2023年考研英语考试考前冲刺卷（3）

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1、2023年考研英语考试考前冲刺卷（3） 本卷共分为1大题50小题，作答时间为180分钟，总分100分，60分及格。 一、单项选择题（共50题，每题2分。每题的备选项中，只有一个最符合题意） 1.Text 3Asia’s real boat-rocker is a growing China, not Japan, a senior American economist observed.There is so much noise surrounding and emanating from the world’s mir

2、acle economy that it is becoming cacophonous. In Washington, D. C., the latest idea is that China is becoming too successful, perhaps even dangerously so: while Capitol Hill resounds with complaints of trade surpluses and currency manipulation, the Pentagon and sundry think-tanks echo to a new drumb

3、eat of analysts worrying about China’s 12.6% annual rise in military spending and about whether it might soon have the ability to take preemptive military action to force Taiwan to rejoin it. So it may be no coincidence that forthree consecutive weekends the streets of big Chinese cities have

4、been filled with the sounds of demonstrators marching and rocks being thrown, all seeking to send a different message: that Japan is the problem in Asia, not China, because of its wanton failure to face up to its history; and that by cosying up to Japan in security matters, America is allying with A

5、sia’s pariah.Deafness is not the only risk from all this noise. The pressure towards protectionism in Washington is strong, and could put in further danger not only trade with China but also the wider climate for trade liberalisation in the Doha round of the World Trade Organisation (WTO). So

6、far words have been the main weapons used between China and Japan, but there is a chance that nationalism in either or both countries could lead the governments to strike confrontational poses over their territorial disputes in the seas that divide them, even involving their navies. And the more tha

7、t nationalist positions become entrenched in both countries but especially China, the more that street protests could become stirred up, perhaps towards more violence.All these issues are complex ones and, as is often the case in trade and in historical disputes, finding solutions is likely to be fa

8、r from simple. A revaluation of the yuan, as demanded in Congress, would not rebalance trade between America and China, though it might help a little, in due course. A sincere apology by Japan for its wartime atrocities might also help a little, but it would not suddenly turn Asia’s natural gr

9、eat-power rivals into bosom buddies. For behind all the noise lies one big fact: that it is the rise of China, not the status or conduct of Japan, that poses Asia’s thorniest questions.What is the reason for the demonstrations in the streets of big Chinese cities（） A．China takes military ac

10、tion to force Taiwan to rejoin it. B．Japan is the problem in Asia, not China. C．Japan is unwilling to face up to its history. D．America is allying with Asia's pariah. 2.Text 3Asia’s real boat-rocker is a growing China, not Japan, a senior American economist observed.There is so much no

11、ise surrounding and emanating from the world’s miracle economy that it is becoming cacophonous. In Washington, D. C., the latest idea is that China is becoming too successful, perhaps even dangerously so: while Capitol Hill resounds with complaints of trade surpluses and currency manipulation,

12、 the Pentagon and sundry think-tanks echo to a new drumbeat of analysts worrying about China’s 12.6% annual rise in military spending and about whether it might soon have the ability to take preemptive military action to force Taiwan to rejoin it. So it may be no coincidence that forthree cons

13、ecutive weekends the streets of big Chinese cities have been filled with the sounds of demonstrators marching and rocks being thrown, all seeking to send a different message: that Japan is the problem in Asia, not China, because of its wanton failure to face up to its history; and that by cosying up

14、 to Japan in security matters, America is allying with Asia’s pariah.Deafness is not the only risk from all this noise. The pressure towards protectionism in Washington is strong, and could put in further danger not only trade with China but also the wider climate for trade liberalisation in t

15、he Doha round of the World Trade Organisation (WTO). So far words have been the main weapons used between China and Japan, but there is a chance that nationalism in either or both countries could lead the governments to strike confrontational poses over their territorial disputes in the seas that di

16、vide them, even involving their navies. And the more that nationalist positions become entrenched in both countries but especially China, the more that street protests could become stirred up, perhaps towards more violence.All these issues are complex ones and, as is often the case in trade and in h

17、istorical disputes, finding solutions is likely to be far from simple. A revaluation of the yuan, as demanded in Congress, would not rebalance trade between America and China, though it might help a little, in due course. A sincere apology by Japan for its wartime atrocities might also help a little

18、, but it would not suddenly turn Asia’s natural great-power rivals into bosom buddies. For behind all the noise lies one big fact: that it is the rise of China, not the status or conduct of Japan, that poses Asia’s thorniest questions.What does the word "think-tanks" (Line 5, Paragraph 2

19、) mean（） A．Tanks that can think as human beings. B．An institute or group providing solutions for some problems. C．A group of authoritative people. D．Scholars and professional men. 3.Text 4It has been a wretched few weeks for America’s celebrity bosses. AIG’s Maurice Greenberg has

20、been dramatically ousted from the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retiremen

21、t to lead the scandal-hit firm and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor per

22、formance. The fate of Bernie Ebbers is much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life behind bars following his conviction last month on fraud charges.In different ways, each of these examples appears to point to the same, welcome conclusion: that the imba

23、lance in corporate power of the late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American c

24、orporate governance is yet over. In fact, each of these cases is an example of failed, not successful, governance.At the very least, the boards of both Morgan Stanley and HP were far too slow to address their bosses’ inadequacies. The record of the Boeing board in picking chiefs prone to ethic

25、al lapses is too long to be dismissed as mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing role of government--and, in particular, of criminal prosecutors in holding bosses to account: a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, p

26、assed in haste following the Enron and WorldCom scandals, is imposing heavy costs on American companies; whether these are exceeded by any benefits is the subject of fierce debate and may not be known for years.Eliot Spitzer, New York’s attorney-general, is the leading advocate and practitione

27、r of an energetic law enforcement approach. He may be right that the recent burst of punitive actions has been good for the economy, even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing

28、 itself. As he says in an article in the Wall Street Journal this week, The honour code among CEOs didn’t work. Board oversight didn’t work. Self-regulation was a complete failure. AIG’s board, for example, did nothing about Mr. Greenberg’s use of murky accounting, or the con

29、flicts posed by his use of offshore vehicles, or his constant bullying of his critics let alone the firm’s alleged participation in bid rigging--until Mr. Spitzer threatened a criminal prosecution that might have destroyed the firm.Which of the following is good for the economy according to El

30、iot Spitzer（） A．Law enforcement approach. B．Decisions open to question. C．The honour code among CEOs. D．Board oversight and self-regulation. 4.Text 4It has been a wretched few weeks for America’s celebrity bosses. AIG’s Maurice Greenberg has been dramatically ousted from the firm

31、through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit firm and rais

32、e ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie Ebbers is

33、much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life behind bars following his conviction last month on fraud charges.In different ways, each of these examples appears to point to the same, welcome conclusion: that the imbalance in corporate power of the late 19

34、90s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American corporate governance is yet over. In fac

35、t, each of these cases is an example of failed, not successful, governance.At the very least, the boards of both Morgan Stanley and HP were far too slow to address their bosses’ inadequacies. The record of the Boeing board in picking chiefs prone to ethical lapses is too long to be dismissed a

36、s mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing role of government--and, in particular, of criminal prosecutors in holding bosses to account: a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, passed in haste following the Enron and

37、WorldCom scandals, is imposing heavy costs on American companies; whether these are exceeded by any benefits is the subject of fierce debate and may not be known for years.Eliot Spitzer, New York’s attorney-general, is the leading advocate and practitioner of an energetic law enforcement appro

38、ach. He may be right that the recent burst of punitive actions has been good for the economy, even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing itself. As he says in an article in th

39、e Wall Street Journal this week, The honour code among CEOs didn’t work. Board oversight didn’t work. Self-regulation was a complete failure. AIG’s board, for example, did nothing about Mr. Greenberg’s use of murky accounting, or the conflicts posed by his use of offshore veh

40、icles, or his constant bullying of his critics let alone the firm’s alleged participation in bid rigging--until Mr. Spitzer threatened a criminal prosecution that might have destroyed the firm.What is the main idea of the passage（） A．America's bosses no longer have absolute power. B．Th

41、e conviction of last month on fraud.charges. C．The crisis in American corporate governance. D．Deceptive appearances of the America's celebrity bosses. 5.Text 4It has been a wretched few weeks for America’s celebrity bosses. AIG’s Maurice Greenberg has been dramatically ousted from

42、 the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit fir

43、m and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie

44、Ebbers is much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life behind bars following his conviction last month on fraud charges.In different ways, each of these examples appears to point to the same, welcome conclusion: that the imbalance in corporate power of t

45、he late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American corporate governance is yet ov

46、er. In fact, each of these cases is an example of failed, not successful, governance.At the very least, the boards of both Morgan Stanley and HP were far too slow to address their bosses’ inadequacies. The record of the Boeing board in picking chiefs prone to ethical lapses is too long to be d

47、ismissed as mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing role of government--and, in particular, of criminal prosecutors in holding bosses to account: a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, passed in haste following the

48、Enron and WorldCom scandals, is imposing heavy costs on American companies; whether these are exceeded by any benefits is the subject of fierce debate and may not be known for years.Eliot Spitzer, New York’s attorney-general, is the leading advocate and practitioner of an energetic law enforce

49、ment approach. He may be right that the recent burst of punitive actions has been good for the economy, even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing itself. As he says in an art

50、icle in the Wall Street Journal this week, The honour code among CEOs didn’t work. Board oversight didn’t work. Self-regulation was a complete failure. AIG’s board, for example, did nothing about Mr. Greenberg’s use of murky accounting, or the conflicts posed by his use of of

51、fshore vehicles, or his constant bullying of his critics let alone the firm’s alleged participation in bid rigging--until Mr. Spitzer threatened a criminal prosecution that might have destroyed the firm.What is the author's attitude toward ousting the America's celebrity bosses（） A．Sympathe

52、tic. B．Supportive. C．Indifferent. D．Uninterested. 6.Text 4It has been a wretched few weeks for America’s celebrity bosses. AIG’s Maurice Greenberg has been dramatically ousted from the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing

53、 Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit firm and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a

54、lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie Ebbers is much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life beh

55、ind bars following his conviction last month on fraud charges.In different ways, each of these examples appears to point to the same, welcome conclusion: that the imbalance in corporate power of the late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas,

56、 appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American corporate governance is yet over. In fact, each of these cases is an example of failed, not successful, governance.At the very least,

57、the boards of both Morgan Stanley and HP were far too slow to address their bosses’ inadequacies. The record of the Boeing board in picking chiefs prone to ethical lapses is too long to be dismissed as mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing ro

58、le of government--and, in particular, of criminal prosecutors in holding bosses to account: a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, passed in haste following the Enron and WorldCom scandals, is imposing heavy costs on American companies; whether these are exceeded b

59、y any benefits is the subject of fierce debate and may not be known for years.Eliot Spitzer, New York’s attorney-general, is the leading advocate and practitioner of an energetic law enforcement approach. He may be right that the recent burst of punitive actions has been good for the economy,

60、even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing itself. As he says in an article in the Wall Street Journal this week, The honour code among CEOs didn’t work. Board oversight

61、 didn’t work. Self-regulation was a complete failure. AIG’s board, for example, did nothing about Mr. Greenberg’s use of murky accounting, or the conflicts posed by his use of offshore vehicles, or his constant bullying of his critics let alone the firm’s alleged participatio

62、n in bid rigging--until Mr. Spitzer threatened a criminal prosecution that might have destroyed the firm.What does the phrase "a mixed blessing" (Line 6, Paragraph 3) mean（） A．All kinds of good things. B．Something mixed with confusions. C．Something both good and bad. D．Something mixed with opt

63、imistic and pessimistic results. 7.Text 4It has been a wretched few weeks for America’s celebrity bosses. AIG’s Maurice Greenberg has been dramatically ousted from the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a b

64、oss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit firm and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also a

65、n employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie Ebbers is much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life behind bars following h

66、is conviction last month on fraud charges.In different ways, each of these examples appears to point to the same, welcome conclusion: that the imbalance in corporate power of the late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woe is a sign of progress, none provides much evidence that the crisis in American corporate governance is yet over. In fact, each of the