考研英语一真题及答案汇总Word格式.docx

1、Although sadness also _14_ tears, evidence suggests that emotions can flow _15_ muscular responses. In an experiment published in 1988,social psychologist Fritz Strack of the University of wrzburg in Germany asked volunteers to _16_ a pen either with their teeth-thereby creating an artificial smile

2、or with their lips, which would produce a（n） _17_ expression. Those forced to exercise their enthusiastically to funny catoons than did those whose months were contracted in a frown, _19_ that expressions may influence emotions rather than just the other way around _20_ , the physical act of laughte

3、r could improve mood.1.Aamong Bexcept Cdespite Dlike2.Areflect Bdemand Cindicate Dproduce3.Astabilizing Bboosting Cimpairing Ddetermining4.Atransmit Bsustain Cevaluate Dobserve5.Ameasurable Bmanageable Caffordable Drenewable6.AIn turn BIn fact CIn addition DIn brief7.Aopposite Bimpossible Caverage D

4、expected8.Ahardens Bweakens Ctightens Drelaxes9.Aaggravate Bgenerate Cmoderate Denhance10.Aphysical Bmental Csubconscious Dinternal11.AExcept for BAccording to CDue to DAs for12.Awith Bon Cin Dat13.Aunless Buntil Cif Dbecause14.Aexhausts Bfollows Cprecedes Dsuppresses15.Ainto Bfrom Ctowards Dbeyond1

5、6.Afetch Bbite Cpick Dhold17.Adisappointed Bexcited Cjoyful Dindifferent18.Aadapted Bcatered Cturned Dreacted19.Asuggesting Brequiring Cmentioning Dsupposing20.AEventually BConsequently CSimilarly DConverselySection II Reading ComprehensionPart ADirections:Read the following four texts. Answer the q

6、uestions below each text by choosing A, B, C or D. Mark your answers on ANSWER SHEET 1. （40 points）Text 1The 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 2

7、009. For the 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

8、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 st

9、ruck at least 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 intere

10、sting 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 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-lovin

11、g 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 of the 20th century. There recordings are cheap, available everywhere, and very often much higher in a

12、rtistic 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 crisis in the institution of the traditional classical concert.One possible response is for classical

13、 performers 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.

14、” But what 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 hops to attract.21. We learn from Para.1 t

15、hat Gilberts appointment hasAincurred criticism.Braised suspicion.Creceived acclaim.Daroused curiosity.22. Tommasini regards Gilbert as an artist who isAinfluential.Bmodest.Crespectable.Dtalented.23. The author believes that the devoted concertgoersAignore the expenses of live performances.Breject m

16、ost 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 general public.

17、CThey help improve the quality of music.DThey have only covered masterpieces.25. Regarding Gilberts role in revitalizing the Philharmonic, the author feelsAdoubtful.Benthusiastic.Cconfident.Dpuzzled.Text 2When Liam McGee departed as president of Bank of America in August, his explanation was surpris

18、ingly 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 with the board of Ha

19、rtford 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 isnt alone. In recent

20、 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 environment also has seni

21、or 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 with the leaders t

22、hey 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 CEO candidates are

23、 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 as chief of Tropican

24、a a decade age, 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.Many recruiters say the

25、 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 are tho

26、se whove stayed too long.”26. When McGee announced his departure, his manner can best be described as beingAarrogant.Bfrank.Cself-centered.Dimpulsive.27. According to Paragraph 2, senior executives quitting may be spurred byAtheir expectation of better financial status.Btheir need to reflect on thei

27、r private life.Ctheir strained relations with the boards.Dtheir pursuit of new career goals.28. The word “poached” （Line 3, Paragraph 4） most probably meansAapproved of.Battended to.Chunted for.Dguarded against.29. It can be inferred from the last paragraph thatAtop 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