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1、“a bodily exercise precious to health.” But _some claims to the contrary, laughing probably has little influence on physical filness Laughter does _short-term changes in the function of the heart and its blood vessels, _ heart rate and oxyg巫昂工敷雌巨币别重碘幻舔捍羞同韶殷镐慌驻晰柏综沥敛订赢涨耶阿寡叠舞习伎抛全粤粳淤伍冈衷蹄枕爷葵泄息讯一同芍藐关插浩禾毁暗
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4、mbered blank and mark A, B, C or D on ANSWER SHEET 1. (10 points) Ancient Greek philosopher Aristotle viewed laughter as “a bodily exercise precious to health.” But _some claims to the contrary, laughing probably has little influence on physical filness Laughter does _short-term changes in the funct
5、ion of the heart and its blood vessels, _ heart rate and oxygen consumption But because hard laughter is difficult to _, a good laugh is unlikely to have _ benefits the way, say, walking or jogging does._, instead of straining muscles to build them, as exercise does, laughter apparently accomplishes
6、 the _, studies dating back to the 1930s indicate that laughter. muscles,Such bodily reaction might conceivably help_the effects of psychological stress.Anyway,the act of laughing probably does produce other types of _feedback,that improve an individuals emotional state. _one classical theory of emo
7、tion,our feelings are partially rooted _ physical reactions. It was argued at the end of the 19th century that humans do not cry _they are sad but they become sad when te tears begin to flow.Although sadness also _ tears,evidence suggests that emotions can flow _ muscular responses.In an experiment
8、published in 1988,social psychologist Fritz.1Aamong Bexcept Cdespite Dlike2Areflect Bdemand Cindicate Dproduce3Astabilizing Bboosting Cimpairing Ddetermining4Atransmit Bsustain Cevaluate Dobserve5Ameasurable Bmanageable Caffordable Drenewable6AIn turn BIn fact CIn addition DIn brief7Aopposite Bimpos
9、sible Caverage Dexpected8Ahardens Bweakens Ctightens Drelaxes9Aaggravate Bgenerate Cmoderate Denhance10Aphysical Bmental Csubconscious Dinternal11AExcept for BAccording to CDue to DAs for12Awith Bon Cin Dat13Aunless Buntil Cif Dbecause14Aexhausts Bfollows Cprecedes Dsuppresses15Ainto Bfrom Ctowards
10、Dbeyond16Afetch Bbite Cpick Dhold17Adisappointed Bexcited Cjoyful Dindifferent18Aadapted Bcatered Cturned Dreacted19Asuggesting Brequiring Cmentioning Dsupposing20AEventually BConsequently CSimilarly DConverselySection II Reading ComprehensionPart ADirections:Read the following four texts. Answer th
11、e 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 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 i
12、n 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 h
13、ad advocated Gilberts 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
14、 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 int
15、eresting 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-lo
16、ving 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 i
17、n artistic quality than todays live performances; moreover, they can be “consumed” at a time and place of the listeners 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 classi
18、cal performers to program attractive new music that is not yet available on record. Gilberts 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 organizati
19、on.” But what will be the nature of that difference? Merely expanding the orchestras repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between Americas oldest orchestra and the new audience it hops to attract.21. We learn from Para
20、.1 that Gilberts appointment hasAincurred criticism.Braised suspicion.Creceived acclaim.Daroused curiosity.22. Tommasini regards Gilbert as an artist who is Ainfluential.Bmodest.Crespectable.Dtalented.23. The author believes that the devoted concertgoersAignore the expenses of live performances.Brej
21、ect most kinds of recorded performances.Cexaggerate the variety of live performances.Doverestimate the value of live performances.24. According to the text, which of the following is true of recordings?AThey are often inferior to live concerts in quality.BThey are easily accessible to the general pu
22、blic.CThey help improve the quality of music.DThey have only covered masterpieces.25. Regarding Gilberts role in revitalizing the Philharmonic, the author feelsAdoubtful.Benthusiastic.Cconfident.Dpuzzled.Text 2When Liam McGee departed as president of Bank of America in August, his explanation was su
23、rprisingly 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
24、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 isnt alone. In r
25、ecent 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 dont get the nod also may wish to move on. A turbulent business environment also has
26、 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 lea
27、ders 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 candidat
28、es 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 sitting CEOs first.”Those who jumped without a job havent always landed in top positions quickly. Ellen Marram quit as chief of Tr
29、opicana 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 s
30、ay 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 safer to stay where you are, but thats been fundamentally inverted,” says one headhunter. “The people whove been hurt the worst a
31、re those whove stayed too long.”26. When McGee announced his departure, his manner can best be described as beingAarrogant.Bfrank.Cself-centered.Dimpulsive.27. According to Paragraph 2, senior executives quitting may be spurred byAtheir expectation of better financial status.Btheir need to reflect o
32、n their private life.Ctheir strained relations with the boards.Dtheir pursuit of new career goals.28. The word “poached” (Line 3, Paragraph 4) most probably meansAapproved of.Battended to.Chunted for.Dguarded against.29. It can be inferred from the last paragraph thatAtop performers used to cling to
33、 their posts.Bloyalty of top performers is getting out-dated.Ctop performers care more about reputations.Dits safer to stick to the traditional rules.30. Which of the following is the best title for the text?ACEOs: Where to Go?BCEOs: All the Way Up?CTop Managers Jump without a NetDThe Only Way Out f
34、or 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 television commercials and print advertisements still play a major role, companies today can exploit many alternative forms of media. Consumers pas
35、sionate about a product may create “owned” media by sending e-mail alerts about products and sales to customers registered with its Web site. The way consumers now approach the broad range of factors beyond conventional paid media.Paid and owned media are controlled by marketers promoting their own
36、products. 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 e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose traffic is s
37、o strong that other organizations place their content or e-commerce 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, h
38、as created BabyCenter, a stand-alone 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 mar
39、keting, 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
40、 much more 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 medi
41、a to apply pressure on the businesses that originally created them.If that happens, 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
42、learning 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 well-orchestrated social-media response campaign, which included efforts to engage with consumers directly on sites such as Twitter and the soc
43、ial-news site Digg.31.Consumers may create “earned” media when they are A obscssed with online shopping at certain Web sites. B inspired by product-promoting e-mails sent to them. C eager to help their friends promote quality products.D enthusiastic about recommending their favorite products. 32. Ac
44、cording to Paragraph 2,sold media feature A a safe business environment.B random competition. C strong user traffic. D flexibility in organization. 33. The author indicates in Paragraph 3 that earned mediaA invite constant conflicts with passionate consumers. B can be used to produce negative effect
45、s in marketing. C may be responsible for fiercer competition.D deserve all the negative comments about them.34. Toyota Motors experience is cited as an example of A responding effectively to hijacked media.B persuading customers into boycotting products.C cooperating with supportive consumers.D taki
46、ng advantage of hijacked media.35. Which 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 mag
47、azine cover story, “I love My 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, life-enriching 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 moment-to-moment joy, we should consider being happy as a past-tense condition. Even though the day-to-day e
