Passage One Questions 46 to 50 are based on the following passage. Team-building exercises have become popular for managers trying to increase organizational and team harmony and productivity. Unfortunately, many employees resent compulsory bonding and often regard these exercises as a nuisance. A paper published this week by University of Sydney researchers in Social Networks has reported participants' feelings about team-building interventions(干预), revealing ethical implications in forcing employees to take part. "Many people see team-building activities as a waste of time, so we decided to look in more depth at what's behind this,” said the paper's lead researcher, Dr. Peter Matous. "Teams are formed, combined and restructured. Staff are relocated and office spaces redesigned. All this is done with the aim of improving workplace efficiency, collaboration and cohesion. But does any of this work?” said Dr. Matous. The study found that team-building exercises which focused on the sharing of and intervening into personal attitudes and relationships between team members were considered too heavy-handed and intrusive, although the researchers say some degree of openness and vulnerability is often necessary to make deep, effective connections with colleagues. "Some participants were against team-building exercises because they were implicitly compulsory. They didn't welcome management's interest in their lives beyond their direct work performance,” said Matous. “Many people don't want to be forced into having fun or making friends, especially not on top of their busy jobs. They feel management is being too nosy or trying to control their lives too much.” In this study the researchers recommended a self-disclosure(表露) approach where participants were guided through a series of questions that allowed them to increasingly disclose personal information and values. The method is well-tested and has been shown to increase interpersonal closeness. However, to be successful it must be voluntary. The researchers said there are numerous schools of thought that propose differing psychological methods for strengthening relationships. “With caution, many relational methods to improve teams and organizations can be borrowed from other fields. The question is how to apply them effectively to strengthen an entire collective, which is more than just the sum of individual relationships,” said Dr. Matous. 46. Why are many employees opposed to team-building exercises? A) They consider such exercises annoying. B) They deem these exercises counter-productive. C) They see such exercises as harmful to harmony. D) They find these exercises too demanding. 47. What did Dr. Matous and his team do to find out whether team-building activities would improve productivity? A) They relocated team leaders and their offices. B) They rearranged the staff and office spaces. C) They redesigned the staff's work schedules. D) They reintroduced some cohesive activities. 48. What did the study by Mattous' team find about some team-building exercises? A) They were intended to share personal attitudes and relationships. B) They implicitly added to the vulnerability of team members. C) They invariably strengthened connections among colleges. D) They were regarded as an intrusion into employees' private lives. 49. How can the self-disclosure approach succeed in increasing interpersonal closeness? A) By allowing participants freedom to express themselves. B) By applying it to employees who volunteer to participate. C) By arranging in proper order, the questions participants face. D) By guiding employees through a series of steps in team building. 50. What does Matous think of the various psychological methods borrowed from other fields for strengthening relationships? A) They must be used in combination for an entire collective. B) They priorities some psychological aspects over others. C) They place too much stress on individual relationships. D) They have to be applied cautiously to be effective.
Passage One
Questions 46 to 50 are based on the following passage.
Team-building exercises have become popular for managers trying to increase organizational and team harmony and productivity. Unfortunately, many employees resent compulsory bonding and often regard these exercises as a nuisance.
A paper published this week by University of Sydney researchers in Social Networks has reported participants' feelings about team-building interventions(干预), revealing ethical implications in forcing employees to take part.
"Many people see team-building activities as a waste of time, so we decided to look in more depth at what's behind this,” said the paper's lead researcher, Dr. Peter Matous.
"Teams are formed, combined and restructured. Staff are relocated and office spaces redesigned. All this is done with the aim of improving workplace efficiency, collaboration and cohesion. But does any of this work?” said Dr. Matous. The study found that team-building exercises which focused on the sharing of and intervening into personal attitudes and relationships between team members were considered too heavy-handed and intrusive, although the researchers say some degree of openness and vulnerability is often necessary to make deep, effective connections with colleagues.
"Some participants were against team-building exercises because they were implicitly compulsory. They didn't welcome management's interest in their lives beyond their direct work performance,” said Matous. “Many people don't want to be forced into having fun or making friends, especially not on top of their busy jobs. They feel management is being too nosy or trying to control their lives too much.”
In this study the researchers recommended a self-disclosure(表露) approach where participants were guided through a series of questions that allowed them to increasingly disclose personal information and values. The method is well-tested and has been shown to increase interpersonal closeness. However, to be successful it must be voluntary.
The researchers said there are numerous schools of thought that propose differing psychological methods for strengthening relationships. “With caution, many relational methods to improve teams and organizations can be borrowed from other fields. The question is how to apply them effectively to strengthen an entire collective, which is more than just the sum of individual relationships,” said Dr. Matous.
46. Why are many employees opposed to team-building exercises?
A) They consider such exercises annoying.
B) They deem these exercises counter-productive.
C) They see such exercises as harmful to harmony.
D) They find these exercises too demanding.
47. What did Dr. Matous and his team do to find out whether team-building activities would improve productivity?
A) They relocated team leaders and their offices.
B) They rearranged the staff and office spaces.
C) They redesigned the staff's work schedules.
D) They reintroduced some cohesive activities.
48. What did the study by Mattous' team find about some team-building exercises?
A) They were intended to share personal attitudes and relationships.
B) They implicitly added to the vulnerability of team members.
C) They invariably strengthened connections among colleges.
D) They were regarded as an intrusion into employees' private lives.
49. How can the self-disclosure approach succeed in increasing interpersonal closeness?
A) By allowing participants freedom to express themselves.
B) By applying it to employees who volunteer to participate.
C) By arranging in proper order, the questions participants face.
D) By guiding employees through a series of steps in team building.
50. What does Matous think of the various psychological methods borrowed from other fields for strengthening relationships?
A) They must be used in combination for an entire collective.
B) They priorities some psychological aspects over others.
C) They place too much stress on individual relationships.
D) They have to be applied cautiously to be effective.
题目解答
答案
46.A 47.B 48.D 49.B 50.D
解析
考查要点：本题主要考查学生对学术类英语阅读材料的细节理解能力，需结合上下文准确捕捉关键信息。
解题思路：
- 定位关键句：根据问题关键词（如“opposed”“team-building exercises”）快速定位原文相关段落。
- 排除干扰项：注意区分作者观点与研究结果，避免混淆直接陈述与间接推断。
- 逻辑对应：将选项与原文中的具体描述（如“compulsory”“intrusion”“voluntary”）进行匹配。
第46题
关键句：第一段提到“employees resent compulsory bonding and often regard these exercises as a nuisance”（员工反感强制性团队活动，认为其是烦扰）。
选项分析：
- A) They consider such exercises annoying：直接对应“nuisance”（烦扰），正确。
- 其余选项（如“counter-productive”“harmful to harmony”“too demanding”）原文未提及。
第47题
关键句：第三段中Dr. Matous提到“Teams are formed, combined and restructured. Staff are relocated and office spaces redesigned”（重组团队、重新安置员工、 redesign office spaces）。
选项分析：
- B) They rearranged the staff and office spaces：与原文“relocate staff”和“redesign office spaces”对应，正确。
- 其余选项（如“relocate leaders”“redesign schedules”）未被提及。
第48题
关键句：第四段指出“team-building exercises... were considered too heavy-handed and intrusive”（被视为粗暴且侵入性）。
选项分析：
- D) They were regarded as an intrusion into employees' private lives：与“intrusion”和“interest in their lives”对应，正确。
- 其余选项（如“intended to share personal attitudes”）混淆了研究结果与活动目的。
第49题
关键句：第六段强调“self-disclosure approach... must be voluntary”（自我表露需自愿）。
选项分析：
- B) By applying it to employees who volunteer to participate：直接对应“voluntary”，正确。
- 其余选项（如“freedom to express”）未被原文支持。
第50题
关键句：最后一段提到“many relational methods... can be borrowed... The question is how to apply them effectively”（需谨慎应用其他领域的方法）。
选项分析：
- D) They have to be applied cautiously to be effective：与“With caution”和“apply effectively”对应，正确。
- 其余选项（如“prioritize psychological aspects”）未被提及。