江苏省苏州市2021届高三下学期英语初学业质量阳光指标调试卷

San Francisco chef Cecilia Chiang, who was a pioneer of Chinese cuisine in the United States, died Wednesday. She was 100. Chiang was the owner, chef and mastermind behind the game-changing San Francisco restaurant, the Mandarin. She is widely credited with bringing real Chinese food to America and was a celebrity chef before celebrity chefs were popularized.

Chiang, who was born near Shanghai, came from an upper-class Chinese family. Although She wasn't shy about acknowledging her good fortune, she faced other difficulties. Convincing the dining public that Chinese food didn't have to be Thursday's cheap take-out option, Chiang had her work cut out for her.

“Most Americans; including American-born Chinese, they didn't know about Chinese food,” Chiang explained in an interview with CNN Travel in 2018. Never having been to China, they needed to be educated on the difference. The year was 1961, and Chiang insisted on snowing diners the delicate side of Chinese food. The restaurant's wine list, filled with Chinese cultural elements, was part of her strategy. Chiang said she wanted to upgrade the Chinese dining experience. To do this, she also needed to be fully aware of aesthetics (美学).

The Mandarin, which would later occupy a much larger space in Ghirardelli Square, wasn't like other Chinese restaurants. “Is this a Chinese restaurant?” Chiang said people asked her all the, time. The Mandarin did not serve chop suey or chow mein, two standard dishes on every Chinese restaurant in the US at the time. But this is exactly what Chiang wanted to avoid. In fact, her early brushes with Chinese food in America had left her unimpressed and determined to show San Francisco what Chinese food was really like.

Not only was Chiang a woman trying to run a restaurant in a male-controlled industry, but She was also attempting to educate diners. Changing people's minds was complicated. And, Chiang, who had been retired some 20 years when she died, at one point remarked that not a single existing restaurant could compare to the Mandarin.

Despite the common appearing of tablet computers and e-readers, we simply cannot break our addiction to paper. An estimated four billion trees are cut down every year to make paper or cardboard, an energy-consuming process with a vast environmental footprint. Now chemist Yadong Yin of the University of California, Riverside, and his colleagues have developed "rewritable" paper that could help control that impact.

Printed rewritable paper is made using Prussian blue nanoparticles (纳米粒子). The researchers coated conventional paper with nanoparticles of two chemicals: Prussian blue that gives blueprints their characteristic color, and titanium dioxide (二氧化钛), a substance used in sunscreens.

UV light makes the titanium dioxide nanoparticles donate electrons (电子) to their Prussian blue neighbors, shifting its color from midnight blue to milky white.

By shining that UV light through a transparent (透明的) screen marked with black text, the researchers "printed" blue text on a white background. The text lasts about five days and then naturally fades away: "Every morning I could just push a button, and a printer would give me a fresh newspaper to read over breakfast," Yin says.

The paper can also be reset by heating and reused more than 80 times, a significant improvement over previous types of rewritable paper. "The key advantages are high reusability and stability, easy handling and low cost," says Sean X. Zhang, a materials scientist at Jilin University in China, who was not involved in the study but has also worked on developing rewritable paper. By comparison, technologies such as electronic ink—used for Amazon's Kindle Paperwhite—involve moving charged black-and-white particles around, which requires electronics.

Since reporting their invention in Nano Letters early this year, the scientists have used a digital projector to replace their transparent screen. They are now working on increasing the number of times the paper can be reused. Zhang says a key difficulty will be persuading companies to develop the unconventional UV control needed for widespread use. Even though commercialization could be a few years away, Yin says, "We've had a lot of discussions with industry investors."

The vaccine (疫苗) news continues to seem very encouraging. Britain started its mass vaccination effort and the U.S. isn't far behind.

But there is still one dark cloud hanging over the vaccines that many people don't yet understand.

The vaccines will be much less effective at preventing death and illness in 2021 if they are introduced into a population where the coronavirus is still severe—as is now the case in the U.S.

A vaccine is like a fire hose (消防龙头). A vaccine that's 95 percent effective, as Moderna's and Pfizer's versions appear to be, is a powerful fire hose. But the size of a fire is still a bigger determinant of how much destruction occurs.

At the current level of infection in the U.S. (about 200,000 confirmed new infections per day), a vaccine that is 95 percent effective—distributed at the expected pace—would still leave a terrible toll (伤亡人数) in the six months after it was introduced. Almost 10 million or so Americans would catch the virus, and more than 160,000 would die.

This is far worse than the toll in a different situation where the vaccine was only 50 percent effective but the U.S. had reduced the infection rate to its level in early September (about 35,000 new daily cases). In that case, the death toll in the next six months would be kept to about 60,000.

It's worth pausing for a moment on this comparison. If the U.S. had maintained its infection rate from September and Moderna and Pfizer had announced this fall that their vaccines were only 50 percent effective, a lot of people would have panicked.

But the reality we have is actually worse.

How could this be? No vaccine can get rid of a pandemic immediately, just as .no fire hose can put out a forest fire. While the vaccine is being distributed, the virus continues to do damage.

There is one positive way to look at this: Measures that reduce the virus's spread—like mask-wearing, social distancing and rapid-result testing—can still have great consequences. They can save more than 100,000 lives in coming months.

Your success as a manager can be determined by how you interact with people. The role of a manager as a leader is an important part of these interactions. Leadership involves influencing colleagues so that they follow a given direction or goal.

The first is the "people function". Here leadership helps to hold a group together and maintain the motivation of the group.In this role the leader will ensure the group has sufficient funds to carry out its tasks. So a leader should be seen to have influence both outside the group and within the group.

Next comes the "task function". Here leadership involves deciding what the tasks of the group of employees are and then making sure that they are carried out successfully.

The third is the "strategic function."A group of workers that knows what they are trying to achieve will be more efficient and better motivated than a group that doesn't know what it's supposed to be doing.

For example, how much power the manager has over the group, how well the manager knows the systems present in an organization and how many personal contacts the manager has within the organization.

Good communication is another crucial element to successful leadership. A good leader is aware both of the message to be communicated and of the importance of effective communication to influence members of the group. It is essential to be a role model for the policies you advocate. And remember, always accept responsibility for your mistakes and don't blame colleagues for things that you do badly. No one is perfect. Just remember this when you interact with colleagues.

A. A leader should act as an ambassador for the group.

B. Leadership here helps with the development of a sense of purpose and direction for the group.

C. It is often stated that leadership has three main functions within groups.

D. A manager's ability to influence people depends on a range of factors.

E. Networking includes the ability to make and maintain useful contacts.

F. This shows that you are aware of the effort colleagues are putting into their work.

G. A manager's behavior is a vital component of the message they communicate to colleagues.

Shortly before Sy Green's second year in high school, a family health crisis ate up the money that would have paid his tuition (学费) at the private school, His father needed a heart transplant, his mother lost 1when a softball hit her eye, and both parents lost their jobs. The school could provide some scholarship help, but not enough to 2 the annual tuition.

That's when a(n) 3group of people stepped up with the remainder of the tuition: prisoners at the nearby State Prison. They 4the money they earned bit by bit from doing prison, jobs. They raised a5of $32,000 over about three years — a remarkable victory 6prisoners in California earn 7wage of 8 cents an hour for many of their daily jobs.

"I 8and started crying because I knew where it was coming from," said Sy's father, Frank Green, about the 9. The prisoners started gathering their money in fall 2016, and they collected 10for Sy to graduate.

The idea for the scholarship was 11in a prison-school book group. Juniors, seniors, and teachers 12take regular trips to the prison to read and discuss books with the prisoners. Frank found the book discussions deeply13. But never did he imagine the prisoners would come together to14a student in this way. He said, "I think most people, 15 those of us who have made the worst decision, want to be a part of something good."

More and more students spend the day looking at their personal electronic devices. They are thinking mainly about these devices, and not much . But recent research suggests that using technology during class time may (significance) harm college students' ability (process) the subject material they are learning.

In the study (involve) 118 students who were taking the class in psychology, the students (permit) to use any electronic device as much as they wanted during half of their daily class periods. During the other half, researchers closely watched them to make sure no one was using any technology.

The students' academic (perform) was measured in several ways throughout the term. The researchers found that the average daily quiz results showed no evidence of harmful effects. However, the results of the lager tests and final exam told different story. They showed that all the students performed poorly on questions covering material taught on days they used technology in the classroom. The students hear what the professor is saying. But they might (buy) things online or reading unrelated emails at the same time. So they are not thinking deeply about the subject, which makes harder for theinformation to enter their long term memory.

1）活动目的；

2）具体内容；

3）活动反响。

注意：

1）写作词数应为80左右：

2）请按如下格式在答题卡的相应位置作答。

The Anti-food Waste Campaign

Jonah would never forget how he managed to overcome his shyness and make new friends all because of the timely advice he had followed a month ago. He remembered that day clearly.

The bell for the break resounded through the corridors at Glendale School. Instead of heading to the canteen like the other children did, Jonah fled to the library. He pushed open the door and headed for the nearest bookshelf. Other than the noise of the air-conditioner, the library was quiet and there was barely a soul in sight. Far in a comer, he spotted the librarian, who seemed too busy shelving some books to pay any attention to him. The windows to the library looked out to the canteen. Jonah could hear children laughing and chatting. He wished he was outside playing with some friends but he did not let this bother him.

Suddenly, Jonah heard a sound in the corner. He turned around and saw the librarian walking towards him. "Hi, I'm Mrs. Lim." she greeted him with a smile.

"Um...hi, I'm Jonah," Jonah said, his face flushed red with embarrassment.

"Why are you reading here when you could be playing with your friends instead?"

"Uh..." Jonah looked around the library, avoiding her gaze. He did not want Mrs Lim to know the real reason he was in the library. She had the same look in her eyes as Jonah's father during the quiet car rides home from school. Jonah was helplessly tight-lipped whenever his father asked whom he had played or eaten with at school. From his silence, Jonah's father knew he was lonely. It was not that Jonah did not have any friends. They all just happened to live really far away. Jonah would stay up late at night chatting on the computer with his old friends from his previous school. Somehow, it made him feel close to them despite the distance. Tasered to this new school, Jonah found it difficult to make new friends. Everyone seemed to have different interests and their own circle of friends.

注意：

1）续写词数应为150左右；

2）请按如下格式在答题卡的相应位置作答。

"I know how you feel," Mrs. Lim said gently, as if she could read Jonah's mind.

……

In the hallway outside the library, a boy from Jonah's class was picking up something on the floor.