考研英语真题 阅读理解.docx
《考研英语真题 阅读理解.docx》由会员分享,可在线阅读,更多相关《考研英语真题 阅读理解.docx(9页珍藏版)》请在冰豆网上搜索。
考研英语真题阅读理解
SectionIIReadingComprehension
PartA
Directions:
Readthefollowingfourtexts.Answerthequestionsbeloweachtextbychoosing[A],[B],[C]or[D].MarkyouranswersonANSWERSHEET1.(40points)
Text1
ThedecisionoftheNewYorkPhilharmonictohireAlanGilbertasitsnextmusicdirectorhasbeenthetalkoftheclassical-musicworldeversincethesuddenannouncementofhisappointmentin2009.Forthemostpart,theresponsehasbeenfavorable,tosaytheleast.“Hooray!
Atlast!
”wroteAnthonyTommasini,asober-sidedclassical-musiccritic.
Oneofthereasonswhytheappointmentcameassuchasurprise,however,isthatGilbertiscomparativelylittleknown.EvenTommasini,whohadadvocatedGilbert’sappointmentintheTimes,callshim“anunpretentiousmusicianwithnoairoftheformidableconductorabouthim.”AsadescriptionofthenextmusicdirectorofanorchestrathathashithertobeenledbymusicianslikeGustavMahlerandPierreBoulez,thatseemslikelytohavestruckatleastsomeTimesreadersasfaintpraise.
Formypart,IhavenoideawhetherGilbertisagreatconductororevenagoodone.Tobesure,heperformsanimpressivevarietyofinterestingcompositions,butitisnotnecessaryformetovisitAveryFisherHall,oranywhereelse,tohearinterestingorchestralmusic.AllIhavetodoistogotomyCDshelf,orbootupmycomputeranddownloadstillmorerecordedmusicfromiTunes.
Devotedconcertgoerswhoreplythatrecordingsarenosubstituteforliveperformancearemissingthepoint.Forthetime,attention,andmoneyoftheart-lovingpublic,classicalinstrumentalistsmustcompetenotonlywithoperahouses,dancetroupes,theatercompanies,andmuseums,butalsowiththerecordedperformancesofthegreatclassicalmusiciansofthe20thcentury.Thererecordingsarecheap,availableeverywhere,andveryoftenmuchhigherinartisticqualitythantoday’sliveperformances;moreover,theycanbe“consumed”atatimeandplaceofthelistener’schoosing.Thewidespreadavailabilityofsuchrecordingshasthusbroughtaboutacrisisintheinstitutionofthetraditionalclassicalconcert.
Onepossibleresponseisforclassicalperformerstoprogramattractivenewmusicthatisnotyetavailableonrecord.Gilbert’sowninterestinnewmusichasbeenwidelynoted:
AlexRoss,aclassical-musiccritic,hasdescribedhimasamanwhoiscapableofturningthePhilharmonicinto“amarkedlydifferent,morevibrantorganization.”Butwhatwillbethenatureofthatdifference?
Merelyexpandingtheorchestra’srepertoirewillnotbeenough.IfGilbertandthePhilharmonicaretosucceed,theymustfirstchangetherelationshipbetweenAmerica’soldestorchestraandthenewaudienceithopstoattract.
21.WelearnfromPara.1thatGilbert’sappointmenthas.
[A]incurredcriticism.[B]raisedsuspicion.
[C]receivedacclaim.[D]arousedcuriosity.
22.TommasiniregardsGilbertasanartistwhois
[A]influential.[B]modest.
[C]respectable.[D]talented.
23.Theauthorbelievesthatthedevotedconcertgoers
[A]ignoretheexpensesofliveperformances.
[B]rejectmostkindsofrecordedperformances.
[C]exaggeratethevarietyofliveperformances.
[D]overestimatethevalueofliveperformances.
24.Accordingtothetext,whichofthefollowingistrueofrecordings?
[A]Theyareofteninferiortoliveconcertsinquality.
[B]Theyareeasilyaccessibletothegeneralpublic.
[C]Theyhelpimprovethequalityofmusic.
[D]Theyhaveonlycoveredmasterpieces
25.RegardingGilbert’sroleinrevitalizingthePhilharmonic,theauthorfeels
[A]doubtful.[B]enthusiastic.
[C]confident.[D]puzzled.
Text2
WhenLiamMcGeedepartedaspresidentofBankofAmericainAugust,hisexplanationwassurprisinglystraightup.Ratherthancloakinghisexitintheusualvagueexcuses,hecamerightoutandsaidhewasleaving“topursuemygoalofrunningacompany.”Broadcastinghisambitionwas“verymuchmydecision,”McGeesays.Withintwoweeks,hewastalkingforthefirsttimewiththeboardofHartfordFinancialServicesGroup,whichnamedhimCEOandchairmanonSeptember29.
McGeesaysleavingwithoutapositionlinedupgavehimtimetoreflectonwhatkindofcompanyhewantedtorun.Italsosentaclearmessagetotheoutsideworldabouthisaspirations.AndMcGeeisn’talone.InrecentweekstheNo.2executivesatAvonandAmericanExpressquitwiththeexplanationthattheywerelookingforaCEOpost.Asboardsscrutinizesuccessionplansinresponsetoshareholderpressure,executiveswhodon’tgetthenodalsomaywishtomoveon.Aturbulentbusinessenvironmentalsohasseniormanagerscautiousoflettingvaguepronouncementscloudtheirreputations.
Asthefirstsignsofrecoverybegintotakehold,deputychiefsmaybemorewillingtomakethejumpwithoutanet.Inthethirdquarter,CEOturnoverwasdown23%fromayearagoasnervousboardsstuckwiththeleaderstheyhad,accordingtoLiberumResearch.Astheeconomypicksup,opportunitieswillaboundforaspiringleaders.
Thedecisiontoquitaseniorpositiontolookforabetteroneisunconventional.ForyearsexecutivesandheadhuntershaveadheredtotherulethatthemostattractiveCEOcandidatesaretheoneswhomustbepoached.SaysKornFerry,seniorpartnerDennisCarey:
“Ican’tthinkofasinglesearchI’vedonewhereaboardhasnotinstructedmetolookatsittingCEOsfirst.
Thosewhojumpedwithoutajobhaven’talwayslandedintoppositionsquickly.EllenMarramquitaschiefofTropicanawhenthebusinessbecamepartofPepsiCo(PEP)adecadeago,sayingshewantedtobeaCEO.ItwasayearbeforeshebecameheadofatinyInternet-basedcommoditiesexchange.RobertWillumstadleftCitigroupin2005withambitionstobeaCEO.Hefinallytookthatpostatamajorfinancialinstitutionthreeyearslater.
Manyrecruiterssaytheolddisgraceisfadingfortopperformers.Thefinancialcrisishasmadeitmoreacceptabletobebetweenjobsortoleaveabadone.“Thetraditionalrulewasit’ssafertostaywhereyouare,butthat’sbeenfundamentallyinverted,”saysoneheadhunter.“Thepeoplewho’vebeenhurttheworstarethosewho’vestayedtoolong.”
26.WhenMcGeeannouncedhisdeparture,hismannercanbestbedescribedasbeing
[A]arrogant.[B]frank.
[C]self-centered.[D]impulsive.
27.AccordingtoParagraph2,seniorexecutives’quittingmaybespurredby
[A]theirexpectationofbetterfinancialstatus.
[B]theirneedtoreflectontheirprivatelife.
[C]theirstrainedrelationswiththeboards.
[D]theirpursuitofnewcareergoals.
28.Theword“poached”(Line3,Paragraph4)mostprobablymeans
[A]approvedof.[B]attendedto.
[C]huntedfor[D]guardedagainst.
29.Itcanbeinferredfromthelastparagraphthat
[A]topperformersusedtoclingtotheirposts.
[B]loyaltyoftopperformersisgettingout-dated.
[C]topperformerscaremoreaboutreputations.
[D]it’ssafertosticktothetraditionalrules.
30.Whichofthefollowingisthebesttitleforthetext?
[A]CEOs:
WheretoGo?
[B]CEOs:
AlltheWayUp?
[C]TopManagersJumpwithoutaNet[D]TheOnlyWayOutforTopPerformers
Text3
Theroughguidetomarketingsuccessusedtobethatyougotwhatyoupaidfor.Nolonger.Whiletraditional“paid”media–suchastelevisioncommercialsandprintadvertisements–stillplayamajorrole,companiestodaycanexploitmanyalternativeformsofmedia.Consumerspassionateaboutaproductmaycreate"earned"mediabywillinglypromotingittofriends,andacompanymayleverage“owned”mediabysendinge-mailalertsaboutproductsandsalestocustomersregisteredwithitsWebsite.Infact,thewayconsumersnowapproachtheprocessofmakingpurchasedecisionsmeansthatmarketing'simpactstemsfromabroadrangeoffactorsbeyondconventionalpaidmedia.
Paidandownedmediaarecontrolledbymarketerspromotingtheirownproducts.Forearnedmedia,suchmarketersactastheinitiatorforusers’responses.Butinsomecases,onemarketer’sownedmediabecomeanothermarketer’spaidmedia–forinstance,whenane-commerceretailersellsadspaceonitsWebsite.Wedefinesuchsoldmediaasownedmediawhosetrafficissostrongthatotherorganizationsplacetheircontentore-commerceengineswithinthatenvironment.Thistrend,whichwebelieveisstillinitsinfancy,effectivelybeganwithretailersandtravelproviderssuchasairlinesandhotelsandwillnodoubtgofurther.Johnson&Johnson,forexample,hascreatedBabyCenter,astand-alonemediapropertythatpromotescomplementaryandevencompetitiveproducts.Besidesgeneratingincome,thepresenceofothermarketersmakesthesiteseemobjective,givescompaniesopportunitiestolearnvaluableinformationabouttheappealofothercompanies’marketing,andmayhelpexpandusertra
Thesamedramatictechnologicalchangesthathaveprovidedmarketerswithmore(andmorediverse)communicationschoiceshavealsoincreasedtheriskthatpassionateconsumerswillvoicetheiropinionsinquicker,morevisible,andmuchmoredamagingways.Suchhijackedmediaaretheoppositeofearnedmedia:
anassetorcampaignbecomeshostagetoconsumers,otherstakeholders,oractivistswhomakenegativeallegationsaboutabrandorproduct.Membersofsocialnetworks,forinstance,arelearningthattheycanhijackmediatoapplypressureonthebusinessesthatoriginallycreatedthem.
Ifthathappens,passionateconsumerswouldtrytopersuadeotherstoboycottproducts,puttingthereputationofthetargetcompanyatrisk.Insuchacase,thecompany’sresponsemaynotbesufficientlyquickorthoughtful,andthelearningcurvehasbeensteep.ToyotaMotor,forexample,alleviatedsomeoft