2010年全国职称英语卫生类（B级）考试真题及答案
"The other group was waiting for their colostomy to be reversed, " he added. "They contrasted their current life with the life they hoped to lead, and didn't make the best of their current situation. "
"Hopeful messages may not be in the best interests of the patient and may interfere with the patient's emotional adaptation, " Ubel says."I don't think we should take hope away. But I think we have to be careful about building up people's hope so much that they put off living their lives. "
41. Chronically ill patients may be happier
A. if they keep thinking of their past
B. if they believe they'Il recover
C. if they put off moving on
D. if they manage to get on with their life
42. What had happened to the patients under study?
A. They had just survived an accident.
B. They had just had an operation.
C. They had just injured their colons.
D. They had just made some pouches.
43. One group of the patients was happier because
A. they made the best of their current situation
B. they were good at playing cards
C. they regained normal bowel function
D. they were promised another operation
44. The other group was not as happy because .
A. they accepted their current situation
B. they were anxious to get better
C. they missed their previous life
D. they refused to play cards
45. What could be the message of the passage?
A. Giving up hope means giving up happiness.
B. Letting go of hope is at times a better choice.
C. Hope is what makes people on.
D. Hope frequently gets in the way of happiness.
第5部分：补全短文（第46~50题，每题2分,共10分）
下面的短文有5处空白,短文后有6个句子,其中5个取自短文 ,据短文内容将其分别放回原有位置，以恢复文章原貌。
Semco
At 21, Ricardo Semler became boss of his father's business in Brazil, Semco, which sold parts for ships. Semler Junior worked like a madman, from 7 :30 am, until midnight every day. One afternoon, while touring a factory in New York, he collapsed. The doctor who treated him said, "
There's nothing wrong with you. But if you continue, like this, you'll find a new home in our hospital. " Semler got the message. He changed the way he worked. In fact, he changed the ways his employees worked too.
He let his workers take more responsibility so that they would be the ones worring when things went wrong. He allowed them to set their own salaries, and he cut all the jobs he thought were unnecessary, like receptionists and secretaries. (46) "Everyone at Semco, even top managers, meets guests in reception, does the photocopying, sends faxes, types letters and dials the phone. "
He completely reorganized the office: instead of walls, they have plants at Semco, so bosses cann't shut themselves away from everyone else (47) As for uniforms, some people wear suits and others wear T-shirts.
Semler says, " We have a sales manager named Rubin Agater who sits there reading the newspaper hour after hour. He doesn't even pretend to be busy. But when a Semco pump on the othe other side of the world failes millions of gallons of oil are about to spill into the sea. Rubin springs into action. (48) That's when he earns his salary. No one cares if he doesn't look busy the rest of the time. "
Semco has flexible working hours : the employees decide when they need to arrive at work. The employees also evaluate their bosses twice a year. (49)
It sounds perfect, but does it work? The answer is in the numbers: in the last six years,
Semco's revenues have gone from $ 35 million to $212 million. The company has grown from 800 employees t0 3,000. Why?
Semler says it's because of "peer pressure" . Peer pressure makes employees work hard for everyone else. (50) In other words, Ricardo Semler treats his workers like adults and expects them to act like adults. And they do.
A. If somone isn't doing his job well, the other workers will not allow the situation to continue.
B. This saved money and brought more equality to the company.
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