考研英语真题及解析.docx

1、考研英语真题及解析2011年考研英语真题及解析D6.AIn turn B In fact C In addition D In brief7.Aopposite B impossible C average D expected8.Ahardens B weakens C tightens Drelaxes9.Aaggravate B generate Cmoderate Denhance10.Aphysical Bmental C subconscious Dinternal11.AExcept for BAccordingto C Dueto DAs for12.Awith B on Ci

2、n Dat13.Aunless B until C if Dbecause14.Aexhausts B follows Cprecedes Dsuppresses15.Ainto Bfrom C towards D beyond16.Afetch B bite C pick Dhold17.Adisappointed Bexcited C joyful D indifferent18.Aadapted B catered C turned D reacted19.Asuggesting B requiring C mentioningD supposing20.A Eventually B C

3、onsequently C Similarly D ConverselySection II Reading ComprehensionPart ADirections:Read 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 AlanGilbert as it

4、s next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in 2009. For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, a sober-sided classical-music critic.One of the reason

5、s why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had advocated Gilberts appointment in theTimes, calls him “an unpretentious musician with no air of the formidable conductor about him.” As a description of the next music direc

6、tor of an orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre Boulez, that seems likely to have struck at least someTimesreaders 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 vari

7、ety of interesting compositions, but it is not necessary for me 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

8、recordings are no substitute for live performance are missing 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 grea

9、t classical musicians of the 20thcentury. These recordings are cheap, available everywhere, and very often much higher in artistic quality than todays live performances; moreover, they can be “consumed” at a time and place of the listeners choosing. The widespread availability of such recordings has

10、 thus brought about a crisis in the institution of the traditional classical concert.One possible response is for classical performers to program attractive new music that is not yet available on record. Gilberts own interest in new music has been widely noted: Alex Ross, a classical-music critic, h

11、as described him as a man who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But what will be the nature of that difference? Merely expanding the orchestras repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first

12、change the relationship between Americas oldest orchestra and the new audience it hopes toattract.21. We learn from Paragraph 1 that Gilberts appointment hasA incurred criticism.B raised suspicion.C received acclaim.D aroused curiosity.22.Tommasini regards Gilbert as an artist who isA influential.B

13、modest.C respectable.D talented.23. The author believes that the devoted concertgoersA ignore the expenses of live performances.B reject most kinds of recorded performances.C exaggerate the variety of live performances.D overestimate the value of live performances.24.According to the text, which of

14、the following is true of recordings?A They are often inferior to live concerts in quality.B They are easily accessible to the general public.C They help improve the quality of music.D They have only covered masterpieces.25.Regarding Gilberts role in revitalizing the Philharmonic, the author feelsA d

15、oubtful.B enthusiastic.C confident.D puzzled.Text 2When Liam McGee departed as president 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 com

16、pany.” Broadcasting his ambition was “very much my decision,” McGee says. Within 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

17、on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isnt 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

18、plans in response to shareholder pressure, executives who dont get the nod also may wish to move on. A turbulent business 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

19、 willing to make the jump without a net. In the third quarter, CEO turnover 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

20、 look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must bepoached. Says Korn/Ferry senior partner Dennis Carey: “I cant think of a single search Ive done where a board has not instructed me

21、to look at sitting CEOs first.”Those who jumped without a job havent always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade ago, 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

22、 Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.Many recruiters say the old disgrace is fading for topperformers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional ru

23、le was its safer to stay where you are, but thats been fundamentally inverted,” says one headhunter. “The people whove been hurt the worst are those whove stayed too long.”26.When McGee announced his departure, his manner can best be described as beingA arrogant.B frank.C self-centered.D impulsive.2

24、7.According to Paragraph 2, senior executives quitting may be spurred byA their expectation of better financial status.B their need to reflect on their private life.C their strained relations with the boards.D their pursuit of new career goals.28.The word “poached” (Line 3, Paragraph 4) most probabl

25、y meansA approved of.B attended to.C hunted for.D guarded against.29.It can be inferred from the last paragraph thatA top performers used to cling to their posts.B loyalty of top performers is getting out-dated.C top performers care more about reputations.D its safer to stick to the traditional rule

26、s.30.Which of the following is the best title for the text?A CEOs: Where to Go?B CEOs: All the Way Up?C Top Managers Jump without a NetD The Only Way Out for Top PerformersText 3The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional “paid” medias

27、uch as television commercials and print advertisements still play a major role, companies today can exploit many alternative forms of media. Consumers passionate about a product may create “earned” media by willingly promoting it to friends, and a company may leverage “owned” media by sending e-mail

28、 alerts about products and sales to customers registered with its Web site. The way consumers now approach the process of making purchase decisions means that marketings impact stems from a broad range of factors beyond conventional paid media.Paid and owned media are controlled by marketers promoti

29、ng their own products. For earned media, such marketers act as the initiator for users responses. But in some cases, one marketers owned media become another marketers paid media for instance, when an e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose

30、traffic is so strong that other organizations place their content or e-commerce engines within that environment. This trend, which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson & Johnson, fo

31、r example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products. Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies marketing, and may help expand user traffic for all companies concerned.The same dramatic technological changes that have provided marketers with more (and more diverse) communications choices have also increased the risk that passionate