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適讀人群 ：雅思考生及英語學習愛好者

《9分閱讀5》 PK 《劍1-11》

《劍1-11》所收錄真題已被剔除齣雅思考試現行題庫，未來考試中不會再考，而本書所收錄真題為近兩年高頻考題，極有可能齣現在未來任何一場考試中！此外，本書相較《劍1-11》，還有配套題目解析、分段詞匯解析、參考範文等，更方便考生進行學習和鞏固。

《9分閱讀5》 PK 《9分閱讀1、2、3、4》

本書精選2016年-2012年6套完整閱讀真題，與9分閱讀1、2、3、4均不重閤。考生需要知道的是，這五本書的題目均在雅思考試現行題庫中，其命中率相當，都極有可能齣現於未來的考試中！如有時間，建議將這五本書的題目都刷一遍。

《9分閱讀5》 PK 市麵其他同類圖書

本書所收錄真題原文與官方題庫原文高度吻閤，與真實考試題目如齣一轍，與官方所給答案相差無幾！本書憑藉高度還原性及驚人的命中率贏得瞭廣大“烤鴨”一緻認可！

內容簡介

　　《9分達人雅思閱讀真題還原及解析5》是《9分閱讀》係列的新成員，是作者的又一嘔心瀝血之作。本書的編排特色主要有以下幾個方麵：
　　一、2016年-2012年6套雅思閱讀真題完整收錄。
　　本書收錄瞭2016年-2012年6套完整的全新雅思閱讀真題，“烤鴨”們可通過本書在考前調整好心態，進行適當的訓練。
　　二、各套真題部分添加各個Passage的考試日期。
　　不同於該係列之前齣版的圖書，本書首次嘗試將各個Passage新考過的日期放置在該題開始，方便考生瞭解各部分題目的考試日期，瞭解新的考試動態。
　　三、“詞匯詳解”版塊順序調整。
　　值得一提的是，我們在編寫《9分閱讀5》這本書時充分考慮到部分讀者對於記憶閱讀真題詞匯的需求，相較以往“詞匯詳解”中的重點詞匯隻在“參考譯文”原文部分以加粗形式呈現，這次則是將詞匯調整至譯文之後編排，方便“烤鴨”前後對照記憶。
　　四、詳盡的真題解讀與分析，手把手傳授經驗與技巧。
　　首先，本書結閤題目與原文對每一道閱讀題目進行瞭詳細的解讀。內容清晰明瞭，通俗易懂。可幫助“烤鴨”們既知其然又知其所以然。其次，解析中還匯聚瞭有效的解題思路、方法和技巧，有助於“烤鴨”們從技術層麵把握好考試節奏。相信“烤鴨”們在掌握好這些方法、技巧後能更從容地應對雅思閱讀考試。總之，“烤鴨”們須細心揣摩，讀透吃透，如此纔能將書本上的知識化為己用。
　　五、“《9分閱讀》係列齣版至今命中題目一覽”首次呈現。
　　鑒於“烤鴨”們對於《9分達人》係列命中率有著強烈的好奇心，本書我們將以閱讀係列為例，首次將其命中的日期以錶格形式呈現給各位。

作者簡介

　　新航道雅思研發中心，是新航道國際教育集團教學管理部下屬的研發機構，匯集新航道雅思教學一綫名師，善於將一綫教學經驗與所研發産品相結閤，其齣版的輔導用書能夠充分把握雅思考試的命題規律，緊跟考試動態，實用高效。到目前為止，已自主研發雅思考試類輔導用書百逾種，數百萬雅思考生開捲有益，贏得瞭數百萬讀者的高度認同！

內頁插圖

目錄

Test 1 1

Test 2 16

Test 3 32

Test 4 47

Test 5 61

Test 6 78

真題解析Test 95

真題解析Test 127

真題解析Test 159

真題解析Test 188

真題解析Test 222

真題解析Test 257

Answer Keys 285

附錄1 本書所收集文章及對應考試日期一覽 291

附錄2 《9 分閱讀》係列齣版至今命中題目一覽 292

精彩書摘

　　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分達人雅思閱讀真題還原及解析5—新航道英語學習叢書 下載 mobi epub pdf txt 電子書

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