考研英语冲刺讲义

考研英语冲刺讲义

2012考研冲刺

沪江，收获的不只是外语！

2012年研究生英语入学考试考前冲刺讲义

第一部分——英语知识运用

Directions:

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)

In an ideal world, the nation’s elite schools would enroll the most qualified students. But that’s not how it _(1_). Applicants whose parents are alums get special treatment, as _(2)_ athletes and rich kids. Underrepresented minorities are also given_ (3)_. Thirty years of affirmative action have changed the character of _(4)_ white universities; now about 13 percent of all undergraduates are black or Latino. _(5)_ a recent study by the Century Foundation found that at the nation’s 146 most _(6)_schools, 74 percent of students came from upper- middle-class and wealthy families, while only about 5 percent came from families with an annual income of _(7)_$35,000 or less.

Many schools say diversity—racial, economic and geographic—is (8) to maintaining intellectually (9) campuses. But Richard Kahlenberg of the Century Foundation says that even though colleges (10) they want poor kids, “they don’t try very hard to find them.”(11) rural students, many colleges don’t try at all. “Unfortunately, we go where we can (12) a sizable number of potential applicants,”says Tulane admissions chief Richard Whiteside, who (13) aggressively—and in person—from metropolitan areas. Kids in rural areas get a glossy (14) in the mail.

Even when poor rural students have the (15) for top colleges, their high schools often don’t know how to get them there. Admissions officers (16) guidance counselors to direct them to promising prospects. In (17) high schools, guidance counselors often have personal (18) with both kids and admissions officers. In rural areas, a teacher, a counselor or (19) an alumnus “can help put a rural student on our radar screen,” says Wesleyan admissions dean Nancy Meislahn. But poor rural schools rarely have college (20) with those connections; without them, admission “can be a crapshoot,” says Carnegie Mellon’s Steidel.

1. [A] promises [B] tries [C] works [D] manages

2. [A] do [B] are [C] will [D] be

3. [A] preference [B] prejudice [C] preposition [D] preclusion

4. [A] strictly [B] mostly [C] generally [D] honestly

5. [A] And [B] But [C] So [D] Then

6. [A] excellent [B] wealthy [C] popular [D] competitive

7. [A] mainly [B] roughly [C] totally [D] exactly

8. [A] access [B] basis [C] key [D] solution

9. [A] vital [B] smart [C] interactive [D] functional

10.[A] claim [B] affirm [C] insist [D] declare

11.[B] Except for [B] As for [C] But for [D] Just for

12.[A] require [B] ensure [C] locate [D] generate

13.[A] admits [B] accepts [C] recalls [D] recruits

14.[A] bronze [B] broom [C] browser [D] brochure

15.[A] guts [B] grounds [C] grades [D] guarantees

16.[A] call on [B] rely on [C] try on [D] hold on

17.[A] affluent [B] affiliated [C] alternative [D] advanced

18.[A] innovations [B] judgments [C] relationships [D] suggestions

19.[A] else [B] so [C] even [D] if

20.[A] acquaintances [B] executives [C] tutors [D] advisers

第二部分——阅读A节

Text 1

Can you imagine Phil Jackson invoicing Kobe Bryant for his coaching services? How about Bill Belichick asking Tom Brady to sign his paycheck? Unlike the world of professional team sports, in professional tennis the players are directly responsible for hiring, firing and financially supporting their coach. So if you're a coach on the tennis circuit, think before you scream at your player, because in tennis, the player is the bank.

Tennis is a "no owner" business. For the professional coach, there's no safety net. You are 100% an individual contractor with no owner or general manager to separate you from the player. Long-term contracts don't exist unless you're related by blood, which can also suffer the occasional fallout. Usually agreements are made on monthly or yearly terms, subject to termination based on poor results, poor play or a plain old bad day at the office.

Coaching contracts are as individual as the players themselves, and they focus on where the player is and his or her potential. On the professional circuit, this can translate to anything from a handshake deal to a 30-page document. It's a gamble for the coaches. You can only guess the future, but the more information you have, the better you can guess. If you find a good player who you feel has potential and you get in on the ground floor, you're set. You can play it safe and conservative with base pay, or you can put your money on your player.

Players don't just pay their coach a salary. They also take on all responsibilities of travel expenses, incidentals and the occasional entourage. Traveling 30 to 35 weeks a year can put a hurt on the player's wallet. It's a burden on lower-ranked players or someone struggling for funds.

Success on the court usually attracts profitable endorsements for the player, but the coach rarely sees any of that cash. Coaches may, however, be able to piggyback a deal with their player. Just keep an eye out on the next telecast to see what the coach is wearing--it usually bears the