【考研类试卷】考研英语（阅读）-试卷158及答案解析.doc

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1、考研英语（阅读）-试卷 158 及答案解析(总分：70.00，做题时间：90 分钟)一、Reading Comprehensio(总题数：7，分数：70.00)1.Section II Reading Comprehension（分数：10.00）_2.Part B（分数：10.00）_If you think Japan“s hard-drinking business culture is as dead as the Sony Betamax, think again. 1 Not only are company-sponsored drinking marathons back, s

2、o too are subsidized dorms for single employees as well as corporate outings such as hot-spring retreats and annual visits to the company founder“s ancestral grave. “We realized that workplace communication was becoming nonexistent,“ explains human-resources manager Shinji Matsuyama, whose company,

3、Alps Electric, spent several million dollars last year to bring together about 3,000 workers for its first company-wide 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.“ It“s that s

4、ense of team spirit and togetherness that many Japanese corporations 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

5、 labor policy, was widely credited for Japan“s rapid economic rise. But it all ended when the country went into economic recession in the 1990s. 2 “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

6、consultancy Will PM. “No more drinking sessions, no more company 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 dec

7、rease turnover, major companies including Canon, Kintetsu and 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 employeesa program that costs the c

8、ompany nearly $1 million a year. 3 Despite the cramped 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

9、 that you can talk to about your problems,“ Masegi says. 4 One 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 Shigeru Ota says the presentations are designed to “create a new type of fami

10、ly company by sharing life history. delight, anger, sorrow and pleasure.“ Despite such experiments, Japanese companies may find it hard to restore the glory days of Japan Inc. 5 Indeed, during Noboru Koyama“s Saturday-night drinking session, employee Eri Shimoda confides that his co-workers “feel li

11、ke family.“ Yet most of those who attended 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 today“s young salarymen that their loyalty can be purc

12、hased on the company tab. A. Introducing 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 Bilc

13、om, for example, must spend a weekend making 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 Japan“s lengthy economic recession, many Japanese companies are thriving todayand they“re reviving s

14、ome of the business customs that were hallmarks of Japan Inc. during the booming 1980s. D. That“s 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 tod

15、ay are very dissatisfied with companies“ efforts 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 ent

16、husiastically.（分数：10.00）填空项 1:_填空项 1:_填空项 1:_填空项 1:_填空项 1:_A. “I just don“t know how to motivate them to do a better job. We“re in a budget crunch and I have absolutely no financial rewards at my disposal. In fact, we“ll probably have to lay some people off in the near future. It“s hard for me to ma

17、ke the job interesting and challenging because it isn“tit“s boring, routine paperwork, and there isn“t much you can do about it. B. “Finally, I can“t say to them that their promotions will hinge on the excellence of their paperwork. First of all, they know it“s not true. If their performance is adeq

18、uate, most are more likely to get promoted just by staying 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 n

19、oticed. C. “I“ve got a real problem with my officers. They 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 crimina

20、ls. They also like helping people out at fires, accidents, and other emergencies. D. “Some people have suggested a number of things like using conviction records as a performance criterion. However, we know that“s not fairtoo many other things are involved. Bad paperwork increases the chance that yo

21、u lose in court, but good paperwork doesn“t necessarily mean you“ll 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 la

22、bor when there was no payoff. E. “The problem occurs when they 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

23、must be highly detailed and unambiguous. As soon as one part 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 don“t know what to do. I“ve been groping in the dark in a numb

24、er of years. And I hope that this seminar will shed some light 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

25、these sessions the topic to be discussed was motivationhow we 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：10.00）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 busin

26、ess stories of our time. Indian companies like Infosys and Wipro are powerful global players, while Western firms like G.E. and I.B.M. now have major research facilities in India employing thousands. India“s seemingly endless flow of young, motivated engineers, scientists, and managers offering deve

27、loped-world skills at developing-world wages is held to be putting American jobs at risk, and the country is frequently heralded as “the next economic superpower.“ But India has run into a surprising hitch on its way to superpower status: its inexhaustible supply of workers is becoming exhausted. 1

28、How is this possible in a country that every year produces 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. 2 India does h

29、ave more than three hundred universities, but 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 ju

30、st a hundred and seventy thousand engineers a year, not four hundred thousand. The irony of the current situation is that India was once considered to be overeducated. 3 However, once the Indian business climate loosened up, though, that meant companies could tap a backlog of hundreds of thousands o

31、f eager, skilled workers at their disposal. Unfortunately, the educational system did not adjust to the new realities. 4 Even 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 famineth

32、e current government has made noises about doubling spending on education, and a host of new colleges and universities have sprung up since the mid-nineties. 5 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.

33、Ultimately, the Indian government has to pull off a very tough trick, making 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 f

34、uture seems to be, the less likely that future becomes. A. But India“s 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 India“s seventeen

35、 thousand colleges, 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 r

36、ecently that there 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

37、seemed to be a country 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

38、high school or college rose more slowly than it did in the rest of the world.（分数：10.00）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 missiona 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 Nobe

39、l winner, cancer researcher, and president of Memorial Sioan-Kettering Cancer Center. 1 To 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. V

40、armus began 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. H

41、istorically, scientific journals pay for peer reviews, editing, and other costs through ads and subscription fees. 2By 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 a

42、uthor-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. 3Journals fault a model that burdens relatively few researchers with costs now shared by the large reader base. And others wor

43、ry about government intrusion. The push-back is something Varmus 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, but few

44、kept their promise. Scientific careers still depend greatly on publishing in established journals. But Varmus 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 project has

45、 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 don“t believe that some of the things that I“ve been able to do in the last few years would have been possible without that little ornament,“ he says. 4At Sloa

46、n-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. 5The common language of science not only can help solve p

47、roblems, he says; it also can unite people across unfriendly borders. A. It“s more than that, though. Informing his leadership is a passion for sciencewith its “special powers and special beauties“and his identity as a working scientist, not just an administrator. B. If we speak that language, Varmu

48、s says, “we“ll build one world. If we don“t, we“re 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 Varmus“s view that science is critical to improving the human condition and, thus, must be shared. E. A bill in Congress would require scientists supported by the NIH to submit work only to journa