1、考研英语(一)-34 (1)及答案解析(总分：100.00，做题时间：90 分钟)一、BSection Use o(总题数：1，分数：10.00)Directions:Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on the ANSWER SHEET. For much of this week, New York has been caught up in an unstoppable heat wave. At times like this,
2、its hard not to imagine the worst-case U U 1 /U /U. What if the worlds air-conditioners just stopped working? What would we do then?Air-conditioning has U U 2 /U /Uthe polarity of summer: it has us fleeing inside during hot weather, U U 3 /U /Uwe used to flee outside, which might have been more fun,
3、 and was certainly more U U 4 /U /U. Arthur Millers “Before Air-Conditioning“ (1998)probably the definitive New Yorker essay on this subject-describes the way New Yorkers would U U 5 /U /Utogether out-of-doors. During his childhood, Miller writes, in the twenties, “There were still elevated trains.D
4、esperate people, unable to U U 6 /U /Utheir apartments, would U U 7 /U /Upay a nickel and ride around aimlessly for a couple of hours to cool off.“ At night, Central Park “was full of hundreds of people who slept on the grass. Babies cried in the darkness, mens deep voices U U 8 /U /U, and a woman l
5、et out a(n) U U 9 /U /Uhigh laugh beside the lake.“ It was still hot in the park, and it was crowded, but the U U 10 /U /Uof the space made the heat easier to U U 11 /U /U.The U U 12 /U /Uand spread of air-conditioning, meanwhile, put U U 13 /U /Urelief the habits of the pre-air-conditioning U U 14
6、/U /U. In a comment from July 4, 1959, A. J. Liebling U U 15 /U /Uhow “the dodges for coping with the heat that New Yorkers learned in three centuries of summer have become U U 16 /U /U, and in some cases hazardous. “ New York buildings, Liebling complained, were now “twenty degrees colder in summer
7、 than in winter, when they are U U 17 /U /Uto the needs of a woman who is going to shed a mink coat the U U 18 /U /Ushe gets inside, and is wearing nothing much underneath it.“Nowadays, air-conditioners are cheap and U U 19 /U /U. And yet there are still summer days like these- days when its U U 20
8、/U /Uhot that the heat is almost all you can think about.（分数：10.00）(1). A. event B. critique C. argument D. scenario（分数：0.50）A.B.C.D.(2). A. reversed B. revised C. resisted D. reset（分数：0.50）A.B.C.D.(3). A. but B. while C. and D. so（分数：0.50）A.B.C.D.(4). A. sustainable B. practical C. typical D. socia
9、l（分数：0.50）A.B.C.D.(5). A. flock B. assemble C. float D. congregate（分数：0.50）A.B.C.D.(6). A. repay B. escape C. rent D. endure（分数：0.50）A.B.C.D.(7). A. simply B. namely C. carefully D. barely（分数：0.50）A.B.C.D.(8). A. screamed B. shouted C. murmured D. yelled（分数：0.50）A.B.C.D.(9). A. uncommon B. occasiona
10、l C. continual D. eventual（分数：0.50）A.B.C.D.(10). A. openness B. vacancy C. desolation D. quietness（分数：0.50）A.B.C.D.(11). A. compete B. bear C. tolerate D. suffer（分数：0.50）A.B.C.D.(12). A. discovery B. surplus C. assembly D. advent（分数：0.50）A.B.C.D.(13). A. on B. up C. into D. down（分数：0.50）A.B.C.D.(14)
11、. A. era B. instant C. generation D. century（分数：0.50）A.B.C.D.(15). A. approved B. lamented C. affirmed D. scorned（分数：0.50）A.B.C.D.(16). A. irreplaceable B. superfluous C. suspicious D. monotonous（分数：0.50）A.B.C.D.(17). A. adapted B. faced C. complained D. satisfied（分数：0.50）A.B.C.D.(18). A. case B. mo
12、ve C. moment D. hour（分数：0.50）A.B.C.D.(19). A. pervasive B. universal C. abusive D. compulsive（分数：0.50）A.B.C.D.(20). A. such B. as C. so D. off（分数：0.50）A.B.C.D.二、BSection Readi(总题数：0，分数：0.00)三、BPart A/B(总题数：0，分数：0.00)四、BText 1/B(总题数：1，分数：10.00)It is only natural for leaders to try to make the most of
13、 their strengths. The theory of comparative advantage directs people, as well as countries and firms, to focus on what they are good at. Management experts have tended to Uconcur/U: one of the bestselling business books of recent years is called Now Discover Your Strengths. When business schools (an
14、d indeed business columnists) profile bosses, they often assume that more is better. But is this right? Three recent books express some doubts.In Fear Your Strengths, Robert Kaplan and Robert Kaiser argue, “what you are best at could be your biggest problem. “ Forcefulness can become bullying; decis
15、iveness can turn into pigheadedness; niceness can develop into indecision. In From Smart to Wise, Prasad Kaipa and Navi Radjou argue that the strengths that todays leaders are most likely to overuse are what Americans called “smarts“the sort of skills managers pick up studying at business school or
16、working in consultancies. In Tipping Sacred Cows, Jake Breeden goes further, arguing that many so-called management virtues are just as likely to be vices in disguise.These three books are all valuable exercises in iconoclasmdeliberate destruction of icons. But the trouble with iconoclasm when you a
17、pply it to the analysis of leadership is that you can go on forever. Many successful leaders are successful precisely because they push their strengths to the limit. Richard Branson has turned Virgin into a global brand by relentlessly exploiting his two biggest strengths: his ability to take on “bi
18、g bad wolves“firms that are overcharging and underserving the public-and his talent for infusing Virgin with a counter-cultural personality.Leadership skills are context-dependent. Margaret Thatcher was undoubtedly a nightmare to work for. In 1981 her closest advisers were so angry with her that the
19、y produced a memo that criticized her for breaking “every rule of good man-management“, including bullying her weaker comrades, criticizing her colleagues in front of officials and refusing to give praise or credit. It warned her that she was “likely to become another failed Tory prime minister sitt
20、ing with Edward Heath“. But her abrasive style was exactly what Britain needed in the 1980s.The word that is too often missing from leadership studies is “judgment“. Everybody involved in the business is desperate to appear scientific: academics because they want to get research grants and consultan
21、ts because they want to prove that they are selling something more than just instinct. But judgment is what matters most, and it is hard to measure. It takes judgment to resist getting carried away with one quality (such as decisiveness) or one measure of success (such as the share price). It takes
22、judgment to know when to modulate your virtues and when to pull out all the stops. Unfortunately judgment is in rather shorter supply than leadership versatility indices.（分数：10.00）(1).The word “concur“ (Line 3, Para. 1) most probably means _. A. coincide. B. agree. C. doubt. D. object.（分数：2.00）A.B.C
23、.D.(2).According to Jake Breeden, _. A. Americans tend to overuse their strengths. B. there exist no such things as management virtues. C. management virtues and vices are interchangeable. D. management virtues should be closely examined.（分数：2.00）A.B.C.D.(3).The story of Richard Branson shows that _
24、. A. there are many successful leaders like Branson. B. iconoclasm is not applicable to successful leaders. C. strengths have contributed to many leaders success. D. Virgins success is mainly attributed to his strengths.（分数：2.00）A.B.C.D.(4).In her advisers eyes, Margaret Thatcher was _. A. a nightma
25、re. B. a poor leader. C. a failure. D. a savior.（分数：2.00）A.B.C.D.(5).It is indicated in the last paragraph that _. A. leadership studies should focus more on judgment. B. businesspeople, leaders in particular, are versatile. C. strengths can turn into weakness sometimes. D. judgment is the most cruc
26、ial measure of leadership.（分数：2.00）A.B.C.D.五、BText 2/B(总题数：1，分数：10.00)Three makes a trend. The Washington Post Co. Friday announced that it would look to sell its iconic headquarters building in downtown Washington, D.C. In January, the Detroit Free Press and The Detroit News announced they would pu
27、t up for sale their headquarters. The same month, Frank Gannett said it will sell the building that houses the Rochester, N.Y., Democrat circulation revenues are back to where they were in 1996. The digital numbers are rising, but not nearly fast enough. Print media is hampered by high fixed costs i
28、ncurred in the pre-digital era-pensions and union contracts, equipment like printing presses, large numbers of employees, and big office buildings.Virtually every newspaper company has engaged in drastic measureslaying off experienced employees, eliminating sections, cutting back printing from daily
29、 to a few days per week. Those efforts are all meant to lower day-to-day operating costs. But weve also seen newspaper companies seek onetime injections of cash by selling off non-core assets. Increasingly, the headquarters buildingtypically located right in the middle of town-is falling into the no
30、n-core asset category.Traditionalists may find these sales and the continued shrinking of newspapers real-estate footprints to be depressing. But its actually a positive development. Call it creative destruction, or adaptive reuse. In cities around the country, investors are finding better uses for
31、properties. In lower Manhattan, Class B office buildings that used to house financial firms have been converted into ex pensive condos. “Its a great thing, because it drives more tax revenue to the cities. And it gives the suburbs a run for the money,“ said Jonathan Miller, president of appraisal co
32、mpany MillerSamuel.In D.C., the Washington Post will likely fetch an excellent price for its headquarters because Washington is a boomtown. Throughout D.C., investors are plowing cash into housing, office, and retail developments. The building that housed the organization that exposed the Watergate
33、scandal may become the next Watergate complex.Of course, progress inevitably displaces the prior tenants. Its likely the new homes that will be occupied by newspapermen and newspaperwomen in Washington, Rochester, and Detroit will be less grand, less central, and less historic than their current hom
34、es. And the sale of these properties alone wont solve the newspapers financial problems. But it will buy them a very valuable commodity: time.（分数：10.00）(1).At the very beginning of paragraph 1, the saying “Three makes a trend“ implies that _. A. the three companies have sold their buildings together
35、. B. newspaper-publishers have widely fallen into crisis. C. newspaper giants start to enter housing market. D. its popular for printing companies to change headquarters.（分数：2.00）A.B.C.D.(2).According to paragraph 2, what has stood in the way of print medias further development? A. The decline of ad
36、vertising revenues. B. The spread of digital news. C. The over-high operating cost. D. The large office buildings.（分数：2.00）A.B.C.D.(3).In newspaper industry, drastic measures are adopted with the purpose to _. A. reduce the staff cost. B. optimize company sections. C. cut down the daily expenditure.
37、 D. look for onetime injection of cash.（分数：2.00）A.B.C.D.(4).In paragraph 4, it is inferred that _. A. traditionalists are strongly against the sales of newspapers buildings. B. the destruction of newspapers buildings is actually creative. C. the trading of buildings can increase the urban revenue. D
38、. money flows are running quickly from suburbs to big cities.（分数：2.00）A.B.C.D.(5).The authors attitude to the building-sales is _. A. negative. B. positive. C. neutral. D. indifferent.（分数：2.00）A.B.C.D.六、BText 3/B(总题数：1，分数：10.00)A few years ago, James Green began to dread work. He dragged himself out
39、 of bed every morning and plodded through New Yorks Penn Station, trying to manage a “game face“ for his office at Giant Realm, an online advertising network. But Mr. Green wasnt just any manager at the company; he was the CEO. And he was burned out on the job.Companies and managers are equipped to
40、handle job fatigue among employees, but what happens when burnout-described as persistent fatigue, detachment or resentment triggered by excessive work and stress-strikes the top boss?More companies might soon find out. An uncertain economy, shareholder discontent and mounting expectations to delive
41、r results have made the lives of chief executives more stressful, management experts say. And while few executives publicly acknowledge burnout, researchers studying the issue say it is more common than previously thought. In one study conducted by Harvard Medical School faculty, 96% of senior leade
42、rs reported feeling burned out to some degree, with one-third describing their burnout as extreme.Burned-out bosses complain of lost focus and mental clarity, and feelings that theyre always behind. Company performance can suffer as they struggle to make decisions or treat staff fairly, according to
43、 management and medical experts. Yet HR departments usually assume, wrongly, that CEOs and other senior executives U“have it to together. “/UFor Mr. Green, a turnaround specialist who spent a decade reviving struggling firms and preparing them for sale, fining hundreds of workers and answering inves
44、tor demands left him feeling hollow. But he kept Uthat/U to himself. “If you want to be a real leader, you cant go around being emotionally unstable,“ he says. Eventually, the 51-year-old executive said he felt he “just had to check out.“Taking time off to travel or sail is a common fantasy among ex
45、ecutives, but leaves arent a sure fix for burnout, says Gabriela Cor, a psychiatrist and author of “Leading Under Pressure.“ Dr. Cor, who has treated some executive patients, generally recommends sleep, exercise and sometimes prescription medication, such as antidepressants.Preventing burnout is one
46、 focus of a recently launched Harvard Business School workshop for executives at a career crossroads. John Davis, an HBS management professor and faculty chair of the Crossroads Program, says many bosses lack “good thermostats“ for gauging their levels of fatigue. Whats more, the executives say they
47、 simply cant afford to step off the “treadmill“ to solve the problem, he adds. But just as Frits van Paasschen, CEO of Starwood Hotels it could be categorized as substantive if the speakers analyzed the characters and their motivations, for example. Many conversations were more practical and did not fit in either category, including questions about homework or who was taking out the trash, for example, Dr. Mehl said. Over all, about a third of all conversation was ranked as substantive, and about a fifth c
