[真題答案]2011年1月考研英語真題及答案

　　[在線估分]2011年1月考研英語真題在線估分

　　[名師點(diǎn)評(píng)]2011年1月考研英語真題答案視頻解析

　　[打包下載]2011年1月考研英語真題及答案下載

　　2011年考研英語已經(jīng)結(jié)束，總體難度較之2010年有所下降。就各部分來說，第一部分完形填空難度與2010年持平，但是對(duì)文意的考查有所加強(qiáng)。閱讀理解A部分相比去年來說，文章和題目的難度都是有所降低的;B部分則是第一次出現(xiàn)了排序題;C部分翻譯不單單是考查我們分析理解長難句，也更側(cè)重測試考生聯(lián)系上下文去進(jìn)行翻譯;最后一部分大作文選取的是環(huán)境這一話題，這也是一個(gè)老生常談的話題了，相比于2010年的火鍋來說，難度明顯降低;小作文選取的是推薦信。

　　第一部分：完形填空

　　文章是取自2009年3月25日Scientific American(《科學(xué)美國人》)，原文標(biāo)題為“How Humor Makes You Friendlier, Sexier”(幽默如何使你更加有人緣且性感)，作者為Steve Ayan。文章探討的是笑聲的作用與情感和肌肉反應(yīng)之間的相互關(guān)系。除了延續(xù)以往對(duì)固定搭配和詞匯的考查，更側(cè)重于對(duì)文章意思的理解。這也就意味著進(jìn)一步向閱讀靠攏，側(cè)重對(duì)文章整體意思和邏輯的把握。所以也就要求考生在做題時(shí)要具備一種全局觀。

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　　How Humor Makes You Friendlier, Sexier

　　Ancient Greek philosopher Aristotle viewed laughter as “a bodily exercise precious to health.” But despite some claims to the contrary, chuckling probably has little influence on physical fitness. Laughter does produce short-term changes in cardiovascular function and respiration, boosting heart rate, respiratory rate and depth, as well as oxygen consumption. But because hard laughter is difficult to sustain, a good guffaw is unlikely to have measurable cardiovascular benefits the way, say, walking or ­jogging does.

　　In fact, instead of straining muscles to build them, as exercise does, laughter apparently accomplishes the opposite. Studies dating back to the 1930s indicate that laughter relaxes muscles, decreasing muscle tone for up to 45 minutes after the guffaw subsides.

　　Such physical relaxation might conceivably help moderate the effects of psychological stress. After all, the act of laughing probably does produce other types of physical feedback that improve an individual’s emotional state. According to one classical theory of emotion, our feelings are partially rooted in physical reactions. American psychologist William James and Danish physiologist Carl Lange argued at the end of the 19th century that humans do not cry because they are sad but that they become sad when the tears begin to flow.

　　Although sadness also precedes tears, evidence suggests that emotions can flow from muscular responses. In an experiment published in 1988, social psychologist Fritz Strack of the University of Würzburg in Germany and his colleagues asked volunteers to hold a pen either with their teeth—thereby creating an artificial smile—or with their lips, which would produce a disappointed expression. Those forced to exercise their smiling muscles reacted more exuberantly to funny cartoons than did those whose mouths were contracted in a frown, suggesting that expressions may influence emotions rather than just the other way around. Similarly, the physical act of laughter could improve mood.

　　第二部分：閱讀理解

　　A部分

　　Text 1文章取自Commentary (評(píng)論)2007年9月版，原文標(biāo)題為Selling Classical Music，作者為Terry Teachout。文章分析的是一個(gè)交響樂團(tuán)所面臨的困境，以及作者給出的原因和解決途徑。難度一般。

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　　Selling Classical Music(紅字部分為考試片段)

　　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 in July of his appointment to succeed Lorin Maazel in 2009. For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, the sober-sided classical-music critic of the New York Times.

　　One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. He is chief conductor of the Royal Stockholm Philharmonic Orchestra and recently spent three years as music director of the Santa Fe Opera. Both posts are undeniably important, but neither can fairly be described as a high-profile job. And while Gilbert has also led the New York Philharmonic in 31 concerts since making his debut with the orchestra six years ago, these appearances, though they were for the most part well received by critics and concertgoers, did not win for him anything remotely approaching universal acclaim.

　　Even Tommasini, who had advocated Gilbert’s appointment in the Times, calls him “an unpretentious musician with no whiff of the formidable maestro about him.” As a description of the next music director of an orchestra that has hitherto been led by (among others) Gustav Mahler, Willem Mengelberg, Arturo Toscanini, Sir John Barbirolli, Bruno Walter, Dimitri Mitropoulos, Leonard Bernstein, 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. I have never seen him conduct, or listened to any of the handful of recordings he has made to date. Nothing that I read about his Philharmonic concerts made me feel any urgent need to go and hear them. 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 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. These recordings are cheap, ubiquitously available, 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 of the standard repertory has thus brought about a crisis in the institution of the traditional classical concert, one to which most classical musicians have been fatally slow to respond.

　　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, the classical-music critic of the New Yorker, has described him as “a man with an inquisitive, contemporary mind” who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But what will be the nature of that difference? Merely tinkering with 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.

　　_____________

　　The news stories reporting Gil-bert’s appointment all made conspicuous mention of the fact that he is forty years old. The New York Philharmonic, far from coincidentally, has the oldest-looking audience of any major arts organization whose performances I have attended in recent years. Other orchestras are grappling with the same problem, and one of them, the Los Angeles Philharmonic, has responded by taking the even more drastic step of hiring as its next music director a conductor considerably younger than Gilbert, the twenty-six-year-old Gustavo Dudamel. But it is unlikely that the youthfulness of Dudamel and Gilbert will be sufficient in and of itself to persuade anyone under thirty to come to their concerts. The generation gap in classical music goes far deeper than that.

　　A half-century ago, the New York Philharmonic hired another forty-year-old music director who promptly put the orchestra at the center of postwar American culture. But Leonard Bernstein was already famous when he succeeded Dimitri Mitropoulos. By 1958, he had scored four Broadway musicals and a Hollywood movie, made the most highly publicized conducting debut in the history of American classical music, made dozens of major-label recordings, and spent countless hours talking about music on network TV.

　　Alan Gilbert, by contrast, has done none of those things, nor will he have the opportunity to do anything like them. The fault lies not in his abilities, such as they are, but in the fact that the days of the celebrity conductor are over. Even if he proves to be a conductor comparable in quality to Bernstein, there is no possibility whatsoever that he will become as famous as Bernstein.

　　Why is this so? Because our predominantly popular culture has withdrawn its attention from classical music. The means by which a classical musician could once become famous thus no longer exist. Major labels no longer record this music except sporadically, just as the national media no longer cover it with any frequency.

　　No less alarming is a parallel musical development described by Dana Gioia, the chairman of the National Endowment for the Arts, in a widely noted commencement address delivered at Stanford University earlier this year:

　　At fifty-six, I am just old enough to remember a time when every public high school in this country had a music program with choir and band, usually a jazz band, too, sometimes even an orchestra. . . . This once-visionary and democratic system has been almost entirely dismantled by well-meaning but myopic school boards, county commissioners, and state officials, with the federal government largely indifferent to the issue. Art became an expendable luxury, and 50 million students have paid the price.

　　To be sure, part of the key to Alan Gilbert’s ultimate success or failure will lie in the quality of his music-making. But it will be at least as important for him to find new ways of reaching out to a generation of Americans who know little or nothing about classical music. It is highly unlikely, for instance, that he will have any luck getting on The Late Show with David Letterman, or persuading Time and Newsweek to put him on their covers. Although there are other means than these of communicating with younger listeners, few classical musicians seem to be aware of them, much less know how to use them effectively.

　　Does Gilbert understand how the new web-based media work? Does the management of the Philharmonic understand? If they do, are they prepared to make a sustained commitment to using these new media to communicate with the public—and will they send the right message?