1 . Jobs Week: Find Your Next Job Here
▲ A Registered Nurse
Average salary: $65,470 per year
Top cities for hiring: San Antonio, Texas; Chicago, Illinois; Dallas, Texas
In the United States, registered nurses (RNs) are clinicians who have completed at least an associate degree in nursing. The Bureau of Labor Statistics (BLS) has identified it as one of the top ten occupations for career growth. RNs can either practice independently or as part of a healthcare team.
▲ A Retail Associate
Average salary: $21,410 per year
Top cities for hiring: Atlanta, Georgia; Houston, Texas; Chicago, Illinois
Retail workers sell products and help customers find the products they want. According to the BLS, nearly 14.8 million people were employed as retail workers in 2017. Top places to find retail positions include Walmart, Target and Macy’s.
▲ A Truck Driver
Average salary: $46,000 per year
Top cities for hiring: Atlanta, Georgia; Houston, Texas; Indianapolis, Indiana
Truck driving doesn’t require a college degree and can pay well even at the entry-level stage. It takes a certain kind of person to work the long weeks away from home—but with a high level of demand, it can be a great career choice for someone who wants job security without the cubicle （格子间）.
▲ A Web Developer
Average salary: $62,500 per year
Top cities for hiring: Chicago, Illinois; New York; Atlanta, Georgia
Tech jobs like Web Developer frequently top lists of the best jobs for pay, work-life balance, and career welfare. The wide use of the Internet means that web developers are in continuous demand, and there are no education barriers preventing job seekers from learning programming languages like Java or Python.
1. Who may get the highest salary every year according to the text?| A．A truck driver. | B．A web developer. |
| C．A registered nurse. | D．A retail associate. |
| A．They design products and help produce them. |
| B．They help customers get their desired products. |
| C．They must have an associate degree in business. |
| D．They should learn programming languages like Java or Python. |
| A．They can find a job more easily. |
| B．They can work as part of a healthcare team. |
| C．Designing a web doesn’t require much mental work. |
| D．The job is fit for someone who doesn’t need a cubicle. |
2 . William Gwyn Thomas, who used to be a dairy farmer in Lampeter, Ceredigion, has been cleaning trains at Carmarthen station for 25 years.
Gwyn is still working with a team as
Gwyn joined the train cleaning team in the late 1990s. He
Working from 7:30 pm to 2:30 am, Gwyn and his team clean each
The worst
“It’s annoying but there’s no point
TfW’s cleaning manager Wendy Jones described passionately Gwyn as “part of the
Wishing him a happy 80th birthday, he
| A．silently | B．gracefully | C．energetically | D．cautiously |
| A．working | B．driving | C．learning | D．farming |
| A．continue | B．concentrate | C．hesitate | D．finish |
| A．applies | B．exposes | C．owes | D．devotes |
| A．weaker | B．stronger | C．cheaper | D．colder |
| A．room | B．department | C．hall | D．carriage |
| A．cabs | B．shifts | C．performances | D．accidents |
| A．rewarding | B．exciting | C．challenging | D．surprising |
| A．dreaming about | B．complaining about | C．contributing to | D．submitting to |
| A．break away from | B．watch out for | C．give way to | D．get on with |
| A．conductors | B．workers | C．passengers | D．managers |
| A．structure | B．reform | C．schedule | D．platform |
| A．suggested | B．added | C．questioned | D．responded |
| A．true | B．poor | C．interesting | D．hopeful |
| A．depression | B．curiosity | C．bravery | D．pride |
I’m a specially trained clown doctor
I hope clown doctors can help make the hospital a friendlier place to visit. After all, it really is true that “laughter is the
4 . At first the question was how quickly people would get back to the office. Then it was whether they would ever return. The last three years has introduced in a major change in white-collar working patterns. The office is not dead but many professionals have settled into a hybrid (混合的) arrangement of some office days and some remote days.
Hybrid working has much to recommend: flexibility for employees, periods of concentration at home, bursts of cooperation in the office. A new paper from Harvard Business School describes an experiment in which workers at BRAC, a non-profit organisation in Britain, were randomly assigned to three groups, each spending different amounts of time working from home. The intermediate (中等的) group, who spent between 23% and 40% of their time in the office, performed best on various performance measures.
But a shift on this large scale is bound to raise tricky issues. In workplaces that have moved to hybrid work, there are still plenty of open questions. One is how to handle the impact of less time in the office for new joiners and younger workers. Research by Emma Harrington of the University of Iowa shows that software engineers receive more feedback on their code when the team sits next to each other in the office, especially new engineers. According to Nicholas Bloom of Stanford University, making new employees spend more time in the office can be a good way of integrating them into company culture and improving their competence. And these younger employees were most likely to quit when everyone was forced to go remote.
A second question concerns how strictly to enforce attendance on days when teams are meant to be in the office. An agreement holds that there should be agreed “anchor days” on which all the people come to work in the office; since the idea is to spend time together, as many people as possible should be there. But one person on the team might have moved somewhere else; someone else might have asked to stay home to let the repairer in. In practice, therefore, hybrid working still often means a mixture of people on screen and people in the office.
Other questions exist. How to define performance measures so managers do not spend time worrying about lazy workers at home? Do you require company-wide anchor days or team-level ones? The era of hybrid working is only just beginning, so it will take time for answers to emerge. But if there is a message from this first full year of hybrid working, it is that flexibility does not mean a free-for-all.
1. How can in-office work help new employees?| A．Giving them more feedback from senior employees. |
| B．Getting them to catch up with the work schedule. |
| C．Saving them the cost of staying at home. |
| D．Helping them feel part of the company. |
| A．Young workers prefer working on screen. |
| B．Engineers object to the idea of anchor days. |
| C．Office workers can’t take a day off as expected. |
| D．Employees have various private matters to address. |
| A．It is necessary to grant employees full autonomous rights. |
| B．Employers should go with the flow because new questions will emerge. |
| C．Allowing flexibility in work arrangements does not mean having no rules. |
| D．It is no easy job to arrange either company-wide or team-level anchor days. |
| A．Hybrid working is outdated after workers’ return. |
| B．There are some open questions of hybrid working. |
| C．A shift of working patterns calls for hybrid working. |
| D．Fixed restrictions should be applied to hybrid working. |
| A．A job opportunity. | B．Traveling experiences. |
| C．A big travel agency. | D．Qualifications for a salesperson. |
| A．Guest and receptionist. | B．Librarian and student. |
| C．Customer and shop assistant. | D．Passenger and air hostess. |
1. Why does Cathy want to quit her job?
| A．She’ll join another firm. |
| B．She’ll run her own business. |
| C．She’s fed up with it. |
| A．Forgiving. |
| B．Sympathetic. |
| C．Supportive. |
In-betweeners don’t get the glory, but without them cartoons would hop from one emotional peak to another, missing connective grace. Burny Mattinson (1935-2023) started his career at the Walt Disney Company in the mail room, and, even though he had no formal training in animation, he was given a swing at in-betweening just six months later.
His first big assignment was to in-between the wagging of a dog’s tail. Disney animation was famous for its silky elegance, owing in no small part to the skill of its in-betweeners, and, thanks to Mattinson, the tail practically glided from side to side.
Mattinson had wanted to be an animator ever since his mother had taken him to see” Pinocchio” at a theatre when he was six. In a bold move, Mattinson showed up at the Disney Studios gate with his portfolio (作品) as soon as he finished high school. The magical part of this story is that, instead of shooing him away, the security guard liked his drawings and called the head of personnel to take a look.
Thus, Mattinson became a messenger at Disney, beginning a career that would eventually make him the employee with the longest service at the company. He had joined the company at a golden moment. Listing the films that he worked on is a little like listing the entire output of the Walt Disney Company over the past six decades: Sleeping Beauty, “The Lion King,” and on and on.
Mattinson was, perhaps, one of the last of an almost extinct genotype - the happy company man, the lifer. He never had an employer besides Disney. When asked what Mattinson enjoyed doing outside of his life at Disney, his son said, “He just loved his work.”
1. What role do in-betweeners play in animation production?
| A．Design the storyline. | B．Draw the background. |
| C．Invent extreme actions. | D．Generate smooth motion. |
| A．Unconventional. | B．Typical. | C．Illegal. | D．Accidental. |
| A．His lifelong dedication to Disney. | B．His detailed work as an in-betweener. |
| C．His passion for animation beyond work. | D．His pioneering role in Disney animation. |
| A．A lifer in the Disney | B．In-betweeners’ role in animation |
| C．A bold move to Disney | D．A glorious career |
| A．Change in meeting venue | B．Frequent rescheduling |
| C．Long meeting duration | D．Lack of agenda |
I have never wondered what I should do when deciding on a career choice. My top
