2011考研英语一.pdf

8.Ahardens Bweakens Ctightens Drelaxes9.Aaggravate Bgenerate Cmoderate Denhance10.A physical Bmental Csubconscious Dinternal11.A Except for BAccording to CDue to DAs for12.A with B on Cin Dat13.Aunless Bunti Cif Dbecause14.A exhausts Bfollows Cprecedes Dsuppresses15.A Jinto Bfrom Ctowards Dbeyond16.Afetch B bite Cpick Dhold17.Adsappointed B Jexcited Cljoyful Dindifferent18.A adapted Bcatered Ctumed Dreacted19.A suggesting Brequiring Cmentioning Dsupposing20.A Eventually BConsequenty CSimilarly DConverselySection II Reading ComprehensionPartADirections:Read the folowing four texts.Answer the questions below each text by choosing A,B,Cor D.Mark your answers on ANSWER SHEET1.(40 points)Text1The decision of the New York Philharmonic to hire Alan Gilbert as its next music director hasbeen the talk of the classical-music world ever since the sudden anouncement of his appointment in2009.For the most part,the response has been favorable,to say the least.Hooay!At last!wrote Anthony Tommasini,a sober-sided classical-music critic.One of the reasons why the appointment came as sucha surprise,however,is that Gilbert iscomparatively litte known.Even Tommasini,who had advocated Gilberts appTimes,calls himan unpretentious musician with no air of the formidable conda description of the next music director of an orchestra that has hitherto been led tGustav Mahler and Pierre Boulez,that seems likely to have struck atleast some Times readers asfaint praise.For my part,Ihave no idea whether Gilbert is a great conductor or evena good one.To besure,he performs an impressive variety of interesting compositions,but it is not necessary for me tovisit A very Fisher Hall,or anywhere else,to hear interesting orchestral music.All I have to do is togo to my CD shelf,or boot up my computer and download still more recorded music fromiTunes.Devoted concertgoers who reply thatrecordings are no substitute for live performance aremissing the point For the time,attention,andmoney of the art-loving pubic,classicalmnstrumentalists must compe te not only with opera houses,dance troupes,theater companies,ancmuseums,but also with the recorded perfommances of the great dassical musicians of the 20thcentury.There recordings are cheap,available everywhere,and very oftenmuch higher in artisticquality than todays live performances:moreover,they can beconsumedat a time and place ofthe listeners choosing.The widespread availability of suchrecordings has thus brought about a crisisin the institution of the traditional classical concertOne possible response is for classical performers to program attractive newmusic that is not yetavaiable on record.Gilberts own interest in newmusic has been widely noted:Alex Ross,aclassical-music critic,has described him as a man who is capable of turning the Phitharmonic intoamarkedly different,more vibrant organization.But what will be the nature of that difference?Merely expanding the orchestras repertoire will not be enough IfGilbert and the Philharmonic are tosucceed,they must first change the relationship betweenAmericas oldest orchestra and the newaudience it hops to attract.21.We learn from Para.1 that Giberts appointment hasA jincurred criticismBraised suspicion.CreceivedaccaimDaroused curiosity.22.Tommasini regards Gilbert as an artist who isA Jinfluential.B modest.Crespectable.Dtalented.23.The author believes that the devoted concertgoersA Jgnore the expenses of live perfommances.B reject most kinds of recordedperformances.Cexaggerate the variety of live performances.Doverestimate the value of live performances.24.According to the text,which ofthe following is true of recordings?A JTheyare often inferior to live concerts in quaityBThey are easily accessible to the general public.CThey hep improve the quality of music.DJThey have only covered masterpieces.25.Regarding Gilberts role in revitalizing the Philhammonic,the author feelsA ldoubtfulB Jenthusiastic.Cconfident.Dpuzzed.Text 2When Liam McGee departedas president of Bank ofAmerica in August,his explanation wassurprisingly straight up.Rather than cloaking his exit in the usual vague excuses,he came right outand said he was leaving to pursue my goal of running a company.Broadcasting his ambition wasvery much my decision,McGee says.Within two weeks,he was talking for the first time with theboard of Hartford Financial Services Group,which named him CEO and chairman on September 29McGee saysleaving without a position lined up gave him time to reflect on what kind ofcompany he wanted to run.It also sent a dlear message to the outside world about his aspirations.AndMcGee isnt alone.In recent weeks the No.2 executives at A von and American Express quit with theexplanation that they were looking for a CEO post As boards scrutinize succession plans in responseto shareholder pressure,executives who dont get the nod also may wish to move on.A turbulentbusiness environment also has senior managers cautious ofletting vague pronouncements cloud therrreputations.As the first signs of recovery begin to take hold,deputy chiefs may be morejump without a net.In the third quarter,CEO turnover was down 23%from ayboards stuck with the leaders they had,according to Liberum Research.As the economy picks up,opportunities wil abound for aspiring leaders.The decision to quit a senior position to look for a better one is unconventional For yearsexecutives and headhunters have adhered to the rule that the most attractive CEO candidates are theones who must be poached.SaysKorn Ferry senior partner Dennis Carey:I cantthink of a singlesearch Ive done where a board has not instructed me to look at sitting CEOs first.Those who jumped without ajob havent alwayslanded in top positions quickly.Ellen Marramquit as chief of Tropicana a decade age,saying she wanted to be a CEO.It was a year before shebecame head of a tiny Internet-based commodities exchange.Robert Willumstad left Ctigroup in2005 with ambitions to be a CEO.He finally took that post at a major financial institution three yearslater.Mary recruiters say the old disgrace is fading for top performers.The financial crisis has made itmore acceptable to be between jobs or to leave a bad one.The tradtional rule wasits safer to staywhere you are,but thats been fundamentally inverted,says one headhunter.The people whovebeenhurt the worst are those whove stayed too long.26.When McGee amounced his departure,his maner can best be described as beingA larrogantBfankCself-centered.Dimpulsive.27.According to Paragraph 2,senior executivesquitting may be spurred byA their 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,Paragraph4)most probably meansA Japproved of.Battendedto.Chunted for.Dguardedagainst.29.It canbe inferred from the last paragraph thatA top performers used to cing to their posts.Bloyaly of top performersis getting out-dated.Ctop performers care more about reputations.D)its safer to stick to the traditional rules30.Which of the folowing is the best title for the text?A CEOs:Where to Go?BCEOs:AIl the WayUp?CTop Managers Jump without a NetDThe Only Way Out for Top PerformersText3The rough guide to marketing success used to be that you got what you paid for.No longer.While traditional paidmedia-suchas television commercials and print advertisements-still playa major role,companies today can exploit many alternative forms of media.Consumers passionateabout a product may createownedmedia by sending e-mail alerts about products and sales tocustomers registered with its Web site.The way consumers now approach the broad range of factorsbeyond conventional paid media.Paid andowned media are controlled by marketers promoting their own products.For earnedmedia such marketersactas the initiator for usersresponses.But in some cases,one marketerowned media become another marketers paid meda-for instance,when an e-commerce retailersells ad space onits Web site.We define such sold media as ownedmedia whose traffic is so strongthat other organizations place ther content ore-commerce engines within that environment.Thistrend,which we believe is still in its infancy,effectively began with retailers and travel providerssuch as airlines and hotels and will no doubt go further.Johnson Johnson,for example,hascreated BabyCenter,a stand-alone media property that promotes complementary and evencompetitive products.Besides generating income,the presence of other marketeseemobjective,gives companies opportunities to learn valuable information abother companiesmarketing,and may help expand user traffic for all companie