【考研类试卷】考研英语阅读理解B-(一)及答案解析.doc

1、考研英语阅读理解 B-(一)及答案解析(总分：100.00，做题时间：90 分钟)一、BSection Readi(总题数：5，分数：100.00)If you think Japans hard-drinking business culture is as dead as the Sony Betamax, think again. U U 1 /U /UNot only are company-sponsored drinking marathons back, so too are subsidized dorms for single employees as well as cor

2、porate outings such as hot-spring retreats and annual visits to the company founders ancestral grave. “We realized that workplace communication was becoming nonexistent,“ explains human-resources manager Shinji Matsuyama, whose company, Alps Electric, spent several million dollars last year to bring

3、 together about 3,000 workers for its first companywide undokai, or mini-Olympics, in 14 years. According to Matsuyama, the shared experience of playing dodge ball and skipping rope “helped unite people under a common goal.“Its that sense of team spirit and togetherness that many Japanese corporatio

4、ns are trying to revive. A generation ago, college grads entered companies en masse, lived together, drank together, quite often married each other, and retired together. This close-knit corporate culture, which was virtually national labor policy, was widely credited for Japans rapid economic rise.

5、 But it all ended when the country went into economic recession in the 1990s. U U 2 /U /U“The Japanese equated globalism with not just the American way of business, but with rejecting their past,“ says Jun Ishida, CEO of Tokyo-based business consultancy Will PM. “No more drinking sessions, no more c

6、ompany events. Suddenly it was about the individual out for himself and only himself.“But as the economy rebounded in the past several years, many executives began to wonder if they had gone too far. Trying to rebuild company loyalty and decrease turnover, major companies including Canon, Kintetsu a

7、nd Fujitsu have in recent years altered or scrapped their performance-based pay and restored seniority as a determinant of salaries. Meanwhile, trading house Mitsui last year reopened five dorms for single employees-a program that costs the company nearly 1 million a year. U U 3 /U /UDespite the cra

8、mped conditions and shared bathrooms, 24-year-old Miki Masegi moved from her parents house in central Tokyo to live with 105 female co-workers. Though her commuting time doubled, she says the move was worth it. “It really helps to have people around that you can talk to about your problems,“ Masegi

9、says.U U 4 /U /UOne worker revealed how 9/11 changed his career outlook; another talked about how she drew strength from a gay classmate who came out in college. Company president Shrgeru Ota says the presentations are designed to “create a new type of family company by sharing life history, delight

10、, anger, sorrow and pleasure.“Despite such experiments, Japanese companies may find it hard to restore the glory days of Japan Inc. U U 5 /U /UIndeed, during Noboru Koyamas Saturday-night drinking session, employee Eri Shimoda confides that his co-workers “feel like family.“ Yet most of those who at

11、tended the party also say that, warm and fuzzy sentiment aside, they plan to leave the cleaning company within a few years. “Work is just work,“ says one of them.No amount of free sake, it seems, can convince todays young salarymen that their loyalty can be purchased on the company tab.A. Introducin

12、g dog-eat-dog values into corporate cultures that continue to prize the organization over the individual generated worker dissatisfaction.B. Companies are trying to foster friendship and loyalty in other ways as well. Every new employee of Tokyo p.r. firm Bilcom, for example, must spend a weekend ma

13、king a three-minute digital slide show sharing their most moving personal experiences.C. After more than a decade of frugality (not to mention restraint) during Japans lengthy economic recession, many Japanese companies are thriving today-and theyre reviving some of the business customs that were ha

14、llmarks of Japan Inc. during the booming 1980s.D. Thats because today, one in three Japanese works part-time; younger employees in particular tend to value mobility over the security of lifetime employment.E. However, unlike the elder generation, workers today are very dissatisfied with companies ef

15、forts to restore loyalty and friendship.F. Threatened by cheap labor and more efficient business models, Japanese companies began adopting American management concepts such as merit-based pay and competition among employees.G. Employees have responded enthusiastically.（分数：20.00）填空项 1:_填空项 1:_填空项 1:_

16、填空项 1:_填空项 1:_A. “I just dont know how to motivate them to do a better job. Were in a budget crunch and I have absolutely no financial rewards at my disposal. In fact, well probably have to lay some people off in the near future. Its hard for me to make the job interesting and challenging because it

17、 isnt-its boring, routine paperwork, and there isnt much you can do about it.B. “Finally, I cant say to them that their promotions will hinge on the excellence of their paperwork. First of all, they know its not true. If their performance is adequate, most are more likely to get promoted just by sta

18、ying on the force a certain number of years than for some specific outstanding act. Second, they were trained to do the job they do out in the streets, not to fill out forms. All through their career it is the. arrests and interventions that get noticed.C. “Ive got a real problem with my officers. T

19、hey come on the force as young, inexperienced men, and we send them out on the street, either in cars or on a beat. They seem to like the contact they have with the public, the action involved in crime prevention, and the apprehension of criminals. They also like helping people out at fires, acciden

20、ts, and other emergencies.D. “Some people have suggested a number of things like using conviction records as a performance criterion. However, we know thats not fair-too many other things are involved. Bad paperwork increases the chance that you lose in court, but good paperwork doesnt necessarily m

21、ean youll win. We tried setting up team competitions based on the excellence of the reports, but the guys caught on to that pretty quickly. No one was getting any type of reward for winning the competition, and they figured why should they labor when there was no payoff.E. “The problem occurs when t

22、hey get back to the station. They hate to do the paperwork, and because they dislike it, the job is frequently put off or done inadequately. This lack of attention hurts us later on when we get to court. We need clear, factual reports. They must be highly detailed and unambiguous. As soon as one par

23、t of a report is shown to be inadequate or incorrect, the rest of the report is suspect. Poor reporting probably causes us to lose more cases than any other factor.F. “So I just dont know what to do. Ive been groping in the dark in a number of years. And I hope that this seminar will shed some light

24、 on this problem of mine and help me out in my future work.“G. A large metropolitan city government was putting on a number of seminars for administrators, managers and/or executives of various departments throughout the city. At one of these sessions the topic to be discussed was motivation-how we

25、can get public servants motivated to do a good job. The difficulty of a police captain became the central focus of the discussion.（分数：20.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_The economic transformation of India is one of the great business stories of our tinge. Indian companies like Infosys and Wip

26、ro are powerful global players, while Western firms like G.E. and I.B.M. now have major research facilities in India employing thousands. Indias seemingly endless flow of young, motivated engineers, scientists, and managers offering developed-world skills at developing-world wages is held to be putt

27、ing American jobs at risk, and the country is frequently heralded as “the next economic superpower.“But India has nm into a surprising hitch on its way to superpower status: its inexhaustible supply of workers is becoming exhausted. U U 11 /U /UHow is this possible in a country that every year produ

28、ces two and a half million college graduates and four hundred thousand engineers? Start with the fact that just ten per cent of Indians get any kind of post-secondary education, compared with some fifty per cent who do in the U.S. U U 12 /U /UIndia does have more than three hundred universities, but

29、 a recent survey by the London Times Higher Education Supplement put only two of them among the top hundred in the world. A current study led by Vivek Wadhwa, of Duke University, has found that if you define “engineer“ by U.S. standards, India produces just a hundred and seventy thousand engineers a

30、 year, not four hundred thousand. The irony of the current situation is that India was once considered to be overeducated. U U 13 /U /UHowever, once the Indian business climate loosened up, though, that meant companies could tap a backlog of hundreds of thousands of eager, skilled workers at their d

31、isposal. Unfortunately, the educational system did not adjust to the new realities. U U 14 /U /UEven as the need for skilled workers was increasing, India was devoting relatively fewer resources to producing them.India has taken tentative steps to remedy its skills famine-the current government has

32、made noises about doubling spending on education, and a host of new colleges and universities have sprung up since the mid-nineties. U U 15 /U /U.In a country where more than three hundred million people live on a dollar a day, producing college graduates can seem like a low priority. Ultimately, th

33、e Indian government has to pull off a very tough trick, malting serious changes at a time when things seem to be going very well. It needs, in other words, a clear sense of everything that can still go wrong. The paradox of the Indian economy today is that the more certain its glowing future seems t

34、o be, the less likely that future becomes.A. But Indias impressive economic performance has made the problem seem less urgent than it actually is, and allowed the government to defer difficult choices.B. Moreover, of that ten per cent, the vast majority go to one of Indias seventeen thousand college

35、s, many of which are closer to community colleges than to four-year institutions.C. Infosys says that, of 1.3 million applicants for jobs last year, it found only two per cent acceptable.D. Although India has one of the youngest workforces on the planet, the head of Infosys said recently that there

36、was an “acute shortage of skilled manpower,“ and a study by Hewitt Associates projects that this year salaries for skilled workers will rise fourteen and a half per cent, a sure sign that demand for skilled labor is outstripping.E. In the seventies, as its economy languished, it seemed to be a count

37、ry with too many engineers and Ph.D.s working as clerks in government offices.F. Many Indian graduates therefore enter the workforce with a low level of skills.G. Between 1985 and 1997, the number of teachers in India actually fell, while the percentage of students enrolled in high school or college

38、 rose more slowly than it did in the rest of the world.（分数：20.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_Harold Varmus is a man on a mission-a quest to liberate scientific knowledge from the bounds of journals and copyrights and make it free to all. This is no small issue to the Nobel winner, cancer rese

39、archer, and president of Memorial Sloan-Kettering Cancer Center. U U 16 /U /UTo Varmus, what scientists do, how they think, and what they write should be immediately and freely available online throughout the world. And if taxpayers support science, he says, sharing should be mandatory. Varmus began

40、 promoting “open access“ in 1999 during his last year as director of the National Institutes of Health (NIH). Later, with a few colleagues and heavy philanthropic support, he established the Public Library of Science to show the way by publishing several prestigious open-access journals.Historically

41、, scientific journals pay for peer reviews, editing, and other costs through ads and subscription fees. U U 17 /U /UBy contrast, the open-access model calls for the researchers (or their grants) to pay for publishing at a cost of some 2,000 to 3,000 or more per article.It sounds sensible, but the au

42、thor-pay approach has faced resistance on several fronts. Some scientists, particularly those younger and less well funded, worry that the fees will limit their publishing. U U 18 /U /UJournals fault a model that burdens relatively few researchers with costs now shared by the large reader base. And

43、others worry, about government intrusion.The push-back is something Varnms concedes he underestimated. But he got an inkling when an effort he led in 2000 fell flat. Thousands of scientists had pledged to boycott journals unwilling to make their articles free through the National Library of Medicine

44、, but few “kept their promise. Scientific careers still depend greatly on publishing in established journals. But Vannus persisted. He stressed that lay readers, not just scientists, were being deprived of knowledge. And now, more organizations are endorsing the concept.Varmus, 67, admits that the p

45、roject has consumed more time than he had hoped. But it is succeeding so far because of his leadership. On this, he gives a nod to his Nobel Prize. “I dont believe that some of the things that Ive been able to do in the last few years would have been possible without that little ornament,“ he says.U

46、 U 19 /U /UAt Sloan-Kettering, as he did at NIH, he walks around tieless and carrying a backpack, and he works alongside students in his own research lab.As he does, he urges researchers to go beyond the lab, to become scientific activists for a better world. U U 20 /U /UThe common language of scien

47、ce not only can help solve problems, he says; it also can unite people across unfriendly borders.A. Its more than that, though. Informing his leadership is a passion for science-with its “special powers and special beauties“-and his identity as a working scientist, not just an administration.B. If w

48、e speak that language, Varmus says, “well build one world. If we dont, were going to live in a fragmented world, as we do now.“C. Access to scientific literature is only one step; poorer nations also need a greater share of scientific investment, he says.D. In fact, it is symbolic of Varmuss view that science is critical to improving the human condition and,