1 . The phrase "digital nomads(游民)" suggests joyful people who escape their daily work to travel the world, working with laptops on beaches. Relevant statistics regularly made the headline: “There will be one billion digital nomads by 2035".
I started researching digital nomads in 2015, and it took me three years to develop an understanding of what might be going on. I've met hundreds of people who think of themselves as digital nomads and many more who have dreamed about becoming one. The first thing I learned is that how people feel about the label “digital nomad" changes over time. People starting out often assume it's a permanent lifestyle, but that's rarely the case. One of my respondents explained, “I don't go around calling myself a digital nomad now. It's a bit silly." Indeed, there's still debate about whether it's a buzzword(时髦用语) or a real phenomenon. Some have even tried to figure out how “authentic" a digital nomad is, by how much they move from place to place. And there has been heated debate online about who's a real digital nomad, and who is merely self-promoting.
Most of the digital nomads I spoke to, who once had well-paid jobs, told me that they were escaping from deeply-rooted problems in the contemporary Western workplace. One of my respondents, Zeb, was working three restaurant jobs to pay the rent in San Francisco. The city sucked up all his time and money. This made him abandon his plans to sell recycled products online. Swapping expensive California for affordable South-East Asia helped Zeb to launch his own business. Lisette a skilled translator from Hamburg, Germany, is able to produce high-quality work quickly. She soon tired of the culture of presenteeism (出勤主义) at her workplace. She explained, “I'm efficient and I like to get the work done and leave on time. :Others were obviously scared to leave first, so they would sit at their desks and play with their computers."
Nearly 40% of British adults believe their jobs don't make sense. Their housing is of poor quality and too expensive, and the economies don't provide young people with wages they can live on. With these challenges, it's hardly surprising that those new to the world are already desperate to escape. Yet there are certain complexities that come with living as a citizen of the world. As Lsstte said, "Digital nomads can quickly become isolated." Digital nomads have to shoulder responsibility for almost every aspect of modern life: their mental health, daily routine, income, safety and shelter. Most digital nomads travel on tourist visas, which requires them to move regularly ---an experience my participants have described as disorienting (使人迷失方向的).
For those digital nomads who make a living as professional bloggers, it's also part of their job to sell the life-style. As a result, many try to present a stable and happy image online. Lissette explained, "There 's a danger---when my aunt sees my picture online, she thinks that everything looks so happy here on the beach. Of course, my digital identity always looks happier than my real life." But at some point, most of my research participants feel sorrow for the loss of some aspects, such as location dependence, regular work hours. or an office party. They miss some of the things they were escaping. Many nomads I've interviewed just pack up and go home without telling anyone. Being a digital nomad can be rewarding and offers an escape from the boring office hour. But it’s important that digital nomads think deeply about the importance of community and mental health in their lives. Freedom does not mean the same thing for everyone.
1. What does the author think of digital nomads?| A．Easy to get on with. | B．Difficult to define. |
| C．Extremely popular. | D．About to disappear. |
| A．Fierce competition. | B．Economic pressure. |
| C．Rigid working system. | D．Violation of personal space. |
| A．Travelling the world. | B．Enjoying more free time. |
| C．Receiving steady incomes. | D．Being free from real-life pressures. |
| A．Think twice before becoming a digital nomad. |
| B．Share your real life and job on the Internet. |
| C．Have a much more comfortable lifestyle. |
| D．Resign from a dead-end job as soon as possible. |
| A．Digital nomads: what future jobs will be like |
| B．Digital nomads: a trend that will take over the world |
| C．Digital nomads: an effective way to escape your everyday work |
| D．Digital nomads: what it's really like to work while traveling the world |
2 . You and your employer must make sure you can work off campus without a work permit before you start working. If you start working off campus but don’t meet the requirements, you may have to leave Canada.
Eligibility (资格) requirements
You can work off campus without a work permit if you meet all of these requirements:
●you’re a full-time student at a designated learning institution (DLI)
●you're enrolled in a post-secondary academic，vocational or professional training program or a secondary-level vocational training program (Quebec only)
●you’ve started studying
● you have a Social Insurance Number (SIN)
If you’re on an authorized leave from your studies, or you’re switching schools and you’re not studying, you can’t work off campus. You can only return to work once you’re back to studying.
Applying for a Social Insurance Number
●Applying at a Service Canada Centre
●Normally you must apply for a SIN in person, or have someone else apply for you in person. However, if you live in a remote area with no Service Canada Centre within 100 km, you are eligible to apply by mail. To confirm this is the case, you can use your postal code check your eligibility on the Service Canada website or call service Canada at 1-866-274-6627.
Note: There is no fee to apply for a SIN.
1. If you want to apply for a SIN, you can use the following ways except _______.| A．applying at a Service Canada Centre | B．mailing a Service Canada Centre |
| C．having others apply for you in person | D．applying on the Service Canada Centre |
| A．Travel and Tourism | B．Business and Industry |
| C．Jobs and Workplace | D．Immigration and Citizenship |
3 . Is your promotion really necessary? Many workers focus their hopes on climbing the scale of their organizations. The prospect of higher pay helps explain their ambition,but so does the greater status that comes with each successive(连续的) title.
This climb can often end in disappointment. The Peter Principle, developed by Laurence Peter for a book published in 1969, states that workers get promoted until they reach their level of incompetence. It makes perfect sense. If you are good at your job, you rise up the career ladder. Eventually, there will be a job you are not good at and at that point your career will stop.
There is another problem with chasing the promotion fantasy. Many companies have a strong tendency to promote the best sales people. Convincing others to buy goods and services is a useful skill, requiring charm and persistence. But, as the authors point out, these are not the same capabilities as the strategic planning and administrative competence needed to lead a sales team.
The research then looked at what happened after these super-salespeople were promoted Their previous sales performance was actually a negative indicator of managerial success.The sales growth of workers assigned to the star sellers was 7.5 percentage points lower than for those whose managers were previously weaker performers.
The trick to avoiding this curse is to stick to what you like doing. If you enjoy teaching, don't be a headmaster or college principal. If you like writing articles and columns, editing other people’s work may not give the same degree of satisfaction.
Another problem with pursuing frequent promotions is that it turns you into a supplicant, endlessly in search of favourable feedback from the higher-ups. This can lead you to lose control of your work-life balance. In Charles Handy's new book, 21 Letters On Life And Its Challenges, the experienced management theorist recalls an insight when working for Royal Dutch Shell,an oil giant. "In exchange for the promise of financial security and guaranteed work, I had sold my time to complete strangers with my permission for them to use that time for their own purpose,” he writes.
The higher up the ladder you go, the greater the demands are likely to be on your time.The chief executive will expect you to be available at weekends: after all, that is why you get paid the big bucks.
So that shiny promotion may not be for everyone. Beware the curse of overwork an/dissatisfaction. Some people like to devote their whole lives to their job and be at the centre of events. It is best to let them get on with it.
1. What can we learn about"The Peter Principle"?| A．People’s careers are easily spoiled by unrealistic expectations. |
| B．There are to some degree certain ceilings in people's career paths |
| C．Incompetent employees tend to have more chances to gain promotions |
| D．People don't necessarily get promoted by virtue of their competence |
| A．To put forward useful suggestions on how to get promoted |
| B．To show how many challenges we face without getting promoted |
| C．To illustrate the serious consequences of the pursuit of promotion |
| D．To prove the economic security brought along by the promotion. |
| A．The Promotion Satisfaction | B．The Promotion Curse |
| C．The Promotion Strategies | D．The Promotion Prospect |
Why Should You Be an Intrapreneur at work?
Wikipedia defines intrapreneurship as “the act of behaving like an entrepreneur while working within a large organization.” In my view, intrapreneurs are people who have a strong interest in thinking outside the box, pushing new ideas forward in their companies and speaking their mind.
Taking this road isn’t usually a popular choice. It’s easier to go with the flow, collect your paycheck and call it a day. However, the benefits of being an empowered, vocal (直言不讳的) employee are huge. Becoming an intrapreneur at work can help your career and even the careers of people around you in a variety of ways.
Speaking up when something isn’t going as you think it should - even if it’s just the way a project is being approached - demonstrates confidence and forward thinking. If you’ve never viewed yourself as a leader, this might seem very daunting (使人畏缩的) at first. And many people, women especially, might even feel as though they need permission to make their voice heard. The following quote opened my eyes and shifted my perspective on this many years ago:
“The thing women have yet to learn is nobody gives you power. You just take it.”
-Roseanne Barr
Even if they disagree with you, your colleagues are more likely to respect you as a professional if you demonstrate assertiveness (自信) and independent thinking. Respect yourself and your own ideas, and others will respect you in turn.
Intrapreneurs understand that their careers are in their own hands. If they’re unhappy at work or don’t like something about their workplace or responsibilities, they don’t complain about it; they take steps to change it. Being active instead of passive about your goals and personal vision will make you happier - with your job and yourself - in the long run.
Vocal employees are more likely to produce a culture where everyone believes they can contribute to a larger conversation about the company and its future. This is the key to producing a truly collaborative (协作的) culture that fosters loyalty.
Intrapreneurs don’t think of an idea and then shelve (搁置) it because “the boss will never go for it.” They push forward and ensure their ideas have a voice. They also think creatively about finding a way to make the idea fit within an existing initiative or program. Without people who’re willing to go to bat for their ideas, nothing new and innovative is likely to happen.
Wouldn’t you rather be that person?
Why Should You Be an Intrapreneur at work? | ||
| Concept of an intrapreneur | Someone who tends to think | |
| It demonstrates leadership. | ◆ To say what you think if you find anything ◆ Hard as it is to make one’s voice heard, | |
| You’ll be more respected. | ◆ If you think | |
| You will be happier. | ◆ Facing something not ◆ Being active will bring more happiness to you. | |
| Your company will become a better place for everyone to work in. | An intrapreneur | |
| Pioneering new ideas is how innovation happens | ◆ An intrapreneur won’t come up with a new idea and then give it up. ◆ An intrapreneur will use his or her brain to ◆ It is because of the new ideas brought up by an intrapreneur that innovation appears in the company. | |
5 . Doctor are known to be terrible pilots. They don’t listen because they already know it all. I was lucky: I became a pilot in 1970, almost ten years before I graduated from medical school. I didn’t realize then, but becoming a pilot makes me a better surgeon. I loved flying. As I flew bigger, faster planes, and in worse weather. I learned about crew resource management (机组资源管理), or CRM, a new idea to make flying safer. It means that crew members should listen and speak up for a good result, regardless of positions.
I first read about CRM in 1980. Not long after that, an attending doctor and I were flying in bad weather.
The controller had us turn too late to get our landing ready. The attending doctor was flying; I was safety pilot He was so busy because of the bad turn, he had forgotten to put the landing gear (起落架) down. He was a better pilot --- and my boss --- so it felt unusual to speak up. But I had to: Our lives were in danger. I put aside my uneasiness and said, “We need to put the landing gear down now!” That was my first real lesson in the power of CRM, and I’ve used it in the operating room ever since.
CRM requires that the pilot/surgeon encourage others to speak up. It further requires that when opinions are from the opposite, the doctor doesn’t overreact, which might prevent fellow doctors from voicing opinions again. So when I’m in the operating room, I ask for ideas and help from others. Sometimes they’re not willing to speak up. But I hope that if I continue to encourage them, someday someone will keep me from “landing gear up”.
1. What does the author say about doctors in general?| A．They like flying by themselves. |
| B．They are unwilling to take advice. |
| C．They pretend to be good pilots. |
| D．They are quick learners of CRM. |
| A．he saved the plane by speaking up |
| B．he was in charge of a flying task |
| C．his boss landed the plane too late |
| D．his boss operated on a patient |
| A．following flying requirements |
| B．overreacting to different opinions |
| C．listening to what fellow doctors say |
| D．making a mistake that may cost lives |
6 . For most of us, work is the central, dominating fact of life. We spend more than half our conscious hours at work, preparing for work, traveling to and from work. What we do there largely determines our standard of living and our status to a considerable extent. It is sometimes said that because leisure has become more important, the injustices of work can be pushed into a comer, and that because most work is pretty intolerable, the people who do it should compensate for its boredom, frustrations and humiliations by concentrating their hopes on the other parts of their lives. For the foreseeable future, however, the material and psychological rewards which work can provide will continue to play a vital part in determining the satisfaction that life can offer.
Yet only a small minority can control the pace at which they work or the conditions where their work is done; only for a small minority does work offer scope for creativity, imagination or initiative.
Inequality at work is still one of the most glaring（明显的）forms of inequality in our society. We cannot hope to solve the more obvious problems of industrial life, many of which arise from the frustrations created by inequality at work, unless we handle it determinedly.
The most glaring inequality is that between managers and the rest. For most managers, work is an opportunity and a challenge. Their jobs engage their interest and allow them to develop their abilities. They are constantly learning. They are able to exercise responsibility. They have a considerable degree of control over their own and others' working lives. Most important of all, they have opportunities to initiate. By contrast, for most manual workers, work is a boring, dull, even painful experience. They spend all their working lives in intolerable conditions. The majority have little control over their work. It provides them with no opportunity for personal development. Many jobs are so routine that workers feel themselves to be mere cogs （齿轮）in the bureaucratic machine. As a direct consequence of their work experience, many workers feel alienated （疏远）from their work and their firm.
1. In the writer's opinion, people judge others mainly by_________.| A．the amount of money they earn | B．the type of work they do |
| C．the time they spend at work | D．the place where they work |
| A．have to get rid of the unequal aspects in work |
| B．should create more working opportunities for the poor |
| C．had better cancel all managing positions in a company |
| D．should encourage the manual workers to promote efficiency |
| A．They have complete control over themselves. | B．They can work at what interests them. |
| C．They get time off to learn constantly. | D．They won't be out of work. |
7 . If you had asked me then if I would accept a job as a restaurant critic for The New York Times. or any establishment publication, I would have replied, without a second thought, “Of course not!” And not just because I did not want to think of myself as an ambitious sort Working in restaurants was honest labor, anyone could see that. Writing about them for the mainstream press was not; it felt like joining the enemy.
But renewing was fun. so much fun that when mainstream publishers started paying me for my opinions, I didn't do the decent thing. Before I knew it, I had stopped cooking Professionally.
Then I stopped cooking altogether. “She's joined the leisure class.” my friend said.
I disarmed (消解怒气)) my critics by inviting them along; nobody I knew could afford to eat out and nobody refused. We went with equal amounts of guilt and pleasure, with a feeling that we were trespassing (侵入))on the playgrounds of the rich.
We didn't belong in starchy restaurants. We knew it, and when we climbed out of my rent - a - wreck, splendid in years from the Salvation Army, everybody else knew it, too. We always got the worst table. And then, because I didn't own a credit card, I had to pay in cash. The year turned into two and three, and more. I got a credit card. I got good clothes. I was writing for increasingly prestigious (声誉高的)publications. Meanwhile, a voice inside me kept whispering, “How could you?”
The voice is still there, yakking (喋喋不休)away. When I receive weekly letters from people who think it is indecent to write about $100 meals while half the world is hungry, the voice yaks right along, “They're absolutely right, you elitist pig is hisses”. And when it asks. “When are you going to grow up and get a real job?” it sounds a lot like my mother.
And just about then is when I tell the voice to shut up. Because when my mother starts idling me that all I'm doing with my life is telling rich people where to eat, I realize how much the world has changed.
Yes, there are still restaurants where rich people go to remind themselves that they are different from you and me. But there are fewer and fewer of them. As American food has come of age. American restaurants have changed. Going out to eat used to be like going to the opera; today, it is more like going to the movies.
And so everyone has become a critic. I couldn't be happier. The more people pay attention to what and how they eat, the more accustomed they become to their own senses and the world around them.
When I remember that conversation with M. F. K. Fisher, I wish I had not been quite so gentle. When I rerun the loop in my mind, I turn to her and say this: “No, you are wrong. A. J. Liebling had it right. All it really takes to be a restaurant critic is a good appetite.”
1. How did the author feel about the job as a restaurant critic at the very beginning?| A．She didn't think much of it |
| B．She was the ambitious one for it. |
| C．It was not suitable for a cook like her. |
| D．It was not easy to work for the mainstream press. |
| A．A strong desire to be invited to eat out like the rich. |
| B．A mixed feeling of guilt and pleasure about eating out. |
| C．A mixed feeling of guilt and pleasure going into private property. |
| D．A special treat to be able to go into private property for fun. |
| A．She stayed in the career as a cook for years. |
| B．She kept on writing as a restaurant critic for years. |
| C．It was years before she quit the career as a cook. |
| D．It was years before her application for a credit card got approved. |
| A．worthwhile | B．critical | C．unacceptable | D．imperfect |
| A．They have places for both the rich and the poor. |
| B．They have varieties of means for entertainment. |
| C．They have become too expensive to be available. |
| D．They have become affordable to common people, |
| A．The writer is getting tired of the job. |
| B．good appetite makes a good critic. |
| C．There is no need for restaurant critics at all. |
| D．Eating out is no longer a privilege the rich have. |
8 . The goings-on in the consulting room have become more transparent (透明的) recently. Thank goodness. We know more than the lines supplied by the movies in which the therapist knows all and gives wisdom to those who, sitting on a couch, consult with them. Therapists are interested in how the individual, the couple or the family experiences and understands their difficulties. That has to be a starting place. We can be of value if our first port of call is to listen, to gradually feel ourselves into the shoes of the other, to absorb the feelings that are being conveyed and to think and then to say some words.
The thinking and talking that I do inside the consulting room is at odds with many features of ordinary conversation. Not that it is mysterious, but it isn’t concerned with traditional ways of sharing or identifying. The therapist makes patterns and theorizes, but they are also reflecting on the words that are spoken, how they are delivered and how the words, once spoken, affect the speaker and the therapist themselves.
Words can give voice to previously unknown feelings and thoughts. That’s why it’s called the talking cure. But just as words reveal so, too, can they obscure, and this gets us to the listening and feeling part of the therapy. Whatever and however the words are delivered, they will have an impact on me as a therapist. I might feel hopeless, I might feel energized, I might feel pushed away, I might feel demanded of, I might feel pulled to find solutions.
The influence of the other is what makes any relationship possible or impossible. A therapist is trained to reflect on how those who consult with them affect them. As I try to step into the shoes of the other and then out again, my effort is to hold both those experiences, plus an awareness of my ease or discomfort with what I encounter in the relationship.
Feelings are the bread and butter of our work in the consulting room. They inform or modify our ideas and they enable us to find an emotional bridge to what can so hurt for the people we are working with. Along with the more commonly thought-about theories and ideas we have about the psyche, they are an essential part of the therapist’s toolkit, certainly for me. The talking cure means talking, yes. It also means the therapist is listening, thinking and feeling.
1. The word “obscure” (paragraph 3) is closest in meaning to ________.| A．cancel | B．clarify |
| C．confirm | D．hide |
| A．Patients’influence has been neglected by therapists for too long a time. |
| B．Therapists need to think from their own perspectives as well as patients’. |
| C．It is no easy job for therapists to realize how uncomfortable their patients are. |
| D．Therapists had better push away those negative emotions acquired from patients. |
| A．Awareness of feelings |
| B．It’s good to talk and listen |
| C．Theories that help therapists |
| D．What is the point of being a therapist |
注意:每个空格只填1个单词。请将答案写在答题卡上相应题号的横线上。
How many cabs in New York City? How many tears in a bottle of wine? These aren’t just the lyrics (歌词)to a song by the Australian musician Paul Kelly. They are the kind of questions you are likely to be asked during a job interview.
In recent years, it has become common for bosses to ask interview questions that are impossible to answer. There is no right answer to these “brainteasers”. Instead, they are supposed to help an interviewer calculate an applicant’s ability to reason. What matters is how you come to the conclusion, not what conclusion you arrive at.
Brainteasers started out in management consultancy firms. Young graduates hoping to join the company would be asked: “How many phone booths are there in Manhattan?” They weren ’ t expected to blurt out (脱 口说出)a random number — instead, they were expected to show they could solve even the most stupid problem.
As consultants swarmed across other organizations, they bought their inscrutable (难 以理解的)questions with them. Now, people applying for a job in a call centre can expect to be asked how a nuclear power plant works.
While many bosses have great confidence in how good or effective brainteasers are, a research paper published in the journal Applied Psychology found they are useless for spotting the best candidate for the job. What they are great for is to make employers feel like intellectual giants.
The study’s findings are not surprising. Studies have repeatedly found that most methods of selecting job candidates are hopelessly flawed (有缺点的).Job interviews are among the worst way of picking the right person for the job.
The results of this research raise the question: if interviews are bad at picking the right person for the job, what are they there for? One feeling I have is that many job selection processes are thinly disguised (伪装的)forms of suffering, designed to make applicants feel worthless and boost the confidence of the person asking the question.
Think about the extensive list of personal skills required for even the most lowly entry-level job. Or those painful assessment centres where you are supposed to play nice with people you are competing against to get the job. And then there are the firms that ask applicants to make a presentation to convey how awesome the firms are. All these exercises seem designed not to get the best person for the role, but to assure the boss how great they are, and remind you just how lucky you would be to get this boring job.
| Passage outline | Supporting details |
| Introduction to brainteasers | They are widely used in job interviews and the answers are They focus more on an applicant’s |
| They started out in management consultancy firms and spread to other organizations. Nowadays，a job applicant is often asked questions | |
| Research findings | They are just meant to show off the |
| In—depth Analysis | Many job selection processes make job applicants have a poor Some job applicants are asked to show skills, some of which are In some assessment centres, job applicants are required to play nice with their Some job applicants are supposed to make a presentation to |
注意：请将答案写在答题卡上相应题号的横线上。每个空格只填1个单词。
The GREATEST Journey
I had lunch last week with a high-ranking business woman for a fortune 500 company. I asked her what tips she would give to someone early in their career. Without hesitation she jumped right into four keys to her professional climb:
Know your business. Never get satisfaction with your industry or your position. In most cases, the knowledge you hold now is not good enough to stand the test of time. Thus, you must keep working to stay on top of what’s new and what’s coming down the pipeline. This is what really counts, especially early in a professional career, as many entry level associates are content to be gainfully employed.
Pick careers with care. Again, early in your career it is easy to run after the job that offers the most money. In the case of a life-long career money cannot answer all things. If you are going to be an entrepreneur then you’ll probably start with a budget of zero. Yet, if you have the discipline, working for yourself could be the best choice you’ve ever made.
If you are going to work for a company you have to do your homework. If you find a company that consists with your values and produces a product that you 100% believe in, then you’ll have an easy time giving that organization your all.
Be personable. If everyone hates to be around you at the office, it’s time to check your attitude. We’ve all heard at least one anecdote about a great thinker with great skills who drove coworkers crazy. Someway, somehow many of the brightest and best lack the “people skills” to advance beyond an entry-level position.
In short, you must have the interpersonal insight to interact with internal and external contacts. If not, you may find that you are unimportant once someone with soft-skills joins the organization. Why? People have to buy you before they ever buy the product you’re selling.
Be willing to move. This is where I got puzzled. She shared how she lived in seven states still working for the same organization.
Much is made of moving in today’s attempts to climb the corporate ladder. As more and more companies extend to have a global reach, it is easy to understand why new opportunities birth in various locations.
Whatever the path, outline in your heart what destination you hope to reach and this will be a key indicator as to which journey will be greatest for you.
Title: The Greatest Journey
| Passage Outlines | Supporting Details |
| Information about a business woman | ●She held a high ●She worked for the same organization |
| Know your business ●Don’t fix eyes on the financial ●Be modest about your performance in the position, for you need to better your knowledge so as not to lag behind. | |
| Pick careers ●Don’t run after well-paying jobs early in your career. ●Work in an ideal company and you are willing to be | |
| Be personable ● ●Try to | |
| Be willing to move ●As an increasing number of companies | |
| Conclusion | ●With your dreaming destination |
