English improvement for IT Test(2011)

素颜马尾好姑娘i 2022-09-13 05:16 93阅读 0赞

### 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)

Ancient Greek philosopher Aristotle viewed laughter as "a bodily exercise precious to health". But   1   some claims to the contrary, laughing probably has little influence on physical fitness. Laughter does   2   short-term changes in the function of the heart and its blood vessels,     3   heart rate and oxygen consumption. But because hard laughter is difficult to    4   , a good laugh is unlikely to have   5    benefits the way, say, walking or jogging does.

6  , instead of straining muscles to build them, as exercise does, laughter apparently accomplishes the    7  . Studies dating back to the 1930s indicate that laughter   8   muscles, decreasing muscle tone for up to 45 minutes after the laugh dies down.

Such bodily reaction might conceivably help   9   the effects of psychological stress. Anyway, the act of laughing probably does produce other types of  10   feedback that improve an individual's emotional state.  11   one classical theory of emotion, our feelings are partially rooted  12   physical reactions. It was argued at the end of the 19th century that humans do not cry   13   they are sad but that they become sad when the tears begin to flow.

Although sadness also   14  tears, evidence suggests that emotions can flow  15    muscular responses. In an experiment published in 1988, social psychologist Fritz Strack of the University of Wurzburg in Germany asked volunteers to   16   a pen either with their teeth------thereby creating an artificial smile-------or with their lips, which would produce a(n)  17  expression. Those forced to exercise their smiling muscles  18   more enthusiastically to funny cartons than did those whose mouths were contracted in a frown,  19   that expressions may influence emotions rather than just the other way around.  20  , the physical act of laughter could improve mood.

1. \[A\] among             \[B\] except             \[C\] despite                       \[D\] like

2. \[A\] reflect              \[B\] demand           \[C\] indicate                      \[D\] produce

3. \[A\] stabilizing        \[B\] boosting          \[C\] impairing                    \[D\] determining

4. \[A\] transmit           \[B\] sustain             \[C\] evaluate                    \[D\] observe

5. \[A\] measurable     \[B\] manageable     \[C\] affordable                 \[D\] renewable

6. \[A\] In turn              \[B\] In fact               \[C\] In addition                \[D\] In brief

7. \[A\] opposite           \[B\] impossible       \[C\] average                    \[D\] expected

8. \[A\] hardens            \[B\] weakens          \[C\] tightens                    \[D\] relaxes

9. \[A\] aggravate         \[B\] generate          \[C\] moderate                  \[D\] enhance

10. \[A\] physical          \[B\] mental              \[C\] subconscious           \[D\] internal

11. \[A\] Except for       \[B\] According to     \[C\] Due to                       \[D\] As for

12. \[A\] with                 \[B\] on                     \[C\] in                              \[D\] at

13. \[A\] unless             \[B\] until                  \[C\] if                               \[D\] because

14. \[A\] exhausts        \[B\] follows               \[C\] preccedes                \[D\] suppresses

15. \[A\] into                 \[B\] from                   \[C\] towards                   \[D\] beyond

16. \[A\] fetch               \[B\] bite                     \[C\] pick                        \[D\] hold

17. \[A\] disappointed  \[B\] excited                \[C\] joyful                      \[D\] indifferent

18. \[A\]adapted           \[B\] catered               \[C\] turned                    \[D\] reacted

19. \[A\] suggesting      \[B\] requiring             \[C\] mentioning            \[D\] supposing

20. \[A\] Eventually       \[B\] Consequently     \[C\] Similarly                \[D\] Conversely

答案：

1-5 CDBBA        6-10 BADCA

11-15 BCDCB        16-20 DADAC

翻译：

古希腊哲学家亚里士多德认为笑是“对健康非常宝贵的一种身体锻炼”。但是，尽管有相反的说法，笑对身体健康的影响可能很小。笑确实会对心脏和血管的功能产生短期的改变，提高心率和耗氧量。但是，因为开怀大笑很难持续，所以开怀大笑不太可能像散步或慢跑那样带来可衡量的好处。

事实上，与锻炼锻炼肌肉的效果不同，笑的效果明显相反。追溯到20世纪30年代的研究表明，笑可以放松肌肉，在笑消失后，肌肉张力下降长达45分钟。这样的身体反应可能有助于缓和心理压力的影响。无论如何，笑的行为可能会产生其他类型的身体反馈，以改善个人的情绪状态。根据一个经典的情绪理论，我们的感觉部分地植根于身体反应。19世纪末有一种观点认为，人类不是因为悲伤而哭泣，而是当眼泪开始流时，他们才变得悲伤。

尽管悲伤也先于眼泪，但有证据表明，情绪可以从肌肉反应中流出。在1988年发表的一项实验中，德国维尔茨堡大学的社会心理学家弗里茨·斯特拉克要求志愿者们用牙齿拿笔从而产生假笑或者用嘴唇拿笔从而产生失望的表情。那些被迫锻炼微笑肌肉的人对搞笑纸盒的反应比那些皱眉时嘴巴收缩的人更强烈，这表明表情可能会影响情绪，而不是相反。同样，笑的身体行为可以改善情绪。

## Section II        Reading Comprehension ##

Part A Directions:

Reading the following four texts. Answer the questions below each text by choosing A, B, C or D. Mark your answers on ANSWSER SHEET1.

### Text 1 ###

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 sobersided 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 *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 performances 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 differenct, more vibrant organization". But what will 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 American's oldest orchestra and the new audience it hopes to attract.

21. We learn from Para. 1 that Gilbert's appointment has ?

\[A\] incurred criticism.

\[B\] raised suspicion.

\[C\] received acclaim.

\[D\] aroused curiosity.

22. Tommasini regards Gilbert as an artist who is ?

\[A\] influential.

\[B\] modest.

\[C\] respectable.

\[D\] talented

23. The author believes that the devoted concertgoers ?

\[A\] ignore the expenses of live performance.

\[B\] reject most kinds of recorded performances.

\[C\] exaggerate the variety of live performances.

\[D\] overestimate the value of live performances.

24. According to the text, which of the following is true of recordings?

\[A\] They are often inferior to live concerts in quality.

\[B\] They are easily accessible to the general public.

\[C\] They help improve the quality of music.

\[D\] They have only covered masterpieces.

25. Regarding Gilbert's role in revitalizing the Philharmonic, the author feels ?

\[A\] doubtful.

\[B\] enthusiastic.

\[C\] confident.

\[D\] puzzled.

答案：21-25 CBDBA

翻译：

纽约爱乐乐团(New York Philharmonic)决定聘请艾伦•吉尔伯特(Alan Gilbert)担任下一任音乐总监，这一决定自2009年突然宣布以来一直是古典音乐界的热议话题。至少可以说，在很大程度上，反响是积极的。“万岁!安东尼·托马西尼(Anthony Tommasini)写道，他是一位冷静的古典音乐评论家。

然而，这个任命之所以如此令人惊讶，原因之一是吉尔伯特相对来说鲜为人知。就连曾在《纽约时报》上支持任命吉尔伯特的托马西尼也称他为“一个朴实的音乐家，没有令人敬畏的指挥家气质。”迄今为止，纽约交响乐团一直由古斯塔夫·马勒(Gustav Mahler)和皮埃尔·布列兹(Pierre Boulez)等音乐家领导，在描述这个乐团的下一任音乐总监时，至少有些时报读者可能会觉得这是一种微弱的赞美。

就我而言，我不知道吉尔伯特是否是一个伟大的指挥，甚至是一个好指挥。可以肯定的是，他演奏了令人印象深刻的各种有趣的作品，但我没有必要去Avery Fisher Hall或其他地方听有趣的管弦乐。我所要做的就是去我的CD架，或者打开我的电脑，从iTunes上下载更多的音乐。

那些回答说录音并不能代替现场表演的忠实的音乐会观众们没有抓住重点。为了获得热爱艺术的公众的时间、注意力和金钱，古典乐器演奏家不仅要与歌剧院、舞蹈团、剧团和博物馆竞争，而且还要与20世纪伟大的古典音乐家的录音表演竞争。这些唱片很便宜，到处都能买到，而且通常比现在的现场表演的艺术质量要高得多;此外，他们可以在听众选择的时间和地点“消费”。这种唱片的广泛使用给传统的古典音乐会制度带来了危机。

一种可能的回应是让古典音乐表演编排一些有吸引力的新音乐，这些音乐还没有录制下来。吉尔伯特本人对新音乐的兴趣已被广泛关注:古典音乐评论家亚历克斯·罗斯(Alex Ross)形容他有能力将爱乐乐团转变为“一个明显不同、更有活力的组织”。但是这种差异的本质是什么呢?仅仅扩大乐团的曲目是不够的。如果吉尔伯特和爱乐乐团想要成功，他们必须首先改变美国最古老的乐团和它希望吸引的新观众之间的关系。

<table style="width:610px;"> 
 <tbody> 
  <tr> 
   <td>生词</td> 
   <td style="width:265px;">翻译</td> 
   <td style="width:178px;">发音</td> 
  </tr> 
  <tr> 
   <td> <h2>sobersided</h2> </td> 
   <td style="width:265px;">adj. 稳重的，严肃的</td> 
   <td style="width:178px;">['səʊbə,saɪdɪd]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>comparatively</h2> </td> 
   <td style="width:265px;">adv. 比较地；相当地</td> 
   <td style="width:178px;">英&nbsp;[kəmˈpærətɪvli] 美&nbsp;[kəmˈpærətɪvli]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>advocate</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>v. 拥护，提倡</li> 
     <li>n. 拥护者，提倡者；辩护律师；（为某一类人）谋利益者；（一项事业或个组织的）工作者</li> 
    </ul><p>[ 复数 advocates 第三人称单数 advocates 现在分词 advocating 过去式 advocated 过去分词 advocated ]</p> </td> 
   <td style="width:178px;"></td> 
  </tr> 
  <tr> 
   <td> <h2>unpretentious</h2> </td> 
   <td style="width:265px;">adj. 谦逊的；含蓄的；不炫耀的；不铺张的</td> 
   <td style="width:178px;"> <p>英&nbsp;[ˌʌnprɪˈtenʃəs]&nbsp;</p> <p>美&nbsp;[ˌʌnprɪˈtenʃəs]&nbsp;</p> </td> 
  </tr> 
  <tr> 
   <td> <h2>formidable</h2> </td> 
   <td style="width:265px;">adj. 可怕的，令人敬畏的；（形状、数量）巨大的；难对付的</td> 
   <td style="width:178px;"> <p>英&nbsp;[fəˈmɪdəbl; ˈfɔːmɪdəbl]&nbsp;&nbsp;</p> <p>美&nbsp;[ˈfɔːrmɪdəbl,fərˈmɪdəbl]&nbsp;</p> </td> 
  </tr> 
  <tr> 
   <td> <h2>substitute</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. 代用品；代替者</li> 
     <li>vi. 替代</li> 
     <li>vt. 代替</li> 
    </ul><p>[ 复数 substitutes 第三人称单数 substitutes 现在分词 substituting 过去式 substituted 过去分词 substituted ]</p> </td> 
   <td style="width:178px;">英&nbsp;[ˈsʌbstɪtjuːt]&nbsp;&nbsp;美&nbsp;[ˈsʌbstɪtuːt]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>troupe</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. 剧团；一班；一团</li> 
     <li>vi. 巡回演出</li> 
     <li>n. (Troupe)人名；(英)特鲁普</li> 
    </ul><p>[ 复数 troupes 第三人称单数 troupes 现在分词 trouping 过去式 trouped 过去分词 trouped ]</p> </td> 
   <td style="width:178px;">英&nbsp;[truːp]&nbsp;&nbsp;美&nbsp;[truːp]</td> 
  </tr> 
  <tr> 
   <td> <h2>institution</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. 机构，团体；社会收容机构；制度，习俗；建立，制定；知名的人（或事物）</li> 
    </ul><p>[ 复数 institutions ]</p> </td> 
   <td style="width:178px;"></td> 
  </tr> 
  <tr> 
   <td> <h2>vibrant</h2> </td> 
   <td style="width:265px;">adj. 充满生机的，生气勃勃的；鲜艳的；醒目的；洪亮的；强劲的；颤抖的，震动的</td> 
   <td style="width:178px;">英&nbsp;[ˈvaɪbrənt]&nbsp;&nbsp;美&nbsp;[ˈvaɪbrənt]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>repertoire</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. （表演者或表演团的）全部剧目，全部曲目，全部节目；全部技能（或才能）</li> 
    </ul><p>[ 复数 repertoires ]</p> </td> 
   <td style="width:178px;">英&nbsp;[ˈrepətwɑː(r)]&nbsp;&nbsp;美&nbsp;[ˈrepərtwɑːr]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>incurred</h2> </td> 
   <td style="width:265px;">v. 招致；遭受（incur 的过去式和过去分词）</td> 
   <td style="width:178px;">英&nbsp;[ɪnˈkɜːd]&nbsp;&nbsp;美&nbsp;[ɪnˈkɜːrd]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>suspicion</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. 怀疑；嫌疑；疑心；一点儿</li> 
     <li>vt. &lt;美，非正式，方言，非规范&gt;怀疑</li> 
    </ul><p>[ 复数 suspicions 第三人称单数 suspicions 现在分词 suspicioning 过去式 suspicioned 过去分词 suspicioned ]</p> </td> 
   <td style="width:178px;">英&nbsp;[səˈspɪʃn]&nbsp;&nbsp;美&nbsp;[səˈspɪʃn]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>inferior</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>adj. 次的，较差的；低等的，下级的；自卑的；（法庭，特别法庭）下级的；（商品，服务）需求量在衰退期中较之繁荣期更大的，低档的；（位置）下方的，下位的，靠下的；（字母，数字，符号）下标的；低等的</li> 
     <li>n. 下级，（地位或成就）低于他人者；下标字母，下标数字，下标符号</li> 
    </ul></td> 
   <td style="width:178px;"></td> 
  </tr> 
  <tr> 
   <td> <h2>masterpiece</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>n. 代表作，杰作；极好的例证；手艺人为取得大师资格并进入行会而制作的作品</li> 
    </ul><p>[ 复数 masterpieces ]</p> </td> 
   <td style="width:178px;">英&nbsp;[ˈmɑːstəpiːs]&nbsp;&nbsp;美&nbsp;[ˈmæstərpiːs]&nbsp;</td> 
  </tr> 
  <tr> 
   <td> <h2>revitalizing</h2> </td> 
   <td style="width:265px;">使恢复</td> 
   <td style="width:178px;">美&nbsp;[ˌriːˈvaɪtəlaɪzɪŋ]</td> 
  </tr> 
  <tr> 
   <td> <h2>exaggerate</h2> </td> 
   <td style="width:265px;"> 
    <ul> 
     <li>v. 夸大，言过其实；使扩大</li> 
     <li>vi. 夸大；夸张</li> 
    </ul><p>[ 第三人称单数 exaggerates 现在分词 exaggerating 过去式 exaggerated 过去分词 exaggerated ]</p> </td> 
   <td style="width:178px;"> <p>英&nbsp;[ɪɡˈzædʒəreɪt]&nbsp;&nbsp;</p> <p>美&nbsp;[ɪɡˈzædʒəreɪt]</p> </td> 
  </tr> 
  <tr> 
   <td></td> 
   <td style="width:265px;"></td> 
   <td style="width:178px;"></td> 
  </tr> 
 </tbody> 
</table>

### Text 2 ###

When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving "to pursue my goal of running a company". Broadcasting his ambition was "very much my decision," McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn't alone. In recent weeks the No.2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don't get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.

As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.

The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn/Ferry senior partner Dennies Carey: "I can't think of a single search I've done where a board has not instructed me to look at sitting CEOs first."

Those who jumped without a job haven't always landed in top positions quickly. Ellen Marram quit as chief of Tropicana  a decade age, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.

Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. "The traditional rule was it's safer to stay where you are, but that's been fundamentally inverted," says one headhunter. "The people who've been hurt the worst are those who've stayed too long."

26. When McGee announced his departure, his mannar can best be described as being ?

\[A\] arrogant.

\[B\] frank.

\[C\] self-centered.

\[D\] impulsive.

27. According to Para. 2, senior executives' quitting may be spurred by ?

\[A\] their expectation of better financial status.

\[B\] their need to reflect on their private life.

\[C\] their strained relations with the boards.

\[D\] their pursuit of new career goals.

28. The word "poached"(Para 4) most probably means ?

\[A\] approved of.

\[B\] attended fo.

\[C\] hunted for.

\[D\] guarded against.

\[29\]. It can be inferred from the last paragraph that?

\[A\] top performers used to cling to their posts.

\[B\] loyalty of top performers is getting out-dated.

\[C\] top performers care more about reputations

\[D\] it's safer to stick to the traditional rules.

\[30\] Which of the following is the best title for the text?

\[A\] CEOs: Where to Go?

\[B\] CEOs: All the Way Up?

\[C\] Top Managers jump without a Net.

\[D\] The Only Way Out for Top Performers.

翻译：

今年8月，利亚姆•麦基(Liam McGee)辞去美国银行(Bank of America)总裁一职时，他的解释出人意料地直截了当。他没有用通常含糊不清的借口来掩饰自己的离职，而是直截了当地表示，他离职是“为了追求经营一家公司的目标”。麦吉说，宣扬自己的抱负“在很大程度上是我的决定”。不到两周，他就第一次与哈特福德金融服务集团(Hartford Financial Services Group)的董事会进行了交谈，该公司于9月29日任命他为首席执行官和董事长。

麦吉表示，在没有找到合适职位的情况下离职，让他有时间反思自己想要经营什么样的公司。这也向外界发出了关于他的抱负的明确信息。麦吉并不孤单。最近几周，雅芳(Avon)和美国运通(American Express)的两位高管辞职，并解释说他们正在寻找一个CEO职位。在董事会迫于股东压力审查继任计划之际，那些没有得到批准的高管也可能希望离开。动荡的商业环境也让高级管理人员小心翼翼地避免模糊的声明影响他们的声誉。

随着经济复苏的初步迹象开始显现，副局长们可能更愿意在没有安全网的情况下跳槽。Liberum Research的数据显示，今年第三季度，由于紧张不安的董事会执意要留住他们的领导人，CEO流动率较上年同期下降了23%。随着经济复苏，有抱负的领导人将有大量机会。

辞去高级职位去找更好的工作的决定是不合常规的。多年来，高管和猎头公司一直坚持这样一个原则:最有吸引力的CEO候选人是那些必须被挖走的人。光辉国际(Korn/Ferry)高级合伙人丹尼斯•凯里(Dennies Carey)表示:“在我所做的每一次招聘中，董事会都要求我首先查看在职ceo。”

那些没找到工作就跳槽的人并不总是能很快找到高层职位。艾伦·玛拉姆(Ellen Marram) 10年前辞去了纯果乐(Tropicana)首席执行官一职，说她想成为一名首席执行官。一年后，她成为一家小型互联网商品交易所的负责人。罗伯特•威伦斯坦德(Robert Willumstad)于2005年离开花旗集团(Citigroup)，怀揣成为首席执行官的雄心。三年后，他终于在一家大型金融机构担任了这个职位。

许多招聘人员表示，对优秀员工来说，过去的耻辱正在消退。金融危机让人们更容易接受跳槽或离开一份糟糕的工作。一位猎头表示:“传统的规则是待在原地更安全，但这已经从根本上改变了。”“受伤害最严重的是那些待得太久的人。”

<table style="width:595px;"> 
 <tbody> 
  <tr> 
   <td style="width:140px;">生词</td> 
   <td style="width:320px;">翻译</td> 
   <td style="width:133px;">发音</td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>depart</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>v. 启程，出发；背离，违背；离职</li> 
     <li>adj. 逝世的</li> 
    </ul><p>[ 第三人称单数 departs 现在分词 departing 过去式 departed 过去分词 departed ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[dɪˈpɑːt]&nbsp;&nbsp;</p> <p>美&nbsp;[dɪˈpɑːrt]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>cloaking</h2> </td> 
   <td style="width:320px;">n. 隐身；外套料；大衣料；障眼法</td> 
   <td style="width:133px;">美&nbsp;[ˈkloʊkɪŋ]</td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>vague</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>adj. 不明确的，不清楚的；（形状）模糊的；（感情、记忆等）不完整的，不清晰的；含糊其词的，闪烁其词的；茫然的，心不在焉的</li> 
     <li>【名】 （Vague）韦格（人名）</li> 
    </ul><p>[ 比较级 vaguer或more vague 最高级 vaguest或most vague ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[veɪɡ]&nbsp;&nbsp;</p> <p>美&nbsp;[veɪɡ]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>pursue</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>vt. 继续；从事；追赶；纠缠</li> 
     <li>vi. 追赶；继续进行</li> 
    </ul><p>[ 第三人称单数 pursues 现在分词 pursuing 过去式 pursued 过去分词 pursued ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[pəˈsjuː]&nbsp;&nbsp;</p> <p>美&nbsp;[pərˈsuː]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>aspiration</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>n. 渴望；抱负；送气；吸气；吸引术</li> 
    </ul><p>[ 复数 aspirations ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[ˌæspəˈreɪʃn]&nbsp;&nbsp;</p> <p>美&nbsp;[ˌæspəˈreɪʃn]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>scrutinize</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>vi. 细阅；作详细检查</li> 
     <li>vt. 详细检查；细看</li> 
     <li>n. 仔细或彻底检查</li> 
    </ul><p>[ 第三人称单数 scrutinizes 现在分词 scrutinizing 过去式 scrutinized 过去分词 scrutinized ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[ˈskruːtənaɪz]&nbsp;&nbsp;</p> <p>美&nbsp;[ˈskruːtənaɪz]&nbsp;</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>turbulent</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>adj. 骚乱的，动乱的；（气流）湍流的，（水）湍急的； 骚动的，混乱而难以控制的；（技）（与）紊流（有关）的，（与）湍流（有关）的</li> 
    </ul><p>[ 比较级 more turbulent 最高级 most turbulent ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[ˈtɜːbjələnt]</p> <p>美&nbsp;[ˈtɜːrbjələnt]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>abound</h2> </td> 
   <td style="width:320px;"> 
    <ul> 
     <li>v. 大量存在，有许多；富于，充满</li> 
    </ul><p>[ 第三人称单数 abounds 现在分词 abounding 过去式 abounded 过去分词 abounded ]</p> </td> 
   <td style="width:133px;"> <p>英&nbsp;[əˈbaʊnd]&nbsp;&nbsp;</p> <p>美&nbsp;[əˈbaʊnd]&nbsp;</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>unconventional</h2> </td> 
   <td style="width:320px;">adj. 非常规的；非传统的；不依惯例的</td> 
   <td style="width:133px;">英&nbsp;[ˌʌnkənˈvenʃənl]&nbsp;</td> 
  </tr> 
  <tr> 
   <td style="width:140px;"> <h2>commodities</h2> </td> 
   <td style="width:320px;">n. 商品；日用品；商品期货；有用的东西（commodity 的复数）</td> 
   <td style="width:133px;"> <p>英&nbsp;[kəˈmɒdətɪs]&nbsp;&nbsp;</p> <p>美&nbsp;[kə'mɑdətis]</p> </td> 
  </tr> 
  <tr> 
   <td style="width:140px;"></td> 
   <td style="width:320px;"></td> 
   <td style="width:133px;"></td> 
  </tr> 
 </tbody> 
</table>

### Text 3 ###

The rough guide to karketing success used to be that you got what you paid for. No longer. While traditional "paid" media------such as television commercials and print advertisements------still play a major role, companies today can exploit many alternative forms of media. Consumers passionate about a product may create "earned" media by willingly promoting it to friends, and a company may leverage "owned" media by sending e-mail alerts about products and sales to customers registered with its Web site. The way consumers now approach the process of making purchase decisions means that marketing's impact stems from a broad range of factors beyond conventional paid media.

Paid and owned media are controlled by marketers promoting their own products. For earned media, such marketer's act as the initiator for users' responses. But in some cases, one marketer's owned media become another marketer's paid media-----for instance, when an e-commerce retailer sells ad space on its Web site. We define such sold media as owned media whose traffic is so strong that other organizations place their content or e-commerce engines within that environment. This trend, which we believe is still in its infancy, effectively began with retailers and travel providers such as airlines and hotels and will no doubt go further. Johnson & Johnson, for example, has created BabyCenter, a stand-alone media property that promotes complementary and even competitive products, Besides generating income, the presence of other marketers makes the site seem objective, gives companies opportunities to learn valuable information about the appeal of other companies marketing, and may help expand user traffic for all companies concerned.

The same dramatic technological changes that have provided marketers with more (and more diverse) communications choices have also increased the risk that passionate consumers will voice their opinions in quicker, more visible, and much more damaging ways. Such hijacked media are the opposite of earned media: an asset or campaign becomes hostage to consumers, other stakeholders, or activists who make negative allegations about a brand or product. Members of social networks, for instance, are learning that they can hijack media to apply pressure on the businesses that originally created them.

If that happens, passionate consumers would try persuade others to boycott products, putting the reputation of the target company at risk. In such a case, the company's response may not be sufficiently quick or thoughtful, and the learning curve has been steep. Toyota Motor, for example, alleviated some of the damage from its recall crisis earlier this year with a relatively quick and well-orchestrated social-media response campaign, which included efforts to engage with consumers directly on sites such as Twitter and the social-news site Digg.

翻译：

过去，市场营销成功的大致指导原则是:一分钱一分货。不再。虽然传统的“付费”媒体，如电视广告和平面广告，仍然发挥着重要作用，但今天的公司可以开发许多其他形式的媒体。对某一产品充满热情的消费者可能会通过自愿向朋友推广产品而创建“挣得”媒体，而公司可能通过向在其网站注册的客户发送有关产品和销售的电子邮件来利用“自有”媒体。消费者现在做出购买决定的方式意味着，营销的影响来自于传统付费媒体之外的广泛因素。