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题型:阅读理解 题类:常考题 难易度:普通

江西省抚州市临川区第一中学2018届高三上学期英语期中考试试卷

阅读理解

    All Alice Waters wanted was bread, jam and lettuce that tasted real, with a cup of good coffee or a glass of wine on the side. The founder of Chez Panisse, the California restaurant famous for launching the farm-to-table movement, certainly didn't plan to start a revolution.

    Returning to the United States in 1965 after studying in France, Waters missed the delicious food and community of the little cafes where she spent most of her time. “The United States was a land of frozen food, so eating even just fresh bread and jam was an extremely pleasant surprise to me,” says Waters. “And spending time in restaurants with friends… it was very important to me.”

    One day, an idea struck Waters that maybe her cooking and sense of community could help her make some money. Believing they could do anything, she and a group of friends raised money, found a house in Berkeley and opened a little restaurant called Chez Panisse in 1971.

    Most ingredients Waters could find were from industrial farms. They tasted totally different from the ones her parents planted during World War II and the ones she had enjoyed in France. Thus she began a search for suppliers who would grow good ingredients.

    “I was looking for taste. And I couldn't find taste until I met the local organic farmers who were growing vegetables for flavor,” Waters recalls. “I realized that I would be dependent on them for the success of my restaurant.”

At first, the finances were a disaster. If any of the ingredients didn't taste right, chefs threw them out. Staff had to taste the wine to sell it. That meant thousands of dollars of wine disappeared on a regular basis. People who offered ingredients were given meals in trade.

    But Chez Panisse had lines out of the front door from the very first night. Waters' sense of taste and her dedication to making the best food possible kept people coming back. It didn't take long for Chez Panisse to catch the attention of foodies (“吃货”). Throughout its existence, the restaurant has earned the highest praise of many critics. It has sometimes been called the best restaurant in America.

    Now 72, Waters is not content with staying at home and cooking in her kitchen. Last September, she flew to Washington D. C., to meet members of Congress to discuss the benefits of free lunch for all schoolchildren.

    Many people have called Waters unrealistic over the course of her 45-year fight for good food. Nevertheless, her single-mindedness ended up sparking a farm-to-table movement. “She didn't start Chez Panisse to change the world,” said Marion Nestle, a New York University nutrition professor. “But what she did was absolutely revolutionary. She's a force and deserves every bit of recognition that comes her way.”

(1)、Alice Waters started Chez Panisse in order to          .
A、launch a farm-to-table revolution B、support the local organic farmers C、allow all schoolchildren in the United States to have free lunch D、bring France's style of cooking and sense of community to her home country
(2)、In the early days of Chez Panisse, finances were a big problem because        .
A、organic vegetables were very expensive B、the housing rent in Berkeley was very high C、some customers refused to pay for their meals. D、Waters put huge emphasis on good food and ingredients
(3)、According to the article,Chez Panisse's success can be attributed to       .

① the great flavor of its dishes

② the ideal location of the restaurant

③ the huge effort Waters put into her cause

④ support from multiple foodies

A、①③ B、②④ C、①④ D、②③
(4)、What would be the best title for the passage?
A、The Secret of Catering Revolution B、The Power of Farm-To-Table C、The Recipe for Successful Business D、The Movement of Organic Food
举一反三
阅读理解

    We already know the fastest, least expensive way to slow climate change: Use less energy. With a little effort, and not much money, most of us could reduce our energy diets by 25 percent or more—doing the Earth a favor while also helping our wallets.

    Not long ago, my wife, PJ, and I tried a new diet—not to lose a little weight but to answer an annoying question about climate change. Scientists have reported recently that the world is bending up even faster than predicted only a few years ago, and that the consequences could be severe if we don't keep reducing emissions(排放) of carbon dioxide (CO2 ) and other greenhouse gases that are trapping heat in our atmosphere.

    We decided to try an experiment. For one month we recorded our personal emissions of CO2. We wanted to see how much we could cut back, so we went on a strict diet. The average US household(家庭) produces about 150 pounds of CO2  a day by doing common-place things like turning on air-conditioning or driving cars. That's more than twice the European average and almost five times the global average, mostly because Americans drive more and have bigger houses. But how much should we try to reduce?

    For an answer, I checked with Tim Flannery, author of The Weather Makers: How Man is Changing the Climate and What it Means for Life on Earth. In his book, he had challenged readers to make deep cuts in personal emissions to keep the world from reaching extremely important tipping points, such as the melting(融化) of the ice sheets in Greenland or West Antarctica. "To stay below that point, we need to reduce CO2  emissions by 80 percent," he said.

    Good advice, I thought. I'd opened our bedroom windows to let in the wind. We'd gotten so used to keeping our air-conditioning going around the clock. I'd almost forgotten the windows even opened. We should not let this happen again. It's time for us to change our habits if necessary.

阅读理解

    When her five daughters were young, Helene An always told them that there was strength in unity (团结). To show this, she held up one chopstick, representing oneperson. Then she easily broke it into two pieces. Next, she tied several chopsticks together, representing a family. She showed the girls it was hard to break the tied chopsticks. This lesson about family unity stayed with the daughters as they grew up.

    Helene An and her family own a large restaurant business in California. However, when Helene and her husband Danny left their home in Vietnam in 1975, they didn't have much money. They moved their family to San Francisco. There they joined Danny's mother, Diana, who owned a small Italian sandwich shop. Soon afterwards, Helene and Diana changed the sandwich shop into a small Vietnamese restaurant. The five daughters helped in the restaurant when they were young. However, Helene did not want her daughters to always work in the family business because she thought it was too hard.

    Eventually the girls all graduated from college and went away to work for themselves, but one by one, the daughters returned to work in the family business. They opened new restaurants in San Francisco and Los Angeles. Even though family members sometimes disagreed with each other, they worked together to make the business successful. Daughter Elisabeth explains, "Our mother taught us that to succeed we must have unity, and to have unity we must have peace. Without the strength of the family, there is no business."

    Their expanding business became a large corporation in 1996, with three generations of Ans working together. Now the Ans' corporation makes more than $20 million each year. Although they began with a small restaurant, they had big dreams, and they worked together. Now they are a big success.

阅读理解

    Sumeja Tulic had moved from London to New York nine months ago to attend journalism school. Yet her time in New York met with a season of never-ending ugliness in politics and acts of terrorism(恐怖主义) around the world. “One day you laugh, and then you're angry,” said Tulic. As she walked toward the subway station, she thought, “I want to see something nice. Enough of this craziness.”

    At the City Hall station, she saw a man resting against a pillar(柱子), the way anyone might, waiting for the train. The stillness was interrupted(打断) by an announcement that the next train was two stations away. Then Tulic saw the man at the pillar falling forward onto the tracks.

    The man who had fallen was not moving. In what seemed like an instant, three men jumped down to help.

    I don't know where these men got the intelligence and the quickness," Tulic said. "The man who fell was about six feet tall and quite heavy. He was kind of stuck in the tracks. It was terrifying to know that the train was coming. Will it stop? Will they succeed in pulling him out?"

    On the tracks, the unconscious(失去知觉的) man was put into a sitting position by the three men, who then lifted him from below to others who lifted from above and rolled him onto the platform. Then the rescuers were themselves rescued, pulled back to safety by helping hands. As soon as they were all clear, the train pulled in. People getting off the train walked around this unconscious man.

    Two of the men who had jumped onto the platform were holding his hands. “They were saying, ‘You're going to be fine,'” Tulic said. “This was an additional layer of goodness.”

    Doctors arrived, and the man was taken to a local hospital with serious but non-life-threatening injuries.

    “That is the greatest thing,” Tulic said. “The infrastructure(基础) in this city of millions is the people themselves providing, being there for others, without even knowing the person, who he is. It was beautiful to see.”

阅读理解

    CLASSIC TOURS—COACH BREAK INFORMATION

    Luggage

    We ask you to keep a medium-sized suitcase per person, but a small holdall can also be taken onto the coach.

    Seats

    Requests for particular seats can be made on most coach breaks (巴士旅游) when booking, but since seats are booked on a first come, first serve basic, early booking is advisable. When bookings are made with us, you will be offered the best seats that are available on the coach at that time.

    Travel Documents

    When you have paid your deposit(订金), we will send you all the necessary documents, so that you can receive them in good time before the coach break leaving date. Certain documents, for example, air or boat tickets, may have to be reserved and your guide will then give them to you during the break.

    Special Diets

    If you require a special diet, you must inform us at the time of booking with a copy of the diet. This will be told to the hotels on your coach break. The hotels for certain coach breaks are tourist class and they may not have the equipment to deal with special diets. Any extra costs must be paid to the hotel by yourself before leaving the hotel.

    Accommodation

    On any coach break there are only a limited number of single rooms. When a single room is available, it may be subject to an extra charge and this will be shown on the brochure page.

    Entertainment

    Some of our hotels arrange extra entertainment which could include music, dancing, films, etc. The nature and frequency of the entertainment presented is decided by the hotel and therefore not guaranteed and could be withdrawn if there is a lack of demand or insufficient numbers in the hotel.

阅读理解

    Can I talk about salary at work? In a word: yes. As HR company Insperity put it in a recent blog post: Can your employees discuss their salaries or wages with their co-workers? Yes. Even if you have a company policy against it? Yes.

    The freedom to discuss your salary at work is a protected right under federal labor law. The National Labor Relations Act of 1935 protects your right to discuss the conditions of your employment, including issues related to safety and pay, even when you're not protected by a union.

    Talking about salary with colleagues can be uncomfortable, since there's such a taboo about discussing money matters, but it's an important step towards achieving equal pay for equal work. One barrier, however, stems from how we think of our own financial worth. Too many people I talk to wrongly consider their salary a reflection of their worthiness, a statement about their skills, experience, or value. At the end of the day, if we can all separate our self-worth from our salaries a bit more, it'll become easier to talk frankly with our colleagues.

    Asking about money outright can be tough, so one trick I've picked up along the way is to ask for your colleagues to confirm or deny. For instance, you might volunteer your salary first and ask "Does that sound about right to you?" by way of comparison. Or, let's say you're interviewing for a promotion to become a manager. You might ask a fellow manager about the kind of salary you should expect by saying, “I'm seeing salaries for this kind of position ranging from $65, 000 to$70, 000—does that seem accurate to you?" This way, even if your colleague isn't comfortable sharing their salary outright, they can help you identify if your expectations are on point or way off.

阅读理解

    People have different ways of dealing with a common cold. Some take over-the- counter(非处方的) medicines such as aspirin while others try popular home remedies(治疗)like herbal tea or chicken soup. Yet here is the tough truth about the common cold: nothing really cures it.

    So why do people sometimes believe that their remedies work? According to James Taylor, professor at the University of Washington, colds usually go away on their own in about a week, improving a little each day after symptoms peak, so it's easy to believe it's medicine rather than time that deserves the credit, USA Today reported.

    It still seems hard to believe that we can deal with more serious diseases yet are powerless against something so common as a cold. Recently, scientists came closer to figuring out why. To understand it, you first need to know how antiviral(抗病毒的) drugs work. They attack the virus by attaching to and changing the surface structures of the virus. To do that, the drug must fit and lock into the virus like the right piece of a jigsaw(拼图), which means scientists have to identify the virus and build a 3-D model to study its surface before they can design an antiviral drug that is effective enough.

    The two cold viruses that scientists had long known about were rhinovirus(鼻病毒) A and B. But they didn't find out about the existence of a third virus, rhinovirus C, until 2006. All three of them contribute to the common cold, but drugs that work well against rhinovirus A and B have little effect when used against C.

    "This explains most of the previous failures of drug trials against rhinovirus," study leader Professor Ann Palmenberg at University of Wisconsin-Madison, US, told Science Daily.

    Now, more than 10 years after the discovery of rhinovirus C, scientists have finally built a highly-detailed 3-D model of the virus, showing that the surface of the virus is, as expected, different from that of other cold viruses.

    With the model in hand, hopefully a real cure for a common cold is on its way. Soon, we may no longer have to waste our money on medicines that don't really work.

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