考研英语真题及答案1006160001Word格式.docx

1、cry _13_they are sad but they become sad when the tears begin to flow.Although sadness also 14_ tears， evidence suggests that emotions can flow _15_muscular responses. In an experiment published in 1988 ， social psychologist Fritz Strack of theUn iversity of w rzburg in Germa ny asked volun teers to

2、 _16 a pen either with their teeth-therebycreating an artificial smile -or with their lips , which would produce a （ n） _17 expression.Those forced to exercise their enthusiastically to funny catoons than did those whose months were contracted in a frown ， 19_ that expressions may influence emotions

3、 rather than just the otherway around _20_ ， the physical act of laughter could improve mood.1.Aamong Bexcept Cdespite Dlike2.Areflect Bdemand Cindicate Dproduce3.Astabilizing Bboosting Cimpairing Ddetermining4.Atransmit Bsustain Cevaluate Dobserve5.Ameasurable Bmanageable Caffordable Drenewable6.AI

4、n turn BIn fact CIn addition DIn brief7.Aopposite Bimpossible Caverage Dexpected8.Ahardens Bweakens Ctightens Drelaxes9.Aaggravate Bgenerate Cmoderate Denhance10.Aphysical Bmental Csubconscious Dinternal11.AExcept for BAccording to CDue to DAs for12.Awith Bon Cin Dat13.Aunless Buntil Cif Dbecause14.

5、Aexhausts Bfollows Cprecedes Dsuppresses15.Ainto Bfrom Ctowards Dbeyond16.Afetch Bbite Cpick Dhold17.Adisappointed Bexcited Cjoyful Dindifferent18.Aadapted Bcatered Cturned Dreacted19.Asuggesting Brequiring Cmentioning Dsupposing20.AEventually BConsequently CSimilarly DConverselySection II Reading C

6、omprehensionPart ARead the following four texts. Answer the questions below each text by choosing A ，B， C or D. Mark your answers on ANSWER SHEET 1. （40 points）Text 1The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music wor

7、ld ever since the sudden announcement of his appointment in 2009. For the most part， the response has been favorable， to say the least. “！HAotolrasyt ！ ”wrote Anthony Tommasini ， a sober-sided classical-music critic.One of the reasons why the appointment came as such a surprise， however， is that Gil

8、bert is comparatively little known. Even Tommasini ， who had advocated Gilbert s appointment in theTimes， calls him “an unpretentious musician with no air of the formidable conductor about him.a description of the next music director of an orchestra that has hitherto been led by musicians like Gusta

9、v Mahler and Pierre Boulez ， that seems likely to have struck at least some Times readers as faint praise.For my part ， I have no idea whether Gilbert is a great conductor or even a good one. To be sure ， he performs an impressive variety of interesting compositions ， but it is not necessary for me

10、to visit Avery Fisher Hall ， or anywhere else， to hear interesting orchestral music. All I have to do is to go to my CD shelf ， or boot up my computer and download still more recorded music from iTunes.Devoted concertgoers who reply that recordings are no substitute for live performance are missing

11、the point. For the time ， attention ， and money of the art-loving public ， classical instrumentalists must compete not only with opera houses ， dance troupes， theater companies， and museums， but also with the recorded performances of the great classical musicians of the 20th century. There recording

12、s are cheap ， available everywhere ， and very often much higher in artistic quality than today s live perform；anmceosreover， they can be “ consumed ” at a time and place ofthe listener s choosing. The widespread availability of such recordings has thus brought about a crisis in the institution of th

13、e traditional classical concert.One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert s own interest in new music has been wi：delyAnleoxteRdoss ， aclassical-music critic ， has described him as a man who is capable of turning th

14、e Philharmonic into markedly different ， more vibrant organization. ” But whatht ewinllabtuere of that difference ？Merely expanding the orchestra s repertoire will not be enough. If Gilbert and the Philharmonic are tosucceed， they must first change the relationship between America s oldest orchestra

15、 and the newaudience it hops to attract.21.We learn from Para.1 that Gilbert s appointment hasAincurred criticism.Braised suspicion.Creceived acclaim.Daroused curiosity.22.Tommasini regards Gilbert as an artist who isAinfluential.Bmodest.Crespectable.Dtalented.23.The author believes that the devoted

16、 concertgoersAignore the expenses of live performances.Breject most kinds of recorded performances.Cexaggerate the variety of live performances.Doverestimate the value of live performances.24.According to the text ， which of the following is true of recordings ？AThey are often inferior to live conce

17、rts in quality.BThey are easily accessible to the general public.CThey help improve the quality of music.DThey have only covered masterpieces.25.Regarding Gilbert s role in revitalizing the Philharmon，ic the author feelsAdoubtful.Benthusiastic.Cconfident.Dpuzzled.Text 2When Liam McGee departed as pr

18、esident of Bank of America in August ， his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses ， he came right out and said he was leaving “ to pursue my goal of running a company. asting his am”bitBiornoawdacs“ very much my decision，” McGee says. Withi

19、n two weeks， he was talking for the first time with the board of Hartford Financial Services Group ， which named him CEO and chairman on September 29.McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the

20、outside world about his aspirations. And McGee isn t alone. In recent weeks the No.2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure， executives who don t get the nod al

21、so may wish to move on. A turbulentbusiness environment also has senior managers cautious of letting vague pronouncements cloud their reputations.As the first signs of recovery begin to take hold ， deputy chiefs may be more willing to make the jump without a net. In the third quarter ， CEO turnover

22、was down 23% from a year ago as nervous boards stuck with the leaders they had ， according to Liberum Research. As the economy picks up ， opportunities will abound for aspiring leaders.The decision to quit a senior position to look for a better one is unconventional. For years executives and headhun

23、ters have adhered to the rule that the most attractive CEO candidates are theones who must be poached. Says Korn/Ferry senior partner Dennis Carey ：“I can t think of a single search I ve done where a board has not instructed me to look at sitting CEOs first. ”Those who jumped without a job haven t a

24、lways landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade age， saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that po

25、st at a major financial institution three years later.Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional rule was it s swhere you are， but that s been fundamentinavllyerted ， ”

26、 says one headhunter. “The people who vebeen hurt the worst are those who ve stayed too long. ”26.When McGee announced his departure ， his manner can best be described as beingAarrogant.Bfrank.Cself-centered.Dimpulsive.27.According to Paragraph 2 ， senior executives quitting may be spurred byAtheir

27、expectation of better financial status.Btheir need to reflect on their private life.Ctheir strained relations with the boards.Dtheir pursuit of new career goals.28.The word “poached（” Line 3， Paragraph 4） most probably meansAapproved of.Battended to.Chunted for.Dguarded against.29.It can be inferred from the last paragraph thatAtop performers used to cling to their posts.Bloyalty of