9分达人雅思阅读真题还原及解析5—新航道英语学习丛书 下载 mobi epub pdf 电子书 2024

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适读人群 ：雅思考生及英语学习爱好者

《9分阅读5》 PK 《剑1-11》

《剑1-11》所收录真题已被剔除出雅思考试现行题库，未来考试中不会再考，而本书所收录真题为近两年高频考题，极有可能出现在未来任何一场考试中！此外，本书相较《剑1-11》，还有配套题目解析、分段词汇解析、参考范文等，更方便考生进行学习和巩固。

《9分阅读5》 PK 《9分阅读1、2、3、4》

本书精选2016年-2012年6套完整阅读真题，与9分阅读1、2、3、4均不重合。考生需要知道的是，这五本书的题目均在雅思考试现行题库中，其命中率相当，都极有可能出现于未来的考试中！如有时间，建议将这五本书的题目都刷一遍。

《9分阅读5》 PK 市面其他同类图书

本书所收录真题原文与官方题库原文高度吻合，与真实考试题目如出一辙，与官方所给答案相差无几！本书凭借高度还原性及惊人的命中率赢得了广大“烤鸭”一致认可！

内容简介

　　《9分达人雅思阅读真题还原及解析5》是《9分阅读》系列的新成员，是作者的又一呕心沥血之作。本书的编排特色主要有以下几个方面：
　　一、2016年-2012年6套雅思阅读真题完整收录。
　　本书收录了2016年-2012年6套完整的全新雅思阅读真题，“烤鸭”们可通过本书在考前调整好心态，进行适当的训练。
　　二、各套真题部分添加各个Passage的考试日期。
　　不同于该系列之前出版的图书，本书首次尝试将各个Passage新考过的日期放置在该题开始，方便考生了解各部分题目的考试日期，了解新的考试动态。
　　三、“词汇详解”版块顺序调整。
　　值得一提的是，我们在编写《9分阅读5》这本书时充分考虑到部分读者对于记忆阅读真题词汇的需求，相较以往“词汇详解”中的重点词汇只在“参考译文”原文部分以加粗形式呈现，这次则是将词汇调整至译文之后编排，方便“烤鸭”前后对照记忆。
　　四、详尽的真题解读与分析，手把手传授经验与技巧。
　　首先，本书结合题目与原文对每一道阅读题目进行了详细的解读。内容清晰明了，通俗易懂。可帮助“烤鸭”们既知其然又知其所以然。其次，解析中还汇聚了有效的解题思路、方法和技巧，有助于“烤鸭”们从技术层面把握好考试节奏。相信“烤鸭”们在掌握好这些方法、技巧后能更从容地应对雅思阅读考试。总之，“烤鸭”们须细心揣摩，读透吃透，如此才能将书本上的知识化为己用。
　　五、“《9分阅读》系列出版至今命中题目一览”首次呈现。
　　鉴于“烤鸭”们对于《9分达人》系列命中率有着强烈的好奇心，本书我们将以阅读系列为例，首次将其命中的日期以表格形式呈现给各位。

作者简介

　　新航道雅思研发中心，是新航道国际教育集团教学管理部下属的研发机构，汇集新航道雅思教学一线名师，善于将一线教学经验与所研发产品相结合，其出版的辅导用书能够充分把握雅思考试的命题规律，紧跟考试动态，实用高效。到目前为止，已自主研发雅思考试类辅导用书百逾种，数百万雅思考生开卷有益，赢得了数百万读者的高度认同！

内页插图

目录

Test 1 1

Test 2 16

Test 3 32

Test 4 47

Test 5 61

Test 6 78

真题解析Test 95

真题解析Test 127

真题解析Test 159

真题解析Test 188

真题解析Test 222

真题解析Test 257

Answer Keys 285

附录1 本书所收集文章及对应考试日期一览 291

附录2 《9 分阅读》系列出版至今命中题目一览 292

精彩书摘

　　TEST 1
　　READING PASSAGE 1 2016年4月21日
　　You should spend about 20 minutes on Questions 1-13, which are based on Reading Passage 1 below.
　　What the Managers Really Do?
　　When students graduate and first enter the workforce, the most common choice is to find an entry-level position. This can be a job such as an unpaid internship, an assistant, a secretary, or a junior partner position. Traditionally, we start with simpler jobs and work our way up. Young professionals start out with a plan to become senior partners, associates, or even managers of a workplace. However, these promotions can be few and far between, leaving many young professionals unfamiliar with management experience. An important step is understanding the role and responsibilities of a person in a managing position. Managers are organisational members who are responsible for the work performance of other organisational members. Managers have formal authority to use organisational resources and to make decisions. Managers at different levels of the organisation engage in different amounts of time on the four managerial functions of planning, organising, leading, and controlling.
　　However, as many professionals already know, managing styles can be very different depending on where you work. Some managing styles are strictly hierarchical. Other managing styles can be more casual and relaxed, where the manager may act more like a team member rather than a strict boss. Many researchers have created a more scientific approach in studying these different approaches to managing. In the 1960s, researcher Henry Mintzberg created a seminal organisational model using three categories. These categories represent three major functional approaches, which are designated as interpersonal, informational and decisional.
　　Introduced Category 1: INTERPERSONAL ROLES. Interpersonal roles require managers to direct and supervise employees and the organisation. The figurehead is typically a top of middle manager. This manager may communicate future organisational goals or ethical guidelines to employees at company meetings. They also attend ribbon-cutting ceremonies, host receptions, presentations and other activities associated with the figurehead role. A leader acts as an example for other employees to follow, gives commands and directions to subordinates, makes decisions, and mobilises employee support. They are also responsible for the selection and training of employees. Managers must be leaders at all levels of the organisation; often lower-level managers look to top management for this leadership example. In the role of liaison, a manager must coordinate the work of others in different work units, establish alliances between others, and work to share resources. This role is particularly critical for middle managers, who must often compete with other managers for important resources, yet must maintain successful working relationships with them for long time periods.
　　Introduced Category 2: INFORMATIONAL ROLES. Informational roles are those in which managers obtain and transmit information. These roles have changed dramatically as technology has improved. The monitor evaluates the performance of others and takes corrective action to improve that performance. Monitors also watch for changes in the environment and within the company that may affect individual and organisational performance. Monitoring occurs at all levels of management. The role of disseminator requires that managers inform employees of changes that affect them and the organisation. They also communicate the company’s vision and purpose.
　　Introduced Category 3: DECISIONAL ROLES. Decisional roles require managers to plan strategy and utilise resources. There are four specific roles that are decisional. The entrepreneur role requires the manager to assign resources to develop innovative goods and services, or to expand a business. The disturbance handler corrects unanticipated problems facing the organisation from the internal or external environment. The third decisional role, that of resource allocator, involves determining which work units will get which resources. Top managers are likely to make large, overall budget decisions, while middle managers may make more specific allocations. Finally, the negotiator works with others, such as suppliers, distributors, or labor unions, to reach agreements regarding products and services.
　　Although Mintzberg’s initial research in 1960s helped categorise manager approaches, Mintzberg was still concerned about research involving other roles in the workplace. Minstzberg considered expanding his research to other roles, such as the role of disseminator, figurehead, liaison and spokesperson. Each role would have different special characteristics, and a new categorisation system would have to be made for each role to understand it properly.
　　While Mintzberg’s initial research was helpful in starting the conversation, there has since been criticism of his methods from other researchers. Some criticisms of the work were that even though there were multiple categories, the role of manager is still more complex. There are still many manager roles that are not as traditional and are not captured in Mintzberg’s original three categories. In addition, sometimes, Mintzberg’s research was not always effective. The research, when applied to real life situations, did not always improve the management process in real-life practice.
　　These two criticisms against Mintzberg’s research method raised some questions about whether or not the research was useful to how we understand “managers” in today’s world. However, even if the criticisms against Mintzberg’s work are true, it does not mean that the original research from the 1960s is completely useless. The author did not say Mintzberg’s research is invalid. His research has two positive functions to the further research.
　　The first positive function is Mintzberg provided a useful functional approach to analyse management. And he used this approach to provide a clear concept of the role of manager to the researcher. When researching human behavior, it is important to be concise about the subject of the research. Mintzberg’s research has helped other rese 9分达人雅思阅读真题还原及解析5—新航道英语学习丛书 下载 mobi epub pdf txt 电子书 格式

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