考研201英语（一）在线题库每日一练（二百三十九）

本文提供考研201英语（一）在线题库每日一练，以下为具体内容

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.

问题1

A、affected

B、achieved

C、extracted

D、restored

问题2

A、at

B、up

C、with

D、off

问题3

A、truth

B、sight

C、act

D、proof

问题4

A、controversial

B、perplexing

C、mischievous

D、ambiguous

问题5

A、requirements

B、explanations

C、accounts

D、assessments

问题6

A、conclude

B、matter

C、indicate

D、work

问题7

A、as far as

B、for fear that

C、in case that

D、so long as

问题8

A、awareness

B、expectation

C、sentiment

D、illusion

问题9

A、suitable

B、excessive

C、enough

D、abundant

问题10

A、about

B、for

C、on

D、by

问题11

A、compared

B、shown

C、subjected

D、conveyed

问题12

A、contrary to

B、consistent with

C、parallel with

D、peculiar to

问题13

A、evidence

B、guidance

C、implication

D、source

问题14

A、disputable

B、enlightening

C、reliable

D、misleading

问题15

A、In contrast

B、For example

C、In consequence

D、As usual

问题16

A、duly

B、accidentally

C、unpredictably

D、suddenly

问题17

A、failed

B、ceased

C、started

D、continued

问题18

A、Therefore

B、Furthermore

C、However

D、Meanwhile

问题19

A、attempted

B、tended

C、chose

D、intended

问题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（  ）.

问题1

A、incurred criticism

B、raised suspicion

C、received acclaim

D、aroused curiosity

问题2

A、influential

B、modest

C、respectable

D、talented

问题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

问题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.

问题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?

问题1

A、arrogant

B、frank

C、self-centered

D、impulsive

问题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

问题3

A、approved of

B、attended to

C、hunted for

D、guarded against

问题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

问题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、Come on—Everybody's doing it. That whispered message, half invitation and half forcing, is what most of us think of when we hear the words peer pressure. It usually leads to no good—drinking, drugs and casual sex. But in her new book Join the Club, Tina Rosenberg contends that peer pressure can also be a positive force through what she calls the social cure, in which organizations and officials use the power of group dynamics to help individuals improve their lives and possibly the word. Rosenberg, the recipient of a Pulitzer Prize, offers a host of example of the social cure in action: In South Carolina, a state-sponsored antismoking program called Rage Against the Haze sets out to make cigarettes uncool. In South Africa, an HIV-prevention initiative known as LoveLife recruits young people to promote safe sex among their peers. The idea seems promising, and Rosenberg is a perceptive observer. Her critique of the lameness of many pubic-health campaigns is spot-on: they fail to mobilize peer pressure for healthy habits, and they demonstrate a seriously flawed understanding of psychology. "Dare to be different, please don't smoke!” pleads one billboard campaign aimed at reducing smoking among teenagers-teenagers, who desire nothing more than fitting in. Rosenberg argues convincingly that public-health advocates ought to take a page from advertisers, so skilled at applying peer pressure. But on the general effectiveness of the social cure, Rosenberg is less persuasive. Join the Club is filled with too much irrelevant detail and not enough exploration of the social and biological factors that make peer pressure so powerful. The most glaring flaw of the social cure as it's presented here is that it doesn't work very well for very long. Rage Against the Haze failed once state funding was cut. Evidence that the LoveLife program produces lasting changes is limited and mixed. There's no doubt that our peer groups exert enormous influence on our behavior. An emerging body of research shows that positive health habits—as well as negative ones—spread through networks of friends via social communication. This is a subtle form of peer pressure: we unconsciously imitate the behavior we see every day. Far less certain, however, is how successfully experts and bureaucrats can select our peer groups and steer their activities in virtuous directions. It's like the teacher who breaks up the troublemakers in the back row by pairing them with better-behaved classmates. The tactic never really works. And that's the problem with a social cure engineered from the outside: in the real world, as in school, we insist on choosing our own friends. 1.According to the first paragraph, peer pressure often emerges as（  ）.2.Rosenberg holds that public advocates should （  ）.  3.In the author's view, Rosenberg's book fails to （  ）.  4.Paragraph 5 shows that our imitation of behaviors （  ）.  5.The author suggests in the last paragraph that the effect of peer pressure is（  ）.

问题1

A、a supplement to the social cure

B、a stimulus to group dynamics

C、an obstacle to school progress

D、a cause of undesirable behaviors

问题2

A、recruit professional advertisers

B、learn from advertisers' experience

C、stay away from commercial advertisers

D、recognize the limitations of advertisements

问题3

A、adequately probe social and biological factors

B、effectively evade the flaws of the social cure

C、illustrate the functions of state funding

D、produce a long-lasting social effect

问题4

A、is harmful to our networks of friends

B、will mislead behavioral studies

C、occurs without our realizing it

D、can produce negative health habits

问题5

A、harmful

B、desirable

C、profound

D、questionable

5、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）.

问题1

A、grants

B、submits

C、transmits

D、delivers

问题2

A、minor

B、objective

C、crucial

D、external

问题3

A、issue

B、vision

C、picture

D、moment

问题4

A、For example

B、On average

C、In principle

D、Above all

问题5

A、fond

B、fearful

C、capable

D、thoughtless

问题6

A、in

B、on

C、to

D、for

问题7

A、if

B、until

C、though

D、unless

问题8

A、promote

B、emphasize

C、share

D、test

问题9

A、decision

B、quality

C、status

D、success

问题10

A、chosen

B、studied

C、found

D、identified

问题11

A、exceptional

B、defensible

C、replaceable

D、otherwise

问题12

A、inspired

B、expressed

C、conducted

D、secured

问题13

A、assigned

B、rated

C、matched

D、arranged

问题14

A、put

B、got

C、gave

D、took

问题15

A、instead

B、then

C、ever

D、rather

问题16

A、selected

B、passed

C、marked

D、introduced

问题17

A、before

B、after

C、above

D、below

问题18

A、jump

B、float

C、drop

D、fluctuate

问题19

A、achieve

B、undo

C、maintain

D、disregard

问题20

A、promising

B、possible

C、necessary

D、helpful

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