2011年英语历年考研真题阅读翻译.docx
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2011年英语历年考研真题阅读翻译.docx
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2011
PartA
Text1
ThedecisionoftheNewYorkPhilharmonictohireAlanGilbertasitsnextmusicdirectorhasbeenthetalkoftheclassical-musicworldeversincethesuddenannouncementofhisappointmentin2009.Forthemostpart,theresponsehasbeenfavorable,tosaytheleast.“Hooray!
Atlast!
”wroteAnthonyTommasini,asober-sidedclassical-musiccritic.
Oneofthereasonswhytheappointmentcameassuchasurprise,however,isthatGilbertiscomparativelylittleknown.EvenTommasini,whohadadvocatedGilbert’sappointmentintheTimes,callshim“anunpretentiousmusicianwithnoairoftheformidableconductorabouthim.”AsadescriptionofthenextmusicdirectorofanorchestrathathashithertobeenledbymusicianslikeGustavMahlerandPierreBoulez,thatseemslikelytohavestruckatleastsomeTimesreadersasfaintpraise.
Formypart,IhavenoideawhetherGilbertisagreatconductororevenagoodone.Tobesure,heperformsanimpressivevarietyofinterestingcompositions,butitisnotnecessaryformetovisitAveryFisherHall,oranywhereelse,tohearinterestingorchestralmusic.AllIhavetodoistogotomyCDshelf,orbootupmycomputeranddownloadstillmorerecordedmusicfromiTunes.
Devotedconcertgoerswhoreplythatrecordingsarenosubstituteforliveperformancearemissingthepoint.Forthetime,attention,andmoneyoftheart-lovingpublic,classicalinstrumentalistsmustcompetenotonlywithoperahouses,dancetroupes,theatercompanies,andmuseums,butalsowiththerecordedperformancesofthegreatclassicalmusiciansofthe20thcentury.Thererecordingsarecheap,availableeverywhere,andveryoftenmuchhigherinartisticqualitythantoday’sliveperformances;moreover,theycanbe“consumed”atatimeandplaceofthelistener’schoosing.Thewidespreadavailabilityofsuchrecordingshasthusbroughtaboutacrisisintheinstitutionofthetraditionalclassicalconcert.
Onepossibleresponseisforclassicalperformerstoprogramattractivenewmusicthatisnotyetavailableonrecord.Gilbert’sowninterestinnewmusichasbeenwidelynoted:
AlexRoss,aclassical-musiccritic,hasdescribedhimasamanwhoiscapableofturningthePhilharmonicinto“amarkedlydifferent,morevibrantorganization.”Butwhatwillbethenatureofthatdifference?
Merelyexpandingtheorchestra’srepertoirewillnotbeenough.IfGilbertandthePhilharmonicaretosucceed,theymustfirstchangetherelationshipbetweenAmerica’soldestorchestraandthenewaudienceithopstoattract.
译文:
纽约爱乐乐团决定聘请AlanGilbert作为下一任的音乐总监,这从2009年任命被宣布之日起就在古典音乐界引起了热议.别的不说,大部分人的反应是积极的.“好啊,终于好了!
”AnthonyTommasini写道,他可是一个以严肃著称的古典音乐评论家.
但是,这个任命之所以一起人们惊讶的原因却是Gilbert相对而言并不是很有名.甚至在时代杂志上发文支持Gilbert任命的Tommasini都称其为:
低调的音乐家,在他身上找不到那种飞扬跋扈的指挥家的气质.纽约爱乐乐团迄今为止都是由像GustavMahler(古斯塔夫•马勒)和PierreBoulez布列兹那样的音乐家领导的.这样去描述这个乐团的下一位指挥,至少对于时代的读者而言,这是一种苍白的表扬.
就我看来,我不知道Gilbert是否是一个伟大的指挥家或者是一个好的指挥.但是我能确定的是,他能表现出很多有趣的乐章,但是我却应该不会去AveryFisherHall或者其他地方去听一场有趣的交响乐演出.我要做的事情就是去我的CD架上,或者打开的我的电脑从ITUNES上下载更多的唱片.
那些忠实的音乐会观众会讲唱片并不能代替现场的演出,但是他们忽略了一些事情.当下为了获得艺术爱好者的钱,时间,关注度,古典音乐的演奏家们(其实就是指交响乐团,同意复述)不仅要和剧院,舞蹈队,演出公司和博物馆竞争,而且还需要和那些记录了20世纪的伟大的古典音乐演奏者表演的唱片竞争.唱片很便宜,那里都能买到,并且比现在很多现场音乐会的艺术质量要高.进一步的讲,听众能选择听唱片的时间和地点.这些到处可以获得的唱片给传统的演出机构带来了危机.
对于古典音乐演奏者而言,他们可能的一个回应就是排练出唱片上没有的曲目.Gilbert对新音乐兴趣已经被广泛的关注了:
AlexRoss,一名古典音乐的批评家,就这样描述道:
他能够把爱乐乐团变成一个完全不同,更加有活力的组织.但是那种不同的性质也是什么呢?
可能仅仅增加乐团演出的曲目是不够的,如果Gilbert和他的乐团要进步的话,他们就必须首先改变美国最古老的乐团(就是纽约爱乐乐团)同他们想吸引的新观众间的关系.
Text2
WhenLiamMcGeedepartedaspresidentofBankofAmericainAugust,hisexplanationwassurprisinglystraightup.Ratherthancloakinghisexitintheusualvagueexcuses,hecamerightoutandsaidhewasleaving“topursuemygoalofrunningacompany.”Broadcastinghisambitionwas“verymuchmydecision,”McGeesays.Withintwoweeks,hewastalkingforthefirsttimewiththeboardofHartfordFinancialServicesGroup,whichnamedhimCEOandchairmanonSeptember29.
McGeesaysleavingwithoutapositionlinedupgavehimtimetoreflectonwhatkindofcompanyhewantedtorun.Italsosentaclearmessagetotheoutsideworldabouthisaspirations.AndMcGeeisn’talone.InrecentweekstheNo.2executivesatAvonandAmericanExpressquitwiththeexplanationthattheywerelookingforaCEOpost.Asboardsscrutinizesuccessionplansinresponsetoshareholderpressure,executiveswhodon’tgetthenodalsomaywishtomoveon.Aturbulentbusinessenvironmentalsohasseniormanagerscautiousoflettingvaguepronouncementscloudtheirreputations.
Asthefirstsignsofrecoverybegintotakehold,deputychiefsmaybemorewillingtomakethejumpwithoutanet.Inthethirdquarter,CEOturnoverwasdown23%fromayearagoasnervousboardsstuckwiththeleaderstheyhad,accordingtoLiberumResearch.Astheeconomypicksup,opportunitieswillaboundforaspiringleaders.
Thedecisiontoquitaseniorpositiontolookforabetteroneisunconventional.ForyearsexecutivesandheadhuntershaveadheredtotherulethatthemostattractiveCEOcandidatesaretheoneswhomustbepoached.SaysKornFerry,seniorpartnerDennisCarey:
“Ican’tthinkofasinglesearchI’vedonewhereaboardhasnotinstructedmetolookatsittingCEOsfirst.”
Thosewhojumpedwithoutajobhaven’talwayslandedintoppositionsquickly.EllenMarramquitaschiefofTropicanawhenthebusinessbecamepartofPepsiCo(PEP)adecadeago,sayingshewantedtobeaCEO.ItwasayearbeforeshebecameheadofatinyInternet-basedcommoditiesexchange.RobertWillumstadleftCitigroupin2005withambitionstobeaCEO.Hefinallytookthatpostatamajorfinancialinstitutionthreeyearslater.
Manyrecruiterssaytheolddisgraceisfadingfortopperformers.Thefinancialcrisishasmadeitmoreacceptabletobebetweenjobsortoleaveabadone.“Thetraditionalrulewasit’ssafertostaywhereyouare,butthat’sbeenfundamentallyinverted,”saysoneheadhunter.“Thepeoplewho’vebeenhurttheworstarethosewho’vestayedtoolong.”
译文:
当八月份,LiamMcGee以总裁的身份从美国银行离职的时候,他的解释出人意料的直白.他没有忸怩的用平常的模糊的理由来遮掩他的离开,他很坦诚的讲他离开就是为了去追求他经营一家公司的目标.McGee说宣扬自己的目标就是自己的决定.两周后,他第一次和HartfordFinancialServicesGroup的董事会第一次会谈,这家公司在9月29日提名他为董事会主席和CEO.
他说在离开的时候并没有找好后面的职位(下家),使他有时间去反思他到底想去经营一家什么样的公司.这同时也就他的激情和决心,给了外界一个清晰的信号.这样做的并不只是McGee一个人.最近几周,AvonandAmericanExpress的一些高级经理离职并解释说想需找一个CEO的职位.当董事会迫于股东的压力对一系列的计划进行审查的时候,那些计划被否定掉的经理们也会想离开.激烈的商业环境同样使得高级经理很小心,模糊的表态可能会破坏他们的声誉.
当经济复苏的标志开始确定的时候,二把手们可能更愿意在没有网(新的工作)情况下换工作.第三季度,根据Liberum的调查,CEO的更迭和一年前相比减少了23%,这是由于紧张的董事会紧盯着他们的CEO们.随着经济的复苏和好转,对有理想的头儿们,机会是很多的.
离开高管的职位去寻找一个更好的职位,并不是传统的做法.多年以来,经理们和猎头们都认同这样一个原则:
最有吸引力的CEO的竞争是那些需要去挖来的人.KornFerry,seniorpartnerDennisCarey说道:
我所做的每一次的招聘中,董事会都要求我从那些在任的CEO中寻找人选.
那些没有找到工作就离开的人并不是很快就能找到顶级的职位.10年前,Tropicana被PepsiCo(PEP)收购了,她以经理的身份离职了,她说他想当CEO.但是花了一年的时间她才成为一家小型互联网交换公司的头.2005年RobertWillumstad带着想成为CEO的梦想离开了Citigroup.可是三年后他才成为了一家主要的金融机构的CEO.
很多招聘的人都说对于高管而言,过去认为的丢脸的感觉(没有工作)已经慢慢消失了.金融危机已经使得跳槽,离开一个不好的工作变得更加可以接受了.一个猎头就说到:
“传统的规则是待在你原来的地方会更加安全,但是现在已经彻底改变了.那些受伤最厉害的就是那里在一个地方待太久的人.”
Text3
Theroughguidetomarketingsuccessusedtobethatyougotwhatyoupaidfor.Nolonger.Whiletraditional“paid”media–suchastelevisioncommercialsandprintadvertisements–stillplayamajorrole,companiestodaycanexploitmanyalternativeformsofmedia.Consumerspassionateaboutaproductmaycreate"earned"mediabywillinglypromotingittofriends,andacompanymayleverage“owned”mediabysendinge-mailalertsaboutproductsandsalestocustomersregisteredwithitsWebsite.Infact,thewayconsumersnowapproachtheprocessofmakingpurchasedecisionsmeansthatmarketing'simpactstemsfromabroadrangeoffactorsbeyondconventionalpaidmedia.
Paidandownedmediaarecontrolledbymarketerspromotingtheirownproducts.Forearnedmedia,suchmarketersactastheinitiatorforusers’responses.Butinsomecases,onemarketer’sownedmediabecomeanothermarketer’spaidmedia–forinstance,whenane-commerceretailersellsadspaceonitsWebsite.Wedefinesuchsoldmediaasownedmediawhosetrafficissostrongthatotherorganizationsplacetheircontentore-commerceengineswithinthatenvironment.Thistrend,whichwebelieveisstillinitsinfancy,effectivelybeganwithretailersandtravelproviderssuchasairlinesandhotelsandwillnodoubtgofurther.Johnson&Johnson,forexample,hascreatedBabyCenter,astand-alonemediapropertythatpromotescomplementaryandevencompetitiveproducts.Besidesgeneratingincome,thepresenceofothermarketersmakesthesiteseemobjective,givescompaniesopportunitiestolearnvaluableinformationabouttheappealofothercompanies’marketing,andmayhelpexpandusertrafficforallcompaniesconcerned.
Thesamedramatictechnologicalchangesthathaveprovidedmarketerswithmore(andmorediverse)communicationschoiceshavealsoincreasedtheriskthatpassionateconsumerswillvoicetheiropinionsinquicker,morevisible,andmuchmoredamagingways.Suchhijackedmediaaretheoppositeofearnedmedia:
anassetorcampaignbecomeshostagetoconsumers,otherstakeholders,oractivistswhomakenegativeallegationsaboutabrandorproduct.Membersofsocialnetworks,forinstance,arelearningthattheycanhijackmediatoapplypressureonthebusinessesthatoriginallycreatedthem.
Ifthathappens,passionateconsumerswouldtrytopersuadeotherstoboycottproducts,puttingthereputationofthetargetcompanyatrisk.Insuchacase,thecompany’sresponsemaynotbesufficientlyquickorthoughtful,andthelearningcurvehasbeensteep.ToyotaMotor,forexample,alleviatedsomeofthedamagefromitsrecallcrisisearlierthisyearwitharelativelyquickandwell-orchestratedsocial-mediaresponsecampaign,whichincludedeffort
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