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单选题Questions 17-20 are based on the following passage. You now have 20 seconds to read Questions 17-20.

单选题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 The 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. These 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 wilt 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.

单选题Decision-making is a complex business subject which combines the most complicated elements of the operational and theoretical aspects of management. The ability to implement the decision-making process is often determined by environmental factors rather than the steps in some "ideal" model. Decisions are frequently influenced more by the environment and structure of the organization than by the method itself. The process of decision-making will, therefore, be examined in light of environmental factors. One of these factors — social and cultural background — affects the interaction among people involved in the decision-making process and provides the cultural framework within which they may comfortably operate. The best alternative for solving a problem, for example, might be to replace an employee who is unsuited for a position. However, if in the society's culture there is a tradition of lifetime employment with one company, that alternative is not really feasible because of social and cultural restrictions. With regard to the structure of an organization, there are a number of factors that may alter the "ideal" decision-making process. The amount of flexibility within an organization and the available resources (such as facilities, technology, or fiscal reserves) are often controlling factors. The amount of data available may also limit the range of alternatives that can be considered. Another organizational factor is the importance of the decision being made in relation to other problems and responsibilities of management. The relative importance of one decision is weighed against the amount of effort involved in finding a solution and the benefit the company will receive from its implementation. Three other factors also influence the following of a model decision process: time, creativity, and risk. The amount of time available to make a decision for a given problem is often determined by the environment, not the management. The time factor may affect the creativity of the solution to a problem. The risk associated with a particular course of action may be lessened by use of a group rather than an individual decision-maker. Time, resources; and culture may affect the workability of a group process, although research shows that groups often come up with better solutions than individuals. Decision theory and the "ideal" decision-making model tend to picture the process as one in which managers operate by themselves, free of restrictions of time, data, and resources. The reality of the decision process is much less a step-by-step procedure than it is a series of practical considerations directly influenced by the social, cultural, and organizational environment.

单选题What is the main idea of this text?

单选题{{B}}Passage 2{{/B}} There are a great many careers in which the increasing emphasis is on specialization. You find these careers in engineering, in production, in statistical work, and in teaching. But there is an increasing demand for people who are able to take in a great area at a glance, people who perhaps do not know too much about any one field. There is, in other words, a demand for people who are capable of seeing the forest rather than the trees, of making general judgments. We can call these people "generalists". And they are particularly needed for positions in administration, where it is their job to see that other people do their work, where they have to plan for other people, to organize other people's work, to begin it and judge it. The specialist understands one field; his concern is with technique and tools. He is a "trained" main and his educational background is properly technical or professional. The generalists and especially the administrators deal with people; his concern is with leadership, with planning, and with direction giving. He is an "educated" man; and the humanities are his strongest foundation. Very rarely is a specialist capable of being an administrator. And very rarely is a good generalist also a good specialist in a particular field. Any organization needs both kinds of people, though different organizations need them in different proportions. It is your task to find out, during your training period, into which of the two kinds of jobs you fit, and to plan your ca-leer accordingly. Your first job may turn out to be the right job for you but this is pure accident. Certainly you should not change jobs constantly or people will become suspicious of your ability to hold any job. At the same time, you must not look upon the first job as the final job. It is primarily a training job, a chance to understand yourself and your fitness for being an employee.

单选题People at any given level of the I. Q. scale tend to______.

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单选题 Questions 17—20 are based on the following story about Einstein's life. You now have 20 seconds to read Questions 17—20.

单选题—It's no use having ideas only. —Don't worry. Peter can show you ______ to turn an idea into an act. A. how B. when C. which D. what

单选题The American educational system is based on the idea that as many people as possible should have access to as much education as possible. This fact alone distinguishes the U.S. system from most others, since in most others the objective is as much to screen people out as it is to keep them in. The U.S. system has no standardized examinations whose results systematically prevent students from going on to higher levels of study, as the British and many other systems do. Through secondary school and sometimes in post-secondary institutions as well, the American system tries to accommodate students even if their academic aspirations and aptitudes are not high, even if they are physically (and in some cases mentally) handicapped, and even if their native language is not English. The idea that as many people as possible should have as much eductaion as possible is, of course, an outcome of the Americans' assumptions about equality among people. These assumptions do not mean that everyone has an equal opportunity to enter Harvard, Stanford, or other highly competitive post-secondary institutions. Admission to such institutions is generally restricted to the most academically able. The less able can usaully matriculate in a post-secondary institution, as the Malaysians observed, but one of lower quality. As of March 1982, only 3 percent of all Americans aged 25 or more had completed less than five years of elementary school. Seventy-one percent of those 25 or more had completed four years of high school or gone beyond that, and 17.7 percent had completed four or more year of post-secondary education. The median number of school years completed was 12.6. The number of tertiary (that is, post-secondary) students per 100,000 inhabitants was 5,355. Some contrasts: the number of tertiary students per 100,000 in the population was 4,006 in Canada, in no other country, according to UNESCO data, was the number of post-secondary students above 2,700 per 100,000. Korea had 2,696 tertiary students per 100,000 inhabitants; Japan, 2,030; the USSR, 1,970; Argentina, 1,890; HongKong, 1,353; Malaysia, 472; and Ethiopia, 48. Naturally, an educational system that retains as many people as the American system does is likely to enroll a broader range of students than a system that seeks to educate only the few who seem especially suited for academic work. In the American system, academic rigor tends to come later than it does in most other systems. In many instances, American students do not face truly demanding educational requirements until they seek a graduate (that is, post-baccalaureate) degree. Many other systems place heavy demands on students as early as their primary years - though college may be far less demanding, as is the case in Japan.

单选题Landslides happen when large amounts of rock, mud and other loose materials are suddenly uprooted and sent sliding down a slope. This might be caused by an earthquake or it might happen after a heavy rain or when soil becomes waterlogged after a fall of snow. As the material loses its grip and begins to move down the slope it gathers speed and sweeps up more material with devastating results. Nepal suffers from frequent landslides because the hillsides have been stripped of trees. When it rains the water soaks into the soil and this slides down the mountainside. The worst landslide in Wales' history came about with the collapse of an artificial mountain on 21 October 1966. A 250-metre high mountain of waste material from the local coal mine had been piled up outside the village of Aberfan. Two million tons of rock, coal and mud began to move with a thunderous roar towards'the local school, uprooting trees and crushing houses. It was the start of the school day and almost every child in the village was there. The building collapsed under the weight of the avalanche, and crushed children and their teachers beneath it. One hundred and forty five people, among them 116 children, lost their lives.

单选题Fanning emerged as a survival strategy because man had been obliged______.