2010考研英语(二)模拟试卷.doc

听力课堂,开放式外语学习平台！TingC2010考研英语（二）模拟试卷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 on ANSWER SHEET 1. (10 points)Use of EnglishDirections:Read the following text. Choose the best word（s）for each numbered blank and mark A, B, C, or D on ANSWER SHEET 1.（10 points）Among the thousands of business schools now operating around the world you would be hard-pressed to find one that doesnt believe it can teach the skills of entrepreneurship. However, of the people who immediately 1 to mind when one thinks of entrepreneursBill Gates, Richard Branson or Oprah Winfrey, for examplefew have done more than 2 a speech at a business school. 3 , a recent study by Kings College in London has suggested what many intuitively 4 : that entrepreneurship may actually be in the bloodmore to do with genes than classroom experience. All of which 5 the questiondoes an entrepreneur really need a business-school education?Not surprisingly some of the best-known schools in the field have a 6 answer to this: they dont actually profess to create entrepreneurs, 7 they nurture innate ability. Or as Timothy Faley of the entrepreneurial institute at Michigans Ross School of Business 8 it: “A good idea is not enough. You need to know how to 9 a good idea into a good business.”Schools do this in a number of ways. One is to 10 that faculty are a mix of classic academics and businesspeople with experience of 11 their own successful firms. They can also create “incubators” where students 12 ideas and rub shoulders on a day-to-day basis with the external business world, receiving both advice and hard cash in the form of investment.Arguably such help is now more important than ever. The modern entrepreneur is faced with a more 13 world than when Richard Branson began by selling records out of a phone box. According to Patrice Houdayer, head of one of Europes best-known entrepreneurship schools, EMIYON in France, new businesses used to move through a 14 series of growth stepswhat he terms garage, local, national and international. Now however, 15 the communications revolution, they can leapfrog these stages and go global more or less straightawayencountering a whole new 16 of problems and challenges. In this 17 Professor Houdayer maintains that the increasingly 18 nature of MBA classes can help the nascent entrepreneur in three ways: by plugging them into an international network of contacts and advisors, by preparing them for the pitfalls and opportunities 19 with dealing across different cultures and by 20 them to the different ways that business is conducted around the globe.1Abring Bcall Cspring Dapply2Areport Bdeliver Cprepare Dcompose3AIndeed BLikewise CTherefore DFurthermore4Aconclude Bassume Cneglect Dsuspect5Astirs Barouses Cproves Dinvites6Aready Bunique Cpositive Dfavorable7Ayet Brather Cnor Dnevertheless8Astates Bmakes Cputs Dinterprets9Ashift Btransfer Cmodify Dtransform10Aensure Bassure Caffirm Denlighten11Acarrying on Bsetting up Cworking out Dturning around1 2. Aconvey Bcherish Cnurture Dimpart13Acomplex Bcomplicated Ccomplementary Dfantastic14Avariable Bobvious Cimperative Ddistinct15Athanks to Bbut for Cfor all Dnext to1 6. Abulk Bhost Cset Dmagnitude1 7. Aposition Bcontext Cperspective Ddimension18Asimilar Bdifferential Cdiverse Dversatile1 9. Ainteracted Bcombined Cconfronted Dassociated20Aentitling Bexposing Cleading DcommittingSection II Reading ComprehensionPart ADirections: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 1Whats a label worth? A lot, it seems. Michael Hiscox and Nicholas Smyth, two Harvard University researchers, conducted an experiment on two sets of towels in an upmarket New York shop. One lot carried a label with the logo “Fair and Square” and the following message: These towels have been made under fair labour conditions, in a safe and healthy working environment which is free of discrimination, and where management has committed to respecting the rights and dignity of workers.The other set had no such label. Over five months, the researchers observed the impact of making various changes such as switching the label to the other set of towels and raising prices. The results were striking: not only did sales of towels increase when they carried the Fair and Square label, they carried on increasing each time the price was raised.No wonder companies are keen to appeal to ethically （i.e. morally）minded consumers, whether on labour standards or green credentials. Timberland, a New Hampshire outdoor-gear company, is introducing detailed Green Index” labels on its shoes. Tesco, MS and Wal-Mart have all launched initiatives that bet on the rise of the ethical consumer.MS estimates that about three-quarters of British consumers are interested in the green theme in some way. But even the keenest ethical consumer faces complicated situations, and sometimes the apparently obvious ethical choice turns out to be the wrong one. Surely it must be greener for Britons to buy roses from the Netherlands than ones air-freighted from Kenya? In fact, a study showed that related green house gas to the Dutch roses to be six times as large because they had to be grown in heated greenhouses.Joel Makower, editor of GreenB, says that, given a choice, most consumers will choose the greener productprovided it does not cost any more, comes from a trusted maker, requires no special effort to buy or use and is at least as good as the alternative. “Thats almost an impossible barrier for any product,” he notes.So shoppers will still flock to shops selling cheap products of decent quality, ignoring how these are made. They will often buy more if a product is attractively presented, never mind that the packaging may be wasteful. And when companies try to do the right thing, consumers will not always go along with them.The lesson for companies is that selling green is hard work. And it is no good getting too far ahead of the customer. Half a step ahead is about right. Much more, and you wont sell. Any less, and you wont lead.21The experiment on the towels indicated that _.Aconsumers liked to purchase labeled productsBconsumers would buy goods when prices roseCconsumption was influenced by green labelsDethical concern may influence consumption22According to the text, consumers ethical choice _.Adetermines the production of commoditiesBforces companies to sell green products onlyCleads companies to modify business activitiesDleads to higher labour and green standards23We may infer from the fourth paragraph that _.Agreen buying may be at higher environment costBgreen production is actually complicated businessCDutch rose growth is greener than Kenya onesDBritish consumers actually oppose green farming24According to Joel Makower, most consumers will _.Abuy greener products when given a choiceBreject greener products for various reasonsCpay more attention to the price of a productDrefuse to follow the activities of companies25Companies may learn the lesson that _.Ait is not worthwhile leading the customersBthe customers are not easily to be misledCgreen policy is not effective for marketingDcompanies need a balanced green policyText 2There are various ways in which individual economic units can interact with one another. Three basic ways may be described as the market system, the administered system and the traditional system.In a market system individual economic units are free to interact among each other in the marketplace. It is possible to buy commodities from other economic units or sell commodities to them. In a market, transactions may take place via barter or money exchange. In a barter economy, real goods such as automobiles, shorts, and pizzas are traded against each other. Obviously, finding somebody who wants to trade my old car in exchange for a sailboat may not always be an easy task. Hence the introduction of money as a medium of exchange eases transactions considerably. In the modern market economy, goods and services are bought or sold for money.An alternative to the market system is administrative control by some agency over all transactions. This agency will issue edicts or commands as to how much of each good and service should be produced, exchanged, and consumed by each economic unit. Central planning may be one way of administering such an economy. The central plan, drawn up by the government, shows the amounts of each commodity produced by the various firms and allocated to different households for consumption. This is an example of complete planning of production consumption, and exchange for the whole economy.In a traditional society, production and consumption patterns are governed by tradition: every persons place within the economic system is fixed by parentage, religion and custom. Transactions take place on the basis of tradition, too. People belonging to a certain group or caste may have an obligation to care for other persons, provide them with food and shelter, care for their health, and provide their education. Clearly, in a system where every decision made on the basis of tradition alone, progress may be difficult to achieve. A stagnant society may result.26What is the main purpose of the passage?ATo outline contrasting types of economic.BTo explain the science of economic systems.CTo argue for the superiority of one economic system.DTo compare barter and money-exchange markets.27In the second paragraph, the word “real” in “real goods” could best be replaced by which of the following?AHigh quality. BConcrete.CUtter. DAuthentic.28According to the passage, a barter economy can lead to _.Arapid speed of transactionsBmisunderstandingsCinflationDdifficulties for the traders29According to the passage, who has the greatest degree of control in an administered system?AIndividual households. BSmall businesses.CMajor corporations. DThe government.30Which of the following is not mentioned by the author as a criterion for determining a persons place in a traditional society?AFamily background. BAge.CReligious beliefs. DCustom.Text 3If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is considered an individual responsibility. Labour is simply another factor of production to be hiredrented at the lowest possible costmuch as one buys raw materials or equipment.The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer（CEO）. By way of contrast, in Japan the head of human-resources management is centralusually the second most important executive, after the CEO, in the firms hierarchy.While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese of German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany（as they do）, the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top half. If the bottom half cant effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.31Which of the following applies to the management of human resources in American companies?AThey hire people at the lowest cost regardless of their skills.BThey see the gaining of skills as their employees own business.CThey attach more importance to workers than equipment.DThey only hire skilled workers because of keen competition.32What is the position of the head of human-resource management in an American firm?AHe is one of the most important executives in the firms.BHis post is likely to disappear when new technologies are introduced.CHe is directly under the chief financial executive.DHe has no say in making important decisions in the firm.33The money most American firms put in training mainly goes to _.Aworkers who can operate new equipmentBtechnological and managerial staffCworkers who lack basic background skillsDtop executives34According to the passage, the decisive factor in maintaining a firms competitive advantage is _.Athe introduction of new technologiesBthe improvement of workers basic skillsCthe rational composition of professional and managerial employeesDthe attachment of importance to the bottom half of the employees35What is the main idea of the passage?AAmerican firms are different from Japanese and German firms in human-resource management.BExtensive retraining is indispensable to effective human-resource management.CThe head of human-resource management must be in the central position in a firms hierarchy.DThe human-resource management strategies of American firms affect their competitive capacity.Text 4The public holiday on the last Monday of August marks, in most British minds, the unofficial end of summer. A vast migration takes place, as millions take advantage of the long weekend to visit seaside resorts or fly to Europe in a final sun-seeking cheer. Once the festivities are over, gloom descends: workers face four months of uninterrupted labor until Christmas Eve, their next official day off.This depression often provokes calls for more public holidays, and this year the clamor has been louder than usual. David Camerons new Conservatives have been forced to deny rumors that they would recommend three new public holidays. Earlier in the summer, two ministers suggested a worthy sounding “Britain Day”, intended to inspire civil pride. On August 27th the Institute for Public Policy Research, a worthy think-tank, called for a new day off to “celebrate community heroes”.To the idlers, the case for more time off looks persuasive. By European standards at least, Britain is a nation of workaholics, with only the Austrians labouring as many hours per week. Workers are entitled to 20 working days of leave a year, the European Unions required minimum. Other countries are more generous. France and Denmark give at least 25 days in leave, and many Finns get 30. Britons celebrate a miserably eight national holidays a year; in Europe only the Romanians, with five, have fewer. Even significant national events are celebrated grudgingly. ： the British were given two days off to celebrate the queens Golden Jubilee in 2002, but had to forfeit an existing public holiday to make up for it.National holidays are illogical as well as scarce. The queens official birthday（a moveable holiday unrelated to her date of birth）is seen as a good excuse for a holiday in most of Britains former colonies, but not in Her Majestys homeland. Distribution is also badly distorted: seven of the eight holidays fall between December and May, leaving only Augusts to break up the rest of the year.There are plenty of things that a new holiday might celebrate. Patriots suggest that England should honour St George（the patron saint of the place）, just as Scotland takes time off for St Andrew. The historically minded argue for a Magna Carta（The charter of liberties）day, whereas the politically correct suggest holidays celebrating “communities” and “volunteering”.Sadly, not everyone is keen on increasing public holidays. The CBI, a business lobbying group, points out that legal leave is already planned to rise to 28 working days by 2009, and says that an extra public holiday would cost up to 6 billion（$ 12.1 billion）. In the face of such tough objections, concerns about leisure and the quality of life may seem vague and idealistic.36What is the passage mainly talking about?ADiffer