2013太奇模考-英语试卷a3_W

1、QQ：36653135最NB技术视频、PDF启用前2013 年全国硕士研究生入学统一考试管理类专业硕士学位联考英语试卷【A3】考生须知1 选择题的答案须用 2B 铅笔填涂在答题卡上，其它笔填涂的或做在试卷或其它类型答 题卡上的答案无效。2 其他题一律用蓝色或黑色钢笔或圆珠笔在答题纸上按规定要求作答，凡做在试卷上或 未做在指定位置的答案无效。3 交卷时，请配合监考人员验收，并请监考人员在准考证相应位置签字（作为考生交卷 的凭据）。否则，所产生的一切后果由考生自负。姓名：听课证号：MBA视频，全程哦火热订购中QQ：36653135最NB技术

2、视频、PDF太奇 2013 年管理类专业学位全国联考英语（二）测试 A3Section I Use of EnglishDirections: Read the following text. For each numbered blank there are four choices marked A, B, C and D. Choose the best one and mark your answer on ANSWER SHEET 1. (10 points)An important factor of leadership

3、is attraction. This does not mean attractiveness in the ordinary sense, for that is a born quality 1 our control. The leader has, nevertheless, to be a magnet; a central figure towards whom people are 2 . Magnetism in that sense depends, first of all, 3 being seen. There is a type of authority which

4、 can be 4 from behind closed doors, but that is not leadership. 5 there is movement and action, the true leaders is in the forefront and may seem, indeed, to be everywhere at once. He has to become a legend; the 6 for anecdotes, whether true or 7 ; character. One of the simplest devices is to be abs

5、ent 8 the occasion when the leader might be 9 to be there, enough in itself to start a rumor about the vital business 10 has detained him. To 11 up for this, he can appeal when least expected, giving rise to another story about the interest he can display 12 things which other folks might 13 as triv

6、ial. With this gift for 14 curiosity, the leader always combines a reluctance to talk about himself. His interest is 15 in other people: hequestions them and encourages them to talk and then remembers all 16 is relevant. Henever leaves a party 17he has mentally field a minimum dossier ( ) on 18prese

7、nt, ensuring that he knows 19to say when he meets them again. He is not artificiallyextrovert but he would usually ratherimportance needs no proof.listen 20talk. Othersrealize gradually thathis1. Ain2. Aunited3. Aat4. Alooked5. AWhere6. Aminor role7. Aincorrect8. Ain9. Arefused 10.Awhich 11.Atake 12

8、.Aon 13.Alook14.AdecreasingBbeyond Bdragged Bin Brecognized BThough Bsubject Bwrong Bon Bsuspected Bwhen Bmake Bin BthinkBpossessingCunder Cdrawn Cabout Cexercised CBecause Cjoke Cfalse Cat Cexpelled Cwhat Ccome Cabout CviewCinspiringDof Dhauled Don Drespected DWhen Dsupplement Dbad Dunder Dexpected

9、 Dwhere DgiveDat DdealDurging英语试卷第 1 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDF15.Adirectly 16.Awhich 17.Aafter 18.Asomeone 19.Awhen20.AandBobscurely Bthat Bwhen Beveryone BwhereBorCscarcely Cwhat Cuntil Cmen CwhichCthanDplainly Done Dbefore Done DwhatDbutSection IIR

10、eading Comprehension Part ADirections: Read the following passages.Answer the questionsbelow each passage bychoosing A, B, C or D. Mark your answers on ANSWER SHEET 1. (40 points)Passage 1Younger Americans will have to take our word for it: there was a time, way back when Ronald Reagan was president

11、, when your countrymen ordered coffee by simply asking for “coffee”. Ordering a “venti skinny chai latte” or a “grande chocolate cookie crumble frappuccino” would have earned, at best, a blank stare.But that was before Howard Schultz took Starbucks from a single coffeehouse in downtown Seattle to a

12、chain with more than 17,000 shops in 55 countries. The chain grew so quickly, and in some areas seemed so ubiquitous, that as early as 1998 a headline in The Onion, a satirical American newspaper, joked, “New Starbucks Opens in Rest Room of Existing Starbucks”. After suffering through lean years in

13、2008 and 2009, the company is again going strong. In the 2011 fiscal year the company served 60m customers per weekmore than ever. It also had its highest-ever earnings-per-share ($1.62) and global net revenue ($11.7 billion).Yet in 2011 Starbucks decided to do away with something important: it drop

14、ped the word “Coffee” from its logo. While coffee remains as central to Starbuckss business and identity as hamburgers are to McDonalds, the companys recent American acquisitions have moved it beyond coffee. In November 2011 it acquired Evolution Fresh, a small California-based juice company, for $3

15、0m, giving the company a foothold in Americas $1.6-billion high-end juice market. And in June Starbucks bought a bakery, Bay Bread, and its La Boulange-branded cafes, for $100m. Starbuckss customers “have never been as satisfied with our food as our coffee,” explained Troy Alstead, Starbuckss chief

16、financial officer.On November 14th Starbucks made it largest acquisition yet, buying Teavana, an Atlanta- based tea retailer, for $620m. This is not the firms first spread into the tea marketits stores sell tea, of course, and it bought Tazo, a tea manufacturer and distributor, back in 1999but it is

17、 by far its boldest. When Starbucks bought Tazo it was simply a brand, but Teavana has some 300 shops, largely mall-based, throughout North America. Mr Alstead hopes that scale will allow Starbucks “to do for tea what we did for coffee.”This may seem, as they say at Starbucks, a tall order. American

18、s drink far more coffeethan tea. In 2011 the average coffee consumption was 9.39 pounds per person, while tea was a英语试卷第 2 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDFsmall 0.9 pounds. That said, since 1980 Americas coffee consumption has fallen, and is forecast to fal

19、l further. Consumption of tea, on the other hand, has grown, and is forecast to keep growingperhaps benefiting from the perception that it has health benefits that coffee lacks, perhaps driven partly by immigration from tea-drinking countries. The Tea Association of the USA put the value of the tea

20、market in America at $8.2 billion in 2011, up from $1.8 billion just 20 years earlier, and forecasts that it will nearly double in value again by 2014. The sharpest growth will come from tea that is greenwhich also happens to be the colour ofmoney and the logo of Starbucks.21.By ordering . would hav

21、e earned a blank stare(Paragraph 1), the author means .ABCDthere were fewer types of coffee on offer people had strong preference to coffee coffee used not to be in popularitycoffeehouse was filled with more people22.The joke in The Onion is intended to show .ABCDthe extensive influence of Starbucks

22、 the fast penetration of coffee shopsthe huge profit earned in selling coffeethe unlimited expansion of Starbucks23.Coffee is deleted from Starbucks logo mainly because .A its coffee was not served as well as other goods Bcustomers other demands should be met as wellC juice was proven a more profita

23、ble market than coffeeD bread might be the priority food with most customersIn paragraph 4, the purchase of Teavana was regarded as the boldest because .24.ABCDStarbucks could take advantage of its wide distribution network Teavana is the largest tea seller in the whole North America area it is the

24、first chance Starbucks has ever had in the tea markettea selling would pose the greatest challenge to Starbucks business25. Which of the following is the reason for tea market rise according to the last paragraph?ABCDthe green color of tea is a sign of good fortune the number of coffee drinkers is o

25、n the decline new immigrants prefer tea to coffee in generaltea is more often associated with human healthPassage 2Twice in the past four years surges in the price of oil have hit the world economy. In 2008 the cost of a barrel of Brent crude soared to $147, enfeebling global growth even before the

26、financial crisis killed it. A year ago supply disruptions from Libya sent the price to $127, enough to stall Americas beginning recovery. With oil now back above $120 a barrel, and英语试卷第 3 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDFtensions with Iran running high, the

27、worries are back. Will an oil shock, once again, upend the global economy?For now, the answer is no. The cost of crude is back where it caused trouble in the past. But global growth is affected less by the level of the oil price than the rate of its rise. And so far that rise has been more modest. A

28、 barrel of crude costs some 15% more than it did at the beginning of the year. In the first three months of 2011, the oil price surged by almost 35%.Entirely a result of actual or feared problems with supply. Output disruptions have indeed pushed up prices. Rich-country oil stocks are at a five-year

29、 low and Saudi Arabia, the only OPEC producer with significant spare capacity, is already pumping at a near-record rate. But part of the recent rise is demand-related. The world economy looks less fragile than it did at the beginning of the year, as the odds of an imminent euro catastrophe have dimi

30、nished and Americas recovery looks to be on stronger ground. The optimism about global growth that has boosted share prices has also buoyed the oil price.Still, this is no cause for complacency. One obvious risk is that worries about supply increase, especially if relations with Iran deteriorate to

31、the point of an Iranian attempt to close the Strait of Hormuz. Even if Americas navy ensured that such a closure did not last long, the potential disruption would be great: the price of oil rose by 80% in the initial stages of the first Gulf war. An oil price of $200 is yet another reason for Americ

32、a to steer Israel away from an attack.A second risk is that economic policymakers overreact even to the relatively modest price rises so far. The European Central Bank (ECB) tends to worry more about the inflationary impact of dearer oil than other rich-world central banks do, not least because more

33、 wages in Europe are automatically indexed to inflation. Last year it raised interest rates in response to costlier oil, hardly helping its weak economies. With output in the euro zone shrinking, the ECB is unlikely to repeat that error. The danger this time is that the rise in oil prices will deter

34、 it from easing monetary policy further. That would be a mistake. Inflation is far less of a threat than a deepening recession, not least because the weakest euro-zone economies are also the ones most dependent on imported energy. The right European response to dearer oil is not justcheaper money, b

35、ut also less strict fiscal austerity.26.In the beginning we learn that the current oil price rise might be .ABCDdue to the supply cut by Libya derived from the financial crisis attributed in part to Iranian issueenough to pull American economy27.According to the author, those who are worried about o

36、il shock can berelieved by .ABCDeconomic growth rate 15% in cost rise actual price of oila small rise rate英语试卷第 4 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDF28.Which of the following is NOT the reason for oil price rise according to Paragraph 3?ABCDlow oil stocks in S

37、audi Arabia global optimism in economy oil output in some troublesbetter turn in share prices29.In response to inflation caused by oil price rise, the writer advocates .ABCDgradual lifting of interest rates a more import-dependent euro somewhat softer fiscal policyflexible appreciation of currency30

38、.The best TITLE of this text can be summarized as .ABCDOil Price Rise: Disaster for Global Economy! Oil Price Risk: Silly Reactions from Europe! Oil Demand: What Americans Should Do?Oil Price Rise: Threat, But No Worry Yet!Passage 3Managers would be well advised to choose their words carefully accor

39、dingto a newresearch. Academics have discovered that careful use of language can make the world different in the workplace and may well encourage employees to behave more ethically.The research has found that linguistic subtleties, such as describing an individual as a cheater, rather than terming t

40、heir behaviour as cheating has a marked impact on how that individual would behave.“This research is exciting because it suggests that a very simple way leaders might use to control unethical behaviour is with subtle linguistic cues that highlight the implications that the behaviour might have for a

41、 persons identity,” says Gabrielle Adams, an assistant professor of organisational behaviour at London Business School.With fellow academics Christopher Bryan, an assistant professor in the psychology department at the University of California San Diego, and Benot Monin, an associate professor of or

42、ganisational behaviour and psychology at Stanford University, Prof. Adams conducted experiments in which participants had the opportunity to claim money that they were not entitled to.However, while some participants received instructions that highlighted the individuals identity “Please dont be a c

43、heater”, others were given instructions that focused on the action “Please dont cheat”.Where the language focused on identity the cheater participants were far less likely to cheat. But when the behaviour was described cheating the academics found that individuals were more prone to take the money.

44、The results held true for both face-to-face interaction and in an online setting.英语试卷第 5 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDFThe academics suggest that it is possible to invoke an individuals “desire to maintain a self-image as good and honest” by manipulating

45、language and using self-relevant nouns such as cheater. Self-relevant nouns they add “should cause people to avoid the behaviour”.The writers say that subtle linguistic cues can prevent dishonesty “by harnessing peoples desire to maintain a view of themselves as ethical and honest”. In turn they add

46、 that their research suggests that simple linguistic interventions could help prevent dishonest behaviour in society.31. The example of cheating in the 2nd paragraph shows the function of .A wordsB behaviorCacademicsD employers32. According to Gabrielle Adams, bad behaviors can bepreventable if .ABC

47、Dleaders point them out directly the survey is interesting enough ones identity is involved in themlanguage is carelessly employed33. prone(Para. 6) is closest in meaning to.A relevantB trueC entitledD possible34. It can be concluded that language is effective in.ABCDkeeping a positive image of ones

48、elf curing behavior ills in whole society imposing a limit on peoples desiresgetting rid of bad language behaviors35. In general the authors attitude towards the role of language seems .ArealisticB objectiveC approvedD subjectivePassage 4Will it be a century before female managers in Britain earn th

49、e same as men? That is the claim today from the Chartered Management Institute (CMI). It has released the results of a survey, which shows that male executives earn, on average, over 10,500 more tha n their female counterparts for doing the same job42,441 compared with 31,895. Womens salaries may be

50、 rising faster than mens (2.4% in 2010 compared with 0.3%) but even so, says CMI, at those rates it will take 98 years for women to catch upthus giving the headline-writer an irresistible angle.In truth, this figure does not pretend to take into account factors that will change over the next hundred

51、 years, such as culture, legislation and demography. Nor, seemingly, does it draw from historical trends. Nevertheless, it contains some thought-provoking insights. Most intriguingly, the survey found that among junior executives there does in fact seem to be pay parity: indeed, the average pay for

52、female managers at the bottom of the ladder, 21,969, is slightly more than the 21,367 average for males. Since there are more junior executives thansenior ones, that means that for the majority of women in all management grades, equality has英语试卷第 6 页 （共 11 页）MBA视频，全程哦火热订购中QQ：36653135最NB技术视频、PDFhttp:

53、/arrived. However, as soon as they start to climb the ladder, the discrimination returns.So what should we conclude from this? There are several contributing explanations. Firstly, one shouldnt doubt the existence of a glass ceiling. Male-dominated boards like to fast-track ma

54、nagers who look a bit like them, and may accordingly pay higher salaries to retain talented men. Older men in high places may also be upset about mentoring young women, fearing how that might be perceived, leaving females without champions within a company. And added to all of this, men often have t

55、he advantage of a continuous career, uninterrupted by childbirth, during which they can nurture their network.Research from Harvard Business School has also suggested that women face a double setback in salary negotiations. Not only are those who set compensation less likely to give in to womens dem

56、ands, but women themselves are also less likely to be pushy. And even when they are, it can work against them. According to Hannah Riley Bowles, who conducted the research: Its a natural thing to say, “Buck up a little bit. Youve got to act more like the guys.” But theres a good deal of evidence to show that telling women to act more like men isnt always good advice. One reason w