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Purpose of the Wolfpacket
The Wolfpacket aims to inform students of current and relevant events and issues. Some items are published only to entertain but will follow the guidelines of the editorial policy. Since the Wolfpacket staff meets regularly, publication of the newspaper serves to educate both readers and staff members. The staff tries to be accurate and responsible, and follows some regulations as defined by the Society of Professional Journalists.
Content
The Wolfpacket staff determines what goes into the school paper and reserves the right to choose content and determine priority (优先级) of stories. Although the Wolfpacket emphasizes school news, it also covers community, state, national, and international news that the staff thinks relevant to students. Stories are evaluated for news value, entertainment value, timeliness, and a student angle. While most Wolfpacket articles will be written by the staff, we encourage other students, administrators and community members to consider the Opinions section of the Wolfpacket to be open for discussion.
Editorials(社论)
Opinions and editorials are clearly labeled and separated from news items. Editorials represent the majority opinion of the staff and will be run under the heading "Editorial". Individual opinions, which do not necessarily represent staff opinion, will be clearly distinguished from editorials.
Trivia(琐事)
The Wolfpacket staff is opposed to running gossip columns, such as holiday messages, April Fool's jokes, and popularity surveys because the Wolfpacket tries to maintain a standard of professionalism in the content. We try to avoid any possible harm to students and other readers, no matter how much entertainment value these features might provide.
Time, Place and Manner of Distribution
The Wolfpacket is distributed free of charge on campus, except for the Homecoming issue, which is distributed during half-time at the football game. Additional copies may be available in the library and school office. Copies are mailed to subscribers (订阅者) and advertisers by the circulation manager. Subscriptions to the Wolpacket cost $20 for one year.
1.According to the passage, the Wolfpacker is most likely ________.
A. a book
B. a website
C. a newspaper
D. a TV program
2.The Wolfpacket focuses on ________.
A. school news
B. community news
C. national news
D. international news
3.The passage is mainly about ________.
A. the development of the Wolfpacker
B. the content of the Walfpacket
C. the influence of the Wolfpacket
D. the regulations of the Wolfpacket
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One Breath Away
One day, Daniel decided to finish the landscaping around a dam about 50 meters from his house. He'd been meaning to tidy up an old rock garden against the dam wall. However, while he was working, the wall of the dam gave way and the excavator (挖掘机) slid toward the water. The man and the machine crashed and were trapped into the muddy floor of the dam.
Daniel had to calm himself. Being a surfer of many years, he knew the only way to survive in the water was to slow down and think rationally. He pushed away the panic and began to think.
No one else was on the site, He regretted canceling the guy who was supposed to come and mow (割草) the grass that day. Most likely, the first people to miss him would be his son's teachers when he didn't show up for school pick-up. They wouldn't come to the house. Instead, they would just send his son to after-school care, and the alarm wouldn't be raised until after 6 p.m. and it was now just 11:30 a.m. "I have to stay alive for six or more hours". he thought.
His options were simple—he could either fight or die. There was nothing else he could do but keep pushing himself high enough to breathe.
As time dragged on and the excavator continued to slowly sink, Daniel felt the real danger when he remembered that rain was forecast that day. Just 20 millimeters would be enough to kill him. He could fight for hours, but there were some things over which he had no control. Daniel's ears were full of water and mud. He had no idea where the neighbors were at the moment, but he would have to start calling for help. At the very time, Daniel collected all the strength to push himself high enough out of the water to clear his mouth and yelled out for several times. "Help, help, help!"
Exhausted, he stopped, bursting with anger that no one could hear him. Then out of the corner of his eye, he caught a movement. It was Mel. There she was, running around the corner with her phone in her hand.
That was when he knew he was going to live.
Then within few minutes, the local rescue team arrived. Daniel watched them as they approached—he saw the look of total disbelief on their faces that he was still alive.
1.What is the biggest threat to Daniel s survival?
A. The mud and water.
B. The coming rain.
C. The broken machine.
D. No helper around.
2.Which is the best order to show Daniel’s change of emotion when trapped in the mud?
a. panic
b. scared
c. relieved
d. calm
e. angry
A. a-d-b-e-c
B. d-a-b-c-e
C. a-b-d-e-c
D. d-n-e-c-b
3.What can we learn from the passage?
A. A fall into the pit, a gain in your wit.
B. Experience is the mother of wisdom.
C. God helps those who help themselves.
D. One false step leads to a huge loss.
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Why People Dislike Really Smart Leaders
Intelligence makes for better leaders—from undergraduates to managers to presidents—according to multiple studies. It certainly makes sense that handling a market shift or anything alike require intelligence. But new research on leadership suggests that, at a certain point, having a higher IQ stops helping and starts hurting.
Although previous research has shown that groups with smarter leaders perform better by objective measures, some studies have suggested that followers might subjectively view leaders with extremely high intellect as less effective. Decades ago, Dean Simonton, a psychologist from the University of California, Davis, proposed that brilliant leaders' words may simply go over people's heads, their solutions could be more complicated to carry out and followers might find it harder to relate to them. Now Simonton and two colleagues have finally tested that idea, publishing their results in the July 2017 issue of the Journal of Applied Psychology.
The researchers looked at 379 male and female business leaders in 30 countries across fields including banking, retail and technology. The managers took IQ tests and each was rated (定级) on leadership style and effectiveness by an average of eight co-workers. IQ positively correlated(和…正相关) with ratings of leader effectiveness, strategy formation, vision and several other characteristics—up to a point. The ratings peaked at an IQ of around 120, which is higher than roughly 80 percent of office workers. Beyond that, the ratings declined. The researchers suggest the "ideal" IQ could be higher or lower in various fields, to 140 or 100, depending on whether technical or social skills are more valued in a given work culture.
"It's an interesting and thoughtful paper," says Paul Sackett, a management professor at University of Minnesota, who was not involved in the research."To me, the right interpretation of the work would be that it highlights a need to understand what high-IQ leaders do that leads to lower understanding by followers," he says. "The wrong interpretation would be, ‘Don't hire high-IQ leaders."
The study's lead author, John Antonakis, a psychologist at the University of Lausanne in Switzerland, suggests leaders should use their intelligence to use creative language that will persuade and inspire others—the way former U.S. President Barack Obama did. "I think the only way a smart person can signal their intelligence properly and still connect with the people," Antonakis says, "is to speak in charming ways."
1.According to the first paragraph, we know that _______.
A. leaders with high IQ do not have effective leadership
B. effective business depends on the intelligence of leaders
C. leaders with higher IQ may do harm to group effectiveness
D. the higher IQ leaders have, the stronger leadership they possess
2.According to Simonton, managers with an IQ of about ________ are probably the most effective.
A. 80
B. 100
C. 120
D. 140
3.What is Paul Sackett's attitude towards hiring high-IQ leaders?
A. Unconcerned.
B. Positive.
C. Doubtful.
D. Unclear.
4.Barack Obama is mentioned in the last paragraph to ________.
A. encourage us to learn more about leadership
B. explain how intelligent people achieve success
C. show creativity is more important than intelligence
D. emphasize the importance of using intelligence properly
