考研英语(一)阅读真题全文翻译及答案.doc

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1、2011年考研英语(一)阅读真题全文翻译及答案（七绝俗手版）2011-01-1621-25 CBDBA26-30 BDCAC31-35 DCBAA36-40 CDADB41-45 BDACFSection IIReading ComprehensionPart ADirections:Read the following four texts. Answer the questions below each text by choosing A, , C or D. Mark your answers on ANSWER SHEET 1. (40 points)Text 1The decisi

2、on 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 most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasi

3、ni, a sober-sided classical-music critic。2009年纽约交响乐团突然宣布聘用艾伦吉尔伯特为下一位乐曲指挥，从那时起一直到现在，这次任命都成为古典音乐界的话题。退一步说，从总体上看，反应还是不错的。如冷静的古典音乐评论家安东尼托姆西尼就这样写：从长时间来看，这次委命是英明的。One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had

4、 advocated Gilberts 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 s

5、truck at least some Times readers as faint praise。然而，这次任命还是令人意外。原因之一在于吉乐伯特名声相对较小。就连那时主张雇用吉尔伯特的托姆西尼，也称吉尔伯特其貌不扬，缺乏一位令人敬仰的指挥大师的气质。作为对这个很牛的管弦乐队（牛的表现：到目前为止一直被牛人领导着）下一任指挥家的描述，这种描述跟虚浮的赞扬一样，确实会令至少一部分泰晤士报的读者觉得愕然不解（让他们觉得不可思议）。For my part, I have no idea whether Gilbert is a great conductor or even a good one.

6、 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 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

7、iTunes。就我的观点而言，我不知道吉尔伯特是不是一位伟大的指挥家，甚至连他是不是算好的指挥家也不敢确定。可以确信的是，虽然他演出了很多令人印象深刻的有趣的乐曲。然而，我不需要访问Avery Fisher Hall（可能是纽约交响乐团所在地，即吉尔伯特表演之所），或者其他地方才能听到有趣的管弦乐。（作者意思是，不需要听吉尔伯特，到处可以听到有趣的管弦乐。）我所做的，只需要到我的CD棚里去，随便打开我的电脑，从ITUNES上就可下载比那（当指吉尔伯特表演的）多得多的类似的音乐。Devoted concertgoers who reply that recordings are no subst

8、itute 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 great classical musicians o

9、f the 20th century. There 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 thus brought about a

10、crisis in the institution of the traditional classical concert。对于唱片，那些专门参加音乐会的人会说，现场表演是不可替代的。他们显然忽视了一个要点。为了替音乐爱好者节省时间、精力、金钱考虑，古典乐曲表演表不仅要在各种表演场所进行竞争，还要在记录这些行为的媒介上竞争。记在唱片上的表演比现场表演更便宜，更易得，甚至质量更好。而且它们的消费时间地点可以任由听者选择。因此，这种唱片的广泛应用，给传统音乐会带来了生存危机。One possible response is for classical performers to program

11、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 what will be the

12、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 hops to attract。一个可能的应对方式（解决办法）是古典音乐表演者发明有吸引力的从唱片上听不到的曲子。吉尔伯特在新音

13、乐方面投入了自己的兴趣，这已广被人知：如古典音乐评论家罗斯就把吉尔伯特描述成一个可以扭转交响乐方向的人，认为他把交响乐带进了一个明显不同的更有活力的天地。但是，这种“不同”的实质是什么呢？仅仅扩展交响乐的节目是不够的。吉尔伯特和交响乐要想取得成功，必须首先改变美国旧的管弦乐和它们想吸引的新的听众之间的关系。21. We learn from Para.1 that Gilberts appointment hasAincurred criticism。raised suspicion。Creceived acclaim。Daroused curiosity。22. Tommasini rega

14、rds Gilbert as an artist who isAinfluential。modest。Crespectable。Dtalented。23. The author believes that the devoted concertgoersAignore the expenses of live performances。reject most kinds of recorded performances。Cexaggerate the variety of live performances。Doverestimate the value of live performance

15、s。24. According to the text, which of the following is true of recordings?AThey are often inferior to live concerts in quality。They are easily accessible to the general public。CThey help improve the quality of music。DThey have only covered masterpieces。25. Regarding Gilberts role in revitalizing the

16、 Philharmonic, the author feelsAdoubtful。enthusiastic。Cconfident。Dpuzzled。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 pu

17、rsue 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 with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.当列姆麦克杰八月份从美国银行任上离职时，他的解释确实令人意外。与通常会用的模糊理由不同

18、的是，他直率地说，他离开是为了找一家公司当管理者，而那是他一向就有的追求。他说，作出这一选择纯属个人原因。两周之内，他与哈佛财务服务集团的董事会实现了首次会谈，这一集团在9月29日聘他担任CEO。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 isnt

19、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 dont get the nod also may wish to move on. A turbulent business environme

20、nt also has senior managers cautious of letting vague pronouncements cloud their reputations。麦克杰说，他离开时并没有确定的目标，这使他得以思考自己究竟想管理什么样的公司。这同时也可以让他向外界展示自己的魄力。无独有偶（并不只有他才有这种雄心）。最近几周，雅芳公司和美国联邦快递公司的第二执行官都离开自己的公司，他们的解释都是想当CEO。由于股东施压，董事会需要审查继承人方案，还没有被准许离开的这几位执行官肯定希望事情早点出来结果。商业环境复杂异常，这使得高级经理人员不愿用模糊的声明来损害自己的名声。As

21、 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 with the leaders they had, according to Liberum Research. As the economy picks up, opportunities

22、will abound for aspiring leaders。随着经济开始出现复苏的迹象，这些希望离任者可能在还没有找到下家时就跳槽。根据“登记册”研究机构的报告，在第三季度，CEO营业额从一年前开始下降了23%，把那些紧跟在这些领导人身后的董事会也弄得神经兮兮。由于经济复苏，那些有抱负的领导人将大有机会。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

23、 that the most attractive 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。”放弃高级职位去寻找更好的职位，这种决定是非同寻常的，过去可不常见。多年来，执行官和猎头们都坚持认为，最好的CEO候选人需要去挖别人的墙角才能得到

24、（而不是那些主动离开原岗位的人）。某某猎头说，当董事会还没有委托我先去找一个还在任上的CEO时，我不能去考虑那些我在网上一搜就有的人。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 commodit

25、ies 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。那些没有工作去向就跳槽的人不会总是很快找到理想岗位。十年前爱伦马拉姆从T公司领导人的位子上退下，也是为了当一个CEO。一年前她才成为一家小型电子交易所的领导人。罗伯特在2005年为了当CEO而离开，他最终在一家重要的财务机构找到这种工作是在三年之后。Many recruiters

26、 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 hurt the worst

27、 are those whove stayed too long。”许多招聘人表示，对于那些最好的演员来说，旧的耻辱正在淡忘。财务危机使得在两个工作机会之间进行选择或者离开更坏的工作这样的行为变得可以接受。 “传统规则是，最好呆在你原来的地方，但现在这种规则被从根本上颠覆了。” 一个猎头说，“在一个地方呆得越久，就越容易受损。”26. When McGee announced his departure, his manner can best be described as beingAarrogant。frank。Cself-centered。Dimpulsive。27. Accordin

28、g to Paragraph 2, senior executives quitting may be spurred byAtheir expectation of better financial status。their 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 meansAapprov

29、ed of。attended to。Chunted for。Dguarded against。29. It can be inferred from the last paragraph thatAtop performers used to cling to their posts。loyalty 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 foll

30、owing is the best title for the text?ACEOs: Where to Go?CEOs: All the Way Up?CTop Managers Jump without a NetDThe 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” media such as television commerci

31、als and print advertisements still play a major role, companies today can exploit many alternative forms of media. Consumers passionate about a product may create “owned” media by sending e-mail alerts about products and sales to customers registered with its Web site. The way consumers now approach

32、 the broad range of factors beyond conventional paid media。在过去，销售成功的基本法则是：种瓜得瓜，一分耕耘一分收获。现在不同了。传统的付出方式（媒介，指企业付钱给电视台做广告或者报社做报刊广告）电视购物和印刷广告虽然仍占主要地位，但是现在的企业可以开发出更多的替代这些媒介的形式。对产品有热情的用户可能通过给在自己网站上注册的顾客发关于产品和商品的电邮的提醒，来建立自己的媒介。这样用户现在接近了广阔的媒介因素，这些因素超越了传统的付费媒介。Paid and owned media are controlled by marketers

33、promoting 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 medi

34、a whose 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 & Joh

35、nson, for 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

36、 other companies marketing, and may help expand user traffic for all companies concerned。付费并占有的媒介，是被想促销自己产品的商人控制的。而对于白捡的媒介（免费的媒介报道）而言，这种商人的角色仅是作为响应用户需求的第一环（直接面对用户的不是他们）。但是在一些案例中，一个商人拥有的媒介成为另一个商人的付费媒介（但有时候，促销产品的商人也直接面对用户，即把别人占有的媒介暂时变成自己占有的媒介）。例如，当一个电子商务零售商在自己的网站上出售广告空间时，就是如此。我们把这种出售的媒介定义为拥有的媒介。这种（出售空

37、间式的）拥有的媒介是如此强大普遍，以致于其他团体把他们的希望（满意；内容；电子商务发动机）寄托在这种环境中。这种（寄托）趋势虽然依然在婴儿期，但我们相信这种从零售商和旅行提供商（如航空公司、旅馆）有效起步的趋势会越来越强劲。例如强生建立了一个婴儿中心，这是一种杰出的媒介资产，可用于推销提升配套产品，包括那些有竞争力的产品。除了带来利润，除了由于其他商人的到场可以使这个地方显得客观可信，以及给各个公司有机会了解有关其他公司需求的有价值的信息，还能有利于拓展所有公司都关心的用户交易。The same dramatic technological changes that have provided

38、 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 hostage to consume

39、rs, 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。这类戏剧性的技术革新给商人带来数量越来越多（种类也越来越多）的通信机会的同时，也同样会提高风险。因为热情的用户会更快、更

40、形象、更有破坏力地表达自己的反对，这种被绑架的媒介，与上述的免费利用的媒介背道而驰（不是商人所希望出现的）。此时，媒介就像人质一样，成为敌人可用的财产或者发起的一次行动（敌人有用户、其他竞争对手、对某商标或产品向来没有好话的社会活动家）。例如，社会网络中的成员正在意识到他们可以绑架媒介，来对建立媒介的那些商人施加压力。If that happens, passionate consumers would try to persuade others to boycott products, putting the reputation of the target company at risk

41、. 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 year with a relatively quick and well-orchestrated social-media response campaign,

42、which included efforts to engage with consumers directly on sites such as Twitter and the social-news site Dig。如果这种事情发生了，热情的用户就会努力劝说其他人抵制产品，使得目标公司声名处于危险之中。此时，公司的反应往往不会足够快，也不会足够理性，学习曲线将会变得很陡（学习曲线是表示单位产品生产时间与所生产的产品总数量之间的关系的一条曲线。一般情况下，产品总量越大，单个产品生产时间越短。也可以表示工人一定时间所犯错误数量与练习时间的关系，一般练习时间越长，单位时间内错误越少。这里的曲线

43、陡时大约表示相同产量规模下，现在比原来单个产品所消耗的资源更多，或者说相同练习程度下，一定时间错误更多。总之，是比原来更糟糕了）。例如丰田汽车，今年早些时候通过相对来说较快和精心策划的行动从车辆召回危机中把损尽量降下来，丰田的行动包括努力请用户进土威特这样的地方，挖掘社会新闻的利用等等。31.Consumers may create “earned” media when they areA obscssed with online shopping at certain Web sites。B inspired by product-promoting e-mails sent to the

44、m。C eager to help their friends promote quality products。D enthusiastic about recommending their favorite products。32. According to Paragraph 2,sold media featureA a safe business environment。B random competition。C strong user traffic。D flexibility in organization。33. The author indicates in Paragra

45、ph 3 that earned mediaA invite constant conflicts with passionate consumers。B can be used to produce negative effects in marketing。C may be responsible for fiercer competition。D deserve all the negative comments about them。34. Toyota Motors experience is cited as an example ofA responding effectivel

46、y to hijacked media。B persuading customers into boycotting products。C cooperating with supportive consumers。D taking advantage of hijacked media。35. Which of the following is the text mainly about ?A Alternatives to conventional paid media。B Conflict between hijacked and earned media。C Dominance of

47、hijacked media。D Popularity of owned media。Text 4Its no surprise that Jennifer Seniors insightful, provocative magazine cover story, “I love My Children, I Hate My Life,” is arousing much chatter nothing gets people talking like the suggestion that child rearing is anything less than a completely fulfilling, life-enriching experience. Rather than concluding that children make parents either happy or miserable, Senior suggests we need to redefine happiness: instead of thinking of it as something that can be measured by moment-to-moment joy, we should consider being happy as a pa