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题型:阅读理解 题类:常考题 难易度:普通

四川省树德中学2020届高三上学期英语10月月考试卷

阅读理解

    Sparrow is a fast-food chain with 200 restaurants. Some years ago,the group to which Sparrow belonged was taken over by another company. Although Sparrow showed no sign of declining,the chain was generally in an unhealthy state. With more and more fast-food concepts reaching the market,the Sparrow menu had to struggle for attention. And to make matters worse,its new owner had no plans to give it the funds it required.

    Sparrow failed to grow for another two years until a new CEO,Carl Pearson,decided to build up its market share. He did a survey,which showed that consumers who already used Sparrow restaurants were extremely positive about the chain,while customers of other fast-food chains were unwilling to turn away from them. Sparrow had to develop a new promotional campaign.

    Pearson faced a battle over the future of the Sparrow brand. The chain's owner now favored rebranding Sparrow as Marcy's restaurants. Pearson resisted,arguing for an advertising campaign designed to convince customers that visits to Sparrow restaurants were fun. Such an attempt to establish a positive relationship between a company and the general public was unusual for that time. Pearson strongly believed that numbers were the key to success,rather than customers' spending power. Finally, the owner accepted his idea.

    The campaign itself changed the traditional advertising style of the fast-food industry. The TV ads of Sparrow focused on entertainment and featured original songs performed by a variety of stars. Instead of showing the superiority of a specific product,the intention was to put Sparrow in the hearts of potential customers.

    Pearson also made other decisions which he believed would contribute to the new Sparrow image. For example,he offered to lower the rent of any restaurants which achieved a certain increase in their turnover(营业额).

    These efforts paid off,and Sparrow soon became one of the most successful fast-food chains in the regions where it operated.

(1)、Which was one of the problems Sparrow faced before Pearson became CEO?
A、The number of its customers was declining. B、Its customers found the food unhealthy. C、It was in need of financial support. D、Most of its restaurants were closed.
(2)、What does the underlined word "them" in Paragraph 2 refer to?
A、Customers of Sparrow restaurants. B、Sparrow restaurants. C、Customers of other fast-food chains. D、Other fast-food chains.
(3)、For what purpose did Pearson start the advertising campaign?
A、To build a good relationship with the public. B、To stress the unusual tradition of Sparrow. C、To learn about customers' spending power. D、To meet the challenge from Marcy's restaurants.
(4)、What was Pearson's achievement as a CEO?
A、He managed to pay off Sparrow's debts. B、He made Sparrow much more competitive. C、He helped Sparrow take over a company. D、He improved the welfare of Sparrow employees.
举一反三
阅读短文,从每题所给的四个选项(A、B、C和D)中,选出最佳选项。

    A new study from brain researchers helps explain how the human brain evolved or changed over time, to permit people to speak and write.

    Michael Ullman, the lead researcher, a professor at Georgetown University Medical School in Washington, D.C, has been studying language learning for more than 20 years.

    Ullman says his research shows that the human brain does not have a special area or system for making language. Over time we have simply reused or co-opted (指派) parts of our brain for language. And those parts, he says, are ancient-older even than humans themselves.

    "This study examines the theoretical framework (准则) that language is learned, stored and' processed in two ancient learning and memory systems in the brain."

    Ullman, Hamrick and the rest of the team looked at data from 16 other studies on language. They found that people learn language using two memory systems: declarative and procedural. Memorizing vocabulary, for example, is a declarative memory process. But learning grammar is, mostly, a procedural memory process.

    "Declarative memory, in humans at least, is what we think of as learning memory', such as, 'Oh, remember what you said last night' or things like that. And procedural motor memory is what we often call motor memory' such as how you learn to ride a bicycle." Or, Ullman adds, "These procedural memory skills become so deeply leaned that we are no longer aware that we are doing them."

    However, Ullman explains that the two long-term memory systems can share tasks. And, he adds, the adult brain uses the systems to learn language a bit differently than a child's brain.

    "Adult language learners of a second language may use their declarative memory for using grammar patterns. They think about it purposefully. For a child, the grammar may come more naturally. They don't have to think about the grammar rules before speaking."

    In addition to language learners, Ullman's study could help people who have a brain injury that affects speaking and writing. This knowledge can also help those who have learning disabilities such as dyslexia (阅读障碍). People with dyslexia have difficulty recognizing words and symbols accurately.

阅读理解

    The new social robots, including Jibo, Cozmo, Kuri and Meccano M.A.X., bear some similarities to assistants like Apple's Siri, but these robots come with something more. They are designed to win us over not with their smarts but with their personality. They are sold as companions that do more than talk to us. Time magazine cheered for the robots that "could fundamentally reshape how we interact with machines." But is reshaping how we interact with machines a good thing, especially for children?

    Some researchers in favor of the robots don't see a problem with this. People have relationships with many kinds of things. Some say robots are just another thing with which we can have relationships. To support their argument, roboticists sometimes point to how children deal with toy dolls. Children animate (赋予…生命) dolls and turn them into imaginary friends. Jibo, in a sense, will be one more imaginary friend, and arguably a more intelligent and fun one.

    Getting attached to dolls and sociable machines is different, though. Today's robots tell children that they have emotions, friendships, even dreams to share. In reality, the whole goal of the robots is emotional trickery. For instance, Cozmo the robot needs to be fed, repaired and played with. Boris Sofman, the chief executive of Anki, the company behind Cozmo, says that the idea is to create "a deeper and deeper emotional connection ... And if you neglect him, you feel the pain of that." What is the point of this, exactly? What does it mean to feel the pain of neglecting something that feels no pain at being neglected, or to feel anger at being neglected by something that doesn't even know it is neglecting you?

    This should not be our only concern. It is troubling that these robots try to understand how children feel. Robots, however, have no emotions to share, and they cannot put themselves in our place. No matter what robotic creatures "say", they don't understand our emotional lives. They present themselves as empathy machines, but they are missing the essential equipment. They have not been born, they don't know pain, or death, or fear. Robot thinking may be thinking, but robot feeling is never feeling, and robot love is never love.

    What is also troubling is that children take robots' behavior to indicate feelings. When the robots interact with them, children take this as evidence that the robots like them, and when robots don't work when needed, children also take it personally. Their relationships with the robots affect their self-esteem (自尊). In one study, an 8-year-old boy concluded that the robot stopped talking to him because the robot liked his brothers better.

    For so long, we dreamed of artificial intelligence offering us not only simple help but conversation and care. Now that our dream is becoming real, it is time to deal with the emotional downside of living with robots that "feel".

阅读理解

    Our plan was to drive into Cambridge, catch the 7:34 train to Liverpool Street Station, then to separate and meet again for lunch. We should have arrived at Liverpool at 9:19, but due to a typical London fog, the train had to move along so slowly that it was not until 10:30 that it got there. In spite of our late arrival, Joan, my wife's sister, decided that she would go to see the Crown Jewels in the Tower of London while we went shopping. It was only after her sister had disappeared into the fog that my wife realized that we hadn't decided where we should meet for lunch. Since I had our three tickets for the concert in my pocket, this was indeed a problem. There seemed to be nothing we could do except taking a taxi to the Tower of London, and try to find her there. Needless to say, we didn't find her.

    It was now one o'clock, and the concert began at 2:30. "Perhaps she will think of waiting outside the concert hall," suggested my wife hopefully. By this time the fog was so thick that road traffic had to stop, and the only way to get there was by underground railway. Hand in hand we felt our way along the road to where we thought the nearest station should be. An hour later we were still trying to find it. Just as I was about to lose my temper completely when we met a blind man tapping his way confidently through the fog. With his help we found Tower Hill tube station just fifty yards down the road.

    By now it was far too late even to try to get to the concert hall before the performance began at 2:30, so we decided to return to Cambridge. It took seven long hours instead of the usual two to make that journey. Nor were we able to get any food and drink on the train. Tired and hungry we finally reached home at ten, opening the door to the sound of the telephone bell. It was Joan; she had seen the Crown Jewels, had managed to get another ticket for concert, and had had a wonderful dinner at a restaurant near the hotel where she decided to stay for the night. Now she was ringing to discover whether we had had an equally successful day.

阅读理解

At a time when industries are under greater pressure to reduce costs and increase efficiencies, more production facilities are turning to digital sensing technology to provide the real-time insights they need for improved performance. What if one digital sensor could measure multiple signals?

Yokogawa's DPharp (差压传送器) digital technology has the unique ability to measure two pressure parameters (参数), delivering reliable and accurate measurement of plant operations. The unique aspect of this digital technology is that it measures two parameters in one sensor module, providing additional insight into a plant's operations. It is the only sensor in the world that does this.

DPharp transmitters (发射器) use silicon (硅) resonant (谐振的) sensor technology to measure both differential (差别) and still pressure. The sensor consists of two H-shaped crystal silicon resonators that shake at a certain frequency and, when pressure is applied, the frequency of one resonator increases while the other decreases. By monitoring these frequencies digitally, both differential and still pressure can be measured at the same time. The frequency output is directly read by the central processing unit of the transmitter.

DPharp can be used in any processing plant across any industry—oil and gas to food and drinks. DPharp's unique digital sensing technology allows engineering firms and plant engineers to create designs that will equate to an average reduction of 40 percent. Where they would typically use five measuring devices, they are using three by using the multi-sensing technology. That is a significant cost reduction in the number of devices installed and the added benefit is that, as there are less devices, the engineering and design is less complex, which means less materials and less equipment to maintain. Furthermore, there are fewer transmitter spares required, which reduces costs. Tony Farah, Product Manager, said that more organisations are seeing the significant benefits of smart devices like DPharp.

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