啟航考研2011年全國碩士研究生入學(xué)統(tǒng)一考試英語試題解析(2011考研英語真題)

1、 微信掃描二維碼關(guān)注啟航考研（qh_kaoyan）2016考研資料分享群：2486005112011年全國碩士研究生入學(xué)統(tǒng)一考試英語試題Section 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) Ancient Greek philosopher Aristotle viewed laughter as “a bodily exercis

2、e precious to health”. But1some claims to the contrary, laughing probably has little influence on physical fitness. Laughter does2shortterm changes in the function of the heart and its blood vessels, 3heart rate and oxygen consumption. But because hard laughter is difficult to4, a good laugh is unli

3、kely to have5benefits the way, say, walking or jogging does.6, instead of straining muscles to build them, as exercise does, laughter apparently accomplishes the7. Studies dating back to the 1930s indicate that laughter8muscles, decreasing muscle tone for up to 45 minutes after the laugh dies down.S

4、uch bodily reaction might conceivably help9the effects of psychological stress. Anyway, the act of laughing probably does produce other types of10feedback that improve an individuals emotional state.11one classical theory of emotion, our feelings are partially rooted12physical reactions. It was argu

5、ed at the end of the 19th century that humans do not cry13they are sad but that they become sad when the tears begin to flow.Although sadness also14tears, evidence suggests that emotions can flow15muscular responses. In an experiment published in 1988, social psychologist Fritz Strack of the Univers

6、ity of Wrzburg in Germany asked volunteers to 16a pen either with their teeth thereby creating an artificial smile or with their lips, which would produce a(n)17expression. Those forced to exercise their smiling muscles18more enthusiastically to funny cartoons than did those whose mouths were contra

7、cted in a frown,19that expressions may influence emotions rather than just the other way around 20, the physical act of laughter could improve mood. (289 words)1. A amongB exceptC despiteD like2. A reflectB demandC indicateD produce3. A stabilizingB boostingC impairingD determining4. A transmitB sus

8、tainC evaluateD observe5. A measurableB manageableC affordableD renewable6. A In turnB In factC In additionD In brief7. A oppositeB impossibleC averageD expected8. A hardensB weakensC tightensD relaxes9. A aggravateB generateC moderateD enhance10. A physicalB mentalC subconsciousD internal11. A Exce

9、pt forB According toC Due toD As for12. A withB onC inD at 13. A unlessB untilC ifD because14. A exhaustsB followsC precedesD suppresses15. A intoB fromC towardsD beyond16. A fetchB biteC pickD hold17. A disappointed B excitedC joyfulD indifferent18. A adaptedB cateredC turnedD reacted19. A suggesti

10、ngB requiringC mentioningD supposing20. A EventuallyB ConsequentlyC SimilarlyD ConverselySection 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 1The decision of the

11、 New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classicalmusic world ever since the sudden announcement of his appointment in 2009For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, a sobers

12、ided classicalmusic 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 Gilberts appointment in the Times, calls him “an unpretentious musician with no air of the formidable conductor about h

13、im.” 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

14、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 f

15、rom 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 artloving public, classical instrumentalists must compete not only with opera houses, dance troupes, theater companies, and museums, but a

16、lso with the recorded performances of the great classical musicians of the 20th century. These recordings are cheap, available everywhere, and very often much higher in artistic quality than todays live performances; moreover, they can be “consumed” at a time and place of the listeners choosing. The

17、 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. Gilberts own interest in new music has been widel

18、y noted: Alex Ross, a classicalmusic 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 orchestras repertoire will not be enough. If Gilbert and the

19、 Philharmonic are to succeed, they must first change the relationship between Americas oldest orchestra and the new audience it hopes to attract.21We learn from Paragraph 1 that Gilberts appointment hasA incurred criticism. B raised suspicion.C received acclaim. D aroused curiosity.22Tommasini regar

20、ds Gilbert as an artist who isA influential. B modest.C respectable. D talented.23The author believes that the devoted concertgoersA 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 pe

21、rformances.24According 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.25Regarding Gilberts role in revita

22、lizing the Philharmonic, the author feelsA doubtful. B enthusiastic.C confident. D puzzled.命題風(fēng)格閱讀理解A 節(jié)由4 篇課文及20 道選擇題（multiple choice）組成。每篇文章長度控制在400480 詞之內(nèi)；文章中存在個(gè)別生詞，但生詞總量占文章總詞匯量的3%以內(nèi)。閱讀理解的4 篇文章的選材往往是網(wǎng)絡(luò)文化、社會(huì)心理、商務(wù)經(jīng)濟(jì)、生活掠影、教育、醫(yī)學(xué)以及歷史方面的知識(shí)，考生平時(shí)要有目的有意識(shí)地進(jìn)行這方面的學(xué)習(xí)和積累。閱讀理解的20 道題的設(shè)置比例合理：有標(biāo)題或中心思想及其他概括類題目、有細(xì)節(jié)與具體

23、內(nèi)容類題目、有詞匯與語義理解類題目、有推理與演繹類題目、有作者態(tài)度與文章基調(diào)類題目。題目表達(dá)形式可以分為三類：關(guān)鍵名詞概念判斷型；作者觀點(diǎn)釋義型；段落語義歸納型。從整體 60 上看，我們需要懂得一些閱讀的解題策略才能弄懂閱讀理解測(cè)試的重點(diǎn)和命題人的命題角度。值得重視的是，近年命題的三個(gè)新走向：以認(rèn)知文字背后的深層含義來命題，不斷地增加推理與論證題、作者觀點(diǎn)題、篇章結(jié)構(gòu)以及對(duì)文章全文把握相關(guān)的題目。這就要求考生必須在文章深層含義的理解上多下功夫。越來越多的考題會(huì)同時(shí)涵蓋著幾種微閱讀技能，比如一道題目既考段落語意歸納，又考考生的推導(dǎo)判斷能力。也就是說, “單考點(diǎn)題目”（simple testing

24、point item）越來越少，如簡(jiǎn)單匹配的細(xì)節(jié)題幾乎被淘汰；而“多考點(diǎn)題目”（multiple testingpoint item）的數(shù)量增多，這種命題走向的確值得我們的考生在復(fù)習(xí)中倍加關(guān)注。以段落或多個(gè)段落命一題的設(shè)題走向，提示我們?cè)趶?fù)習(xí)中應(yīng)該加強(qiáng)段落和文章的深入理解和宏觀歸納的能力。閱讀理解部分要想上高分，要求考生既具備大綱要求的英語基礎(chǔ)知識(shí)，又要靈活運(yùn)用所掌握的諸如信息搜索、把握文章主旨、讀懂字里行間含義、合理推斷論證等基本閱讀策略，才能圓滿完成閱讀考題指定的任務(wù)。一言以蔽之，閱讀備考就是 “語言知識(shí)”和“閱讀策略”一起抓：前者靠的是長期精讀課文，后者靠的是大量做題并認(rèn)真體會(huì)！從文化視

25、角看，閱讀的內(nèi)容體現(xiàn)了英美人的價(jià)值觀及道德觀（如2011 年Text 3 和Text 4），進(jìn)而我們可知：復(fù)習(xí)考研英語也要重視對(duì)語篇中的文化內(nèi)涵加以領(lǐng)悟和記憶。另外，不能拿已知常識(shí)或認(rèn)識(shí)來解答題目，因?yàn)樗x文章的寫作風(fēng)格獨(dú)具特色。若從語篇模式分析，我們不難發(fā)現(xiàn)兩種類型：一是“現(xiàn)象+事例+主觀論證”型，比如2011 年Text 1 和Text 4 中明顯表明了第一人稱的觀點(diǎn)（如for my part, I have no idea whether）, 夾敘夾議；二是“問題+事例+客觀解釋”型，比如2011 年Text 2 和Text 3 中一開篇提及一個(gè)社會(huì)焦點(diǎn)或問題，然后通過若干事例來說明利弊

26、，最后引用專家論斷做出相對(duì)客觀的評(píng)估。以2011 年的20 道題為例，對(duì)命題特色予以歸納： 遵循“命題與文章思路平行原則”，大多數(shù)題目都明顯地帶有段落標(biāo)號(hào)，比如第21 題題干中含有Para.1; 第27、28、29、32、33 等題都有相關(guān)段落的編號(hào)。這實(shí)際上降低了難度，以便讀者確定考點(diǎn)位置，答對(duì)率可能會(huì)提高。 由于的實(shí)施，要加大題的難度就必須偏重對(duì)段落整合理解的考核題目，如第21、23、27、29、33、34、35、37、38 等題；而單一考點(diǎn)的細(xì)節(jié)題較少。 推理題目仍保持一定的數(shù)量和難度，有六道題，或?qū)Χ瘟x推導(dǎo)或?qū)ψ詈笠欢瓮茖?dǎo)結(jié)論；這類題目往往是丟分點(diǎn)。 “針對(duì)文章正面的內(nèi)容，反過來提問，

27、以及對(duì)文章反面的內(nèi)容，正面來設(shè)題”的手段反復(fù)出現(xiàn)在本年度的題干中。Text 2When 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.” Broad

28、casting 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 29McGee says leaving without a position lined up gave him time to reflect on what kind

29、of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isnt 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 resp

30、onse to shareholder pressure, executives who dont 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 m

31、ake 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 b

32、etter 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 cant think of a single search Ive done where a board has not instructed me to look at s

33、itting CEOs first.”Those who jumped without a job havent 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 Internetbased commodities exchange. Robert Willumstad left Citigroup in

34、 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 its s

35、afer to stay where you are, but thats been fundamentally inverted,” says one headhunter. “The people whove been hurt the worst are those whove stayed too long.”26When McGee announced his departure, his manner can best be described as beingA arrogant. B frank.C selfcentered. D impulsive.27According t

36、o Paragraph 2, senior executives quitting may be spurred byA their expectation of better financial status.B their need to reflect on their private lifeC their strained relations with the boards.D their pursuit of new career goals.28The word “poached” （Line 3, Paragraph 4）most probably meansA approve

37、d of. B attended to.C hunted for. D guarded against.29It can be inferred from the last paragraph thatA top performers used to cling to their posts.B loyalty of top performers is getting outdated.C top performers care more about reputations.D its safer to stick to the traditional rules.30Which of the

38、 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 PerformersText 3The rough guide to marketing success used to be that you got what you paid for. No longer. While traditional “paid” media such as televis

39、ion 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 “earned” media by willingly promoting it to friends, and a company may leverage “owned” media by sending email alerts about p

40、roducts and sales to customers registered with its Web site. The way consumers now approach the process of making purchase decisions means that marketings impact stems from a broad range of factors beyond conventional paid media.Paid and owned media are controlled by marketers promoting their own pr

41、oducts. For earned media, such marketers act as the initiator for users responses. But in some cases, one marketers owned media become another marketers paid media for instance, when an ecommerce retailer sells ad space on its Website. We define such sold media as owned media whose traffic is so str

42、ong that other organizations place their content or ecommerce 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 cre

43、ated BabyCenter, a standalone 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,

44、 and may help expand user traffic for all companies concerned.The same dramatic technological changes that have provided marketers with more （and more diverse） communications choices have also increased the risk that passionate consumers will voice their opinions in quicker, more visible, and much m

45、ore damaging ways. Such hijacked media are the opposite of earned media: an asset or campaign becomes hostage to consumers, other stakeholders, or activists who make negative allegations about a brand or product. Members of social networks, for instance, are learning that they can hijack media to ap

46、ply pressure on the businesses that originally created them.If that happened, passionate consumers would try to persuade others to boycott products, putting the reputation of the target company at risk. In such a case, the companys response may not be sufficiently quick or thoughtful, and the learni

47、ng curve has been steep. Toyota Motor, for example, alleviated some of the damage from its recall crisis earlier this year with a relatively quick and wellorchestrated socialmedia response campaign, which included efforts to engage with consumers directly on sites such as Twitter and the socialnews

48、site Digg.31Consumers may create “earned” media when they areA obsessed with online shopping at certain Web sites.B inspired by productpromoting emails sent to them.C eager to help their friends promote quality products.D enthusiastic about recommending their favorite products.32According to Paragra

49、ph 2, sold media featureA a safe business environment. B random competition.C strong user traffic. D flexibility in organization.33The author indicates in Paragraph 3 that earned mediaA invite constant conflicts with passionate consumers.B can be used to produce negative effects in marketing.C may b

50、e responsible for fiercer competition.D deserve all the negative comments about them.34Toyota Motors experience is cited as an example ofA responding effectively to hijacked media.B persuading customers into boycotting products.C cooperating with supportive consumers.D taking advantage of hijacked m

51、edia.35Which of the following is the text mainly about ?A Alternatives to conventional paid media.B Conflict between hijacked and earned media.C Dominance of hijacked media.D Popularity of owned media.Text 4Its no surprise that Jennifer Seniors insightful, provocative magazine cover story, “I love M

52、y Children, I Hate My Life,” is arousing much chatter nothing gets people talking like the suggestion that child rearing is anything less than a completely fulfilling, lifeenriching experience. Rather than concluding that children make parents either happy or miserable, Senior suggests we need to redefine happiness: instead of thinking of it as something that can be measured by momenttomoment joy, we should consider being happy as a pasttense condition. Even though the daytoday experience of raising kids can be soulcrushingly hard, Senior writes tha