海文钻石卡非英语专业模拟

1、绝密启用前 2010年全国硕士研究生入学统一考试 （万学·海文钻石卡第一次模拟考试） 英语试卷英语 (科目代码：201)考生注意事项1. 答题前，考生须在答题纸指定位置上填写考生姓名、报考单位和考生编号。2. 答案必须写在答题纸指定位置上，写在其他地方无效。3. 填（书）写必须使用蓝（黑）色字迹钢笔、圆珠笔或签字笔。4. 考试结束，将答题纸和试题一并装入试题袋中交回。姓名 _ 准考证号(钻石卡号) _ 报考学校 _ 学校代码(主管咨询师姓名)_××××××××××××

2、;××××××××××××××密 封 线 内 不 要 答 题××××××××××××××××××××××××××××Section Use of EnglishDirections

3、: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. (10 points) Music comes in many forms; most countries have a style of their own. 1 the turn of the century when jazz (爵士乐) was born, America had no prominent 2 of its own. No one knows

4、 exactly when jazz was 3 , or by whom. But it began to be 4 in the early 1900s. Jazz is Americans contribution to 5 music. In contrast to classical music, which 6 formal European traditions, jazz is spontaneous and free-form. It bubbles with energy, 7 moods, interests, and emotions of the people. In

5、 the 1920s jazz 8 like America, 9 it does today.The 10 of this music are as interesting as the music 11 . American Negros, or blacks, as they are called today, were the Jazz 12 . They were brought to the Southern states 13 slaves. They were sold to plantation owners and forced to work long 14 . When

6、 a Negro died, his friends and relatives 15 a procession to carry the body to the cemetery. In New Orleans, a band often accompanied the 16 . On the way to the cemetery the band played slow, solemn music suited to the occasion. 17 on the way home the mood changed. Spirits lifted. Death had removed o

7、ne of their 18 , but the living were glad to be alive. The band played 19 music, improvising(即兴表演) on both the harmony and the melody of the tunes 20 at the funeral. This music made everyone want to dance. It was an early form of Jazz. 1. A By B At C In D On 2. A music B song C melody D style3. A di

8、scovered B acted C invented D designed4. A noticed B found C listened D heard5. A classical B sacred C popular D light6. A forms B follows C approaches D introduces7. A expressing B explaining C exposing D illustrating8. A appeared B felt C seemed D sounded9. A as B so C either D neither10. A resour

9、ces B originals C discoveries D origins11. A concerned B itself C available D oneself12. A players B followers C fans D pioneers13. A for B as C with D by14. A months B weeks C hours D times15. A formed B composed C hosted D demonstrated16. A demonstration B procession C body D march17. A Even B The

10、refore C Furthermore D But18. A number B members C body D relations19. A sad B solemn C happy D funeral20. A whistled B sung C presented D showedSection Reading ComprehensionPart ADirections: Read the following four texts .Answer the questions below each text by choosing A, B, C or D. Mark your answ

11、ers on ANSWER SHEET 1. (40 points) Text OneWhile fashion is thought of usually in relation to clothing, it is important to realize that it covers a much wider domain. It is to be found in manners, the arts. Literature, and philosophy, and may even reach into certain areas of science. In fact, it may

12、 operate in any field of group life, apart from the technological and utilitarian area and the area of the sacred. Its operation requires a class society, for in its essential character it does not occur either in a homogeneous society like a primitive group, or in a caste society.Fashion behaves as

13、 a movement，and on this basis it is different from custom which, by comparison, is static. This is due to the fact that fashion is based fundamentally on differentiation and emulation. In a class society, the upper classes or so-called social elite are not able to differentiate themselves by fixed s

14、ymbols or badges. Hence the more external features of their life and behavior are likely to be imitated by classes immediately below them, who, in turn, are imitated by groups immediately below them in the social structure. This process gives to fashion a vertical descent. However, the elite class f

15、inds that it is no longer distinguishable, by reason of the imitation made by others, and hence is led to adopt new differentiating criteria, only to displace these as they in turn are imitated. It is primarily this feature that makes fashion into a movement and which has led one writer to remark th

16、at a fashion, once launched, moves to its doom.As a movement, fashion shows little resemblance to any of the other movements which we have considered. While it occurs spontaneously and moves along in a characteristic cycle, it involves little in the way of crowd behavior and it is not dependent upon

17、 the discussion process and the resulting public opinion. It does not depend upon the mechanisms of which we have spoken. The participants are not recruited through agitation. No morale is built up among them. Nor does the fashion movement have, or require, an ideology. Further, since it does not ha

18、ve a leadership imparting conscious direction to the movement, it does not build up a set of tactics. People take part in the fashion movement voluntarily and in response to the interesting and powerful kind of control which fashion imposes on them.21. It is known from the first paragraph that A fas

19、hion operates in every society.B fashion can be found only in a few fields of group life.C fashion originates in a class society.D people like to keep up with fashion in a primitive society.22. According to the author，which of the following people usually lead a new fashion?A Philosophers.B Artists.

20、C Writers.D The social elite.23. The following statements are false EXCEPTA fashion, as a movement, is static.B a fashion is destined to disappear once it is launched.C a fashion will never vanish once it is introduced.D the upper classes play a little role in making fashion into a movement.24. Acco

21、rding to the author, a fashion movement A will eventually develop into a social organization.B has little in common with other movements.C has a powerful leadership guiding it.D. has a set of symbols and values.25. It can be inferred from the passage that a fashion movementA is a form of expressive

22、behavior.B contributes a great deal to the way of crowd behavior.C can boost the morale of its participants.D functions in the same way as specific social movements. Text TwoAnother week, another crop of bad news comes from the telecoms industry. Bernie Ebbers, the chief executive of WorldCom, has b

23、een forced out. The share price of Qwest, another heavily indebted American telecoms company, fell to an all-time low, after it had announced a first-quarter loss of $698m. Siemens, a German company, said it would cut 6,500 jobs in its telecoms-infrastructure division, on top of 10,000 layoffs alrea

24、dy announced. Marconi and JDS Uniphase, two other network-equipment vendors, announced or gave warning of gloomy results, and Telewest, a struggling British cable company, said that it would cut 1,500 jobs. At least NTL, Telewests main rival, won the support of banks to restructure its mountain of d

25、ebt. Even as the broader economic climate begins to improve, the carnage in telecoms continues. “No bottom in sight,” is how Nikos Theodosopoulos, an analyst at UBS Warburg, puts it. He notes that, historically, the telecoms sector tends to recover six months later than the economy as a whole. But t

26、his time, he says, there is evidence of bigger structural problems in the industry that will not be solved by an economic recovery. That suggests the industry must undergo painful rationalisation before things start to improve. How did this happen? Telecoms is an infrastructure-intensive business, a

27、nd infrastructure takes a long time to build. So telecoms firms have to gamble on the level of future demand. In recent years, however, their betsin both fixed and mobile telecomshave gone spectacularly wrong. In fixed-line telecoms, the problem is overcapacity. During the Internet boom, operators a

28、ssumed that demand would continue to grow by 100% a year indefinitely. A vast construction programme ensued, fuelled by cheap capital. At its height, says Andrew Heaney of Spectrum, a consultancy, telecoms operators built seven years-worth of capacity in a single year. The result was a capacity glut

29、, ferocious competition and frantic price-cutting. Traffic growth has not translated into extra revenue. Fixed-line operators have now cut their infrastructure spending to focus on picking up clients rather than expanding their networks. All of this is terrible news for equipment vendors. Two of the

30、 biggest, Nortel and Lucent, have cut around 50,000 jobs apiece in the past year or so. Operators of mobile networks also made what turned out to be an ill-judged bet on future demand. With voice revenues stabilizing, the industry hoped that new data services, piped over “third generation” (3G) netw

31、orks, would provide growth. But consumers in most parts of the world have been far slower to embrace new data services than the operators had hoped. Worse, European operators hobbled themselves with huge debts by overpaying for 3G licenses.Investors now worry that mobile telecoms is merely a low-gro

32、wth utility, rather than an industry on the verge of a new phase of explosive expansion. The uncertainty has had a knock-on effect on wireless-infrastructure vendors, who were banking on selling vast amounts of 3G equipment. Ericsson and Motorola, for example, are each laying off more than 40,000 wo

33、rkers.In short, even though Internet traffic continues to grow and mobile phones remain popular, telecoms firms bet everything on a surge in demand that has so far failed to materialize. Backing out of these bets is proving to be very unpleasant. The carnage will continue for some time yet.26. Which

34、 of the following statement is true according to Nikos Theodosopoulos?A The telecoms industry will recover in six months time.B The telecoms industry will suffer an ever-lasting carnage.C Telecoms problems can be solved after the broader economy has recovered.D Things in the telecoms industry are li

35、kely to get worse before they get better.27. Capacity glut in fixed-line telecoms mainly resulted fromA the Internet boom.B cheap construction capital.C operators over-optimism about future demand.D ferocious competition and frantic price-cutting.28. One reason traffic growth has not translated into

36、 extra revenue is thatA operators competed to cut prices.B operators focused on picking up clients.C operators failed to expand their networks.D operators had to pay more to equipment vendors.29. Operators of mobile networks assumed thatA future demand for voice services would stabilize.B consumers

37、would embrace new data services very quickly.C mobile telecoms would be a low-growth utility.D 3G licenses would be difficult to obtain.30. The passage is mainlyA a prediction about future trends.B a criticism of wrong policies.C an analysis of existing problems.D a suggestion of possible solutions.

38、Text ThreeA new malady is running rampantly in corporate America: management phobia. Many people dont want to be a manager, and many people who are managers are itching to jump off the management trackor have already. “I hated all the meetings,” says a 10-year award-winning manager, “And I found the

39、 more you did for people who worked for you, the more they expected. I was a counselor, motivator, financial adviser and psychologist. ” With technology changing in a wink, you can never slack off 4 these days if youre on the technical side. Its a rare person who can manage to keep up on the technic

40、al side and handle a management job, too. In addition, with Scott Adamss popular cartoon character as well as many television situation comedies routinely portraying managers as idiots or enemies, they just dont get much respect anymore. Supervising others was always a tough task, but in the past th

41、at stress was offset by hopes for career mobility and financial rewards. Along with a sizable pay raise, people chosen as managers would begin a nearly automatic climb up the career ladder to lucrative executive perks: stock options, company cars, club memberships, plus the key to the executive wash

42、room. But in todays global, more competitive arena, a manager sits on an insecure perch. Restructuring have eliminated layer after layer of management as companies came to view their organizations as collections of competencies rather than hierarchies. There are far fewer rungs on the corporate ladd

43、er for managers to climb. In addition, managerial jobs demand more hours and headaches than ever before but offer slim, if any, financial paybacks and perks. In an age of entrepreneurship, when the most praised people in business are those launching something new, management seems like an invisible,

44、 thankless role. Employers are looking for people who can do things, not for people who make other people do things. Management layoffs have done much to erode interest in managerial jobs. With more people wary of joining management, are corporations being hurt or worrying about developing future le

45、aders? Not many are. While employers have dismissed a lot of managers, they believe a surplus lingers on at many companies. Another reason companies arent short of managers, contends Robert Kelley, a Carnegie Mellon University business professor, “is that so many workers today are self-managed, eith

46、er individually or via teams, you dont need a manager.”31. The 10-year award-winning manager suggests that A managerial jobs demand more hours and offer more headaches. B managers should not do too much beyond the scope of his job. C being a manager requires many other skills besides management. D a

47、 person can get a lot of development in a management role.32. The word “perk” (Line3, Paragraph 3) probably means A privileges. B status. C mobility. D rungs.33. Which one of the following statements applies to todays managers? A Their stress can be reduced by the financial and emotional rewards. B

48、They are beginning to neglect their development on the technical side. C They feel more insecure in their positions because of the reduction in company hierarchies. D They are not respected any more by the media despite their hard efforts.34. Which skill do employers value most in this age of entrep

49、reneurship? A Management B Creativity C Cooperation D Diligence35. We can learn from the last paragraph that A the loss of interest in the managerial jobs would damage America corporate culture. B more and more managers would be laid off in order to relieve the financial burden. C those who are stil

50、l lingering on managerial jobs are not foresighted. D many employees are to some extent a managers of themselves. Text FourFor years, scientists have had a straightforward idea for taming global warming. They want to take the carbon dioxide that spews from coal-burning power plants and pump it back

51、into the ground. President Bush is for it, and indeed has spent years talking up the virtues of “clean coal.” All three candidates to succeed him favor the approach. So do many other members of Congress. Coal companies are for it. Many environmentalists favor it. Utility executives are practically b

52、egging for the technology. But it has become clear in recent months that the nations effort to develop the technique is lagging badly.Coal is abundant and cheap, assuring that it will continue to be used. But the failure to start building, testing, tweaking and perfecting carbon capture and storage

53、means that developing the technology may come too late to make coal compatible with limiting global warming. “Coals had a tough year,” said John Lavelle, head of a business at General Electric that makes equipment for processing coal into a form from which carbon can be captured. Many of these proje

54、cts were derailed by the short-term pressure of rising construction costs. But scientists say the result, unless the situation can be turned around, will be a long-term disaster.Plans to combat global warming generally assume that continued use of coal for power plants is unavoidable for at least se

55、veral decades. Therefore, starting as early as 2020, forecasters assume that carbon dioxide emitted by new power plants will have to be captured and stored underground, to cut down on the amount of global-warming gases in the atmosphere. Yet, simple as the idea may sound, considerable research is still needed to be certain the technique would be safe, effective and affordable. Major corporations sense the possibility of a profitable new business, and G.E. signed a partnership on Wednesday with Schlumberger, the oil field services company, to advance the technology of carbon capture and sequ