最新考研英语一新题型排序题

考研英语一新题型排序题Passage 1Directions: For question 1—5, choose the most suitable paragraphs from the list A—G and fill them into the numbered boxes to form a coherent text. Paragraphs A and D have been correctly placed.[A] Subscription has proved by far the best way of paying for high quality television. Advertising veers up and down with the economic cycle, and can be skipped by using digital video recorders. And any outfit that depends on advertising is liable to worry more about offending advertisers than about pleasing viewers. V oluntary subscription is also preferable to the compulsory, universal variety that pays for the BBC and other European public broadcasters. A broadcaster supported by a tax on everyone must try to please everyone. And a government can starve public broadcasters of money, too—as the BBC is painfully learning.[B] What began as an interesting experiment has become the standard way of supporting high quality programming. Most of the great television dramas that are watched in America and around the world appear first on pay TV channels. Having shown others how to make gangster dramas with “The Sopranos”, HBO is laying down the standard for fantasy with “Game of Thrones”. Other pay TV channels havedelved into 1960s advertis ing (“Mad Men”), drug dealing (“Breaking Bad”) and Renaissance court society (“The Borgias”). Pay TV firms outside America, like Britain s BSkyB, are beginning to pour money into original series. Talent is drifting to pay television, in part because there are fewer appealing roles in film. Meanwhile, broadcast networks have retreated into a safe zone of sitcoms, police procedurals and singing competitions.[C] But pay television is now under threat, especially in America. Prices have been driven so high at a time of economic malaise that many people simply cannot afford it. Disruptive, deep pocketed firms like Amazon and Netflix lurk, whispering promises of internet delivered films and television shows for little or no money. Whether the lure of such alternatives or poverty is what is causing people to cancel their subscriptions is not clear. But the proportion of Americans who pay for TV is falling. Other countries may follow.[D] Pay TV executives argue that people will always find ways of paying for their wares, perhaps by cutting back on cinema tickets or bottled water. That notion seems increasingly hopeful. Every month it appears more likely that the pay TV system will break down. The era of ever growing channel choice is coming to an end; cable and satellite distributors will begin to prune the least popular ones. They may push “best of basic” packages, offering the most desirable channels—andperhaps leaving out sport. In the most disruptive scenario, no longer unimaginable, pay TV would become a free for all, with channels hawking themselves directly to consumers, perhaps sending their content over the internet. How can media firms survive in such a world?[E] Fifteen years ago nearly all the television shows that excited critics and won awards appeared on free broadcast channels. Pay television (or, as many Americans call it, “cable”) was the domain of repeats, music videos and televangelists. Then HBO, a subscription outfit mostly known for boxing and films, decided to try its hand at hour long dramas.[F] But television as a whole should emerge stronger. If people buy individual channels rather than a huge bundle, they will have to think about what they really value—the more so because each channel will cost more than it does at present. Media firms will improve their game in response. The activity that diverts the average American for some four and a half hours each day should become more gripping, not less.[G] It won t be easy. They will have to start marketing heavily: at present the pay TV distributors do that for them. They must produce much more of their own programming. Repeats and old films lose their appeal in a world in which consumers can instantly call up vast archives. If they are to sell directly to the audience they will have to become technology firms, building apps and much slicker websites than they havenow, which anticipate what customers might want to watch.1→2→A→3→D→4→5Passage 2Directions: For question 1—5, choose the most suitable paragraphs from the list A—G and fill them into the numbered boxes to form a coherent text. Paragraphs D and E have been correctly placed.[A] For publishers, though, it is a dangerous time. Book publishing resembles the newspaper business in the late 1990s, or music in the early 2000s. Although revenues are fairly stable, and the traditional route is still the only way to launch a blockbuster, the climate is changing. Some of the publishers functions—packaging books and promoting them to shops—are becoming obsolete. Algorithms and online recommendations threaten to replace them as arbiters of quality. The tide of self published books threatens to swamp their products. As bookshops close, they lose a crucial showcase. And they face, as the record companies did, a near monopoly controlling digital distribution: Amazon’s grip over the ebook market is much like Apple’s control of music downloads.[B] They also need to become more efficient. Digital books can be distributed globally, but publishers persist in dividing the world into territories with separate editorial staffs. In the digital age it is daft to take months or even years to get a book to market. And if they are to distinguish their wares from self published dross, they must get better atchoosing books, honing ideas and polishing copy. If publishers are to hold readers’attention they must tell a better story—and edit out all the spelling mistakes as well.[C] For readers, this is splendid. Just as Amazon collapsed distance by bringing a huge range of books to out of the way places, it is now collapsing time, by enabling readers to download books instantly. Moreover, anybody can now publish a book, through Amazon and a number of other services.[D] During the next few weeks publishers will release a crush of books, pile them onto delivery lorries and fight to get them on the display tables at the front of bookshops in the run up to Christmas. It is an impressive display of competitive commercial activity. It is also increasingly pointless.[E] Yet there are still two important jobs for publishers. They act as the venture capitalists of the words business, advancing money to authors of worthwhile books that might not be written otherwise. And they are editors, picking good books and improving them. So it would be good, not just for their shareholders but also for intellectual life, if they survived.[F] More quickly than almost anyone predicted, e books are emerging as a serious alternative to the paper kind. Amazon, comfortably the biggest e book retailer, has lowered the price of its Kindlee readers to the point where people do not fear to take them to the beach. In America, the most advanced market, about one fifth of the largest publishers sales are of e books. Newly released blockbusters may sell as many digital copies as paper ones. The proportion is growing quickly, not least because many bookshops are closing.[G] They are doing some things right. Having watched the record companies impotence after Apple wrested control of music pricing from them, the publishers have managed to retain their ability to set prices. But they are missing some tricks. The music and film industries have started to bundle electronic with physical versions of their products—by, for instance, providing those who buy a DVD of a movie with a code to download it from the internet. Publishers, similarly, should bundle e books with paper books.D→1→2→3→E→4→5Passage 3Directions: For question 1—5, choose the most suitable paragraphs from the list A—G and fill them into the numbered boxes to form a coherent text. Paragraphs C and F have been correctly placed.[A] Fifteen years ago Vincent Bolloré, a French industrialist, decided to get into the business of electricity storage. He started a project to produce rechargeable batteries in two small rooms of his family mansion in Brittany. “I asked him, ‘what are you doing? and I told him to stop,that it wouldn t go anywhere,” says Alain Minc, a business consultant in Paris who has advised Mr Bolloré for many years. Fortunately, he says, Mr Bolloré continued.[B] The real aim for Mr Bolloré, however, is to showcase his battery technology. His group has developed a type of rechargeable cell, called a lithium metal polymer (LMP) battery. This is different from the lithium ion batteries used by most of the car industry. Mr Bollorébelieves fervently that his batteries are superior, mainly because they are safer. Lithium ion batteries can explode if they overheat—which in the past happened in some laptops. Carmakers incorporate safety features to prevent the batterys cells from overheating.[C] The city of Paris will cover most of the cost of the stations, but Mr Bolloré will pay an estimated 105m to supply his design of “Bluecar” vehicles and their batteries. He will bear a further 80m a year in running costs. The city s estimates for how popular the new service will be are highly optimistic, said a recent study by the government. Autolib could make 33ma year for Mr Bolloré, according to the study, but it could easily just breakeven or lose as much as 60mannually. Autolib will also be the first time the group has operated in a big consumer facing business where it will be held directly responsible for problems such as vandalism or breakdowns.[D] Going up against the rest of the car industry may seem quixotic.Before he won Autolib, Mr Bolloré says, people may well have thought he and his team were mad to venture into such a new area. But they underestimated his group s knowledge of electricity storage, he maintains. And if the growing number of electric cars on the road does lead to safety concerns over batteries, then Mr Bollorés LMP technology could move from the margin to the mainstream—provided, of course, they pass their test on the streets of Paris.[E] “Being a family company means we can invest for the long term,” says Mr Bolloré, who has spent 1.5 billion on battery development since 1996. Most of his group s money comes from transport and logistics, with a strong position in Africa, and from petrol distribution in France. Mr Bolloré has also made billions from financial investments such as in Rue Imperiale, a holding company. Autolib will be keenly watched throughout the car industry. It is the first large scale city car sharing service to use only electric vehicles from the outset; a scheme in Ulm in Germany, by contrast, started with diesel vehicles. Running Autolib could mean shouldering substantial losses for the BolloréGroup. Mr Bolloréwas not expected to win the contract, but did so mainly because he offered low rental charges for drivers.[F] Mr Bollorés LMP batteries are said to be more stable when being charged and discharged, which is when batteries come under most strain. Just two European carmakers have seen the batteries, which aremade only by the Bolloré Group. One car industry executive says that though the LMP technology is attractive from a safety point of view, the batteries have to be heated up to function—which takes power and makes them less convenient to use.[G] Mr Bollorés technology is about to hit the road. In his group won a contract to run Autolib, a car sharing scheme designed by Bertrand Delan e, the mayor of Paris, which will put 3,000 electric vehicles on the city s streets along with 1,120 stations for parking and recharging. Construction of the stations started in the summer, and Mr Bolloré will begin testing the service on October 1st before opening it to the public in December. Rechargeable batteries are now an important technology for the global car industry as it starts to make ever more electric and hybrid vehicles. Renault, a French manufacturer, is alone investing 4 billion ($5.6 billion) in a range of electric models which it will start selling this autumn. Many producers will unveil new electric vehicles next week when the Frankfurt Motor Show opens.1→2→3→C→4→F→5Passage 4Directions: For question 1—5, choose the most suitable paragraphs from the list A—G and fill them into the numbered boxes to form a coherent text. Paragraphs A and D have been correctly placed.[A] The contest has been held in anticipation of a new era of pylonbuilding. By XX, a quarter of the country s current generating capacity will need replacing; the government hopes the new supply will come from renewable sources such as onshore and offshore wind farms. Today s offshore capacity is just 7% of ministers targets for the end of the decade—and all of the new generation out to sea will need to land transmission cables ashore. The existing electricity grid is in the wrong place for many of these new sources of power. That creates a paradox: trying to save the world by cutting carbon emissions means scarring particular bits of it by dragging new power lines through scenic countryside.[B] This is an old problem. The launch of Britain s national electricity grid in 1933 was decried for desecrating the landscape. More recently, the location of wind farms has prompted similar debates. The difficulty with pylons is that they go everywhere. Scotland has had nearly five years of disputes over the planned 600pylon upgrade of a transmission line running from Beauly in the Highlands to the central belt where more electricity is used. The same clashes will now play out in England and Wales. A new planning commission was set up in 2009 to speed up the glacial pace of infrastructure decision making. But weighing economic demands against beauty remains a thorny and potentially time-consuming job.[C] Opponents of towering pylons say the answer is to bury powerlines: at present only 950km of Britain s 13,000km of high voltage cable runs underground, most of it in urban areas. But sinking wires, which means clearing a corridor 17m to 40m wide and cannot be done in all terrains, ca rries an environmental toll too. “You are effectively sterilising land use in the area,” says Richard Smith of National Grid; no planting, digging or building is allowed. That makes installing subsurface cables 12 to 17 times as pricey as overhead lines, according to National Grid (they also need replacing sooner). Since consumers pay for this through their electricity bills, everyone would have to fork out to protect the views and house prices of a few people.[D] So finding a new shape for pylons may be only one aspect of the coming power rows. But it will be a tricky one. Typically the best designs combine elegance with utility. Yet rather than being a feature in itself, the optimal pylon blends in with nature. That s a tough task for 20 tons of steel, however impressively shaped.[E] The skeletal, lattice design of Britain s electricity pylons has changed little since the first one was raised in 1928. Many countries have copied these “striding steel sentries”, as the poet Stephen Spender called them; more than 88,000 now march across the country s intermittently green and pleasant land.[F] Now six new models are vying to replace these familiar steel towers. The finalists in a government sponsored competition to design anew pylon include a single shard spiking into the sky and an arced, open bow. After a winner is picked in October, National Grid, which runs the electricity transmission network, will decide whether to construct it.[G] But the price of despoiling pretty scenery is hard to calculate. The risk is that the cost of damaging the landscape is ignored because it is not ascribed a monetary value, says Steve Albon, co author of a government commissioned report on how much the natural environment contributes to Britain s economy. As yet, though, no one has found an easy or accepted measure of this worth to help make decisions.1→2→A→3→4→5→DPassage 5Directions: For question 1—5, choose the most suitable paragraphs from the list A—G and fill them into the numbered boxes to form a coherent text. Paragraphs C and E have been correctly placed.[A] Nor can it buy companies as freely as postal services in Europe, Canada or Asia have been doing for the past decade. Many European countries, as well as New Zealand and Japan, have already privatised or liberalised their postal services. Combined, foreign posts now get most of their revenue from new businesses such as retailing or banking for consumers, or warehousing and logistics for companies.[B] THE US Postal Service has an unofficial creed that harks back toHerodotus, who was admiring the Persian Empire s stalwart messengers. Its own history is impressive too, dating to a royal license by William and Mary in 1692, and including Benjamin Franklin as a notable postmaster, both for the crownand then for the newly independent country. Ever since, the post has existed “to bind the Nation together”.[C] Quasi independent since 1970, the post gets no public money. And yet it is obliged (as FedEx and UPS are not) to visit every mailbox, no matter how remote, six days a week. This has driven the average cost of each piece of mail up from 34 cents in 2006 to 41 cents. Yet the post is not allowed to raise prices (of stamps and such) willy nilly; a 2006 law set formulas for that. So in effect, the post cannot control either its costs or its revenues.[D] So America s post is looking for other solutions. It is planning to close post offices; up to 3,653, out of about 32,000. This month it announced plans to lay off another 120,000 workers by , having already bidden adieu to some 110,000 over the past four years (for a total of about 560,000 now). It also wants to fiddle with its workers pensions and health care.[E] Ultimately, says Mr Donahoe, the post will have to stop delivering mail on Saturdays. Then perhaps on other days too. The post has survived new technologies before, he points out. “In 1910, we owned the most horses, by 1920 we owned the most vehicles.” But the internet just mightsend it the way of the pony express.[F] But as ever more Americans go online instead of sending paper, the volume of mail has been plummeting. The decline is steeper than even pessimists expected a decade ago, says Patrick Donahoe, the current postmaster general. Worse, because the post must deliver to every address in the country—about 150m, with some 1.4m additions every year—costs are simultaneously going up. As a result, the post has lost $20 billion in the last four years and expects to lose another $8 billion this fiscal year.[G] And although the recession made everything worse, the internet is the main culprit. As Christmas cards have gone online (and “green”), so have bills. In 2000, 5% of Americans paid utilities online. Last year 55% did, and eventually everybody will, says Mr Donahoe. Photos now go on Facebook, magazines come on iPads. Already, at least for Americans under a certain age, the post delivers only bad news or nuisances, from jury summonses to junk mail. Pleasant deliveries probably arrive by a parcel service such as UPS or FedEx.1→2→3→C→4→5→E。