【考研类试卷】考研英语（一）模拟试卷210及答案解析.doc

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1、考研英语（一）模拟试卷 210 及答案解析(总分：136.00，做题时间：90 分钟)一、Use of English(总题数：2，分数：80.00)1.Section I Use of EnglishDirections: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D.（分数：40.00）_“According to such-and-such, a think-tank,“ is a phrase familiar to readers of an

2、y newspaper. Sharp quotes, intriguing facts and bold new policy proposals are 【C1】_ the mysterious tanks. What exactly are these outfits, 【C2】_ churn out reports on everything from Brexit to badgers? The “think-tank“ label became popular in the 1950s, 【C3】_ which time there were already plenty of su

3、ch organizations in existence. Many of Americas most 【C4】_ tanks were founded in the early 20th century. But think-tanks really 【C5】_ in the second half of the 20th century. Think-tanks 【C6】_ fill the gap between academia and policymaking. Academics 【C7】_ authoritative studies, 【C8】_ at a snails pac

4、e. Journalists first drafts of history are 【C9】_ but thin. A good think-tank helps the policymaking process by publishing reports that are as 【C10】_ as academic research and as accessible as journalism. They 【C11】_ in the 20th century for two reasons. Governments were expanding everywhere, meaning t

5、here was lots of 【C12】_ for policy expertise. And the arrival of 24-hour news created an insatiable appetite 【C13】_ informed interviewees. The same trends are now causing think-tanks to 【C14】_ in developing countries. 【C15】_ the world may have reached peak tank. The Pennsylvanian researchers found t

6、hat in 2014 the number of new tanks 【C16】_ for the first time in 30 years. One reason is that donors nowadays prefer to make project-specific grants, 【C17】_ funneling money into mere thinking. 【C18】_ is increased competition. So some tanks are rethinking themselves. The Pew Research Centre describes

7、 itself as a “fact tank“ , 【C19】_ information rather than policy recommendations. And the Sutton Trust calls itself a “do tank“, putting its own recommendations into 【C20】_.（分数：40.00）(1).【C1】（分数：2.00）A.extracted fromB.attributed toC.contextualized toD.proposed by(2).【C2】（分数：2.00）A.thatB.whatC.whoD.w

8、hich(3).【C3】（分数：2.00）A.byB.untilC.atD.before(4).【C4】（分数：2.00）A.antiqueB.notoriousC.venerableD.vulnerable(5).【C5】（分数：2.00）A.blossomedB.unfoldedC.constructedD.founded(6).【C6】（分数：2.00）A.vie withB.aim toC.cope withD.set to(7).【C7】（分数：2.00）A.grind outB.find outC.dispose ofD.account for(8).【C8】（分数：2.00）A.

9、thoughB.andC.butD.so(9).【C9】（分数：2.00）A.hastyB.swiftC.speedyD.jerky(10).【C10】（分数：2.00）A.implicitB.rigorousC.allusiveD.well-received(11).【C11】（分数：2.00）A.revivedB.roseC.flourishedD.vanished(12).【C12】（分数：2.00）A.claimsB.requestsC.requirementsD.demands(13).【C13】（分数：2.00）A.ofB.forC.withD.on(14).【C14】（分数：2.

10、00）A.take inB.take onC.take offD.take over(15).【C15】（分数：2.00）A.YetB.ThoughC.BecauseD.So(16).【C16】（分数：2.00）A.declinedB.ceasedC.amountedD.boosted(17).【C17】（分数：2.00）A.apart fromB.despite ofC.rather thanD.because of(18).【C18】（分数：2.00）A.AnotherB.OtherC.The otherD.Second(19).【C19】（分数：2.00）A.aiming atB.foc

11、using onC.centralizing onD.emphasizing on(20).【C20】（分数：2.00）A.practiceB.realityC.mechanismD.process二、Reading Comprehensio(总题数：10，分数：52.00)2.Section II Reading Comprehension_3.Part ADirections: Read the following four texts. Answer the questions below each text by choosing A, B, C or D._By wrestling

12、with the question of its corporate structure, Pfizer is having a debate that echoes throughout the industry. Investors have pressed many diversified drug firms this year over whether they should break themselves up into more specialised units. Diversified firms are those that typically have consumer

13、-health divisions offering low-margin products such as plasters and talcum powder. Meanwhile, “pure-play“ drug companies focus on innovative medicinesfor example, a full cure for Hepatitis C that command high margins. Companies such as Johnson but today they share the south-facing slopes with solar

14、panels. Germanys Energiewende (“energy transition“ or “revolution“) has transformed its countryside. The main tool in this transition is a policy of subsidising renewable power. Germany guarantees investors in green energy that their electricity is fed into the grid before that from conventional sou

15、rces, and at high prices fixed for 20 years. Thanks to this support, the share of renewable energy in German electricity generation has gone from 3.6% in 1990 to 30% last year. But although green energy is subsidised in most of the EU and America, Germanys efforts are unusually generous. Consumers p

16、ay the price of the subsidiesmore than 20 billion ($22 billion) each yearthrough their electricity bills. As a result, Germanys renewables law has long been in need of reform. In July, after much wrangling, the German parliament finally changed it. The government will still determine the volume of r

17、enewable-energy capacity it wants added each year, to try and slow climate change. Its target is for 40-45% of electricity to be generated from renewables by 2025, 55-60% by 2035 and at least 80% by 2050. But from next year the fixed sum paid in feed-in tariffs to everyone supplying renewable power

18、will be replaced with auctions in which investors place sealed bids to build new wind or solar farms. Those who offer to do it for the lowest price will win, and only they will be paid for the power they supply. This reform is an important step toward a market economy, says Patrick Graichen of Agora

19、 Energiewende, a think-tank. But problems remain. The new reform does not address the more fundamental flaws in the Energiewende. The first is that even as the share of renewable energy in electricity generation rises, overall production is so far not getting cleaner, as measured by emissions. One r

20、eason is the snap decision after the disaster at Fukushima in 2011 by Angela Merkel, the chancellor, to phase out nuclear power (which emits no greenhouse gases) by 2022. While renewables can easily compensate for this missing nuclear capacity on windy and sunny days, other energy sources are needed

21、 for the rest. Environmentally, gas-fired power plants would be the next best option, but they are more expensive to run than coal-fired plants. And so Germany continues to rely on dirty lignite and only slightly less dirty hard coal.Alongside this, the Energiewende has so far focused almost entirel

22、y on electricity generation. But electricity accounts for only about 21% of energy consumed in Germany, with the rest used to drive cars and trucks and to heat homes. Renewable sources play a negligible role in these sectors. Electric vehicles remain more of a marketing dream than reality. Too few G

23、ermans drive them to make the air cleaner, though this may change in the wake of the Volkswagen diesel emissions scandal last year.（分数：10.00）(1).Which of the following is true when it comes to Holledau region?（分数：2.00）A.It is the place where Energiewende has initiated.B.The solar panels here outnumb

24、er ones from other regions.C.It is a place where more solar power could be used by scientists.D.It is a place transformed by the German energy revolution.(2).According to the author, the feed-in tariffs _.（分数：2.00）A.would be replaced by renewable energy in the coming yearB.would stay the same unless

25、 the auctions take place in a very pleasant wayC.would face the new replacement of auctions in the coming yearD.would place sealed bids to build new wind or solar farms(3).The overall production is so far _.（分数：2.00）A.not getting better because the problems in the Energiewende could not be solvedB.n

26、ot getting better because there are further steps to be takenC.not getting better because of the Energiewendes renewable energy policyD.not getting better because the politician has discontinued the nuclear power gradually(4).What can be inferred from Paragraph Five?（分数：2.00）A.German people dont nee

27、d nuclear power because they have enough wind and sunshine.B.If a region is windy and full of solar energy, what people need is to have a rest.C.Gas is a more environmentally friendly fuel because it is less expensive than coal.D.Germany has reluctantly agreed to use the dirty fuel.(5).According to

28、the author, the Volkswagen scandal _.（分数：2.00）A.may change peoples attitudes towards green drivingB.would change its fans into ones who prefer Volkswagens electric carsC.may not make the manufacturer lose its fansD.happened while renewables could not compensate for the nuclear capacityEarly in the m

29、orning of August 8th, streams of bleary-eyed and tired passengers arrived at Londons Heathrow airport, hoping for a smooth ride across the Atlantic with Delta Airlines, Americas second-largest carrier. But most did not realise they were the first victims of the most disruptive IT glitch that has hit

30、 an airline in recent years until they got to check-in desks unable to access their details. The snafuscaused by a computer outage 4,000 miles away in Deltas Atlanta HQprompted the airline to cancel more than 2,000 flights, delay several hundred thousand passengers journeys, and in some places go ba

31、ck to printing boarding passes on dot-matrix machines fit to be museum pieces. The chaos highlights how vulnerable big firms are to their IT systems crashing. The airlines chief operating officer, Gil West, later admitted that a malfunctioning power-control system at its data centre was to blame. Un

32、able to access customer records or to compile passenger lists ahead of aircraft take-offs to meet security requirements, the entire airline ground to a halt for around five hours. Such accidents can happen, even to a company such as Delta whose systems were thought by aviation analysts to be better

33、than those of its rivals. Only last month Southwest was forced to cancel 2,300 flights because of a faulty router that brought its systems down for 12 hours. Last September American Airlines suspended flights for several hours from Dallas/Fort Worth, its largest hub, after a similar glitch. What is

34、more surprising is that it took Delta so long to get its computers running again. It has lately spent hundreds of millions of dollars on IT upgrades. But airlines systems are hugely complex beasts. If data is not properly backed up, for instance, it can take days to reload and make sure hundreds of

35、connected subsystems work. “Technology is like painting a bridge. Work is never done,“ Deltas chief information officer, Rahul Samant, said in June. One reason for the complexity is that airlines were early adopters of computerised systems. They built their first electronic reservation systems in th

36、e early 1950s; Deltas current system once belonged to a defunct airline that went bust in 1982. But as airlines merged and more new functions were addedfrom crew scheduling to passenger check-in and bag tracingthey have come to resemble technological hair-balls in which one small problem quickly spi

37、rals into bigger ones that even experts struggle to disentangle. Yet bosses in the industry say they are reluctant to replace their systems. For an airline, it would cost billions of dollars and take five years to do. Worse still, no single IT firm has the skills to provide all the software needed f

38、or a complete replacement. With the average tenure of airline CEOs so short, the risks of such a project going wrong outweigh the benefits. It is hard for any firm to entirely eliminate IT glitches; for many it simply isnt worth it.（分数：10.00）(1).The passengers of Delta Airlines are mentioned to _.（分

39、数：2.00）A.show the early morning flight is usually exhausting for the airline passengersB.introduce the topic of the IT system stability in the airlines around the worldC.show the Delta Airlines cannot guarantee the service quality of the flightD.show the cancelled flight will always bother the morni

40、ng flight passengers(2).Delta Air Lines grounded to a halt for around five hours in that _.（分数：2.00）A.Gil West failed in dealing with itB.someone at its data centre was to blameC.certain power-control system could not workD.passengers could meet security requirements(3).Why is the system of the airl

41、ines so complicated?（分数：2.00）A.One small problem will bring reservation systems down.B.New functions were added to the early users of airlines.C.Airlines introduced the IT system in early days.D.Its system was introduced in Airlines infancy.(4).Its hard for experts to solve the problems in the airli

42、ne software system because _.（分数：2.00）A.new functions are making the situation worseB.Deltas system once went bust in 1982C.passengers increased as airlines mergedD.the system was built in 1950(5).According to this passage, it could be inferred that _.（分数：2.00）A.Museum staff prefer dot-matrix machin

43、es to the other printers when it comes to printingB.Aviation analysts believe that American Airlines system is the best oneC.System replacement could never be fulfilled because no single IT firm can provide all software for replacementD.The airline CEOs tend not to entirely eliminate IT glitchesJeff

44、rey Cohn and J. P. Flaum surveyed and interviewed the managing partners of 32 private equity firms (including Blackstone, Carlyle, KKR and Silver Lake) about their CEO search process and how it has changed over time. Among the surprises: Executives said theyve learned to pay less attention to attrib

45、utes such as track record and experience, the criteria typically most prized by recruiters, and to give more weight to softer skills. The researchers drew the following conclusions: Experience is overrated. When filling a CEO position, theres comfort in hiring someone with prior CEO and industry exp

46、erience. But the first criterion can dramatically narrow the pool, and the second can yield, candidates who are so familiar with the industry that theyre hidebound or likely just to recycle the strategic playbook from their last job. Similarly, overemphasizing quantifiable success in prior positions

47、 can be misleading, because results are often a function of “right place/right time“ or organizational or team factors rather than one individual. And even within an industry, different competitive positions can demand very different skillscost cutting versus product innovation versus business model

48、 change, for instance. Team-building skills are paramount. Of the 13 attributes included in the survey, the highest ranked was a candidates ability to assemble a high-performing team. That makes sense, because many PE investments involve turnarounds in which the new CEO must completely rebuild the C-suite. To avoid leaders who wont excel at building teams, PE execs say, they watch out for candidates who use “I“ too much when talking about accomplishments o