The success of Augustus owed much to the character of Roman theorizing about the state. The Romans did not produce ambitious blueprints (1) the construction of ideal states, such as (2) to the Greeks. With very few exceptions, Roman theorists ignored, or rejected (3) valueless, intellectual exercises like Plato’s Republic, in (4) the relationship of the individual to the state was (5) out painstakingly without reference to (6) states or individuals. The closest the Roman came to the Greek model was Cicero’s De Re Publiea, and even here Cicero had Rome clearly in (7) . Roman thought about the state was concrete, even when it (8) religious and moral concepts. The first ruler of Rome, Romulus, was (9) to have received authority from the gods, specifically from Jupiter, the "guarantor" of Rome. All constitutional (10) was a method of conferring and administering the (11) . Very clearly it was believed that only the assembly of the (12) , the family heads who formed the original senate, (13) the religious character necessary to exercise authority, because its original function was to (14) the gods. Being practical as well as exclusive, the senators moved (15) to divide the authority, holding that their consuls, or chief officials, would possess it on (16) months, and later extending its possession to lower officials. (17) the important achievement was to create the idea of continuing (18) authority embodied only temporarily in certain upper-class individuals and conferred only (19) the mass of the people concurred. The system grew with enormous (20) , as new offices and assemblies were created and almost none discarded.

11（）

A:authority B:power C:control D:ruling

The success of Augustus owed much to the character of Roman theorizing about the state. The Romans did not produce ambitious blueprints (1) the construction of ideal states, such as (2) to the Greeks. With very few exceptions, Roman theorists ignored, or rejected (3) valueless, intellectual exercises like Plato’s Republic, in (4) the relationship of the individual to the state was (5) out painstakingly without reference to (6) states or individuals. The closest the Roman came to the Greek model was Cicero’s De Re Publiea, and even here Cicero had Rome clearly in (7) . Roman thought about the state was concrete, even when it (8) religious and moral concepts. The first ruler of Rome, Romulus, was (9) to have received authority from the gods, specifically from Jupiter, the "guarantor" of Rome. All constitutional (10) was a method of conferring and administering the (11) . Very clearly it was believed that only the assembly of the (12) , the family heads who formed the original senate, (13) the religious character necessary to exercise authority, because its original function was to (14) the gods. Being practical as well as exclusive, the senators moved (15) to divide the authority, holding that their consuls, or chief officials, would possess it on (16) months, and later extending its possession to lower officials. (17) the important achievement was to create the idea of continuing (18) authority embodied only temporarily in certain upper-class individuals and conferred only (19) the mass of the people concurred. The system grew with enormous (20) , as new offices and assemblies were created and almost none discarded.

Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on ANSWER SHEET 1.11（）

A:authority B:power C:control D:ruling

Inevitably, as you try to make progress you will need the help of others. Getting this help may have less to do with your formal position and authority and more to do with your strategy and approach, which can range from a simple favor to convincing others to accept a priority of yours as if it were their own.
Define what needs to be done. Indistinct goals lead to indistinct results. By defining all the tasks required, you increase the likelihood of success. Be sure to include status reports and deadlines as you define specific action items that are needed.
Ask an individual for help. When you make a general request for volunteers during a meeting, colleagues often interpret it as "whoever doesn’t have much of anything to do can work on this". Your chances of getting someone to volunteer thus tend to be slim. However, if you think about who might best be able to help with a task and then specifically ask that person for help, your odds of getting him or her to accept the task increase dramatically.
Thank others for their assistance. Always thank and acknowledge others for their help. The person will feel that his or her time and energy were appreciated. In addition, you will likely be able to call on the person again in the future for assistance. But remember to return the favor when he or she needs your help. Such give-and-take behavior could lead to a valuable alliance.
Distribute your honor. If you’re congratulated for a job well done, let your supervisors know who helped you do it. Giving credit where credit is due will not only ingratiate (讨……欢心) you with your helper, but it will impress the bosses into considering you for future promotion. After alt, the best managers remain those who are best at getting others to help them complete their work for the common good.

According to the passage, whether you can get others' help will mainly depend on（）

A:your authority B:your position C:your relationship D:your strategy

Passage 5
In the seventeenth century, European soldiers who came across some Indian groups in the western Great Lakes found that several native tribes were living in the area without a formal leadership system. They appeared to be "quite friendly with each other without a formal authority!"
Not only did the Indians appear to lack a formal system of authority, but they also deeply hated any efforts to control their actions. All members of the tribes knew what was required of them by life long familiarity with the tasks of the area. These tasks tended to be simple, since the Indian’ s rate of social change was slow. Thus, although subgroups such as soldiers had recognized leaders, no real authority was required. Rather than giving direct orders (which were considered rough), members of the tribes would a- rouse others to action by examples.
It would be difficult, if not impossible, to carry out such a system in our own society. Most of us have grown up under 6ne authority or another for as we can remember. Our parents, our teachers, our bosses, our government all have the recognized fight under certain conditions to tell us what to do. The authority is so much a part of our culture that it is hard for us to imagine a workable society without it. We have been used to relying on authority to get things done and would probably be uncomfortable with the Indian methods of examples on a large scale.
Of course, the major reason why the Indian system would not be suitable for us is that our society is too large. The number of tasks that various members of our society have to perform often under tight time and resource limitations could not be treated by the Indian system. In modern societies, the formal authority system is necessary to achieve any social objectives.

According to the author, it is hard to imagine a workable society without （）

A:a recognized authority B:enough money C:examples D:changes

Inevitably, as you try to make progress you will need the help of others. Getting this help may have less to do with your formal position and authority and more to do with your strategy and approach, which can range from a simple favor to convincing others to accept a priority of yours as if it were their own.
Define what needs to be done. Indistinct goals lead to indistinct results. By defining all the tasks required, you increase the likelihood of success. Be sure to include status reports and deadlines as you define specific action items that are needed.
Ask an individual for help. When you make a general request for volunteers during a meeting, colleagues often interpret it as "whoever doesn’t have much of anything to do can work on this". Your chances of getting someone to volunteer thus tend to be slim. However, if you think about who might best be able to help with a task and then specifically ask that person for help, your odds of getting him or her to accept the task increase dramatically.
Thank others for their assistance. Always thank and acknowledge others for their help. The person will feel that his or her time and energy were appreciated. In addition, you will likely be able to call on the person again in the future for assistance. But remember to return the favor when he or she needs your help. Such give-and-take behavior could lead to a valuable alliance.
Distribute your honor. If you’re congratulated for a job well done, let your supervisors know who helped you do it. Giving credit where credit is due will not only ingratiate (讨……欢心) you with your helper, but it will impress the bosses into considering you for future promotion. After alt, the best managers remain those who are best at getting others to help them complete their work for the common good.

According to the passage, whether you can get others' help will mainly depend on（　）

A:your authority B:your position C:your relationship D:your strategy

? ?下面有3篇短文，每篇短文后有5道题，每题后面有4个选项。请仔细阅读短文并根据短文回答其后面的问题，从4个选项中选择1个最佳答案。
{{B}}第一篇{{/B}}

According to the author, it is hard to imagine a workable society without ______.

A:a recognized authority B:enough money C:examples D:changes

In the seventeenth century, European soldiers who came across some Indian groups in the western Great Lakes found that several native tribes (部落) were living in the area without a formal leadership system. They appeared to be "quite friendly with each other without a formal authority!"
Not only did the Indians appear to lack a formal system of authority, but they also deeply hated any efforts to control their actions. All members of the tribes knew what was required of them by lifelong (一生的) familiarity with the tasks of the area. These tasks tended to be simple, since the Indians’ rate of social change was slow. Thus, although subgroups such as soldiers had recognized leaders, no real authority was required. Rather than giving direct orders (which were considered rough), members of the tribes would arouse others to action by examples.
It would be difficult, if not impossible, to carry out such a system in our own society. Most of us have gown up under one authority or another for as long as we can remember. Our parents, our teachers, our bosses, our government all have the recognized right under certain conditions to tell us what to do. The authority is so much a part of our culture that it is hard for us to imagine a workable society without it. We have been used to relying on authority to get things done and would probably be uncomfortable with the Indian methods of examples on a large scale.
Of course, the major reason why the Indian system would not be suitable for us is that our society is too large. The number of tasks that various members of our society have to perform often under tight time and resource limitations could not be treated by the Indian system, in modern societies, the formal authority system is necessary to achieve any social objectives.
According to the author, it is hard for a society to work without______.

A:a recognized authority B:enough money C:examples D:changes

? ?下面有3篇短文，每篇短文后有5道题。请根据短文内容，为每题确定1个最佳选项。
{{B}}第一篇{{/B}}

According to the author, it is hard for a society to work without

A:a recognized authority. B:enough money. C:examples. D:changes.

第一篇 A Society Without a Formal Authority In the seventeenth century, European soldiers who came across some Indian groups in the western Great Lakes found that several native tribes (部落) were living in the area without a formal leadership system. They appeared to be "quite friendly with each other without a formal authority!" Not only did the Indians appear to lack a formal system of authority, but they also deeply hated any efforts to control their actions. All members of the tribes knew what was required of them by lifelong (一生的) familiarity with the tasks of the area. These tasks tended to be simple, since the Indians’ rate of social change was slow. Thus, although subgroups such as soldiers had recognized leaders, no real authority was required. Rather than giving direct orders (which were considered rough), members of the tribes would arouse others to action by examples. It would be difficult, if not impossible, to carry out such a system in our own society. Most of us have grown up under one authority or another for as long as we can remember. Our parents, our teachers, our bosses, our government all have the recognized right under certain conditions to tell us what to do. The authority is so much a part of our culture that it is hard for us to imagine a workable society without it. We have been used to relying on authority to get things done and would probably be uncomfortable with the Indian methods of examples on a large scale. Of course, the major reason why the Indian system would not be suitable for us is that our society is too large. The number of tasks that various members of our society have to perform often under tight time and resource limitations could not be treated by the Indian system, in modern societies, the formal authority system is necessary to achieve any social objectives. According to the author, it is hard for a society to work without

A:a recognized authority. B:enough money. C:examples. D:changes.