资料：It’s almost considered sacrilegious today to leave work at the end of your workday or（for shame！）on a Friday and simply not check your work email again until you return the office during normal working hours。 The constant need to check email is the tra

Which of the following questions can be used in the questionnaire for assessing
participation?

A.Did you get all the questions right in today's class
B.Did you finish the task on time
C.Can you use the strategies we have learned today
D.What did you do in your group work today

资料：It's almost considered sacrilegious today to leave work at the end of your workday or（for shamel）on a Friday and simply not check your email until you return the office during normal working hours.
The constant need to check email is the trade-off the modern workforce has made for the ability to work anytime, anywhere, thanks to smartphones and tablets that keep us always connected.
But three university researchers have found that it's not just doing a bit of work after hours that cause burn out. The true culprit is actually the constant worrying about off-hour email.
A new study "Exhausted But Unable to Disconnect." by Lehigh University's Liuba Belkin, Virginia Tech’s William Becker and Colorado State University's Samantha Conroy shows that employees are growing exhausted by the expectation that they will always be available, never knowing what kind of work requests will asked of them off hours.
Typically, companies don't mean to stress employees out like that. Most companies don't have formal policies that say people must answer work emails after-hours. （expect, perhaps, in cases where an employee is on call during specific times）.
But policies and culture tend to be two different things. If supervisors routinely email employee after hours and expect a fast response （often because their supervisors are doing the same to them）, then the message is clear: whenever the boss emails, the employee is expected to be available.
The solution is for bosses to tell employees that an after-hours email doesn't necessarily require a response before the next work day, and to also set some times when after-hours emailing is considered acceptable and prohibited, such as no emails via the dinner hour, on weekends, or after 10 p. m, the researchers say.

What would you do if you were the policy maker of a company?

A.To require an instant respond for after-hour emailing.
B.To abandon after-hour emailing.
C.To tell employees that an after-hours email doesn't necessarily require a response.
D.To limit the time of after-hour emailing.

资料：It's almost considered sacrilegious today to leave work at the end of your workday or（for shamel）on a Friday and simply not check your email until you return the office during normal working hours.
The constant need to check email is the trade-off the modern workforce has made for the ability to work anytime, anywhere, thanks to smartphones and tablets that keep us always connected.
But three university researchers have found that it's not just doing a bit of work after hours that cause burn out. The true culprit is actually the constant worrying about off-hour email.
A new study "Exhausted But Unable to Disconnect." by Lehigh University's Liuba Belkin, Virginia Tech’s William Becker and Colorado State University's Samantha Conroy shows that employees are growing exhausted by the expectation that they will always be available, never knowing what kind of work requests will asked of them off hours.
Typically, companies don't mean to stress employees out like that. Most companies don't have formal policies that say people must answer work emails after-hours. （expect, perhaps, in cases where an employee is on call during specific times）.
But policies and culture tend to be two different things. If supervisors routinely email employee after hours and expect a fast response （often because their supervisors are doing the same to them）, then the message is clear: whenever the boss emails, the employee is expected to be available.
The solution is for bosses to tell employees that an after-hours email doesn't necessarily require a response before the next work day, and to also set some times when after-hours emailing is considered acceptable and prohibited, such as no emails via the dinner hour, on weekends, or after 10 p. m, the researchers say.

What can be inferred from the first paragraph?

A.It’s shame if you check your email all the time.
B.The employees are willing to leave work at the end day of the workday.
C.The employees are expected to answer emails although it's not working time.
D.Work email is the essential part in worker’s daily life.

资料：It's almost considered sacrilegious today to leave work at the end of your workday or（for shamel）on a Friday and simply not check your email until you return the office during normal working hours.
The constant need to check email is the trade-off the modern workforce has made for the ability to work anytime, anywhere, thanks to smartphones and tablets that keep us always connected.
But three university researchers have found that it's not just doing a bit of work after hours that cause burn out. The true culprit is actually the constant worrying about off-hour email.
A new study "Exhausted But Unable to Disconnect." by Lehigh University's Liuba Belkin, Virginia Tech’s William Becker and Colorado State University's Samantha Conroy shows that employees are growing exhausted by the expectation that they will always be available, never knowing what kind of work requests will asked of them off hours.
Typically, companies don't mean to stress employees out like that. Most companies don't have formal policies that say people must answer work emails after-hours. （expect, perhaps, in cases where an employee is on call during specific times）.
But policies and culture tend to be two different things. If supervisors routinely email employee after hours and expect a fast response （often because their supervisors are doing the same to them）, then the message is clear: whenever the boss emails, the employee is expected to be available.
The solution is for bosses to tell employees that an after-hours email doesn't necessarily require a response before the next work day, and to also set some times when after-hours emailing is considered acceptable and prohibited, such as no emails via the dinner hour, on weekends, or after 10 p. m, the researchers say.

Why the study said people are“Exhausted But Unable to Disconnect”?

A.Because they never know what kind of work requests will be asked off hours.
B.Because they are required by the company to answer emails off hours.
C.Because smart phones and tables keep us connected all the time.
D.None of above.

Which of the following questions can be used in the questionnaire for assessing participation?

A.Did you get all the questions right in today’s class?
B.Did you finish the task on time?
C.Can you use the strategies we have learned today??
D.What did you do in your group work today?

资料：It's almost considered sacrilegious today to leave work at the end of your workday or（for shamel）on a Friday and simply not check your email until you return the office during normal working hours.
The constant need to check email is the trade-off the modern workforce has made for the ability to work anytime, anywhere, thanks to smartphones and tablets that keep us always connected.
But three university researchers have found that it's not just doing a bit of work after hours that cause burn out. The true culprit is actually the constant worrying about off-hour email.
A new study "Exhausted But Unable to Disconnect." by Lehigh University's Liuba Belkin, Virginia Tech’s William Becker and Colorado State University's Samantha Conroy shows that employees are growing exhausted by the expectation that they will always be available, never knowing what kind of work requests will asked of them off hours.
Typically, companies don't mean to stress employees out like that. Most companies don't have formal policies that say people must answer work emails after-hours. （expect, perhaps, in cases where an employee is on call during specific times）.
But policies and culture tend to be two different things. If supervisors routinely email employee after hours and expect a fast response （often because their supervisors are doing the same to them）, then the message is clear: whenever the boss emails, the employee is expected to be available.
The solution is for bosses to tell employees that an after-hours email doesn't necessarily require a response before the next work day, and to also set some times when after-hours emailing is considered acceptable and prohibited, such as no emails via the dinner hour, on weekends, or after 10 p. m, the researchers say.

What is true about the policy and the culture?

A.They are inconsistent about the attitude toward after hour's emails.
B.They both push the employees to be available all the time.
C.They are consistent about the attitude towards after hour's emails.
D.They both don't mean to stress the employees out.

资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But l've also learned that if you don't have a strategy for making time for those bigger ambitions and your truly lofty goals, they'll simply never get done. And that means you won't make the progress that's really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it. You aren't cranking out work at absolute peak productivity for the entire day. Instead are likely certain times when you are at your most focused and other times when your energy wanes. That's normal. Maybe for you, it's bright and early in the morning, before anyone else arrive in the office, when you do your best work. Whenever it is, identity that when you feel your most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion-it isn't optional. That way you're guaranteed to have a regular, designed period when you can at least on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it's the people we work closest with whom we tend to put first-we want to be readily available if they need our help. But there are times you need to tune out the distractions and forces if you're going to get any meaningful work done.
One of the most effective methods l've found is to put physical barriers between us. I'll work from a conference room or even from home on accession in order to get some literal space from people needing "just one quick thing. "

What can be inferred from paragraph 3 ?

A.You have to be readily available in the office.
B.People cannot work in a vacuum.
C.People in the office love helping others.
D.Sometimes we have to decline colleagues' requests.

资料：As a startup founder, my daily tasks include everything from long-term strategic planning to approving team outings and company culture initiatives. Day after day, things inevitably come up that need to get handled ASAP. But I’ve also learned that if you don’t have a strategy for making time for those bigger ambitions and your truly lofty goals, they’ll simply never get done. And that means you won’t make the progress that’s really going to move your business forward.
1. FIND YOUR MOST PRODUCTIVE TIME
Face it: You aren’t cranking out work at absolute peak productivity for the entire day. Instead, there are likely certain times when you’re at your most focused and other times when your energy wanes. That’s normal. Maybe for you, it’s bright and early in the morning, before anyone else arrives in the office, when you do your best work. Whenever it is, identify that chunk of time （even if it’s only an hour!） when you feel most productive, and then reserve it on your calendar like you would any other important meeting. You need to protect this block of time from intrusion--it isn’t optional. That way you’re guaranteed to have a regular, designated period when you can at least get started on those bigger to-dos.
2. CREATE PHYSICAL BARRIERS
Nobody works in a vacuum. We all have to collaborate with others to some degree or another. And it’s the people we work closest with whom we tend to put first--we want to be readily available if they need our help. But there are times you need to tune out the distractions and focus if you’re going to get any meaningful work done.
One of the most effective methods I’ve found is to put physical barriers between us. I’ll work from a conference room or even from home on occasion in order to get some literal space from people needing “just one quick thing.”

What can be inferred from paragraph 3?

A.You have to be readily available in the office.
B.People cannot work in a vacuum.
C.People in the office love helping others.
D.Sometimes we have to decline colleagues’ requests.