[考研类试卷]考研英语（一）模拟试卷210及答案与解析.doc

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1、考研英语（一）模拟试卷 210 及答案与解析一、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. (10 points) 0 “According to such-and-such, a think-tank,“ is a phrase familiar to readers of any newspaper. Sharp quotes, intriguing facts and b

2、old 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 such organizations in existence. Many of Americas m

3、ost 【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 pace. Journalists first drafts of history are 【C

4、9】_ 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 there was lots of 【C12 】_ for policy expertis

5、e. 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 that in 2014 the number of new tanks 【C16】_

6、 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 itself as a “fact tank“ , 【C19】_ informa

7、tion rather than policy recommendations. And the Sutton Trust calls itself a “do tank“, putting its own recommendations into 【C20】_.1 【C1 】（A）extracted from（B） attributed to（C） contextualized to（D）proposed by2 【C2 】（A）that（B） what（C） who（D）which3 【C3 】（A）by（B） until（C） at（D）before4 【C4 】（A）antique（B

8、） notorious（C） venerable（D）vulnerable5 【C5 】（A）blossomed（B） unfolded（C） constructed（D）founded6 【C6 】（A）vie with（B） aim to（C） cope with（D）set to7 【C7 】（A）grind out（B） find out（C） dispose of（D）account for8 【C8 】（A）though（B） and（C） but（D）so9 【C9 】（A）hasty（B） swift（C） speedy（D）jerky10 【C10 】（A）implicit（

9、B） rigorous（C） allusive（D）well-received11 【C11 】（A）revived（B） rose（C） flourished（D）vanished12 【C12 】（A）claims（B） requests（C） requirements（D）demands13 【C13 】（A）of（B） for（C） with（D）on14 【C14 】（A）take in（B） take on（C） take off（D）take over15 【C15 】（A）Yet（B） Though（C） Because（D）So16 【C16 】（A）declined（B）

10、ceased（C） amounted（D）boosted17 【C17 】（A）apart from（B） despite of（C） rather than（D）because of18 【C18 】（A）Another（B） Other（C） The other（D）Second19 【C19 】（A）aiming at（B） focusing on（C） centralizing on（D）emphasizing on20 【C20 】（A）practice（B） reality（C） mechanism（D）processPart ADirections: Read the follo

11、wing four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)20 By wrestling 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 shoul

12、d break themselves up into more specialised units. Diversified firms are those that typically have consumer-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 th

13、at command high margins.Companies such as Johnson but today they share the south-facing slopes with solar 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 guarantee

14、s investors in green energy that their electricity is fed into the grid before that from conventional sources, 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

15、 energy is subsidised in most of the EU and America, Germanys efforts are unusually generous. Consumers pay 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

16、wrangling, the German parliament finally changed it. The government will still determine the volume of renewable-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%

17、by 2050. But from next year the fixed sum paid in feed-in tariffs to everyone supplying renewable power 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 pow

18、er they supply.This reform is an important step toward a market economy, says Patrick Graichen of Agora 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 electric

19、ity generation rises, overall production is so far not getting cleaner, as measured by emissions. One reason 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

20、 compensate for this missing nuclear capacity on windy and sunny days, other energy sources are needed 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

21、 only slightly less dirty hard coal.Alongside this, the Energiewende has so far focused almost entirely 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 neglig

22、ible role in these sectors. Electric vehicles remain more of a marketing dream than reality. Too few Germans drive them to make the air cleaner, though this may change in the wake of the Volkswagen diesel emissions scandal last year.26 Which of the following is true when it comes to Holledau region?

23、（A）It is the place where Energiewende has initiated.（B） The solar panels here outnumber 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.27 According to the author, the feed-in tariffs _.（A）would

24、 be replaced by renewable energy in the coming year（B） would stay the same unless the auctions take place in a very pleasant way（C） would face the new replacement of auctions in the coming year（D）would place sealed bids to build new wind or solar farms28 The overall production is so far _.（A）not get

25、ting better because the problems in the Energiewende could not be solved（B） not getting better because there are further steps to be taken（C） not getting better because of the Energiewendes renewable energy policy（D）not getting better because the politician has discontinued the nuclear power gradual

26、ly29 What can be inferred from Paragraph Five?（A）German people dont need 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 co

27、al.（D）Germany has reluctantly agreed to use the dirty fuel.30 According to the author, the Volkswagen scandal _.（A）may change peoples attitudes towards green driving（B） would change its fans into ones who prefer Volkswagens electric cars（C） may not make the manufacturer lose its fans（D）happened whil

28、e renewables could not compensate for the nuclear capacity30 Early in the morning 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 realis

29、e they were the first victims of the most disruptive IT glitch that has hit 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, d

30、elay several hundred thousand passengers journeys, and in some places go back 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

31、 a malfunctioning power-control system at its data centre was to blame. Unable 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 su

32、ch as Delta whose systems were thought by aviation analysts to be better 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

33、from Dallas/Fort Worth, its largest hub, after a similar glitch.What is 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

34、 up, for instance, it can take days to reload and make sure hundreds of 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 computeris

35、ed systems. They built their first electronic reservation systems in the 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 r

36、esemble technological hair-balls in which one small problem quickly spirals 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,

37、 no single IT firm has the skills to provide all the software needed for 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 i

38、t.31 The passengers of Delta Airlines are mentioned to _.（A）show the early morning flight is usually exhausting for the airline passengers（B） introduce the topic of the IT system stability in the airlines around the world（C） show the Delta Airlines cannot guarantee the service quality of the flight（

39、D）show the cancelled flight will always bother the morning flight passengers32 Delta Air Lines grounded to a halt for around five hours in that _.（A）Gil West failed in dealing with it（B） someone at its data centre was to blame（C） certain power-control system could not work（D）passengers could meet se

40、curity requirements33 Why is the system of the airlines so complicated?（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.34 Its hard

41、 for experts to solve the problems in the airline software system because _.（A）new functions are making the situation worse（B） Deltas system once went bust in 1982（C） passengers increased as airlines merged（D）the system was built in 195035 According to this passage, it could be inferred that _.（A）Mu

42、seum staff prefer dot-matrix machines to the other printers when it comes to printing（B） Aviation analysts believe that American Airlines system is the best one（C） System replacement could never be fulfilled because no single IT firm can provide all software for replacement（D）The airline CEOs tend n

43、ot to entirely eliminate IT glitches35 Jeffrey 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 they

44、ve learned to pay less attention to attributes 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 hirin

45、g someone with prior CEO and industry experience. 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, overemphasizin

46、g quantifiable success in prior positions 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

47、 product innovation versus business model 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 t

48、he 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 or who display so much intellectual horsepower that they come across as arrogant, which can inhibit h

49、iring and developing A-level talent.Urgency outranks empathy. PE firms operate with strict timetables for when a company should be improved and the investment recouped through sale or IPO. (The typical goal is five years.) This ticking clock means that a portfolio company CEO can expect close oversight and faces heightened expectations a-bout the speed with which cost cuts or revenue growth will take place. While t