考研201英語（一）在線題庫(kù)每日一練（三百二十四）

本文提供考研201英語（一）在線題庫(kù)每日一練，以下為具體內(nèi)容

1、In 1924 America's National Research Council sent two engineers to supervise a series of industrial experiments at a large telephone-parts factory called the Hawthorne Plant near Chicago. It hoped they would learn how stop-floor lighting （1）workers' productivity. Instead, the studies ended （2） giving their name to the "Hawthorne effect", the extremely influential idea that the very （3） to being experimented upon changed subjects' behavior. The idea arose because of the behavior of the women in the （4） Hawthorne plant. According to （5） of the experiments, their hourly output rose when lighting was increased, but also when it was dimmed. It did not （6） what was done in the experiment; （7）something was changed, productivity rose. A(n) （8） that they were being experimented upon seemed to be （9） to alter workers' behavior （10） itself. After several decades, the same data were （11） to econometric the analysis. Hawthorne experiments has another surprise in store （12） the descriptions on record, no systematic （13） was found that levels of productivity were related to changes in lighting. It turns out that peculiar way of conducting the experiments  may have led to （14） interpretation of what happened. （15）, lighting was always changed on a Sunday. When work started again on Monday, output （16） rose compared with the previous Saturday and （17） to rise for the next couple of days. （18）, a comparison with data for weeks when there was no experimentation showed that output always went up on Monday, workers （19） to be diligent for the first few days of the week in any case, before （20） a plateau and then slackening off. This suggests that the alleged "Hawthorne effect" is hard to pin down.

問題1

A、affected

B、achieved

C、extracted

D、restored

問題2

A、at

B、up

C、with

D、off

問題3

A、truth

B、sight

C、act

D、proof

問題4

A、controversial

B、perplexing

C、mischievous

D、ambiguous

問題5

A、requirements

B、explanations

C、accounts

D、assessments

問題6

A、conclude

B、matter

C、indicate

D、work

問題7

A、as far as

B、for fear that

C、in case that

D、so long as

問題8

A、awareness

B、expectation

C、sentiment

D、illusion

問題9

A、suitable

B、excessive

C、enough

D、abundant

問題10

A、about

B、for

C、on

D、by

問題11

A、compared

B、shown

C、subjected

D、conveyed

問題12

A、contrary to

B、consistent with

C、parallel with

D、peculiar to

問題13

A、evidence

B、guidance

C、implication

D、source

問題14

A、disputable

B、enlightening

C、reliable

D、misleading

問題15

A、In contrast

B、For example

C、In consequence

D、As usual

問題16

A、duly

B、accidentally

C、unpredictably

D、suddenly

問題17

A、failed

B、ceased

C、started

D、continued

問題18

A、Therefore

B、Furthermore

C、However

D、Meanwhile

問題19

A、attempted

B、tended

C、chose

D、intended

問題20

A、breaking

B、climbing

C、surpassing

D、hitting

2、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

3、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.

4、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

5、An old saying has it that half of all advertising budgets are wasted—the trouble is, no one knows which half. In the internet age, at least in theory, this fraction can be much reduced. By watching what people search for, click on and say online, companies can aim “behavioural” ads at those most likely to buy.In the past couple of weeks a quarrel has illustrated the value to advertisers of such fine-grained information: Should advertisers assume that people are happy to be tracked and sent behavioural ads? Or should they have explicit permission?In December 2010 America's Federal Trade Commission (FTC) proposed adding a “do not track” (DNT) option to internet browsers, so that users could tell advertisers that they did not want to be followed. Microsoft's Internet Explorer and Apple's Safari both offer DNT; Google's Chrome is due to do so this year. In February the FTC and the Digital Advertising Alliance (DAA) agreed that the industry would get cracking on responding to DNT requests.On May 31st Microsoft set off the row. It said that Internet Explorer 10, the version due to appear with windows 8, would have DNT as a default.Advertisers are horrified. Human nature being what it is, most people stick with default settings. Few switch DNT on now, but if tracking is off it will stay off. Bob Liodice, the chief executive of the Association of National Advertisers, says consumers will be worse off if the industry cannot collect information about their preferences. People will not get fewer ads, he says. “They'll get less meaningful, less targeted ads.”It is not yet clear how advertisers will respond. Getting a DNT signal does not oblige anyone to stop tracking, although some companies have promised to do so. Unable to tell whether someone really objects to behavioural ads or whether they are sticking with Microsoft's default, some may ignore a DNT signal and press on anyway.Also unclear is why Microsoft has gone it alone. After all, it has an ad business too, which it says will comply with DNT requests, though it is still working out how. If it is trying to upset Google, which relies almost wholly on advertising, it has chosen an indirect method: There is no guarantee that DNT by default will become the norm. DNT does not seem an obviously huge selling point for windows 8—though the firm has compared some of its other products favourably with Google's on that count before. Brendon Lynch, Microsoft's chief privacy officer, blogged: “We believe consumers should have more control.” Could it really be that simple?1.It is suggested in Paragraph 1 that “behavioural” ads help advertisers to（  ）.2.“The industry” (Line 4, Para.3) refers to （  ）.  3.Bob Liodice holds that setting DNT as a default（  ）.4.Which of the following is true according to Paragraph 6?5.The author's attitude towards what Brendon Lynch said in his blog is one of（  ）.

問題1

A、ease competition among themselves

B、lower their operational costs

C、avoid complaints from consumers

D、provide better online services

問題2

A、online advertisers

B、e-commerce conductors

C、digital information analysis

D、internet browser developers

問題3

A、may cut the number of junk ads

B、fails to affect the ad industry

C、will not benefit consumers

D、goes against human nature

問題4

A、DNT may not serve its intended purpose.

B、Advertisers are willing to implement DNT.

C、DNT is losing its popularity among consumers.

D、Advertisers are obliged to offer behavioural ads.

問題5

A、indulgence

B、understanding

C、appreciation

D、skepticism