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Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
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Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
Most people know how to count, but the way we master this ability remains something of a puzzle. Numerals were invented only around four to five thousand years ago, meaning it is unlikely that enough time has elapsed for specialized parts of the brain for processing numbers to evolve, which suggests that math is largely a cultural invention. It appears to be based on an interface between vision and reasoning that we share with other animals, allowing us to "see" small numbers—up to around five—without counting. This ability—often called’ the number sense’—lays the foundations of later mathematical knowledge, but its basis is poorly understood. It has been argued that the number sense itself may he innate, but this fails to account for why learning to master the use of small numbers is such a difficult and drawn-out process in children.
Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
Directions: Read the following text. Choose the best word (s) for each numbered blank and mark A, B, C, D. In theory, annual performance review are constructive and positive interactions between managers and employees working together to attain 1 performance and strengthen the organization. In reality, they often create division, 2 morale (士气), and spark anger and jealousy. 3 , although the object of the annual performance review is to improve performance, it often has the 4 result. A programmer at a brokerage (经济) firm was 5 to learn at her annual performance review that she was denied a promotion 6 she wasn’t a "team player" . What were the data used to make this 7 She didn’t smile in the company photo. 8 this story might sound as if it came straight out of a comic strip, it is a true 9 of one woman’s experience. By 10 a few tips and guidelines (准则) from industry analysis, this kind of ordeal (厄运) can be avoided. To end the year 11 a positive and useful performance review, managers and employees must start the year by working together to 12 clear goals and expectations. It may be helpful to allow employees to submit a list of people 13 with the company who will be in a good position to 14 their performance at the end of the year is out. These people may be coworkers, suppliers, or even customers. By checking 15 progress at about nine months, managers can give them a chance to correct mistakes and provide 16 to those who need it before the year is ont. When conducting the review, managers should 17 strengths and weaknesses during the past year and discuss future responsibilities, avoiding punishment or blame. 18 , when employees leave their performance reviews, they should be focusing on 19 they can do in the year 20 , not worrying about what went into their files about the past.
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