2011年考研英语一阅读真题全文翻译及答案-七绝俗手版

2011年考研英语(一)阅读真题全文翻译及答案（七绝俗手版）

2011-01-16 七绝俗手

21-25 CBDBA 26-30 BDCAC 31-35 DCBAA 36-40 CDADB 41-45 BDACF

Section II Reading Comprehension

Part A Directions: Read the following four texts. Answer the questions below each text by choosing [A], [B], [C] or [D]. Mark your answers on ANSWER SHEET 1. (40 points)

Text 1

The 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 2009. 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。

2009年纽约交响乐团突然宣布聘用艾伦吉尔伯特为下一位乐曲指挥，从那时起一直到现在，这次任命都成为古典音乐界的话题。退一步说，从总体上看，反应还是不错的。如冷静的古典音乐评论家安东尼托姆西尼就这样写：万岁，最后。

One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had advocated Gilbert’s 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 struck at least some Times readers as faint praise。

然而，这次任命还是令人意外。原因之一在于吉乐伯特名声相对较小。就连那时主张雇用吉尔伯特的托姆西尼，也称吉尔伯特其貌不扬，缺乏一位令人敬仰的指挥大师的气质。作为对这个很牛的管弦乐队（牛的表现：到目前为此一直被牛人领导着）下一任指挥家的描述，这种描述跟虚浮的赞扬一样，确实会吓到至少一部分泰晤士报的读者（让他们觉得不可思议）。

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 interesting 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。

就我的观点而言，我不知道吉尔伯特是不是一位伟大的指挥家，甚至连他是不是算好的指挥家也不敢确定。可以确信的是，虽然他演出了很多令人印象深刻的有趣的乐曲。然而，我不需要访问Avery Fisher Hall（可能是纽约交响乐团所在地，即吉尔伯特表演之所），或者其他地方才能听到有趣的管弦乐。（作者意思是，不需要听吉尔伯特，到处可以听到有趣的管弦乐。）我所做的，只需要到我的CD棚里去，随便打开我的电脑，从ITUNES上就可下

载比那（当指吉尔伯特表演的）多得多的类似的音乐。

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-loving 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 artistic quality than today’s live performances; moreover, they can be “consumed” at a time and place of the listener’s choosing. The widespread availability of such recordings has thus brought about a crisis in the institution of the traditional classical concert。

对于唱片，那些专门参加音乐会的人会说，现场表演是不可替代的。他们显然忽视了一个要点。为了替音乐爱好者节省时间、精力、金钱考虑，古典乐曲表演表不仅要在各种表演场所进行竞争，还要在纪录这些行为的媒介上竞争。记录下来的表演比现场表演更便宜，更易得，甚至质量更好。而且它们的消费时间地点可以任由听者选择。因此，这种记录的广泛应用，带来了传统音乐会的生存危机。

One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert’s 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。” But what will be the nature of that difference? Merely expanding the orchestra’s repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between America’s oldest orchestra and the new audience it hops to attract。

一个可能的答复（解决办法）是古典音乐表演者发明有吸引力的从记录上得不到的曲子。吉尔伯特在新音乐方面投入了自己的兴趣，这被人广泛注意到了：如古典音乐评论家罗斯就把吉尔伯特描述成一个可以扭转交响乐方向的人，认为他把交响乐带进了一个明显不同的更有活力的天地。但是，这种不同的实质是什么呢？仅仅扩展交响乐的节目是不够的。吉尔伯特和交响乐要想取得成功，必须首先改变美国旧的管弦乐和它们想吸引的新的听众之间的关系。

21. We learn from Para.1 that Gilbert’s appointment has [A]incurred criticism。 [B]raised suspicion。 [C]received acclaim。 [D]aroused curiosity。

22. Tommasini regards Gilbert as an artist who is [A]influential。 [B]modest。 [C]respectable。 [D]talented。

23. The author believes that the devoted concertgoers [A]ignore the expenses of live performances。 [B]reject most kinds of recorded performances。 [C]exaggerate the variety of live performances。

[D]overestimate the value of live performances。

24. According to the text, which of the following is true of recordings? [A]They are often inferior to live concerts in quality。 [B]They are easily accessible to the general public。 [C]They help improve the quality of music。 [D]They have only covered masterpieces。

25. Regarding Gilbert’s role in revitalizing the Philharmonic, the author feels [A]doubtful。 [B]enthusiastic。 [C]confident。 [D]puzzled。

Text 2

When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly 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 Hartford Financial Services Group, which named him CEO and chairman on September 29.

当列姆麦克杰八月份从美国银行任上离职时，他的解释真令人意外。与通常会用的模糊理由不同的是，他直率地说，他离开是为了管理一家公司，而那是他一向就有的追求。他说，作出这一选择纯属个人原因。两周之内，他与哈佛财务服务集团的董事会实现了首次会谈，这一集团在9月29日聘他任CEO。

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 isn’t alone. In recent 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 don’t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations。

麦克杰说，他离开时并没有确定的目标，这使他得以反思考自己究竟想管理什么样的公司。这同时也可以让他向外界展示自己的魄力。无独有偶（并不只有他才有这种雄心）。最近几周，雅芳公司和美国联邦快递公司的第二执行官都离开自己的公司，他们的解释是想当CEO。由于董事会需要在股东压力下审查继承人方案，还没有被准许离开的这几位执行官肯定希望事情早点出来结果。商业环境复杂异常，这使得高级经理人员不愿用模糊的声明来损害自己的名声。（be cautious of谨防）

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 they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders。

随着经济开始出现复苏的迹象，这些希望离任者可能在还没有找到下家时就跳槽。根据“登记册”研究机构的报告，由于神经紧张的董事会只听自己的领导人的话，在第三季度，

CEO营业额从一年前开始下降了23%。由于经济复苏，那些有抱负的领导人将大有机会。 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 the ones who must be poached. Says Korn/Ferry senior partner Dennis Carey:”I can’t think of a single search I’ve done where a board has not instructed me to look at sitting CEOs first。”

退出高级职位去寻找更好的的职位，这种决定是非同寻常的，过去可不常见。多年来，执行官和猎头们过都坚持认为，最好的CEO需要去挖别人的墙角才能得到（而不是那些主动离开原岗位的人）。某某说，当董事会还没有委托我先去找一个还在任上的CEO时，我不能去考虑到我在网上一搜就有的那些人。

Those who jumped without a job haven’t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade ago, 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。

那些没有工作去向就跳槽的人不会总是很快找到顶级岗位。十年前爱伦马拉姆从T公司领导人的位子上退下，也是为了当一个CEO。一年前她才成为一家小型电子交易所的领导人。罗伯特在2005年为了当CEO而离开，他最终在一家主要的财务机构找到这种工作是在三年之后。

Many recruiters say the 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 it’s safer to stay where you are, but that’s been fundamentally inverted,” says one headhunter. “The people who’ve been hurt the worst are those who’ve stayed too long。”

许多招聘人说，对于那些顶级的演员来说，旧的耻辱正在淡忘。财务危机使得在两个工作机会之间选择或者离开更坏的工作这样的行为变得可以接受。 “传统规则是最好呆在你原来的地方，但现在这种规则被从根本上颠覆了。” 一个猎头说，“在一个地方呆得越久，就越容易受损。”

26. When McGee announced his departure, his manner can best be described as being [A]arrogant。 [B]frank。

[C]self-centered。 [D]impulsive。

27. According to Paragraph 2, senior executives’ quitting may be spurred by [A]their expectation of better financial status。 [B]their need to reflect on their private life。 [C]their strained relations with the boards。 [D]their pursuit of new career goals。

28. The word “poached” (Line 3, Paragraph 4) most probably means [A]approved of。 [B]attended to。 [C]hunted for。

[D]guarded against。

29. It can be inferred from the last paragraph that [A]top performers used to cling to their posts。 [B]loyalty of top performers is getting out-dated。 [C]top performers care more about reputations。 [D]it’s safer to stick to the traditional rules。

30. Which of the following is the best title for the text? [A]CEOs: Where to Go? [B]CEOs: All the Way Up?

[C]Top Managers Jump without a Net [D]The Only Way Out for Top Performers

Text 3

The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional “paid” media – such as television commercials and print advertisements – still play a major role, companies today can exploit many alternative forms of media. Consumers passionate about a product may create “owned” media by sending e-mail alerts about products and sales to customers registered with its Web site. The way consumers now approach the broad range of factors beyond conventional paid media。

在过去，销售成功的基本法则是：种瓜得瓜，一分耕一分收。现在不同了。传统的付出方式（媒介，指企业付钱给电视台做广告或者报社做报刊广告）——电视购物和印刷广告——虽然仍占主要地位，但是现在的企业可以开发出更多的替代这些媒介的形式。对产品有热情的用户可能通过给在自己网站上注册的顾客发关于产品和商品的电邮的提醒，来建立自己的媒介。这样用户现在接近了广阔的因素，这些因素超越了传统的付费媒介。

Paid and owned media are controlled by marketers promoting their own products. For earned media , such marketers act as the initiator for users’ responses. But in some cases, one marketer’s owned media become another marketer’s paid media – for instance, when an e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment. This trend ,which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson & Johnson, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products. Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies’ marketing, and may help expand user traffic for all companies concerned。

付费并占有的媒介，是被想促销自己产品的商人控制的。而对于白捡的媒介（免费的媒介报道）而言，这种商人的角色是作为回应用户的最初回应者。但是在一些案例中，一个商人拥有的的媒介成为另一个商人的付费媒介。例如，当一个电子商务零售商在自己的网站上出售广告空间时，就是如此。我们把这种出售的媒介定义为拥有的媒介。这种拥有的媒介是如此强大，以致于其他团体把他们的满意（内容）或者电子商发动机（动力希望）放在这种环境中。这种趋势虽然依然在婴儿期，但我们相信这种从零售商和旅行提供商（如航空公司、旅馆）有效起步的趋势会越来越强劲。例如强生建立了一个婴儿中心，这是一种杰出的