10月24 号最新雅思阅读机经

10月24 号最新雅思阅读机经

10月刚过去，对于11月将要考雅思的同学来说，10月的雅思真题机经很重要，多了解最近的考试趋势和考试形式有助于考试成绩的提高，郑州培雅雅思培训专注雅思培训多年，对于考试的趋势和预测把握很深，欢迎各位河南地区的同学前来免费咨询。 一、考试概述：

本次考试三篇文章两旧一新，第一篇内容关于娃娃的发展起源，第二篇为人们工作中所接触到的压力，第三篇介绍的是关于一种蜥蜴。对于历史发展类，工作类和生物类的文章大家可以参考剑桥系列中C8T1P1，C10T1P3和C7T3P1进行复习。 二、具体题目分析 Passage 1： 题目：Doll

内容：娃娃的发展起源，材料及制作过程 题型：填空题7+判断题6 参考答案： 1-7 Completion 2000BC

埃及坟墓里经常可以发现由平整的木头制成的娃娃，“头发”由1. clay或木珠子制成，可以追溯到公元前2000多年。 600BC

希腊和罗马，女孩长到不再适合玩娃娃的年纪时，她们就会把娃娃奉献给女神们2. goddesses;公元前600年前娃娃已经有了可活动四肢3. movable limbs和可拆服装。 16-17th century

德国Grodnertal生产许多4. peg wooden dolls(木制挂钩娃娃),这种娃娃有着非常简单的挂钩关节，类似于衣夹。 1700-1800

除了木质娃娃，蜡质娃娃在17和18世纪也很流行。第一个以婴儿为模板的蜡质5.wax娃娃产于19世纪初的英国。

1800-1900

木材的替代品是1800年代发展起来的。纸浆木或纸张6.pulped wood or paper混合而成的合成物被用来制造娃娃的头和身体。 Mid of the 19th

19世纪40年代，德国，法国和丹麦开始制造瓷质娃娃头。19世纪60年代，陶制bisque娃娃取代了7.china娃娃头。

8-13 True/False/Not Given

8. 法国的dolls比德国的bisque dolls more costly—TRUE 9. The first rag doll 是在1850s制造出来的—NOT GIVEN 10. 赛璐璐celluloid娃娃容易掉色easily fade away—TRUE 11. only开头的判断题—FALSE

12. plastic与此前的材料resembled但是can last a longer time—TRUE 13. 待补充 Passage 2： 题目：Stress Level 内容：人类压力

题型：配对题5+选择题3+单选题6 参考文章(仅供参考)： Stress of Workplace

A How busy is too busy? For some it means having to miss the occasional long lunch; for others it means missing lunch altogether. For a few, it is not being able to take a \(病假) once a month. Then there is a group of people for whom working every evening and weekend is normal, and frantic is the tempo of their lives. For most senior executives, workloads swing between extremely busy and frenzied. The vice-president of the management consultancy AT Kearney and its head of telecommunications for the Asia-Pacific region, Neil Plumridge, says his work weeks vary from a \

B Three warning signs alert Plumridge about his workload: sleep, scheduling and family. He knows he has too much on when he gets less than six hours of sleep for three consecutive nights;

when he is constantly having to reschedule appointments; \the third one is on the family side\says Plumridge, the father of a three-year-old daughter, and expecting a second child in October. \busy\prolonged period can start showing up as stress: disturbed sleep, and declining mental and physical health. National workers' compensation figures show stress causes the most lost time of any workplace injury. Employees suffering stress are off work an average of 16.6 weeks. The effects of stress are also expensive. Comcare, the Federal Government insurer, reports that in 2003-04, claims for psychological injury accounted for 7% of claims but almost 27% of claim costs. Experts say the key to dealing with stress is not to focus on relief - a game of golf or a massage - but to reassess workloads. Neil Plumridge says he makes it a priority to work out what has to change; that might mean allocating extra resources to a job, allowing more time or changing expectations. The decision may take several days. He also relies on the advice of colleagues, saying his peers coach each other with business problems. \says.

C Executive stress is not confined to big organisations. Vanessa Stoykov has been running her own advertising and public relations business for seven years, specialising in work for financial and professional services firms. Evolution Media has grown so fast that it debuted on the BRW Fast 100 list of fastest-growing small enterprises last year - just after Stoykov had her first child. Stoykov thrives on the mental stimulation of running her own business. \everyone, I have the occasional day when I think my head's going to blow off,\of the growth phase the business is in, Stoykov has to concentrate on short-term stress relief - weekends in the mountains, the occasional \work. She says: \hiring more people, but you need to train them, teach them about the culture and the clients, so it's actually more work rather than less.\

D Identify the causes： Jan Elsnera, Melbourne psychologist who specialises in executive coaching, says thriving on a demanding workload is typical of senior executives and other high-potential business people. She says there is no one-size-fits-all approach to stress: some people work best with high-adrenalin periods followed by quieter patches, while others thrive under sustained pressure. \of whether someone's physiologically stressed or not,%us an indicator of what their experience of stress is, and what the emotional and cognitive impacts of stress are going to be.\

E Eisner's practice is informed by a movement known as positive psychology, a school of thought that argues \contribution to something meaningful - do not balance out negative ones such as stress; instead, they help people increase their resilience over time. Good stress, or positive experiences of being challenged and rewarded, is thus cumulative in the same way as bad stress. Eisner says many of the senior business people she coaches are relying more on regulating bad stress through methods such as meditation and yoga. She points to research showing that meditation can alter the biochemistry of the brain and actually help people \the way their brains and bodies react

to stress. \get proficient at it you're in control.

F The Australian vice-president of AT Keamey, Neil Plumridge, says: \by our setting unrealistic expectations of ourselves. I'll promise a client I'll do something tomorrow, and then [promise] another client the same thing, when I really know it's not going to happen. I've put stress on myself when I could have said to the clients: ’Why don't I give that to you in 48 hours?' The client doesn't care.\Overcommitting is something people experience as an individual problem. We explain it as the result of procrastination or Parkinson's law: that work expands to fill the time available. New research indicates that people may be hard-wired to do it.

G A study in the February issue of the Journal of Experimental Psychology shows that people always believe they will be less busy in the future than now. This is a misapprehension, according to the authors of the report, Professor Gal Zauberman, of the University of North Carolina, and Professor John Lynch, of Duke University. \weeks or a month from now as he or she is today. But that is not how it appears to be in everyday life,\the same commitments required immediate action. That is, they discount future time investments relatively steeply.\present? The researchers suggest that people underestimate completion times for tasks stretching into the future, and that they are bad at imagining future competition for their time. 参考答案： 14-18 CADAB

(答案可能有误，仅供参考) Passage 3：

题名：The tuatara--past and future 题型：判断题 4 + 填空题 5 + 选择题 4 该题证实为新题，暂无相关文章

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