영어 스낵 모의고사

Think of yourself. When you decide to get up and get a drink of water, for example, you don’t consciously organize or consider the host of steps involved. Imagine if we ① had to consider every single muscle that needed to be contracted or relaxed just to stand up and walk. It would be tiresome and very slow ― as patients recovering from a brain injury affecting the motor system ② knows. The autopilot parts of our brain do it for us automatically, ③ freeing up our conscious mind for more important jobs. It is the older parts of our brain ④ that support these automatic processes that allow us to move, hear, see, and use many of our social skills. More recently evolved abilities like talking, reading, and writing are far less automated. So, most of the time, ⑤ what you are perceiving, feeling, or thinking is based on a very crude and fast analysis that happens completely without your awareness.

A musical score within any film can add an additional layer to the film text, which goes beyond simply imitating the actionviewed. In films that tell of futuristic worlds, composers, much like sound designers, have added freedom to create a world thatis unknown and new to the viewer. However, unlike sound designers, composers often shy away from creating unique pieces that reflect these new worlds and often present musical scores that possess familiar structures and cadences. While it is possible that this may interfere with creativity and a sense ofspace and time, it in fact \hspace{2.0cm}. Through recognizable scores, visions of the future or a galaxy far, far away can be placed within a recognizable context. Such familiarity allows the viewer to be placed in a comfortable space so that the film may then lead the viewer to what is an unfamiliar, but acceptable vision of a world different from their own.

Although organizations are offering telecommuting programs in greater numbers than ever before, acceptance and use of these programs are still limited by a number of factors. ① These factors include manager reliance on face-to-face management practices, lack of telecommuting training within an organization, misperceptions of and discomfort with flexible workplace programs, and a lack of information about the effects of telecommuting on an organization’s bottom line. ② Despite these limitations, at the beginning of the 21st century, a new “anytime, anywhere” work culture is emerging. ③ Care must be taken to select employees whose personal and working characteristics are best suited for telecommuting. ④ Continuing advances in information technology, the expansion of a global workforce, and increased desire to balance work and family are only three of the many factors that will gradually reduce the current barriers to telecommuting as a dominant workforce development. ⑤ With implications for organizational cost savings, especially with regard to lower facility costs, increased employee flexibility, and productivity, telecommuting is increasingly of interest to many organizations.

In everyday life, we tend to see any collection of people as a group. ( ① ) However, social psychologists use this term more precisely. ( ② ) It is this sense of mutual interaction or inter-dependence for a common purpose which distinguishes the members of a group from a mere aggregation of individuals. ( ③ ) For example, as Kenneth Hodge observed, a collection of people who happen to go for a swim after work on the same day each week does not, strictly speaking, constitute a group because these swimmers do not interact with each other in a structured manner. ( ④ ) By contrast, a squad of young competitive swimmers who train every morning before going to school is a group because they not only share a common objective (training for competition) but also interact with each other in formal ways (e.g., by warming up together beforehand). ( ⑤ ) It is this sense of people coming together to achieve a common objective that defines a “team”.