”. They choose purpose over happiness—having a clear sense of purpose even reduces the risk of Alzheimer’s disease. They give priority to relationships, as careers often recede (逐渐淡化).

Life Reimagined paints a picture of middle age that is far from gloomy. Midlife seems like the second big phase of decision-making. Your identity has been formed; you’ve built up your resources; and now you have the chance to take the big risks precisely because your foundation is already secure.

Karl Barth described midlife precisely this way. At middle age, he wrote, “the sowing is behind; now is the time to reap. The run has been taken; now is the time to leap. Preparation has been made; now is the time for the venture of the work itself.”

The middle-aged person, Barth continued, can see death in the distance, but moves with a “measured haste” to get big new things done while there is still time.

What Barth wrote decades ago is even truer today. People are healthy and energetic longer. We have presidential candidates running for their first term in office at age 68, 69 and 74. A longer lifespan is changing the narrative structure of life itself. What could have been considered the beginning of a descent is now a potential turning point—the turning point you are most equipped to take full advantage of.

In spring, chickens start laying again, bringing a welcome source of protein at winter’s end. So it’s no surprise that cultures around the world celebrate spring by honoring the egg.

Some traditions are simple, like the red eggs that get baked into Greek Easter breads. Others elevate the egg into a fancy art, like the heavily jewel-covered “eggs” that were favored by the Russians starting in the 19th century.

One ancient form of egg art comes to us from Ukraine. For centuries, Ukrainians have been drawing complicated patterns on eggs. Contemporary artists have followed this tradition to create eggs that speak to the anxieties of our age; Life is precious, and delicate. Eggs are, too.

“There’s something about their delicate nature that appeals to me,” says New Yorker cartoonist Roz Chast. Several years ago, she became interested in eggs and learned the traditional Ukrainian technique to draw her very modern characters. “I’ve broken eggs at every stage of the process—from the very beginning to the very, very end.”

But there’s an appeal in that vulnerability. “There’s part of this sickening horror of knowing you’re walking on the edge with this, that I kind of like, knowing that it could all fall apart at any second.” Chast’s designs, such as a worried man alone in a tiny rowboat, reflect that delicateness.

Traditional Ukrainian decorated eggs also spoke to those fears. The elaborate patterns were believed to offer protection against evil.

“There’s an ancient legend that as long as these eggs are made, evil will not prevail in the world,” says Joan Brander, a Canadian egg-painter who has been painting eggs for over 60 years, having learned the art from her Ukrainian relatives.

The tradition, dating back to 300 B. C., was later incorporated into the Christian church. The old symbols, however, still endure. A decorated egg with a bird on it, given to a young married couple, is a wish for children. A decorated egg thrown into the field would be a wish for a good harvest.