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内部使用冲刺加油2014年6月大学英语四级阅读理解新题型匹配练习题练习1PartⅢReadingComprehension(40minutes)SectionB(原快速阅读理解调整为长篇阅读理解，篇章长度和难度不变。篇章后附有10个句子，每句一题。每句所含的信息出自篇章的某一段落，要求考生找出与每句所含信息相匹配的段落。)Directions:Inthissection,youaregoingtoreadapassagewithtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraphs.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.AnswerthequestionsbymarkingthecorrespondingletteronAnswerSheet2.HowtoMakePeacewithYourWorkload[A]Swamped(忙碌的),underthegun,juststrugglingtostayabovewater...;whateverofficeclicheyouemploytodepictit,weveallbeeninthatsituationwherewefeellikewemightbeswallowedupbyourworkload.Nonethelessmanyawaymaybeusedtomanageyourto-dolisttopreventfeelingoverwhelmed.Howtomakepeacewithyourworkloadonceandforallgoesasfollows.[B]Getorganized.“Clearthedeadwoodoutofyourdeskandkeepyourofficeinshape,whichenhancesyourcapabilitytohandleothertasksandraisestheprobabilitythatyou’llretrievetheitemsyoudoneedinafasterandeasierfashion,”saysJeffDavidsonwhoworksasawork/lifeexpertandwriterofmorethan50booksonworkplaceissues.“Whensomethingcanbedisposed,letitgo,giveninrealitymostofwhatyouretainisreplaceable.”JoelRudy,vicepresidentofoperationsforPhotographicSolutions,withbetterthanthirtyyearsofbusinessmanagementexperience,believesthatkeepingorganizedisamust.“Messyworkareasarenonproductiveinsomemeasure.Providedthatyoucantlocateadocumentorreporteasilybecauseit’slostinapileofmess,thenyouhaveaproblematicsituation,”hesays.“Therebyyouaresupposedtotakethetimetotidyupyourworkareasandkeepyourimportantfiles,manualsandreportsinanaccessiblelocation,whichwillmaximizeyourefficiencies.”[C]Makeato-dolist,thencoveritup.Itmaysoundweird,butitworks,saysJessicaCarlson,anaccountexecutiveatBluefishDesignStudiowhichisanadvertisingconsultingfirm.Carlsonurgesherteamtoutilizeto-doliststostayontrackandhighlightitemsthatareapriority.“Coverupthelist,withtheexceptionofonehigh-prioritytaskatonetime,”shesuggests.“Thiswillallowyoutofocusbetteronthetaskathand;otherwise,itwillbeeasytogetoverwhelmedifyou’rereadingthroughato-dolistthatspansanentirepage.Concentratingonasingleitemwillmakeyourtasksappearliketheyaremoredoable,”Carlsonsays.内部使用冲刺加油[D]Stopmultitasking.Despitewhatyoumayconsidermultitasking,it’scounterproductive.Unlessyou’redrinkingcoffeewhilescanningyourmorninge-mails,you’renotsavinganytimebyattemptingtodotenthingsatonce.“Ifyoufindyourselfgettingtangledintoomanythings,itmaybeofmuchnecessityofyoutore-evaluateyourinvolvement,”Rudysays.“Yourmindwillwanderfromonetopictoanotherandyoumayendupneveraccomplishingathing.”Rudyrecommendsthebestwaytostopmultitaskingistocreateprioritylistswithdeadlines.“Whenapplicable,completeoneprojectbeforeyoumovefurtherontothenextone,”hesays.[E]Settimelimits.DeborahChaddock-Brown,awork-at-homesingleparent,saysshe’sfrequentlyoverwhelmedbythedemandsofmaintainingorderinherresidenceandrunningherownbusiness.Still,shemanagesto“doitall”bysettingatimelimitforeachtask.“Ihavethetypeofpersonalitythatflits(轻轻地掠过)fromthingtothingbecauseIdohavesomuchonmyplate,”Brownsays.“AsaconsequenceIassigntimeslots:Forthenext15minutesIwillparticipateinsocialmediaforthepurposeofmarketingmybusiness(notsendingphotosorplayingFarmville)andthatistheonlythingIamabouttodoforthenext15minutes.Whenthetimeisup,Imoveontothenexttask.Thatway,atnightIdon’tendupwithapileoftaskstoaccomplisheventhoughIfeltbusyallday.”[F]Talktoyourmanager.“Quiteoften,peopleareworkingonthingsthatarenolongeratoppriority,butsomeoneforgottotellthem(thatthey’renolongerimportant).Thereareusuallyclearprioritiesinthemanager’shead;heorshehasjustnotdoneagreatjobcommunicatingthosewiththeemployee,”saysHollyGreen,CEOofTheHumanFactor.Green’ssuggestionunfoldsinthismanner:“Ifyoufindyourselfconfrontedwithtoomanyresponsibilities,sitdown,notethesignificantthingsyouareinchargeof,andgotoyourmanagertohaveaconversationtodiscusspriorities,trade-offs,timecommitmentsandinterdependenciesrequiredtodoeachthingwell,andthenaskwhatyoushouldstopworkingonorworkonlesssoyoucangettherightthingsdone.”Greensaysmanagersshouldbewillingtohelpsortoutpriorities,solongasemployeeshaveacan-doapproachandaren’tjustcomplainingabouttheirworkload.[G]Eliminatetimewasters.“Ifinterruptionsarekeepingyoufromyourresponsibilities,learnhowtodealwiththemaccordingly,”saysEileenRoth,authorofOrganizingforDummies.Rothproposesthefollowingsuggestionstocombatdisruptions:“Usevoicemailtocutdownontelephoneinterruptions,turnoffthealertthatsays‘You’vegotane-mail;andgivestaffmembersasettimetovisityou.”JustinGramm,presidentofGlobellaBuyersRealty,exemplifiesRoth’spoint.“E-mailhadbeenabigtimewasterformeinthepastbecauseitwasaconstantinterruption,causingmetolosefocusonthetaskathand,”hesays.Sincedeterminedtocheckhise-mailsonlytwiceaday,Grammsayshehasbecomemuchmoreefficient.“Ifpeoplewanttogetmoreworkdone,theyneedtostopcheckinge-mailsandgetdowntobusiness,”hesays.[H]Assessyourworkloadbeforetakingonnewtasks.“Theparadoxoftoday’sworkenvironmentisthatthemoreyoudo,themorethat’sexpectedofyou,”D