（2020）考研英语题源报刊阅读：提高篇pdf/doc/txt格式电子书下载
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书名：（2020）考研英语题源报刊阅读：提高篇pdf/doc/txt格式电子书下载
推荐语：精选考研英语命题题源文章，编排科学，设题规范，讲解透彻，助考生冲刺考研英语阅读高分。
作者：新东方教育科技集团有限公司国内大学项目事业部著
出版社：浙江教育出版社
出版时间：2019-06-01
书籍编号：30507884
ISBN：9787553681603
正文语种：中英对照
字数：300000
版次：1
所属分类：教材教辅-研究生
版权信息
书名：（2020）考研英语题源报刊阅读 提高篇
作者：新东方教育科技集团有限公司国内大学项目事业部
出版日期：2019-06-01
出版社：浙江教育出版社
ISBN：9787553681603
。
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本书编委会
序/PREFACE
考研是人生进步的重要台阶之一，对于那些渴望在学术氛围中进一步深造的人来说，考研似乎是人生的必经之路。考研绝不是一件容易的事情，它需要你付出艰苦卓绝的努力。官方数据显示，目前仅有不到三分之一的考生能够被录取，而名校和热门专业的录取比例会更低。所以，考研无疑是对人的意志和忍耐力的一种磨炼。
生命的奇迹是无限的，但前提是保持持续的努力。我们或许不知道能走多远，但重要的是我们在走。考研就是渴望、向往和激情的体现，这种渴望、向往和激情可以把我们引入新的世界，为我们带来新的风景。目标是不断延伸的，困难也是肯定会有的。不是困难的大小使我们的生活不同，而是我们对待困难的态度使各自的生活不同。当一个人用勇气来面对生活中的困难时，他的未来一定是光明的，因为他战胜了内心的恐惧，因此也就可以战胜外在的困难。当他用绝望或者放弃的心理面对困难的时候，那他只能原地踏步，甚至连眼前拥有的东西都会失去，因为他已经失去了自信。总而言之，一个奋斗的生命，一个有勇气不断去挑战自己生命现状的人，将会是一个生活得更加有意义的人。
自新东方成立以来，每年都有数以万计的学员通过新东方的培训实现了自己读研的理想，这也是新东方存在的价值和意义之一。我非常喜欢下面这首艾米莉·狄金森（Emily Dickinson, 1830-1886）的诗，因为它的内涵与新东方精神产生了深深的共鸣：
为了帮助考生顺利通过考试，新东方策划并编写了这套“决胜考研”系列图书。这套书是新东方集体智慧的结晶，也是新东方老师多年教学经验的总结，在图书编写过程中，多位一线名师毫无保留地分享了自己的教学经验和心得体会；同时这也是一次全新的尝试，新东方率先引入了多项语料库技术和自然语言处理技术，对内容进行了定性分析和定量分析，从全新的视角对真题背后的规律进行了挖掘，进一步保证内容的科学性和权威性；另外，新东方还提供了和图书内容配套的在线答疑服务，力求更加及时地为读者排忧解难。
我们由衷希望能够通过我们的努力最大限度地减轻考生的负担，节约考生的时间，帮助考生达到事半功倍的复习效果。若能如此，对于每个参与图书编写的人来说，都将是一件值得欣慰的事情。
我最后要说的是，考研并不是人生的唯一选择，我的很多朋友并没有显赫的学历，甚至没有上过大学，但是他们同样拥有精彩的人生和幸福的生活。所以，是否选择考研，需要根据个人的实际情况以及理想和追求来确定，不可以盲从。但是，一旦你选择考研，就要毫不犹豫地付出，因为机会是有限的。最后无论成功与否，考研的日子都将是一段值得骄傲的回忆，因为它见证了你的勇气和魄力。
感谢各位考生对新东方的信赖，愿各位考生都能取得理想的成绩！
俞敏洪
新东方教育科技集团董事长
UNIT 1
Text 1
Not long ago, being the boss of a big Western tech firm was a dream job. As the billions rolled in, so did the plaudits: Google, Facebook, Amazon and others were making the world a better place. Today these companies are accused of being BAADD—big, anti-competitive, addictive and destructive to democracy.
Much of this techlash is misguided. But big tech platforms, particularly Facebook, Google and Amazon, do indeed raise a worry about fair competition. That is partly because they often benefit from legal exemptions. Unlike publishers, Facebook and Google are rarely held responsible for what users do on them; and for years most American buyers on Amazon did not pay sales tax. Nor do the titans simply compete in a market. Increasingly, they are the market itself, providing the “platforms” for much of the digital economy.
Facebook not only owns the world\'s largest pool of personal data, but also its biggest “social graph”—the list of its members and how they are connected. If this trend runs its course, consumers will suffer as the tech industry becomes less vibrant. Less money will go into startups, most good ideas will be bought up by the titans and, one way or another, the profits will be captured by the giants.
What to do? In the past, societies have tackled monopolies either by breaking them up, as with Standard Oil in 1911, or by regulating them as a public utility, as with AT&T in 1913. Today both those approaches have big drawbacks. Two broad changes of thinking would go a long way towards sensibly taming the titans.
The first is to make better use of existing competition law. Trustbusters should scrutinize mergers to gauge whether a deal is likely to neutralize a potential long-term threat, even if the target is small at the time. Second, trustbusters need to think afresh about how tech markets work. A central insight is that personal data are the currency in which customers actually buy services. Through that prism, the tech titans receive valuable information—on their users’ behaviour, friends and purchasing habits—in return for their products. Therefore, it needs a new set of laws to govern the ownership and exchange of data, with the aim of giving solid rights to individuals.
In essence this means giving people more control over their information. If a user so desires, key data should be made available in real time to other firms. Regulators could oblige platform firms to make anonymised bulk data available to competitors, in return for a fee. These mechanisms would turn data from something titans hoard, to suppress competition, into something users share, to foster innovation.
1. The word “plaudits” (Line 2, Para. 1) is closest in meaning to ______.
[A] criticism
[B] acclaim
[C] remarks
[D] doubts
2. A sound reason for people\'s worry about the fair play is that tech giants ______.
[A] have dominated the competition for digital economy
[B] always make profits from illegal practices
[C] often misguide their consumers and competitors
[D] are not involved in the market competition
3. Consumers will fall victim of a tech industry when ______.
[A] titans are deprived of good ideas and capital
[B] giants continue to have the largest share of data
[C] startups are given more attention and support
[D] giants can be challenged by allied startups
4. Tech markets work on an underlying assumption that ______.
[A] individuals’ rights should be defended
[B] personal data are provided by tech titans as products
[C] the existing competition law should aim at any long-term threat
[D] customers’ information is exchanged for services
5. It can be inferred from the last paragraph that ______.
[A] data can be used to encourage competition
[B] users are obliged to promote innovation
[C] data should be shared free of charge
[D] the role of regulators is of top priority
Text 2
Monday\'s Supreme Court decision to block a class-action sex-discrimination lawsuit against Wal-Mart was a huge setback for as many as 1.6 million current and former female employees of the world\'s largest retailer. But the decision has consequences that range far beyond sex discrimination or the feasibility of class-action suits. The underlying issue, which the Supreme Court has now confirmed, is Wal-Mart\'s authoritarian style, by which executives pressure store-level management to squeeze more and more from millions of clerks, stockers and lower-tier managers.
Indeed, the sex discrimination at Wal-Mart that drove the recent suit is the product not merely of managerial bias and prejudice, but also of a corporate culture and business model that sustains it, rooted in the company\'s very beginnings. A male-dominated corporate culture was written into the Wal-Mart DNA. “Welcome Assistant Managers and Wives” read a banner at a 1975 meeting for executive trainees.
Moreover, the traditional corporate culture has been reconfigured into a more systematically authoritarian structure, one that deploys a communitarian belief to sustain a high degree of corporate loyalty even as wages and working conditions are put under continual downward pressure. Workers of both sexes pay the price, but women, who constitute more than 70 percent of hourly employees, pay more.
There are tens of thousands of experienced Wal-Mart women who would like to be promoted to the first managerial rung, salaried assistant store manager. But Wal-Mart makes it impossible for many of them to take that post, because its ruthless management style structures the job itself as one that most women, and especially those with young children or a relative to care for, would find difficult to accept. Why? Because, for all the change that has swept over the company, at the store level there is still a fair amount of the old communal sociability. Recognizing that workers steeped in that culture make poor candidates for assistant managers, who are the front lines in enforcing labor discipline, Wal-Mart insists that almost all workers promoted to the managerial ranks move to a new store, often hundreds of miles away.
For young men in a hurry, that\'s an inconvenience; for middle-aged women caring for families, this corporate reassignment policy amounts to sex discrimination. True, Wal-Mart is hardly alone in demanding that rising managers sacrifice family life, but few companies make relocation such a fixed policy, and few have employment rolls even a third the size. The obstacles to women\'s advancement do not stop there. The workweek for salaried managers is around 50 hours or more, which can surge to 80 or 90 hours a week during holiday seasons. Not unexpectedly, some managers think women with family responsibilities would balk at such demands, and it is hardly to the discredit of thousands of Wal-Mart women that they may be right.
6. The lawsuit is mentioned in the first paragraph to ______.
[A] show that women belong to the oppressed minority in Wal-Mart
[B] introduce Wal-Mart\'s essential problem of authoritarian culture
[C] demonstrate Wal-Mart\'s impact on the Supreme Court\'s decision
[D] explain the causes of Wal-Mart\'s authoritarian culture
7. Which of the following is true of Wal-Mart\'s traditional corporate culture?
[A] It brings an adverse impact only on female workers.
[B] It makes sex-discrimination acceptable in the management.
[C] It is effective in maintaining employees’ faithfulness.
[D] It causes high rate of resignation among women employees.
8. Competent women are hard to get a promotion in Wal-Mart because ______.
[A] their male counterparts are more competitive
[B] the relocation requirement is difficult for them to accept
[C] bad habits formed in their communities make them less competitive
[D] they can\'t discipline employees due to their inborn tenderness
9. We learn from the last paragraph that ______.
[A] few companies have staff as large as that of Wal-Mart
[B] middle-aged women have less energy compared with young men
[C] Wal-Mart managers disgrace women by not promoting them
[D] the relocation policy is the only thing women cannot tolerate
10. The author\'s attitude towards Wal-Mart\'s corporate culture is ______.
[A] disapproving
[B] supportive
[C] indifferent
[D] doubtful
Text 3
Can exercise make the brain more fit? That absorbing question inspired a new study at the University of South Carolina during which scientists assembled mice and assigned half to run for an hour a day on little treadmills, while the rest lounged in their cages without exerci
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