考研英语二阅读理解解题.docx

1、考研英语二阅读理解解题 Modified by JACK on the afternoon of December 26, 2020考研英语二阅读理解解题阅读理解解题流程Text 1 The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in 2009. For the

2、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 reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had advocated Gi

3、lberts appointment in the Times, calls him “an unpretentious musician with no air of the formidable conductor about him.” As a description of the next music director of an orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre Boulez, that seems likely to have struck at leas

4、t 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 to visit Avery Fisher Hall, or anywhere else, to hear interesting orche

5、stral 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 the point. For the time, attention, and money of the art-loving public,

6、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. These recordings are cheap, available everywhere, and very often much higher in artistic qu

7、ality 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 thus brought about a crisis in the institution of the traditional classical concert. One possible response is for classical performe

8、rs 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, has described him as a man who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But wha

9、t 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 change the relationship between Americas oldest orchestra and the new audience it hopes to attract. 21. We learn from Paragraph 1 tha

10、t Gilberts appointment has_. Aincurred criticism Braised suspicion. Creceived acclaim Daroused curiosity. 22. Tommasini regards Gilbert as an artist who is _. Ainfluential Bmodest Crespectable Dtalented 23. The author believes that the devoted concertgoers _. Aignore the expenses of live performance

11、s 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 concerts in quality. BThey are easily accessible to the gen

12、eral public. CThey help improve the quality of music. DThey have only covered masterpieces. 25. Regarding Gilberts role in revitalizing the Philharmonic, the author feels _. Adoubtful Benthusiastic Cconfident Dpuzzled Text 2 When Liam McGee departed as president of Bank of America in August, his exp

13、lanation 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.” Broadcasting his ambition was “very much my decision,” McGee says. Within two weeks, he was talking for the first time

14、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 outside world about his aspirations. And McGee

15、isnt alone. In recent weeks the 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 dont get the nod also may wish to move on. A turbulent business environme

16、nt 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 was down 23% from a year ago as nervous boards stuck w

17、ith 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 headhunters have adhered to the rule that the most attractive

18、CEO candidates are the ones who must be poached. Says Korn/Ferry senior partner Dennis Carey: “I cant think of a single search Ive done where a board has not instructed me to look at sitting CEOs first.” Those who jumped without a job havent always landed in top positions quickly. Ellen Marram quit

19、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 Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later. Ma

20、ny 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 its safer to stay where you are, but thats been fundamentally inverted,” says one headhunter. “The people whove been h

21、urt the worst are those whove stayed too long.” 26. When McGee announced his departure, his manner can best be described as being _. Aarrogant Bfrank Cself-centered Dimpulsive 27. According to Paragraph 2, senior executives quitting may be spurred by _. Atheir expectation of better financial status

22、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 means _. Aapproved of Battended to Chunted for Dguarded against 29. It can be inferred from the last paragraph that _. At

23、op performers used to cling to their posts Bloyalty of top performers is getting out-dated Ctop performers care more about reputations Dits safer to stick to the traditional rules 30. Which of the following is the best title for the text ACEOs: Where to Go BCEOs: All the Way Up CTop Managers Jump wi

24、thout a Net DThe Only Way Out for Top Performers Text 3 The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional “paid” media such as television commercials and print advertisements still play a major role, companies today can exploit many alternat

25、ive 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 alerts about products and sales to customers registered with its Web site. The way consumers now approach the process of

26、 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 promoting their own products. For earned media, such marketers act as the initiator for users responses. But in some cases, one

27、 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 traffic is so strong that other organizations place their content or e-commerce engines within that environment. This tr

28、end, 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, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive product

29、s. 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 change

30、s that have provided marketers with more（and more diverse）communications choices have also increased the risk that passionate consumers will voice their opinions in quicker, more visible, and much more damaging ways. Such hijacked media are the opposite of earned media: an asset or campaign becomes

31、hostage to consumers, other stakeholders, or activists who make negative allegations about a brand or product. Members of social networks, for instance, are learning that they can hijack media to apply pressure on the businesses that originally created them. If that happens, passionate consumers wou

32、ld try to persuade others to boycott products, putting the reputation of the target company at risk. In such a case, the companys response may not be sufficiently quick or thoughtful, and the learning curve has been steep. Toyota Motor, for example, alleviated some of the damage from its recall crisis earlier this yea