考研英语阅读理解标准90篇+提高30篇unit-13
Unit 13
Wisdom in the mind is better than money in the hand.
脑中有知识，胜过手中有金钱。
P art A
Directions：Read the following texts. Answer the questions blow each text by choosing [A],[B],[C] or [D].
T ext 1
What is sports violence? The distinction between unacceptable viciousness and a game’s normal rough-and-tumble is impossible to make, so the argument runs. This position may appeal to our inclination for legalism, but the truth is most of us know quite well when an act of needless savagery has been committed, and sports are little different from countless other activities of life. The distinction is as apparent as that between a deliberately aimed blow and the arm failing of the losing his balance. When a player balls his hand into a fist, when he drives his helmet into an unsuspecting opponent in short, when he crosses the boundary between playing hard and playing to hurt—he can only intend an act of violence.
Admittedly, rough acts in sports are difficult to police. But here, too, we find reflected the conditions of everyday life. Ambiguities in the law, confusion at the scene, and the reluctance of witnesses cloud almost any routine assault case. Such uncertainties, however, have not prevented society from arresting people who strike their fellow citizens on the street.
Perhaps our troubles stem not from the games we play but rather from how we play them. The 1979 meeting between hockey stars from the Soviet Union and the National Hockey League provided a direct test of two approaches to sport—the emphasis on skill, grace, and technique by the Russians and the stress on brutality and violence by the NHL. In a startling upset, the Russians embarrassed their rough-playing opponents and exploded a long-standing myth: that success in certain sports requires excessive violence.
Violence apologists cite two additional arguments. First, they say, sports always have been rough; today things are no different. But arguments in American’s Old West were settled on Main Street with six guns, and early cave dwellers chose their women with a club. Civilizing influences ended those practices; yet we are told sports violence should be tolerated. The second contention is that athletes accept risk as part of the game, and, in the case of professionals, are paid handsomely to do so. But can anyone seriously argue that being an athlete should require the acceptance of unnecessary physical abuse? And, exaggerated as it may seem, the pay of professional athletes presumably reflects their abilities, not a payment againstcombat injuries.
“Clearly we are in deep trouble,”says perplexed former football player AL DeRogatis. “But how and w hy has it gotten so bad?‖
1. According to the author,deliberate violence in sports is
[A] impossible to tell from paying hard.
[B] ambiguous in any circumstances.
[C] too apparent to escape observation.
[D] evident if enough attention is paid to.
2. A violence apologist probably thinks that
[A] violence in sports is a rare occurrence.
[B] violence in sports is not necessary.
[C] athletes are paid enough for their injuries.
[D] professional athletes enjoy violence.
3. In the last paragraph the author indicates that
[A] nothing can be done about violence in sports.
[B] football players are concerned about violence in sports.
[C] violence in sports is worse now than it ever was.
[D] athletes are confused about what should be allowed in sports.
4. According to the author,which of the following is true？
[A] athletes’ personalities have effects on the inclination for violent.
[B] athletes who emphasis on skill,grace and technique will win.
[C] athletes should not have to accept unnecessary physical abuse
[D] athletes need higher salaries to compensate for their injuries.
5. We can infer from the text that
[A] violence in sports is illegal.
[B] skill is more important than aggression.
[C] athletes should not be injured in sports.
[D] violence in sports is not necessary.
T ext 2
Bruno Lundby, 39, was one of the ranks of typically low-paid, low-status workers who fill supermarket shelves, serve fast food, change hotel beds or empty office waste bins, often at unsocial hours and with little expectation of anything better. Lacking formal qualifications, he drifted from the army into odd cleaning jobs. Then, unexpectedly, he found the opportunity for advancement in a management training program offered by ISS, the Danish support services group. Today he sits in a spotless, air-conditioned office supervising all ISS damage control operations in the greater Copenhagen area.“I couldn’t have imagined getting to where I am today when I started,”he says.“I was surprised to be offered a future at ISS in 1993 when I became a supervi sor.‖ In the past three years, he has been promoted three times.
ISS, which employs 272,000 people in 36 countries in Europe, Asia and Latin America in cleaning and other contract work, still appears to be an exception in the services sector in offering career progression to workers.
The pursuit of customer satisfaction is a strong feature of companies that treat blue-collar staff as more than a commodity. Tesco, the supermarket group that is the UK’s largest private sector employer with 210,000 employees, recently formalized a practice of nurturing management potential among shelf-stackers and check-out staff.“The ones who respect customers are the ones
who get on,”says Clare Chapman, human resources director. In the past five months, 245 employees have been promoted from general store assistant to section manager, 149 from section manager to senior store team and 33 from senior team to store manager. These staff are coached, assessed and then trained for their new responsibilities. The talent-spotting program applies to all staff, including 45,700 in Tesco’s overseas stores.
ISS acknowledges that by offering career progression it has changed the nature of its contract with blue-collar employees, raising expectations on both sides that may not always be met.④For Mr. Lundby, career progress has induced loyalty to his employer and greater self-esteem.“Personal skills are often more important than high educational qualifications if you have to deal with people every day,”he says. “I’m a practical, not an academic person. I know the business from the bottom. I know the loopholes and the hardships.”
6. It can be infered from paragraph 1 that Mr. Lundby
[A] has anticipated his condition would be improved.
[B] works hard but still has no chance to get improved.
[C] has been promoted for he has formal qualifications.
[D] had some of the toughest, dirtiest jobs before.
7. Which of the following is true about the service sector?
[A] Blue-collar workers in it have little chance to be promoted.
[B] Companies in it always pursue customer satisfaction.
[C] Companies in it always treat blue-collar staff as a commodity.
[D] Workers in it have more chance to be promoted than in others
8. In Tesco, employees will have chance to be promoted if
[A] they are loyal to their employer.
[B] they join management training program.
[C] they make their customers satisfied.
[D] they work as hard as they’re expected.
9. By offering career progression to blue-collars,companies
[A] will have more managers.
[B] will be more competitive.
[C] will have high expectations.
[D] will have less responsibility.
10. Which of the following is the best title of this passage?
[A] The Story of Bruno Lundby.
[B] Management Training Program.
[C] Career Progression Inducing Self-esteem.
[D] From Dead-end Job to Bright Career.
T ext 3
The Internet, e-commerce and globalization are making a new economic era possible. By the middle of the 21st century, capitalist markets will largely be replaced by a new kind of economic system based on networked relationships, contractual arrangements and access rights.
Has the quality of our lives at work, at home and in our communities increased in direct proportion to all the new Internet and business-to-business Intranet services being introduced into
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