The idea of gamification was practiced...

单项选择题When Work Becomes a Game 　　A) What motivates employees to do their jobs well Competition with coworkers, for some. Thepromise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few. 　　B) Increasingly, companies are tapping into these desires directly through what has come to be knownas "gamification" : essentially, turning work into a game. "Gamification is about understandingwhat it is that makes games engaging and what game designers do to create a great experience ingames, and taking those learnings and applying them to other contexts such as the workplace andeducation," explains Kevin Werbach, a gamification expert who teaches at the Wharton School ofBusiness at the University of Pennsylvania in the United States. 　　C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to thewinner, or giving employees digital badges or stars for completing certain activities. It could alsomean training employees how to do their jobs through video game platforms. Companies fromGoogle to L’Oréalto IBM to Wells Fargo are known to use some degree of gamification in theirworkplaces. And more and more companies are joining them. A recent report suggests that theglobal gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020. 　　D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachershave long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jackshas been "gamifying" its snack food by putting a small prize inside for more than 100 years, headds, and the turn-of-the-century steel magnate (巨头) Charles Schwab is said to have often comeinto his factory and written the number of tons of steel produced on the past shift on the factoryfloor, thus motivating the next shift of workers to beat the previous one. 　　E) But the word "gamification" and the widespread, conscious application of the concept only beganin earnest about five years ago, Werbach says. Thanks in part to video games, the generation nowentering the workforce is especially open to the idea of having their work gamified. "We are at apoint where in much of the developed world the vast majority of young people grew up playingvideo games, and an increasingly high percentage of adults play these video games too," Werbachsays. 　　F) A number of companies have sprung up--GamEffective, Bunchbail and Badgeville, to name a few--in recent years offering gamification platforms for businesses. The platforms that are most effectiveturn employees’ ordinary job tasks into part of a rich adventure narrative. "What makes a gamegame-like is that the player actually cares about the outcome," Werbach says. "The principle isabout understanding what is motivating to this group of players, which requires some understandingof psychology. " 　　G) Some people, Werbach says, are motivated by competition.Sales people often fall into thiscategory. For them, the right kind of gamification might be turning their saies pitches into acompetition with other team members, complete with a digital leaderboard showing who is winningat all times. Others are more motivated by collaboration and social experiences. One companyWerbach has studied uses gamification to create a sense of community and boost employees’ morale(士气). When employees log in to their computers, they’re shown a picture of one of theircoworkers and asked to guess that person’s name. 　　H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employeetrainings. Sometimes this involves technology, but often it does not. She recently designed agamification strategy for a saies training company with a storm-chasing theme. Employees formed"storm chaser teams" and competed in storm-themed educational exercises to earn variousrewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible workinghours. " Another training, this one for pay roll law, used a Snow White and the Seven Dwarfstheme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright,so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay rolllaw principles. 　　I) Some people do not take naturaily to gamified work environments, Cornetti says.In herexperience, people in positions of power or people in finance or engineering do not tend to like thesound of the word. "If we are designing for engineers, I’m not talking about a ’ game’ at all,"Cornetti says. "I’m talking about a ’ simulation’ (模拟), I’m talking about ’ being able to solvethis problem. ’" 　　J) Gamification is " not a magic bullet," Werbach warns.A gamification strategy that is notsufficiently thought through or well tailored to its players may engage people for a little while, but itwill not motivate people in the long term. It can also be exploitative, especially when used withvulnerable populations. For workers, especially low-paid workers, who desperately need their jobsyet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbachgives the example of several Disneyland hotels in Anaheim, Caiifornia, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another.Some employees found the board motivating. To others, it was the opposite of fun. Some began tostop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnantemployees struggled to keep up. In a Los Angeles Times article, one employee referred to the boardas a "digital whip. ""It actually had a very negative effect on morale and performance," Werbachsays. 　　K) Still, gamification only stands to become more popular, he says, "as more and more people comeinto the workforce who are familiar with the structures and expressions of digitai games. ""We arefar from reaching the peak," Cornetti agrees. "There is no reason this will go away. "The idea of gamification was practiced by some businesses more than a century ago.

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1.单项选择题Passage Two Questions 51 to 55 are based on the following passage. The secret to eating less and being happy about it may have been cracked years ago--by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards--like the toys in McDonald’s Happy Meals--stimulate the same reward centers in the brain as food does. The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal ff it was paired with a non-food item. They found that the majority of both kids and adults opted for a haft-sized portion when combined with a prize. Both options were priced the same. Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket ( 彩票), with a $10, $ 50 or $100 payout,and this was as effective as a tangible gift in persuading people to eat less. "The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting," says Reimann. He theorizes that it is the emotional component of these intangible prizes that make them effective.In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included. "One explanation for this finding is that possible awards may be more emotionally provoking than certrainty Reimann." The of added attraction and awards," says uncertainty winning provides desirability through emotional ’ thrills. ’ The possibility of receiving an award also produces a state of hope--a state that is in itself psychologically rewarding. " In other words, there’s a reason why people like to gamble. How might this knowledge be used to help people eat more healthily One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Ormay be the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant--and make you eat a little less.What can we infer from Martin Reimann’s finding

A．People should eat much less if they wish to stay healthy and happy.
B．More fast food restaurants are likely to follow McDonald’s example.
C．We can lead people to eat less while helping the restaurant business.
D．More studies are needed to find out the impact of emotion on behavior.

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2.单项选择题Passage One Questions 46 to 50 are based on the following passage. Recently I attended several meetings where we talked about ways to retain students and keepyounger faculty members from going elsewhere. 　　It seems higher education has become an industry of meeting-holders whose task it is to "solve"problems--real or imagined. And in my position as a professor at three different colleges, the actualproblems in educating our young people and older students have deepened, while the number of peoplehired--not to teach but to hold meetings--has increased significantly. Every new problem creates anew job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, thecenter is a clearing house (信息交流中心) for using technology in classrooms and in online courses.It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years. 　　I offer a simple proposition in response: Many of our problems--class attendance, educationalsuccess, student happiness and well-being--might be improved by cutting down the bureaucratic ( 官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of ouradministrative staff with classroom teachers, we might actually get a majority of our classes back to 20or fewer students per teacher. This would be an environment in which teachers and students actuallyknew each other. 　　The teachers must be free to teach in their own way--the curriculum should be flexible enough sothat they can use their individual talents to achieve the goals of the course. Additionally, they should beallowed to teach, and be rewarded for doing it well. Teachers are not people who are great at andconsumed by research and happen to appear in a classroom. Good teaching and research are notexclusive, but they are also not automatic companions. Teaching is an art and a craft, talent andpractice; it is not something that just anyone can be good at. It is utterly confusing to me that peopledo not recognize this, despite the fact that pretty much anyone who has been a student can tell thedifference between their best and worst teachers.What does the author think of teaching ability

A．It requires talent and practice.
B．It is closely related to research.
C．It is a chief factor affecting students’ learning.
D．It can be acquired through persistent practice.

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3.单项选择题When Work Becomes a Game 　　A) What motivates employees to do their jobs well Competition with coworkers, for some. Thepromise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few. 　　B) Increasingly, companies are tapping into these desires directly through what has come to be knownas "gamification" : essentially, turning work into a game. "Gamification is about understandingwhat it is that makes games engaging and what game designers do to create a great experience ingames, and taking those learnings and applying them to other contexts such as the workplace andeducation," explains Kevin Werbach, a gamification expert who teaches at the Wharton School ofBusiness at the University of Pennsylvania in the United States. 　　C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to thewinner, or giving employees digital badges or stars for completing certain activities. It could alsomean training employees how to do their jobs through video game platforms. Companies fromGoogle to L’Oréalto IBM to Wells Fargo are known to use some degree of gamification in theirworkplaces. And more and more companies are joining them. A recent report suggests that theglobal gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020. 　　D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachershave long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jackshas been "gamifying" its snack food by putting a small prize inside for more than 100 years, headds, and the turn-of-the-century steel magnate (巨头) Charles Schwab is said to have often comeinto his factory and written the number of tons of steel produced on the past shift on the factoryfloor, thus motivating the next shift of workers to beat the previous one. 　　E) But the word "gamification" and the widespread, conscious application of the concept only beganin earnest about five years ago, Werbach says. Thanks in part to video games, the generation nowentering the workforce is especially open to the idea of having their work gamified. "We are at apoint where in much of the developed world the vast majority of young people grew up playingvideo games, and an increasingly high percentage of adults play these video games too," Werbachsays. 　　F) A number of companies have sprung up--GamEffective, Bunchbail and Badgeville, to name a few--in recent years offering gamification platforms for businesses. The platforms that are most effectiveturn employees’ ordinary job tasks into part of a rich adventure narrative. "What makes a gamegame-like is that the player actually cares about the outcome," Werbach says. "The principle isabout understanding what is motivating to this group of players, which requires some understandingof psychology. " 　　G) Some people, Werbach says, are motivated by competition.Sales people often fall into thiscategory. For them, the right kind of gamification might be turning their saies pitches into acompetition with other team members, complete with a digital leaderboard showing who is winningat all times. Others are more motivated by collaboration and social experiences. One companyWerbach has studied uses gamification to create a sense of community and boost employees’ morale(士气). When employees log in to their computers, they’re shown a picture of one of theircoworkers and asked to guess that person’s name. 　　H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employeetrainings. Sometimes this involves technology, but often it does not. She recently designed agamification strategy for a saies training company with a storm-chasing theme. Employees formed"storm chaser teams" and competed in storm-themed educational exercises to earn variousrewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible workinghours. " Another training, this one for pay roll law, used a Snow White and the Seven Dwarfstheme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright,so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay rolllaw principles. 　　I) Some people do not take naturaily to gamified work environments, Cornetti says.In herexperience, people in positions of power or people in finance or engineering do not tend to like thesound of the word. "If we are designing for engineers, I’m not talking about a ’ game’ at all,"Cornetti says. "I’m talking about a ’ simulation’ (模拟), I’m talking about ’ being able to solvethis problem. ’" 　　J) Gamification is " not a magic bullet," Werbach warns.A gamification strategy that is notsufficiently thought through or well tailored to its players may engage people for a little while, but itwill not motivate people in the long term. It can also be exploitative, especially when used withvulnerable populations. For workers, especially low-paid workers, who desperately need their jobsyet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbachgives the example of several Disneyland hotels in Anaheim, Caiifornia, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another.Some employees found the board motivating. To others, it was the opposite of fun. Some began tostop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnantemployees struggled to keep up. In a Los Angeles Times article, one employee referred to the boardas a "digital whip. ""It actually had a very negative effect on morale and performance," Werbachsays. 　　K) Still, gamification only stands to become more popular, he says, "as more and more people comeinto the workforce who are familiar with the structures and expressions of digitai games. ""We arefar from reaching the peak," Cornetti agrees. "There is no reason this will go away. "To enhance morale, one company asks its employees to identify their fellow workers when starting their computers.

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4.单项选择题Passage Two Questions 51 to 55 are based on the following passage. The secret to eating less and being happy about it may have been cracked years ago--by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards--like the toys in McDonald’s Happy Meals--stimulate the same reward centers in the brain as food does. The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal ff it was paired with a non-food item. They found that the majority of both kids and adults opted for a haft-sized portion when combined with a prize. Both options were priced the same. Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket ( 彩票), with a $10, $ 50 or $100 payout,and this was as effective as a tangible gift in persuading people to eat less. "The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting," says Reimann. He theorizes that it is the emotional component of these intangible prizes that make them effective.In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included. "One explanation for this finding is that possible awards may be more emotionally provoking than certrainty Reimann." The of added attraction and awards," says uncertainty winning provides desirability through emotional ’ thrills. ’ The possibility of receiving an award also produces a state of hope--a state that is in itself psychologically rewarding. " In other words, there’s a reason why people like to gamble. How might this knowledge be used to help people eat more healthily One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Ormay be the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant--and make you eat a little less.How does Martin Reimann interpret his finding

A．The emotional component of the prizes is at work.
B．People now care more about quality than quantity.
C．People prefer certainty awards to possible awards.
D．The desire for a future reward is overwhelming.

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5.单项选择题Passage One Questions 46 to 50 are based on the following passage. Recently I attended several meetings where we talked about ways to retain students and keepyounger faculty members from going elsewhere. 　　It seems higher education has become an industry of meeting-holders whose task it is to "solve"problems--real or imagined. And in my position as a professor at three different colleges, the actualproblems in educating our young people and older students have deepened, while the number of peoplehired--not to teach but to hold meetings--has increased significantly. Every new problem creates anew job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, thecenter is a clearing house (信息交流中心) for using technology in classrooms and in online courses.It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years. 　　I offer a simple proposition in response: Many of our problems--class attendance, educationalsuccess, student happiness and well-being--might be improved by cutting down the bureaucratic ( 官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of ouradministrative staff with classroom teachers, we might actually get a majority of our classes back to 20or fewer students per teacher. This would be an environment in which teachers and students actuallyknew each other. 　　The teachers must be free to teach in their own way--the curriculum should be flexible enough sothat they can use their individual talents to achieve the goals of the course. Additionally, they should beallowed to teach, and be rewarded for doing it well. Teachers are not people who are great at andconsumed by research and happen to appear in a classroom. Good teaching and research are notexclusive, but they are also not automatic companions. Teaching is an art and a craft, talent andpractice; it is not something that just anyone can be good at. It is utterly confusing to me that peopledo not recognize this, despite the fact that pretty much anyone who has been a student can tell thedifference between their best and worst teachers.What does the author imply about the classes at present

A．They facilitate students’ independent learning.
B．They help students form closer relationships.
C．They have more older students than before.
D．They are much bigger than is desirable.

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6.单项选择题When Work Becomes a Game 　　A) What motivates employees to do their jobs well Competition with coworkers, for some. Thepromise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few. 　　B) Increasingly, companies are tapping into these desires directly through what has come to be knownas "gamification" : essentially, turning work into a game. "Gamification is about understandingwhat it is that makes games engaging and what game designers do to create a great experience ingames, and taking those learnings and applying them to other contexts such as the workplace andeducation," explains Kevin Werbach, a gamification expert who teaches at the Wharton School ofBusiness at the University of Pennsylvania in the United States. 　　C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to thewinner, or giving employees digital badges or stars for completing certain activities. It could alsomean training employees how to do their jobs through video game platforms. Companies fromGoogle to L’Oréalto IBM to Wells Fargo are known to use some degree of gamification in theirworkplaces. And more and more companies are joining them. A recent report suggests that theglobal gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020. 　　D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachershave long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jackshas been "gamifying" its snack food by putting a small prize inside for more than 100 years, headds, and the turn-of-the-century steel magnate (巨头) Charles Schwab is said to have often comeinto his factory and written the number of tons of steel produced on the past shift on the factoryfloor, thus motivating the next shift of workers to beat the previous one. 　　E) But the word "gamification" and the widespread, conscious application of the concept only beganin earnest about five years ago, Werbach says. Thanks in part to video games, the generation nowentering the workforce is especially open to the idea of having their work gamified. "We are at apoint where in much of the developed world the vast majority of young people grew up playingvideo games, and an increasingly high percentage of adults play these video games too," Werbachsays. 　　F) A number of companies have sprung up--GamEffective, Bunchbail and Badgeville, to name a few--in recent years offering gamification platforms for businesses. The platforms that are most effectiveturn employees’ ordinary job tasks into part of a rich adventure narrative. "What makes a gamegame-like is that the player actually cares about the outcome," Werbach says. "The principle isabout understanding what is motivating to this group of players, which requires some understandingof psychology. " 　　G) Some people, Werbach says, are motivated by competition.Sales people often fall into thiscategory. For them, the right kind of gamification might be turning their saies pitches into acompetition with other team members, complete with a digital leaderboard showing who is winningat all times. Others are more motivated by collaboration and social experiences. One companyWerbach has studied uses gamification to create a sense of community and boost employees’ morale(士气). When employees log in to their computers, they’re shown a picture of one of theircoworkers and asked to guess that person’s name. 　　H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employeetrainings. Sometimes this involves technology, but often it does not. She recently designed agamification strategy for a saies training company with a storm-chasing theme. Employees formed"storm chaser teams" and competed in storm-themed educational exercises to earn variousrewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible workinghours. " Another training, this one for pay roll law, used a Snow White and the Seven Dwarfstheme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright,so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay rolllaw principles. 　　I) Some people do not take naturaily to gamified work environments, Cornetti says.In herexperience, people in positions of power or people in finance or engineering do not tend to like thesound of the word. "If we are designing for engineers, I’m not talking about a ’ game’ at all,"Cornetti says. "I’m talking about a ’ simulation’ (模拟), I’m talking about ’ being able to solvethis problem. ’" 　　J) Gamification is " not a magic bullet," Werbach warns.A gamification strategy that is notsufficiently thought through or well tailored to its players may engage people for a little while, but itwill not motivate people in the long term. It can also be exploitative, especially when used withvulnerable populations. For workers, especially low-paid workers, who desperately need their jobsyet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbachgives the example of several Disneyland hotels in Anaheim, Caiifornia, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another.Some employees found the board motivating. To others, it was the opposite of fun. Some began tostop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnantemployees struggled to keep up. In a Los Angeles Times article, one employee referred to the boardas a "digital whip. ""It actually had a very negative effect on morale and performance," Werbachsays. 　　K) Still, gamification only stands to become more popular, he says, "as more and more people comeinto the workforce who are familiar with the structures and expressions of digitai games. ""We arefar from reaching the peak," Cornetti agrees. "There is no reason this will go away. "Gamification is not a miracle cure for all workplaces as it may have negative results.

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7.单项选择题Passage Two Questions 51 to 55 are based on the following passage. The secret to eating less and being happy about it may have been cracked years ago--by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards--like the toys in McDonald’s Happy Meals--stimulate the same reward centers in the brain as food does. The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal ff it was paired with a non-food item. They found that the majority of both kids and adults opted for a haft-sized portion when combined with a prize. Both options were priced the same. Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket ( 彩票), with a $10, $ 50 or $100 payout,and this was as effective as a tangible gift in persuading people to eat less. "The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting," says Reimann. He theorizes that it is the emotional component of these intangible prizes that make them effective.In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included. "One explanation for this finding is that possible awards may be more emotionally provoking than certrainty Reimann." The of added attraction and awards," says uncertainty winning provides desirability through emotional ’ thrills. ’ The possibility of receiving an award also produces a state of hope--a state that is in itself psychologically rewarding. " In other words, there’s a reason why people like to gamble. How might this knowledge be used to help people eat more healthily One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Ormay be the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant--and make you eat a little less.What is most interesting in Martin Reimann’s fmding

A．Kids preferred an award in the form of money to one in the form of a toy.
B．Adults chose the smaller portion on the mere promise of a future award.
C．Both kids and adults felt satisfied with only half of their meal portions.
D．Neither children nor adults could resist the temptation of a free toy.

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8.单项选择题Passage One Questions 46 to 50 are based on the following passage. Recently I attended several meetings where we talked about ways to retain students and keepyounger faculty members from going elsewhere. 　　It seems higher education has become an industry of meeting-holders whose task it is to "solve"problems--real or imagined. And in my position as a professor at three different colleges, the actualproblems in educating our young people and older students have deepened, while the number of peoplehired--not to teach but to hold meetings--has increased significantly. Every new problem creates anew job for an administrative fixer. Take our Center for Teaching Excellence. Contrary to its title, thecenter is a clearing house (信息交流中心) for using technology in classrooms and in online courses.It’s an administrative sham (欺诈) of the kind that has multiplied over the last 30 years. 　　I offer a simple proposition in response: Many of our problems--class attendance, educationalsuccess, student happiness and well-being--might be improved by cutting down the bureaucratic ( 官僚的) mechanisms and meetings and instead hiring an army of good teachers. If we replaced half of ouradministrative staff with classroom teachers, we might actually get a majority of our classes back to 20or fewer students per teacher. This would be an environment in which teachers and students actuallyknew each other. 　　The teachers must be free to teach in their own way--the curriculum should be flexible enough sothat they can use their individual talents to achieve the goals of the course. Additionally, they should beallowed to teach, and be rewarded for doing it well. Teachers are not people who are great at andconsumed by research and happen to appear in a classroom. Good teaching and research are notexclusive, but they are also not automatic companions. Teaching is an art and a craft, talent andpractice; it is not something that just anyone can be good at. It is utterly confusing to me that peopledo not recognize this, despite the fact that pretty much anyone who has been a student can tell thedifference between their best and worst teachers.According to the author, what kind of people do universities lack most

A．Good classroom teachers.
B．Efficient administrators.
C．Talented researchers.
D．Motivated students.

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9.单项选择题Passage Two Questions 51 to 55 are based on the following passage. The secret to eating less and being happy about it may have been cracked years ago--by McDonald’s. According to a new study from Cornell University’s Food and Brand Lab, small non-food rewards--like the toys in McDonald’s Happy Meals--stimulate the same reward centers in the brain as food does. The researchers, led by Martin Reimann, carried out a series of experiments to see if people would choose a smaller meal ff it was paired with a non-food item. They found that the majority of both kids and adults opted for a haft-sized portion when combined with a prize. Both options were priced the same. Even more interesting is that the promise of a future reward was enough to make adults choose the smaller portion. One of the prizes used was a lottery ticket ( 彩票), with a $10, $ 50 or $100 payout,and this was as effective as a tangible gift in persuading people to eat less. "The fact that participants were willing to substitute part of a food item for the mere prospect of a relatively small monetary award is interesting," says Reimann. He theorizes that it is the emotional component of these intangible prizes that make them effective.In fact, vaguely-stated possibilities of winning a prize were more effective than options with hard odds included. "One explanation for this finding is that possible awards may be more emotionally provoking than certrainty Reimann." The of added attraction and awards," says uncertainty winning provides desirability through emotional ’ thrills. ’ The possibility of receiving an award also produces a state of hope--a state that is in itself psychologically rewarding. " In other words, there’s a reason why people like to gamble. How might this knowledge be used to help people eat more healthily One possibility is a healthy option that offers the chance to win a spa (温泉疗养) weekend. Ormay be the reward of a half-sized portion could be a half-sized dessert to be claimed only on a future date. That would get you back in the restaurant--and make you eat a little less.What is the finding of the researchers led by Martin Reimann

A．Reducing food intake is not that difficult if people go to McDonald’s more.
B．Most kids and adults don’t actually feel hungry when they eat half of their meal.
C．Eating a smaller portion of food does good to the health of kids and adults alike.
D．Most kids and adults would choose a smaller meal that came with a non-food item.

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10.单项选择题When Work Becomes a Game 　　A) What motivates employees to do their jobs well Competition with coworkers, for some. Thepromise of rewards, for others. Pure enjoyment of problem-solving, for a lucky few. 　　B) Increasingly, companies are tapping into these desires directly through what has come to be knownas "gamification" : essentially, turning work into a game. "Gamification is about understandingwhat it is that makes games engaging and what game designers do to create a great experience ingames, and taking those learnings and applying them to other contexts such as the workplace andeducation," explains Kevin Werbach, a gamification expert who teaches at the Wharton School ofBusiness at the University of Pennsylvania in the United States. 　　C) It might mean monitoring employee productivity on a digital leaderboard and offering prizes to thewinner, or giving employees digital badges or stars for completing certain activities. It could alsomean training employees how to do their jobs through video game platforms. Companies fromGoogle to L’Oréalto IBM to Wells Fargo are known to use some degree of gamification in theirworkplaces. And more and more companies are joining them. A recent report suggests that theglobal gamification market will grow from $1.65 billion in 2015 to $11.1 billion by 2020. 　　D) The concept of gamification is not entirely new, Werbach says. Companies, marketers and teachershave long looked for fun ways to engage people’s reward-seeking or competitive spirits. Cracker Jackshas been "gamifying" its snack food by putting a small prize inside for more than 100 years, headds, and the turn-of-the-century steel magnate (巨头) Charles Schwab is said to have often comeinto his factory and written the number of tons of steel produced on the past shift on the factoryfloor, thus motivating the next shift of workers to beat the previous one. 　　E) But the word "gamification" and the widespread, conscious application of the concept only beganin earnest about five years ago, Werbach says. Thanks in part to video games, the generation nowentering the workforce is especially open to the idea of having their work gamified. "We are at apoint where in much of the developed world the vast majority of young people grew up playingvideo games, and an increasingly high percentage of adults play these video games too," Werbachsays. 　　F) A number of companies have sprung up--GamEffective, Bunchbail and Badgeville, to name a few--in recent years offering gamification platforms for businesses. The platforms that are most effectiveturn employees’ ordinary job tasks into part of a rich adventure narrative. "What makes a gamegame-like is that the player actually cares about the outcome," Werbach says. "The principle isabout understanding what is motivating to this group of players, which requires some understandingof psychology. " 　　G) Some people, Werbach says, are motivated by competition.Sales people often fall into thiscategory. For them, the right kind of gamification might be turning their saies pitches into acompetition with other team members, complete with a digital leaderboard showing who is winningat all times. Others are more motivated by collaboration and social experiences. One companyWerbach has studied uses gamification to create a sense of community and boost employees’ morale(士气). When employees log in to their computers, they’re shown a picture of one of theircoworkers and asked to guess that person’s name. 　　H) Gamification does not have to be digital. Monica Cornetti runs a company that gamifies employeetrainings. Sometimes this involves technology, but often it does not. She recently designed agamification strategy for a saies training company with a storm-chasing theme. Employees formed"storm chaser teams" and competed in storm-themed educational exercises to earn variousrewards. "Rewards do not have to be stuff," Cornetti says. "Rewards can be flexible workinghours. " Another training, this one for pay roll law, used a Snow White and the Seven Dwarfstheme. "Snow White" is available for everyone to use, but the "dwarfs" are still under copyright,so Cornetti invented sound-alike characters (Grumpy Gus, Dopey Dan) to illustrate specific pay rolllaw principles. 　　I) Some people do not take naturaily to gamified work environments, Cornetti says.In herexperience, people in positions of power or people in finance or engineering do not tend to like thesound of the word. "If we are designing for engineers, I’m not talking about a ’ game’ at all,"Cornetti says. "I’m talking about a ’ simulation’ (模拟), I’m talking about ’ being able to solvethis problem. ’" 　　J) Gamification is " not a magic bullet," Werbach warns.A gamification strategy that is notsufficiently thought through or well tailored to its players may engage people for a little while, but itwill not motivate people in the long term. It can also be exploitative, especially when used withvulnerable populations. For workers, especially low-paid workers, who desperately need their jobsyet know they can be easily replaced, gamification may feel more like the Hunger Games. Werbachgives the example of several Disneyland hotels in Anaheim, Caiifornia, which used large digital leaderboards to display how efficiently laundry workers were working compared to one another.Some employees found the board motivating. To others, it was the opposite of fun. Some began tostop taking bathroom breaks, worried that if their productivity fell they would be fired. Pregnantemployees struggled to keep up. In a Los Angeles Times article, one employee referred to the boardas a "digital whip. ""It actually had a very negative effect on morale and performance," Werbachsays. 　　K) Still, gamification only stands to become more popular, he says, "as more and more people comeinto the workforce who are familiar with the structures and expressions of digitai games. ""We arefar from reaching the peak," Cornetti agrees. "There is no reason this will go away. "Some famous companies are already using gamification and more are trying to do the same.

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