1 . Does earning a higher salary make you happier?

It’s an issue that concerns many of us: the balance between a satisfying job and a satisfying paycheck.     1     Workers are concerned about when weighing a promotion that would bring longer hours and more stress along with higher pay.

    2    , reported by The Journal of Happiness Studies, while people for whom high income was not the most important were attracted to the liberal arts and social sciences.

It all depends on priorities, Mr. Lore said. Some people are willing to make lifestyle changes because the intrinsic (内在的) rewards of following a passion or making a difference are more important than a high salary in an unenjoyable career, he said.    3    

Looking at lists of careers with the highest salaries tends to be a fool’s game. Let’s say you see that accountants are getting decent salaries out of college, but you don’t really like accounting.     4     Generally, people succeed when they’re doing something they like and what they’re good at. For his part, Mr. Lore said he was concerned that current economic troubles might force people into poor career choices.

“I would prefer that the economy was doing better and people were more adventurous because it often has an enormous effect on the quality of life,” he said. “Many people think success equals a high income, but     5     To me, that’s not success.”

A．Therefore, people should pursue what they’re interested in.

B．Students have to think about the question seriously when considering a college major or start a career.

C．The selection suggests that most majoring in social sciences or liberal arts is likely to result in higher salaries.

D．People who sought high income are more likely to major in things like business, engineering and finance

E．How can someone say they’re successful if they’re not happy doing their work?

F．These days, of course, many people are worried about whether they will get a job at all.

G．Chances are you’re going to be very good at accounting and your salary will reflect that.

3 . How to be more productive

Getting things done isn’t working all day at 100 miles an hour.     1    . And the following tips can definitely help you.

    2    

Smaller tasks like answering emails are “shallow work”. Try to be more conscious of what your shallow tasks are, and give yourself permission to block them out for a while so you can focus on the important tasks that require “deep work”.

Call it a day

For good productivity, be strict about when your working day is over, and when you get to the end of your planned work session, ease yourself into a more relaxed state. Look through your unfinished work.     3    . Then close that textbook or laptop and say something out loud like “Shutdown complete!” After that? Have some fun. Give your mind the rest it’s earned.

Find your top level goal

    4    . Find the big thing that we could call your life’s purpose, like inspiring others, or helping people in society. Put that at the top. On the next level you’ll have mid-level goals like passing an exam. The goals below-it-should all feed into your top-level. They’ll be smaller, more practical things — perhaps writing an email, or doing some research. If they don’t help with achieving your top goal, then get rid of them!

Make your breaks smarter

Time-management master Francesco Cirillo says that for every 25 minutes of intense concentration, you should take five off to do nothing at all, which gives the brain time to recover and keeps your productivity high.     5    . Move around, stare out of a window.

A．Shut out the shallow

B．Make out the shallow

C．Find some pictures of kittens and puppies first

D．Organise your priorities by making a pyramid of goals

E．In the five-minute breaks, don’t jump on your phone

F．Write a short plan of how you’ll tackle it tomorrow

G．Looking for ways to do less and get more done actually makes more sense

4 . The Foundation for Educational Progress is Seeking a New Chief Executive

The Foundation for Educational Progress is an independent charity established by a global news organization in 2012. We support children from underserved backgrounds to have inspiring discussions about the news, which teach them to creatively solve problems, listen with an open mind and speak with confidence.

Our founding Chief Executive, Emily Evans, has decided to move on to tackle new challenges. She will step down next summer, and we are seeking a new Chief Executive to lead the charity as it begins a hugely exciting next stage of global growth. Our programme, Topical Talk, has expanded from a UK pilot in 2013 to reaching over 200,000 children across the world today, and we have ambitious plans for the next decade.

We have an extraordinary platform to support our growth ambitions: a talented, highly motivated and supportive team; a collaborative (合作的), high-trust culture; and clear strategic focus. We are looking for a leader who can build on this platform and realise our potential for scale at the same time as deepening our impact, ensuring that we always stay focused on making a meaningful difference in the lives of children who are most in need of extra support.

If you have experience of scaling an organisation while taking a collaborative, inclusive and empowering approach to leadership, and you are passionate about our mission, we would love to hear from you. The role is based in headquarters in London at least two days per week.

Find more information, including details of how to apply, here:

foundationforprogress.org/chiefexecutive

1. What do we know about the Foundation for Educational Progress?

A．It is a global news organization.

B．It runs many exchange programs.

C．It hopes to expand its global influence.

D．It provides financial help to needy children.

2. What must a qualified candidate be able to do?

A．Take on the role immediately.

B．Specialize in global news reporting.

C．Lead the team in an authoritative way.

D．Ensure a minimal weekly presence in London.

3. In which section of a magazine may this text appear?

A．News Updates.	B．Career Opportunities.
C．Educational Resources.	D．Volunteering Information.

5 . Intern (实习生): United Nations Educational, Scientific, and Cultural Organization(UNESCO)

Job Title: Digital Business Solutions Intern

Work location: Remote/Beijing

Duration: Six months

The Digital Bureau Solution is responsible for ICT operations within UNESCO, and reports to the Assistant Director General to Administration(ADG/ADM). The team oversees the implementation of UNESO’s digital strategy, with the delivery of more integrated and properly designed, project and knowledge management in support of programme delivery; the supply of a flexible IT infrastructure (基础建设), and best-in-class service management to enable effective programme delivery; and the supply of strengthened cyber security and digital risk management.

Job responsibilities

Network Monitoring and Arrangement: Assist in monitoring network performance and diagnosing connectivity issues using network monitoring tools; while gaining hands-on experience with network device arrangement, including routers, switches, and firewalls;

Cloud Platform Familiarity: Gain experience with cloud platforms by setting up and arranging cloud resources; assist in planning the migration of pre-stored applications and workloads to the cloud:

Server and Network Troubleshooting: Learn to troubleshoot network problems, such as slow connections or connection lost;

Documentation: Help update and maintain network documentation, including network diagrams and device inventories;·User Support and Troubleshooting: Provide basic user support, including password resets and account creation, and learn about helpdesk ticketing systems;

Requirements

You must be at least 20 years old to apply.

You have recently graduated with a Master’s degree or PhD, 12 months prior to the start of the internship; You should have an excellent command, both written and spoken, of English or French. A working knowledge of the other language (English or French) is an advantage; You must have an excellent knowledge of computer systems and office-related software.

Applicants need to register an account for UNESCD and enter the application process after completing their personal information resume. In the Application information, if you want to do this job offline, select duty station: China, Beijing.

1. The Digital Bureau Solution is to ______.

A．control the Assistant Director General to Administration

B．improve more integrated project and knowledge management

C．create a flexible IT infrastructure, and good service management

D．offer strengthened cyber security and digital risk management.

2. Being an intern in UNESCO, one will help to ______.

A．monitor network performance and diagnose connectivity issues

B．gain experience with cloud platforms by planning the applications

C．update and maintain network documentation for network diagrams

D．provide basic user support by learning about helpdesk ticketing systems

3. Which is a requirement for the applicants?

A．Being younger than 20 years old when applying.

B．Having a Master’s degree or PhD while applying.

C．Commanding English and French excellently, both written and spoken.

D．Having a rich knowledge of computer systems and office-related software.

6 . There was no way to escape when they spotted a polar bear. Verena Mohaupt and a handful of colleagues were trapped on a floating sea ice while the bear gazed at them, smelling the air, a dangerous sign.

“That’s when everything kicks in,” Mohaupt says, “and you focus on what’s important.” As a colleague fired into the sky as a warning shot, Mohaupt radioed their research ship a few kilometres away, whose helicopter luckily arrived quickly and Mohaupt didn’t have to use the gun that was hanging over her shoulder.

Keeping a lookout for bears was a regular duty for Mohaupt, the logistics coordinator(后勤协调员) for a year-long mission known as the MOSAiC——the largest Arctic research exploration in history. The project, consisting of roughly 300 scientists, led by scientist MarkusRex, has collected massive measurements that will help better forecast how warming will transform the globe in the coming decades. For months, the exploration operated in constant darkness while polar bears wandered nearby, storms rocked the ship and the ice shifted and cracked. Then, when the Sun returned, the ice began to melt, creating a life-threatening risk and a nightmare for researchers who needed to keep their instruments from sinking.

Tasked with the security of the mission, Mohaupt designed an extensive training course for the participants in which they learnt how to avoid the danger, like storm-rocking and ice-cracking. They jumped into a Norwegian channel in their survival suits and climbed out of the freezing waters using only their ice picks. They learnt how to escape from a crashed helicopter. And they discussed the psychological effects of being far from home. Mohaupt brought knitting equipment, yoga mats and a violin for their men tal health——although having been prepared for the isolation.

Mohaupt didn’t expect a career in polar regions, but says she has always been drawn to the north. “She was there to make sure that we were protected,” says Markus Rex, “Mohaupt is certainly the champion in the field.”

1. Why does the author mention a polar bear in the beginning?

A．To show the threat of bears.	B．To tell an interesting story.
C．To introduce Mohaupt’s job.	D．To describe the polar scenery.

2. What can we know from paragraph 3?

A．The working conditions were tough.	B．Mohaupt helped to collect massive data.
C．The exploration went on in total darkness.	D．Mohaupt’s duty was to protect polar bears.

3. Which of the following best describes Mohaupt?

A．Ambitious and brave.	B．Passionate and dependent.
C．Considerate and modest.	D．Professional and responsible.

4. What is a suitable title for the text?

A．A Potential Danger in the Exploration.	B．A Guardian Angel of Polar Researchers.
C．A Great Scientific Exploration in History.	D．A Great Female Scientist in Polar Research.

7 . Good evening everyone!

I hope to pick your brain on potential advertising strategies and gaining new customers for my boyfriend’s car repair shop.

He has been in business for 3 years and is fairly successful, but we are trying to increase the number of chargeable hours. While he was doing repair work, I took over all the administrative duties. The first thing on my to-do list was to get him on social media. I was floored that he had no social media presence, which is not surprising considering he is old school.

Now, he has a business Facebook page and an Instagram account, although it may not be worth much yet. We are working on a weekly “feature” for both platforms in order to create some interest.

He doesn’t want to do coupons (优惠券) or discounts or anything like that, and I understand why. His labor rate is already significantly lower than anyone else in the area, and his overall costs are lower as well. This is where I am a bit lost——how can we effectively attract more customers without a hook? My guess would be focusing on the value, but I’m not sure how well that will work out.

We are considering sending postcards as well since he already cooperates with a few local shops who send their large jobs to him and such. However, I am unsure about Facebook marketing, but definitely open.

1. What was scheduled first to promote business?

A．Working out a weekly feature.	B．Increasing chargeable hours.
C．Establishing his presence online.	D．Visiting his old school.

2. How might they attract new clients?

A．By raising labor rates.	B．By offering discounts and coupons.
C．By cutting overall costs.	D．By highlighting the value of services.

3. What is the purpose of the text?

A．To offer information.	B．To seek advice.
C．To show advantages.	D．To find cooperation.

8 . How many bosses could rely on their employees threatening to quit in mass if they were abruptly forced out? Sam Altman received such a show of support from more than 700 staff after he was fired from Open AI that he was swiftly restored to his position by the board. But this level of loyalty is not typical and may not always be a good thing.

Management experts say staff who are loyal to their employer are inclined to invest more time and effort in their jobs, helping to create an engaged and higher performing workplace. In turn they receive promotions and pay rises. They have a greater sense of belonging and potentially a longer career at the same organisation. But it is not all rosy. People who are too loyal are more likely to take actions that are deemed wrong to keep their jobs and protect their employer, according to a 2021 academic paper. They might overlook wrongdoing and be less likely to expose corruption. Loyalty is sometimes seen as such a force for good that it can be used to justify bad behavior.

Often companies and senior bosses are the real winner a of employee loyalty. Research led by Matthew Stanley at Duke University’s Fuqua School of Business published this year, found that managers were more likely to exploit loyal individuals. Stanley recruited almost 1,400 managers to read about a fictional 29-year-old employee called John, who worked for a company that was trying to keep costs down. They had to decide how willing they would be to ask John to work longer hours and take on more work without more pay. Researchers created various situations including labelling John as loyal versus other traits such as honest and fair. Managers were more willing to ask loyal John to take on the burden of unpaid work.

However, Consultancy Gallup’s latest state of the workplace report showed that half of the 122, 416 employees who took part in a global survey were looking out for new work. “You can’t guarantee anyone will stick around these days,” says a consultant who advises boards. This is particularly true of younger generations. They trust their bosses less and are not as patient when it comes to career progression, seeing little benefit in keeping their heads down and following orders if they do not see results quickly.

1. What does the author want to say by mentioning Sam Altman in Paragraph 1?

A．Open AI’s staff loyalty is quite high.

B．Staff loyalty’s rosy side in the work.

C．Sam Altman could count on his employees.

D．This level of loyalty is not always good.

2. How did Matthew Stanley conduct his research!

A．Through global surveys concerning a fictional employee named John.

B．By creating different situations to ask John ta take on more unpaid work.

C．By asking managers to make decisions about work arrangements of John.

D．By recruiting managers to read fiction about work traits like loyal and honest.

3. What can you learn from the passage?

A．Loyalty can be used by management to exploit employees.

B．Younger generations are more patient towards their employers.

C．Employees who are loyal are more likely to report wrongdoing.

D．Loyalty to an employer always leads to a positive work environment.

4. What can be a suitable title for the text?

A．How Job Loyalty Affects the Work Environment?

B．Why Staff Loyalty is Not Always a Good Thing?

C．Are Loyal Employees More Likely to be Promoted?

D．Does Work Loyalty Help Career Progress More Quickly?

9 . If your boss yells, blames you, and then takes the credit for your work—even it is a rare incident—it can have a bad effect on your well-being and performance at the workplace.

“Thankfully, abusive leadership isn’t too common, but when it happens it leaves employees far less likely to take the initiative and work to improve business practices,” said Howie Xu, an author of a new study carried out by an international group of researchers. “We wanted to understand the cogmitive factors behind that effect—and find out how companies can protect their employees from the negative impact of bad bosses.”   

Xu’s team surveyed employees and supervisors from 42 different South Korean companies, along with hundreds of US students, to explore the ways in which abusive supervision impacts“taking charge”behavior by employees. Subjects were then ranked according to whether they actively seek positive opportunities for promotion and advancement or take a more preventative approach that prioritizes safety and job security.

“We theorized that both the drive to obtain rewards (promotion, bonuses) and the drive to avoid punishments (maintain job security) would shape the way employees respond to abusive bosses,” Xu explained. But that’ s not what Xu and his team found. Rather, they found that employees who prioritized career advancement were strongly affected by abusive leadership while employees who prioritized job security remained just as likely to take charge after experiencing abusive leadership.

One possible explanation, Xu said, is that ambitious employees may think an abusive boss has direct control over whether they will receive bonuses or opportunities for promotion. By contrast, bad bosses may be seen as having less direct control over fring decisions, which often require ratification (批准) by HR teams or more senior managers.

That’s an important finding, because it suggests that organizations seeking to lessen the impact of bad leadership should focus on giving power to employees and making them feel valued and appreciated, rather than simply apologizing and making them feel sure that their jobs are safe.

1. What do Howio Xu’s words in paragraph 2 suggest?

A．It’s urgent for companies to replace their bad bosses.

B．Companies should perfect their staff evaluation system.

C．Becoming a victim of abusive leadership is very normal.

D．Abusive leadership lowers employees’ work enthusiasm.

2. What conclusion can be drawn from paragraph 4?

A．The finding had a solid theory foundation.

B．The finding was beyond the study team’s expectations.

C．Employees tend to put potential rewards before everything else.

D．Employees generally hold an unfriendly attitude toward abusive bosses.

3. What should organizations primarily do if the employees were abused?

A．Give them suitable recognition.	B．Guarantee them job security.
C．Seek help from professionals.	D．Make a sincere apology to them.

4. What is the best title for the text?

A．It’s Possible to Keep a Bad Boss at Bay

B．It’ s Important to Avoid Becoming a Bad Boss

C．Having a Bad Boss May Make You a Worse Employee

D．Having Bad HR Teams Keeps You Away from Job Satisfaction