单项选择题

Joy and sadness are experienced by people in all cultures around the world, but how can we tell when other people are happy or despondent It turns out that the expression of many emotions may be universal. Smiling is apparently a universal sign of friendliness and approval. Baring the teeth in a hostile way, as noted by Charles Darwin in the nineteenth century, may be a universe sign of anger. As the originator of the theory of evolution, Darwin believed that the universal recognition of facial expressions would have survival value. For example, facial expressions could signal the approach of enemies (or friends) in the absence of language.
Most investigators concur that certain facial expressions suggest the same emotions in a people. Moreover, people in diverse cultures recognize the emotions manifested by the facial expressions. In classic research Paul Ekman took photographs of people exhibiting the emotions of anger, disgust, fear, happiness, and sadness. He then asked people around the world to indicate what emotions were being depicted in them. Those queried ranged from European college students to members of the Fore, a tribe that dwells in the New Guinea highlands. All groups including the Fore, who had almost no contact with Western culture, agreed on the portrayed emotions. The Fore also displayed familiar facial expressions when asked how they would respond if they were the characters in stories that called for basic emotional responses. Ekman and his colleagues more recently obtained similar results in a study of ten cultures in which participants were permitted to report that multiple emotions were shown by facial expressions. The participants generally agreed on which two emotions were being shown and which emotion was more intense.
Psychological researchers generally recognize that facial expressions reflect emotional states. In fact, various emotional states give rise to certain patterns of electrical activity in the facial muscles and in the brain. The facial-feedback hypothesis argues, however, that the causal relationship between emotions and facial expressions can also work in the opposite direction. According to this hypothesis, signals from the facial muscles ("feedback") are sent back to emotion centers of the brain, and so a person’s facial expression can influence that person’s emotional state. Consider Darwin’s words: "The free expression by outward signs of an emotion intensifies it. On the other hand, the repression, as far as possible, of all outward signs softens our emotions." Can smiling give rise to feelings of good will, for example, and frowning to anger
Psychological research has given rise to some interesting findings concerning ’the facial-feedback hypothesis. Causing participants in experiments to smile, for example, leads them to report more positive feelings and to rate cartoons (humorous drawings of people or situations) as being more humorous. When they are caused to frown, they rate cartoons as being more aggressive.
What are the possible links between facial expressions and emotion One link is arousal, which is the level of activity or preparedness for activity in an organism. Intense contraction of facial muscles, such as those used in signifying fear, heightens arousal. Self-perception of heightened arousal then leads to heightened emotional activity. Other links may involve changes in brain temperature and the release of neurotransmitters (substances that transmit nerve impulses). The contraction of facial muscles both influences the internal emotional state and reflects it. Ekman has found that the so-called Duchenne smile, which is characterized by "crow’s feet" — wrinkles around the eyes and a subtle drop in the eye cover fold so that the skin above the eye moves down slightly toward the eyeball, can lead to pleasant feelings.
Ekman’s observation may be relevant to the British expression "keep a stiff upper lip" as a recommendation for handling stress. It might be that a "stiff" lip suppresses emotional response — as long as the lip is not quivering with fear or tension. But when the emotion that leads to stiffening the lip is more intense, and involves strong muscle tension, facial feedback may heighten emotional response.
The word "despondent" in the first paragraph is closest in meaning to().

A. curious
B. sad
C. elated
D. skeptical

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What happened shortly after the explosion ().

A. Shops on the street closed down.
B. People were fleeing the city.
C. Shooting broke out.
D. Assembly meeting was immediately held.

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respect [听力原文] Many articles and books have been written in recent years about culture in organizations, usually referred to as Corporate Culture . The dictionary defines culture as the act of developing intellectual and moral faculties, especially through education . While I will use a slightly different definition of culture: The moral, social, and behavioral norms of an organization based on the beliefs, attitudes, and priorities of its members. How do companies maintain their cultures Do all the organizations operate with one single culture Should they design personnel policies and reward systems around cultural values I’ll try to answer these questions in today’s lecture. Every organization has its own unique culture or value set. Most organizations don’t consciously try to create a certain culture. The culture of the organization is typically created unconsciously, based on the values of the top management or the founders of an organization. [A] Hewlett-Packard (HP) is a company that has, for a long time, been conscious of its culture and has worked hard to maintain it Over the years. Hewlett-Packard’s corporate culture is based on No. A—respect for others, No. B—a sense of community, and No. C—plain hard work. It has been developed and maintained through extensive training of managers and employees. HP’s growth and success over the years has been due in large part to its culture. Another successful company that expends a lot of energy in maintaining its workplace culture is Southwest Airlines. Southwest is the only major airline in the U.S. that has been profitable in each of the last five years. It also has a good reputation as an employer. Herb Kelleher, Southwest’s CEO, once indicated how Southwest maintained its culture: Well, first of all, it starts with hiring. We are zealous about hiring. [B] We are looking for a particular type of person, regardless of which job category it is. We are looking for attitudes that are positive and for people who can lend themselves to causes. We want folks who have a good sense of humor and people who are interested in performing as a team and take joy in team results instead of individual accomplishments. If you start with the type of person you want to hire, presumably you can build a work force that is prepared for the culture you desire. [C] Another important thing is to spend a lot of time with your people and to communicate with them in a variety of ways. And a large part of it is demeanor. Sometimes we tend to lose sight of the fact that demeanor—the way you appear and the way you act—is a form of communication. We want our people to feel fulfilled and to be happy, and we want our management to radiate the demeanor that we are proud of our people; we are interested in them as individuals and we are interested in them outside the work force, including the good and bad things that happen to them as individuals. In both of these examples, the top management of the companies were vigilant about maintaining their cultures. The behavior rules and boundaries are relatively clear and communicated often. However, this is not typical. I believe most organizations operate with a diversity of cultures. This is especially true considering the increasing worldwide mobility of people and cultures and values. There’ve been some recent models created to attempt to study and classify cultural diversity, and today we’ll take a brief look at one of them—the Hofstede Cultural Orientation Model, which classifies cultures based on where they fall on five continuums: [D] No. A—Individual vs. Collective Orientation: the level at which behavior is appropriately regulated. No. B—Power Distance Orientation: the extent to which less powerful parties accept the existing distribution of power and the degree to which adherence to formal channels is maintained. [E] No. C—Uncertainty Avoidance Orientation: the degree to which employees are threatened by ambiguity, and the relative importance to employees of rules, long-term employment and steady progression through well-defined career ladders. No. D—Dominant Values Orientation: the nature of the dominant values—e.g., assertiveness, monetary focus, well-defined gender roles, formal structure—vs, concern for others, focus on quality of relationships and job satisfaction, and flexibility. [F] No, E—Short-Term vs. Long, Term Orientation: the time frame used: short-term (involving more inclination toward consumption, saving face by keeping up) vs. long-term (involving preserving status-based relationships, thrift, deferred gratifications). At last, let’s go to the problem whether companies should design their personnel policies and reward systems around cultural values. There’s some debate over the issue but current companies tend not to, because of the concern about stereotyping certain cultures. [G] A popular trend is for companies to reengineer themselves, which involves an attempt to change their culture, usually to a team orientation. As reported in the ACA News (September AIIE), studies indicate that the following are necessary for a company to change to a team culture , that is: · [H] Common and consistent goals · Organizational commitment · Role clarity among team members · Team leadership · Mutual accountability with the team · Complementary knowledge and skills · Reinforcement of required behavioral competencies · Power (real and perceived) · Shared rewards The importance of corporate culture is growing as the result of several recent developments. [I] Companies are encouraging employees to be more responsible and act and think like owners. In exchange for more flexible work schedules, employees are expected to always be on-call . [A0] With the dense of more traditional communities (e,g. neighborhoods, etc.), companies are filling employees’ need to belong to a community. At the same time companies are encouraging teamwork and the formation of teams. Therefore, organizational leaders shouldn’t ignore corporate culture. Rather, it should be addressed in the organization’s mission, vision, and goal statements, and emphasized in company-sponsored training and company communication.本题的出题点在排比句式处。题干问Hewlett-Packardl的公司文化。讲座中提到Hewlett-Packard’s corporate culture is based on No. A—respect for others, No. B—a sense of community, and No. C-plain hard work.即：Hewlett-Packard的企业文化建立在互相尊重、团队意识和努力工作的基础之上，题干已经给出了a sense of community和plain hard work，故得答案respect。