考研201英語（一）在線題庫每日一練（二百九十九）

本文提供考研201英語（一）在線題庫每日一練，以下為具體內(nèi)容

1、Of all the changes that have taken place in English-language newspapers during the past quarter-century, perhaps the most far-reaching has been the inexorable decline in the scope and seriousness of their arts coverage. It is difficult to the point of impossibility for the average reader under the age of forty to imagine a time when high-quality arts criticism could be found in most big-city newspapers. Yet a considerable number of the most significant collections of criticism published in the 20th century consisted in large part of newspaper reviews. To read such books today is to marvel at the fact that their learned contents were once deemed suitable for publication in general-circulation dailies.We are even farther removed from the unfocused newspaper reviews published in England between the turn of the 20th century and the eve of World War II, at a time when newsprint was dirt-cheap and stylish arts criticism was considered an ornament to the publications in which it appeared. In those far-off days, it was taken for granted that the critics of major papers would write in detail and at length about the events they covered. Theirs was a serious business, and even those reviewers who wore their learning lightly, like George Bernard Shaw and Ernest Newman, could be trusted to know what they were about. These men believed in journalism as a calling, and were proud to be published in the daily press. “So few authors have brains enough or literary gift enough to keep their own end up in journalism,” Newman wrote, “that I am tempted to define ‘journalism’ as ‘a(chǎn) term of contempt applied by writers who are not read to writers who are’.”Unfortunately, these critics are virtually forgotten. Neville Cardus, who wrote for the Manchester Guardian from 1917 until shortly before his death in 1975, is now known solely as a writer of essays on the game of cricket. During his lifetime, though, he was also one of England's foremost classical-music critics, a stylist so widely admired that his Autobiography (1947) became a best-seller. He was knighted in 1967, the first music critic to be so honored. Yet only one of his books is now in print, and his vast body of writings on music is unknown save to specialists.Is there any chance that Cardus's criticism will enjoy a revival? The prospect seems remote. Journalistic tastes had changed long before his death, and postmodern readers have little use for the richly upholstered Vicwardian prose in which he specialized. Moreover, the amateur tradition in music criticism has been in headlong retreat.1.It is indicated in Paragraphs 1 and 2 that（  ）.2.Newspaper reviews in England before World War II were characterized by （  ）.  3.Which of the following would Shaw and Newman most probably agree on?4.What can be learned about Cardus according to the last two paragraphs?5.What would be the best title for the text?

問題1

A、arts criticism has disappeared from big-city newspapers

B、English-language newspapers used to carry more arts reviews

C、high-quality newspapers retain a large body of readers

D、young readers doubt the suitability of criticism on dailies

問題2

A、free themes

B、casual style

C、elaborate layout

D、radical viewpoints

問題3

A、It is writers' duty to fulfill journalistic goals.

B、It is contemptible for writers to be journalists.

C、Writers are likely to be tempted into journalism.

D、Not all writers are capable of journalistic writing.

問題4

A、His music criticism may not appeal to readers today.

B、His reputation as a music critic has long been in dispute.

C、His style caters largely to modern specialists.

D、His writings fail to follow the amateur tradition.

問題5

A、Newspapers of the Good Old Days

B、The Lost Horizon in Newspapers

C、Mournful Decline of Journalism

D、Prominent Critics in Memory

2、Over the past decade, thousands of patents have been granted for what are called business methods. Amazon.com received one for its “one-click” online payment system. Merrill Lynch got legal protection for an asset allocation strategy. One inventor patented a technique for lifting a box.Now the nation's top patent court appears completely ready to scale back on business-method patents, which have been controversial ever since they were first authorized 10 years ago. In a move that has intellectual-property lawyers abuzz, the U.S. Court of Appeals for the Federal Circuit said it would use a particular case to conduct a broad review of business-method patents. In re Bilski, as the case is known , is “a very big deal”, says Dennis D. Crouch of the University of Missouri School of Law. It “has the potential to eliminate an entire class of patents.”Curbs on business-method claims would be a dramatic about-face, because it was the Federal Circuit itself that introduced such patents with its 1998 decision in the so-called State Street Bank case, approving a patent on a way of pooling mutual-fund assets. That ruling produced an explosion in business-method patent filings, initially by emerging Internet companies trying to stake out exclusive rights to specific types of online transactions. Later, more established companies raced to add such patents to their files, if only as a defensive move against rivals that might beat them to the punch. In 2005, IBM noted in a court filing that it had been issued more than 300 business-method patents, despite the fact that it questioned the legal basis for granting them. Similarly, some Wall Street investment firms armed themselves with patents for financial products, even as they took positions in court cases opposing the practice.The Bilski case involves a claimed patent on a method for hedging risk in the energy market. The Federal Circuit issued an unusual order stating that the case would be heard by all 12 of the court's judges, rather than a typical panel of three, and that one issue it wants to evaluate is whether it should “reconsider” its State Street Bank ruling.The Federal Circuit's action comes in the wake of a series of recent decisions by the Supreme Court that has narrowed the scope of protections for patent holders. Last April, for example, the justices signaled that too many patents were being upheld for “inventions” that are obvious. The judges on the Federal Circuit are “reacting to the anti-patent trend at the Supreme Court”, says Harold C. Wegner, a patent attorney and professor at George Washington University Law School.1.Business-method patents have recently aroused concern because of（  ）. 2.Which of the following is true of the Bilski case?3.The word “about-face” (Line 1, Para 3) most probably means （  ）.   4.We learn from the last two paragraphs that business-method patents （  ）.   5.Which of the following would be the subject of the text?

問題1

A、their limited value to businesses

B、their connection with asset allocation

C、the possible restriction on their granting

D、the controversy over their authorization

問題2

A、Its ruling complies with the court decisions.

B、It involves a very big business transaction.

C、It has been dismissed by the Federal Circuit.

D、It may change the legal practices in the U.S.

問題3

A、loss of good will

B、increase of hostility

C、change of attitude

D、enhancement of dignity

問題4

A、are immune to legal challenges

B、are often unnecessarily issued

C、lower the esteem for patent holders

D、increase the incidence of risks

問題5

A、A looming threat to business-method patents.

B、Protection for business-method patent holders.

C、A legal case regarding business-method patents.

D、A prevailing trend against business-method patents.

3、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. 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. 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. 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. 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 hopes to attract. 1.We learn from Para.1 that Gilbert's appointment has（  ）.2.Tommasini regards Gilbert as an artist who is （  ）.  3.The author believes that the devoted concertgoers （  ）.  4.According to the text, which of the following is true of recordings? 5.Regarding Gilbert's role in revitalizing the Philharmonic, the author feels（  ）.

問題1

A、incurred criticism

B、raised suspicion

C、received acclaim

D、aroused curiosity

問題2

A、influential

B、modest

C、respectable

D、talented

問題3

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

問題4

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.

問題5

A、doubtful

B、enthusiastic

C、confident

D、puzzled

4、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. 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. 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. 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.” Those who jumped without a job haven't always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade age, 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. 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.” 1.When McGee announced his departure, his manner can best be described as being（  ）.2.According to Paragraph 2, senior executives' quitting may be spurred by（  ）.  3.The word “poached” (Line 2, Paragraph 4) most probably means （  ）.  4.It can be inferred from the last paragraph that （  ）.  5.Which of the following is the best title for the text?

問題1

A、arrogant

B、frank

C、self-centered

D、impulsive

問題2

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

問題3

A、approved of

B、attended to

C、hunted for

D、guarded against

問題4

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

問題5

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.

5、People are, on the whole, poor at considering background information when making individual decisions. At first glance this might seem like a strength that （1） the ability to make judgments which are unbiased by （2） factors. But Dr. Uri Simonsohn speculated that an inability to consider the big （3） was leading decision-makers to be biased by the daily samples of information they were working with. （4）, he theorised that a judge （5） of appearing too soft （6） crime might be more likely to send someone to prison （7） he had already sentenced five or six other defendants only to forced community service on that day.To （8） this idea, he turned to the university-admissions process. In theory, the （9） of an applicant should not depend on the few others （10） randomly for interview during the same day, but Dr Simonsohn suspected the truth was （11）.He studied the results of 9,323 MBA interviews （12） by 31 admissions officers. The interviewers had （13） applicants on a scale of one to five. This scale （14） numerous factors into consideration. The scores were （15） used in conjunction with an applicant’s score on the Graduate Management Admission Test, or GMAT, a standardised exam which is （16） out of 800 points, to make a decision on whether to accept him or her.Dr Simonsonh found if the score of the previous candidate in a daily series of interviewees was 0.75 points or more higher than that of the one （17） that, then the score for the next applicant would （18） by an average of 0.075 points. This might sound small, but to （19） the effects of such a decrease a candidate would need 30 more GMAT points than would otherwise have been （20）.

問題1

A、grants

B、submits

C、transmits

D、delivers

問題2

A、minor

B、objective

C、crucial

D、external

問題3

A、issue

B、vision

C、picture

D、moment

問題4

A、For example

B、On average

C、In principle

D、Above all

問題5

A、fond

B、fearful

C、capable

D、thoughtless

問題6

A、in

B、on

C、to

D、for

問題7

A、if

B、until

C、though

D、unless

問題8

A、promote

B、emphasize

C、share

D、test

問題9

A、decision

B、quality

C、status

D、success

問題10

A、chosen

B、studied

C、found

D、identified

問題11

A、exceptional

B、defensible

C、replaceable

D、otherwise

問題12

A、inspired

B、expressed

C、conducted

D、secured

問題13

A、assigned

B、rated

C、matched

D、arranged

問題14

A、put

B、got

C、gave

D、took

問題15

A、instead

B、then

C、ever

D、rather

問題16

A、selected

B、passed

C、marked

D、introduced

問題17

A、before

B、after

C、above

D、below

問題18

A、jump

B、float

C、drop

D、fluctuate

問題19

A、achieve

B、undo

C、maintain

D、disregard

問題20

A、promising

B、possible

C、necessary

D、helpful