考研完形 PC007・【英一】真题精练 2010–2013
逐篇逐空 · 原文逐字 + 20题×4选项 + 逐空原创解析
In 1924 America’s National Research Council sent two engineers to supervise a series of experiments at a telephone-parts factory called the Hawthorne Plant near Chicago. It hoped they would learn how shop-floor lighting 1 workers’ productivity. Instead, the studies ended 2 giving their name to the “Hawthorne effect,” the extremely influential idea that the very 3 of being experimented upon changes subjects’ behavior.
The idea arose because of the 4 behavior of the women in the plant. According to 5 of the experiments, their hourly output rose when lighting was increased, but also when it was dimmed. It did not 6 what was done in the experiment; 7 something was changed, productivity rose. A(n) 8 that they were being experimented upon seemed to be 9 to alter workers’ behavior 10 itself.
After several decades, the same data were 11 to econometric analysis. The Hawthorne experiments had another surprise in store. 12 the descriptions on record, no systematic 13 was found that levels of productivity were related to changes in lighting.
It turns out that the peculiar way of conducting the experiments may have led to 14 interpretations of what happened. 15 , lighting was always changed on a Sunday. When work started again on Monday, output 16 rose compared with the previous Saturday and 17 to rise for the next couple of days. 18 , a comparison with data for weeks when there was no experimentation showed that output always went up on Mondays. Workers 19 to be diligent for the first few days of the week in any case, before 20 a plateau and then slackening off. This suggests that the alleged “Hawthorne effect” is hard to pin down.
20 题 · 四选项(逐字)
| 空 | A | B | C | D |
|---|---|---|---|---|
| 1 | affected | achieved | extracted | restored |
| 2 | at | up | with | off |
| 3 | truth | sight | act | proof |
| 4 | controversial | perplexing | mischievous | ambiguous |
| 5 | requirements | explanations | accounts | assessments |
| 6 | conclude | matter | indicate | work |
| 7 | as far as | for fear that | in case that | so long as |
| 8 | awareness | expectation | sentiment | illusion |
| 9 | suitable | excessive | enough | abundant |
| 10 | about | for | on | by |
| 11 | compared | shown | subjected | conveyed |
| 12 | Contrary to | Consistent with | Parallel with | Peculiar to |
| 13 | evidence | guidance | implication | source |
| 14 | disputable | enlightening | reliable | misleading |
| 15 | In contrast | For example | In consequence | As usual |
| 16 | duly | accidentally | unpredictably | suddenly |
| 17 | failed | ceased | started | continued |
| 18 | Therefore | Furthermore | However | Meanwhile |
| 19 | attempted | tended | chose | intended |
| 20 | breaking | climbing | surpassing | hitting |
逐空原创解析
People are, on the whole, poor at considering background information when making individual decisions. At first glance this might seem like a strength that 1 the ability to make judgments which are unbiased by 2 factors. But Dr Uri Simonsohn speculated that an inability to consider the big 3 was leading decision-makers to be biased by the daily samples of information they were working with. 4, he theorised that a judge 5 of appearing too soft 6 crime might be more likely to send someone to prison 7 he had already sentenced five or six other defendants only to forced community service on that day.
To 8 this idea, he turned to the university-admissions process. In theory, the 9 of an applicant should not depend on the few others 10 randomly for interview during the same day, but Dr Simonsohn suspected the truth was 11.
He studied the results of 9,323 MBA interviews 12 by 31 admissions officers. The interviewers had 13 applicants on a scale of one to five. This scale 14 numerous factors into consideration. The scores were 15 used in conjunction with an applicant’s score on the Graduate Management Admission Test, or GMAT, a standardised exam which is 16 out of 800 points, to make a decision on whether to accept him or her.
Dr Simonsohn found if the score of the previous candidate in a daily series of interviewees was 0.75 points or more higher than that of the one 17 that, then the score for the next applicant would 18 by an average of 0.075 points. This might sound small, but to 19 the effects of such a decrease a candidate would need 30 more GMAT points than would otherwise have been 20.
20 题 · 四选项(逐字)
| 空 | A | B | C | D |
|---|---|---|---|---|
| 1 | grants | submits | transmits | delivers |
| 2 | minor | external | crucial | objective |
| 3 | issue | vision | picture | moment |
| 4 | Above all | On average | In principle | For example |
| 5 | fond | fearful | capable | thoughtless |
| 6 | in | for | to | on |
| 7 | if | until | though | unless |
| 8 | test | emphasize | share | promote |
| 9 | decision | quality | status | success |
| 10 | found | studied | chosen | identified |
| 11 | otherwise | defensible | replaceable | exceptional |
| 12 | inspired | expressed | conducted | secured |
| 13 | assigned | rated | matched | arranged |
| 14 | put | got | took | gave |
| 15 | instead | then | ever | rather |
| 16 | selected | passed | marked | introduced |
| 17 | below | after | above | before |
| 18 | jump | float | fluctuate | drop |
| 19 | achieve | undo | maintain | disregard |
| 20 | necessary | possible | promising | helpful |
逐空原创解析
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