考研英语真题出处全文翻译(持续更新中)

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翻译原版文章如下：
（引自ECO中文论坛：http://www.ecocn.org/forum.php?mod=viewthread&tid=46496，译文蛮漂亮的，没什么大问题）
Enemies of progress
进步之敌
The biggest barrier to public- sector reform are the unions
公共部门改革的最大障碍是工会
Mar 17th 2011 | from the print edition

IF JIMMY HOFFA were reincarnated as a modern trade unionist, he would probably represent civil servants. When Hoffa's Teamsters were in their prime in 1960, only one in ten American government workers belonged to a union; now 36% do. In 2009 the number of unionists in America's public sector passed that of their brethren in the private sector. In continental Europe most civil servants belong to unions, though these generally straddle the private sector as well. In Britain more than half of public-sector workers but only about 15% of private-sector ones are unionised.

吉米•霍法要是转世为现代工会一员，说不定会代表公务员。上世纪60年代，霍法领导的“国际卡车司机兄弟会”全盛之时，美国ZF员工仅有十分之一是工会会员，而今却达36%。2009年，美国公共部门的工会会员数超过了私营部门的会员兄弟。而在欧洲大陆，尽管各工会普遍横跨公共与私营部门，但大多数公务员都是工会成员。在英国，超过一半公共部门员工加入了工会，私营部门员工这么做的，却仅有约15%。

There are three reasons for the public-sector unions' clout. First, they can shut things down without suffering much in the way of consequences. Second, they are mostly bright and well-educated. There are some Luddites left, such as Bob Crow of London's perennially striking Tube drivers. But it is much harder to argue with Randi Weingarten, the articulate head of the American Federation of Teachers. Most workers in the public sector are women, and many of them are professional types. A quarter of America's public-sector workers have a university degree. Officers of the British Medical Association (which represents doctors) and America's National Education Association (the biggest teachers' union) often appear on the news as experts on health and education rather than as representatives of interest groups.

公共部门工会举足轻重的原因有三。其一，他们可以罢工闹事，却无需承担太多后果。其二，成员大多头脑灵活，受过良好教育。有些人是勒德派遗留分子，如带领伦敦地铁司机长期罢工的鲍勃•克罗，比较好应付。但要跟兰迪•温加藤争论就费劲多了，她可是美国教师联合会的头头，口齿伶俐。公共部门员工女性居多，不少是专业人士。美国公共部门员工有四分之一具备大学学历。而代表医生权益的英国医学会和最大的教师工会——美国国家教育协会，其官员在新闻中露面时，身份通常是医疗及教育专家，而非利益团体代表。

Third, they now dominate left-of-centre politics. Some of their ties go back a long way. Britain's Labour Party, as its name implies, has long been associated with trade unionism. Its current leader, Ed Miliband, owes his position to votes from public-sector unions. Spain's prime minister still likes to brandish his union card. In America the links have become more explicit. Between 1989 and 2004 the biggest spender in federal elections was the American Federation of State, County and Municipal Employees, and $39.4m of the $40m it shelled out over that period went to Democrats. One in ten of the delegates at the 2008 Democratic National Convention in Denver was a teacher.

其三，这些人目前主导着中左政治。其间有些关系追溯起来，渊源颇深。英国工党，顾名思义，与工会主义的联系源远流长。工党现任领袖埃德•米利班德能有此地位，公共部门工会的选票功不可没。西班牙首相仍爱炫耀他的工会会员证。在美国，政党与工会之间联系更明显。1989~2004年联邦大选中，“美国州、郡、市联合工会”挥霍最多，当时花了4000万美元，其中有3940万美元流向了民主党。而2008年在丹佛召开的民主党全国代表大会，十分之一的代表都是教师。

At the state level their influence can be even more fearsome. Mark Baldassare of the Public Policy Institute of California points out that much of the state's budget is patrolled by unions. The teachers' unions keep an eye on schools, the CCPOA on prisons and a variety of labour groups on health care. It was the big public-sector unions which squashed the 2005 reforms proposed by Arnold Schwarzenegger, then California's governor.

在州一级，公共部门工会的影响力甚至更恐怖。加利福尼亚公共政策研究所的马克•巴尔达萨雷指出，加州多数预算都被工会巡查。教师工会盯着学校，加州监狱和平促进委员会（CCPOA）看着监狱，而各种各样的劳工团体则监视着医疗保健。2005年，正是这些公共部门的大工会，让加州州长阿诺德•斯瓦辛格的改革提案灰飞烟灭。

In many rich countries average wages in the state sector are higher than in the private one. But the real gains come in benefits and work practices. Politicians have repeatedly “backloaded” public-sector pay deals, keeping the pay increases modest but adding to holidays and especially pensions that are already generous.

许多富国，公共部门的平均收入要高于私营部门。但真正的收益出自福利与工作事务。政客们再三“支持提高”公共部门的工资协议待遇，其工资持续增长，增幅虽不大，但公休也不断增加，尤其本就丰厚的养老金也一个劲上涨。

Many Germans were horrified to discover that the EU rescue package for Greece last year helped to bail out public-sector workers who could retire in their mid-50s on almost full pay. One scam in American cities has been to link pensions to employees' earnings in their final year, rather than average earnings over a longer period. Naturally the subway drivers or policemen concerned put in heroic overtime in that final year.

去年，欧盟针对希腊实施了一揽子救援计划，帮该国公共部门的员工脱了困，让他们在55岁左右退休时，能拿到几乎全额的退休金，很多德国人发现这事后，大为震惊。而美国各市耍了个花招，将退休金与雇员工作生涯最后一年的收入挂钩，而非与更长一段时间的平均收入结合。自然，地铁司机或警察就会在最后一年里，争做英雄，天天加班了。

Reform has been vigorously opposed, perhaps most egregiously in education, where charter schools, vouchers, academies and merit pay all faced drawn-out battles. Even though there is plenty of evidence that the quality of the teachers is the most important variable, teachers' unions have fought against getting rid of bad ones and promoting good ones.

改革一直遭到强烈反对，可情势最糟的，或许是教育战线，其中，特许学校、教育券、私立中学跟教师绩效工资都面临多场持久战。即便众多证据都表明，教师素质才是影响教育水平的最重要变量，但教师工会还是反对开除业绩差的老师，提拔奖赏业绩好的老师。

As the cost to everyone else (in terms of higher taxes and sloppier services) has become clearer, politicians have begun to clamp down. In Wisconsin the unions have rallied thousands of supporters against Scott Walker, the hardline Republican governor. But many within the public sector suffer under the current system too.

由于税收增加，公共服务越发马虎，公共部门工会之外的人生活成本日益明显，政客已开始施压。在威斯康辛州，工会召集了成千上万的支持者，反对强硬的共和党州长斯科特•沃克。但现行体制下，公共部门许多人日子也不好受。

John Donahue at Harvard's Kennedy School points out that the egalitarian culture in Western civil services suits those who want to stay put but is bad for high achievers. Heads of departments often get only two or three times the average pay. As Mr Donahue observes, the only American public-sector workers who earn well above $250,000 a year are university sports coaches and the president of the United States. Hank Paulson took a 99.5% pay cut when he left Goldman Sachs to become America's treasury secretary. Bankers' fat pay packets have attracted much criticism, but a public-sector system that does not reward high achievers may be a much bigger problem for America.

哈佛大学肯尼迪学院的约翰•唐纳修指出，西方公共部门奉行的平等主义文化，适合那些希望稳定的人，但对成功人士却不利。ZF各部门头头的收入，通常只有平均水平的两至三倍。就像唐纳修先生注意到的，美国公共部门年收入丰厚到超过25万美元的员工，只有大学体育教练和美国总统。汉克•鲍尔森离开高盛集团成为美国财政部长时，收入就少了99.5%。银行家薪水高一直饱受指摘，但公共部门薪酬体系没有成就激励，或许才是美国面临的最大问题。

from the print edition | Special report

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原版文章的部分词汇注释，如下：
be reincarnated to be born again in another body after you have died [from LDOCE5]
Teamsters the largest trade union in the US. When Jimmy Hoffa was it leader (1957-67), some parts of the union were thought to be involved in various types of criminal activity, and to have connections with the Mafia and with dishonest politicians. [from LDOCE5]
prime noun [singular] the time in your life when you are strongest and most active in your prime [from LDOCE5]
brethren noun [plural] old use used to address or talk about the members of an organization or group, especially a religious group [from LDOCE5]
straddle verb [transitive] to include areas of activity, groups, time etc [from LDOCE5]
clout noun [uncountable] informal power or the authority to influence other people’s decisions [from LDOCE5]
Luddite noun [countable] someone who is opposed to using modern machines and methods [= technophobe] [from LDOCE5]
Bob Crow Robert Crow (born 13 June 1961), who is better known as Bob Crow, is a British trade union leader, the General Secretary of the National Union of Rail, Maritime and Transport Workers (RMT) and a member of the General Council of the TUC. [from WIKIPEDIA]
perrennial adjective continuing or existing for a long time, or happening again and again [from LDOCE5]
the tube British English the system of trains that run under the ground in London [= subway American English] [from LDOCE5]
articulate adjective able to talk easily and effectively about things, especially difficult subjects [from LDOCE5]
left-of-centre British English, left-of-center American English adjective supporting ideas and aims that are between the centre and the left in politics [from LDOCE5]
brandish verb [ written to wave something around in a dangerous or threatening way, especially a weapon [from LDOCE5]
shell out (something) phrasal verb informal to pay a lot of money for something, especially unwillingly [from LDOCE5]
CCPOA The California Correctional Peace Officers Association (CCPOA), founded in 1957 as the California Correctional Officers Association (CCOA), is the corrections officers' labor union in California. The CCPOA is widely considered one of the most powerful political forces in California politics. CCPOA made the largest contribution to the No on 5 Campaign in 2008, contributing one million dollars. CCPOA president Don Novey established the union's tradition of forming close alliances and friendships with political leaders during the 1980s. [from WIKIPEDIA]
backload verb [transitive] to defer to a later date, as wages, benefits, or costs [from Dictionary.com]
bail somebody / something ↔ out (also bale somebody / something ↔ out British English) to do something to help someone out of trouble, especially financial problems [from LDOCE5]
scam noun [countable] informal a clever but dishonest way to get money [from LDOCE5]
egregious adjective formal an egregious mistake, failure, problem etc is extremely bad and noticeable [from LDOCE5]
voucher A school voucher, also called an education voucher, is a certificate issued by the government, which parents can apply toward tuition at a private school (or, by extension, to reimburse home schooling expenses), rather than at the state school to which their child is assigned. An alternative to the education voucher is the education tax credit, which allows individuals to use their own money to pay for the education of their children or to donate money towards the education of other children. Under non-voucher education systems, people who currently pay for private schooling are still taxed for public schools; therefore, they fund both public and private schools simultaneously. Via offsetting the cost of private school tuition, vouchers and tax credits are intended to allow students and families to choose the school that best fits their needs. Opponents of school vouchers say allowing families the option of both public and private schools undermines the public education system through threatening its funding and enrollment. [from WIKIPEDIA]
merit pay Merit pay is a term describing performance-related pay, most frequently in the context of educational reform. It provides bonuses for workers who perform their jobs effectively, according to measurable criteria. In the United States, policy makers are divided on whether merit pay should be offered to public school teachers, as is commonly the case in the United Kingdom. [from WIKIPEDIA]
drawn-out adjective taking more time than usual or more time than you would like [from LDOCE5]
sloppy adjective not done carefully or thoroughly [= careless] [from LDOCE5]
clamp down phrasal verb to take firm action to stop a particular type of crime [from LDOCE5]
hard-line adjective having extreme political beliefs, and refusing to change them [from LDOCE5]
egalitarian adjective based on the belief that everyone is equal and should have equal rights [from LDOCE5]
stay put spoken to remain in one place and not move [from LDOCE5]

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原版文中较好的词汇、结构，如下（建议锻炼造句能力，运用到写作中）：
barrier to（副标题是倒装）
善用虚拟语气（IF JIMMY HOFFA were reincarnated as a modern trade unionist, he would probably represent civil servants.是对现在的虚拟）
in one’s prime
X in Y（表示比例）
belong to
pass（超过，类似的还有outnumber等）
There are X reasons for...
without suffering much in the way of...（这里in the way of类似于in terms of）
consequence
well-educated
perennially（有continuously的意思）
quarter（表示1/4时要想到这个词）
represent、representative（高频但也是一个好词）
rather than（这个强调了无数次了，不起眼的词就能看出作文是否地道）
interest group
dominate、dominant（表示重要性、份额的词）
one’s ties go back a long way（源远流长）
as精短从句作插入语（也是强调无数次了，不起眼的结构就能看出作文是否地道）
associate with（与relate / link / coincide / correspond / accord等相似）
current（这个词也可以作名词，注意与currency的区别）
own one’s position to something（注意动宾搭配，这里介词to表原因）
explicit、implicit
delegate（注意与representative的区别）
a fearsome influence（注意偏正搭配，fearsome并非一定是贬义）
point out that
keep an eye on something（注意The teachers' unions keep an eye on schools, the CCPOA on prisons and a variety of labour groups on health care.这句话的并列结构，省略的是动宾结构，这一类的并列类型非常多。但由于省略动宾的并列在汉语中不常见，因此“翻译型”的作文就很少出现这种结构。不起眼的结构看出作文是否地道）
squash（有reject、block的意思）
propose、proposal（注意与argue、argument的区别，pro-强调结果，arg-强调过程）
关于backload，我认为译文理解有点问题。根据字典意思及文意，应该是“延后、拖延”的意思（联系后文中的keep ... modest，既然是保持，那就与“延后”意思一致了）
modest（这个词的准确意思是not very great, big, or expensive，如果用百分比表示的话，差不多在80%的样子，绝对不是50%，其实也是表示数量多）
generous（表示数量多）
horrify
pension(s)（退休金，社保类问题常用词汇）
over a long period（注意介词，与period常用的介词搭配有in、during、over、for等）
concerned（形容词作后置定语，有particular的意思）
vigorous(ly)
egregious(ly)（有far worse的意思）
face a drawn-out battle
even though / if（这个短语我个人的经验是，兼具条件和让步，即“即使在……情况下”）
variable (n.)（有factor的意思）
fight against...（有object to的意思）
get rid of...
promote
善用as从句
head（有governor、director的意思）
well above（注意well，above前面最常用的就是well，切记谨慎用其他副词修饰above）

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2011 TEXT 1
原版地址：http://www.commentarymagazine.co ... ng-classical-music/，全文有四个部分。此处节选第一部分的内容：
Selling Classical Music
Terry Teachout — September 2007

The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement in July of his appointment to succeed Lorin Maazel in 2009. For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, the sober-sided classical-music critic of the New York Times.

One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. He is chief conductor of the Royal Stockholm Philharmonic Orchestra and recently spent three years as music director of the Santa Fe Opera. Both posts are undeniably important, but neither can fairly be described as a high-profile job. And while Gilbert has also led the New York Philharmonic in 31 concerts since making his debut with the orchestra six years ago, these appearances, though they were for the most part well received by critics and concertgoers, did not win for him anything remotely approaching universal acclaim.

Even Tommasini, who had advocated Gilbert’s appointment in the Times, calls him “an unpretentious musician with no whiff of the formidable maestro about him.” As a description of the next music director of an orchestra that has hitherto been led by (among others) Gustav Mahler, Willem Mengelberg, Arturo Toscanini, Sir John Barbirolli, Bruno Walter, Dimitri Mitropoulos, Leonard Bernstein, and Pierre Boulez, that seems likely to have struck at least some Times readers as faint praise.

For my part, I have no idea whether Gilbert is a great conductor or even a good one. I have never seen him conduct, or listened to any of the handful of recordings he has made to date. Nothing that I read about his Philharmonic concerts made me feel any urgent need to go and hear them. To be sure, he performs an impressive variety of interesting compositions, but it is not necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting orchestral music. All I have to do is go to my CD shelf, or boot up my computer and download still more recorded music from iTunes.

Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point. For the time, attention, and money of the art-loving public, classical instrumentalists must compete not only with opera houses, dance troupes, theater companies, and museums, but also with the recorded performances of the great classical musicians of the 20th century. These recordings are cheap, ubiquitously available, and very often much higher in artistic quality than today’s live performances; moreover, they can be “consumed” at a time and place of the listener’s choosing. The widespread availability of such recordings of the standard repertory has thus brought about a crisis in the institution of the traditional classical concert, one to which most classical musicians have been fatally slow to respond.

One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert’s own interest in new music has been widely noted: Alex Ross, the classical-music critic of the New Yorker, has described him as “a man with an inquisitive, contemporary mind” who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But what will be the nature of that difference? Merely tinkering with the orchestra’s repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between America’s oldest orchestra and the new audience it hopes to attract.

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考研阅读版本，如下

The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement of his appointment in 2009. For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, the sober-sided classical-music critic.

in July删去。to succeed Lorin Maazel删去。of the New York Times删去。

One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had advocated Gilbert’s appointment in the Times, calls him “an unpretentious musician with no air of the formidable conductor about him.” As a description of the next music director of an orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre Boulez, that seems likely to have struck at least some Times readers as faint praise.

He is chief conductor of the Royal Stockholm Philharmonic Orchestra and recently spent three years as music director of the Santa Fe Opera. Both posts are undeniably important, but neither can fairly be described as a high-profile job. And while Gilbert has also led the New York Philharmonic in 31 concerts since making his debut with the orchestra six years ago, these appearances, though they were for the most part well received by critics and concertgoers, did not win for him anything remotely approaching universal acclaim.删去。原文Even Tommasini另起一段，考研语篇合为一段。in the Times斜体改为正体，whiff改为air，maestro改为conductor。(among others)删去。Gustav Mahler, Willem Mengelberg, Arturo Toscanini, Sir John Barbirolli, Bruno Walter, Dimitri Mitropoulos, Leonard Bernstein, and Pierre Boulez改为musicians like Gustav Mahler and Pierre Boulez。some Times readers斜体改为正体。

For my part, I have no idea whether Gilbert is a great conductor or even a good one. To be sure, he performs an impressive variety of interesting compositions, but it is not necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting orchestral music. All I have to do is go to my CD shelf, or boot up my computer and download still more recorded music from iTunes.

I have never seen him conduct, or listened to any of the handful of recordings he has made to date. Nothing that I read about his Philharmonic concerts made me feel any urgent need to go and hear them.删去。

Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point. For the time, attention, and money of the art-loving public, classical instrumentalists must compete not only with opera houses, dance troupes, theater companies, and museums, but also with the recorded performances of the great classical musicians of the 20th century. These recordings are cheap, available everywhere, and very often much higher in artistic quality than today’s live performances; moreover, they can be “consumed” at a time and place of the listener’s choosing. The widespread availability of such recordings has thus brought about a crisis in the institution of the traditional classical concert.

ubiquitously available改为available everywhere。of the standard repertory删去。, one to which most classical musicians have been fatally slow to respond删去。

One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert’s own interest in new music has been widely noted: Alex Ross, the classical-music critic, has described him as a man who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But what will be the nature of that difference? Merely expanding the orchestra’s repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between America’s oldest orchestra and the new audience it hopes to attract.

of the New Yorker删去。“a man with an inquisitive, contemporary mind”改为a man。tinkering with改为expanding。

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翻译原版文章如下（译文版权由我所有，望交流，望指教）：

Selling Classical Music
古典音乐的买方市场
Terry Teachout — September 2007

The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical-music world ever since the sudden announcement in July of his appointment to succeed Lorin Maazel in 2009. For the most part, the response has been favorable, to say the least. “Hooray! At last!” wrote Anthony Tommasini, the sober-sided classical-music critic of the New York Times.

就在纽约爱乐乐团（New York Philharmonic）决定聘请艾伦·吉尔伯特（Alan Gilbert）为下任音乐总监后，古典音乐业内便一时流言四起、议论纷纷。这项于七月突然宣布的决定，选定了2009年接替现任洛林·马泽尔（Lorin Maazel）的人选。多数人对此至少表示欢迎。文风平淡的安东尼·托马西尼（Anthony Tommasini）是《纽约时报》（New York Times）的古典乐评论员，对该事件他写道：“欧也！终于换人了！”

One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. He is chief conductor of the Royal Stockholm Philharmonic Orchestra and recently spent three years as music director of the Santa Fe Opera. Both posts are undeniably important, but neither can fairly be described as a high-profile job. And while Gilbert has also led the New York Philharmonic in 31 concerts since making his debut with the orchestra six years ago, these appearances, though they were for the most part well received by critics and concertgoers, did not win for him anything remotely approaching universal acclaim.

而人们对于该项任命的疑惑，可能部分源于吉尔伯特相对的默默无闻。他现在是斯德哥尔摩皇家爱乐管弦乐团（Royal Stockholm Philharmonic Orchestra）的首席指挥，并于三年前起兼任圣塔菲歌剧院（Santa Fe Opera）的音乐总监一职。这两个身份虽说都还算显赫，却也称不上是举世瞩目。从六年前首次在纽约爱乐乐团登台至今，吉尔伯特共指挥了31场该乐团的音乐会。虽然获得了多数乐评人和听众的一致好评，但这些演出都没能让他一举成名、飞黄腾达。

Even Tommasini, who had advocated Gilbert’s appointment in the Times, calls him “an unpretentious musician with no whiff of the formidable maestro about him.” As a description of the next music director of an orchestra that has hitherto been led by (among others) Gustav Mahler, Willem Mengelberg, Arturo Toscanini, Sir John Barbirolli, Bruno Walter, Dimitri Mitropoulos, Leonard Bernstein, and Pierre Boulez, that seems likely to have struck at least some Times readers as faint praise.

即使是在很久前就在《泰晤士报》（Times）上称赞此项任命的托马西尼，也坦言吉尔伯特“低调而不张扬，毫无预兆他如此才华横溢”。纽约爱乐乐团曾经分别由古斯塔夫·马勒（Gustav Mahler）、维勒姆·门格尔贝格（Willem Mengelberg）、阿图罗·托斯卡尼尼（Arturo Toscanini）、约翰·巴毕罗里爵士（Sir John Barbirolli）、布鲁诺·瓦尔特（Bruno Walter）、迪米特里·米特罗普洛斯（Dimitri Mitropoulos）、雷昂纳德·伯恩斯坦（Leonard Bernstein）、皮埃尔·布莱兹（Pierre Boulez）等艺术名流领衔指挥。而如今《泰晤士报》对于下任指挥的介绍，怎么看怎么像是在提醒读者，有限赞许的言外之音。

For my part, I have no idea whether Gilbert is a great conductor or even a good one. I have never seen him conduct, or listened to any of the handful of recordings he has made to date. Nothing that I read about his Philharmonic concerts made me feel any urgent need to go and hear them. To be sure, he performs an impressive variety of interesting compositions, but it is not necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting orchestral music. All I have to do is go to my CD shelf, or boot up my computer and download still more recorded music from iTunes.

我个人无法判断吉尔伯特的指挥能力到底如何——天赐良才？抑或是人中英才？就我而言，既没有看过他的指挥，也没有听过至今他发行的那几张唱片。而我所看到所有关于他交响音乐会的描述，都没有让我又想去现场聆听的冲动。但有一点可以肯定，在他的音乐会上有许多有趣的曲子。尽管这有些吸引力，但让我去艾弗里费雪厅（Avery Fisher Hall）这种地方，就为了听有趣的交响乐感觉就小题大做了。我可能会做的，就是找一下CD架，或开机从iTunes上下载一些录制音乐。

Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point. For the time, attention, and money of the art-loving public, classical instrumentalists must compete not only with opera houses, dance troupes, theater companies, and museums, but also with the recorded performances of the great classical musicians of the 20th century. These recordings are cheap, ubiquitously available, and very often much higher in artistic quality than today’s live performances; moreover, they can be “consumed” at a time and place of the listener’s choosing. The widespread availability of such recordings of the standard repertory has thus brought about a crisis in the institution of the traditional classical concert, one to which most classical musicians have been fatally slow to respond.

对于那些追求现场音乐会而非录制音乐的铁杆粉丝而言，当然是无法理解我的选择的。但是，从这些艺术爱好者群体的时间和财力的角度说，传统的演奏家面临着来自两方面的竞争压力。一方面是歌剧院、舞蹈团、电影剧场、博物馆的纵向选择，另一方面则是上世纪古典音乐大师录制表演的横向比较。后者价廉物美、随处可得，甚至时常比当代现场演出更具有艺术价值，更为重要的是这些唱片的音乐可以随时随地聆听欣赏。这些唱片传播广泛，轻而易举就可以听到音乐会的标准曲目，这对于传统古典音乐会的组织方而言可是个噩耗。而对此，大多古典音乐家回应缓慢、任其恶化。

One possible response is for classical performers to program attractive new music that is not yet available on record. Gilbert’s own interest in new music has been widely noted: Alex Ross, the classical-music critic of the New Yorker, has described him as “a man with an inquisitive, contemporary mind” who is capable of turning the Philharmonic into “a markedly different, more vibrant organization.” But what will be the nature of that difference? Merely tinkering with the orchestra’s repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between America’s oldest orchestra and the new audience it hopes to attract.

对于古典乐手而言，吸引听众可能的方法就是表演一些在已出版唱片中无法找到的新曲。人们已经注意到吉尔伯特对于新曲的兴趣。《纽约客》古典乐评论员阿列克司·罗斯（Alex Ross）称他“具有猎奇、新潮的思想”，纽约爱乐乐团可能会成为“一个市场导向、受众独特、曲风前卫的团体”。然而未来乐团与过去的本质区别是什么？如果只是调整管弦演奏曲目，是不够的。吉尔伯特和他的爱乐乐团想要成功的话，就必须首先改变这个美国历史最为悠久管弦乐团与其试图吸引的当代听众之间的关系。

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原版文章的部分词汇注释，如下：
philharmonic adjective, noun [countable] used in the names of orchestras [from LDOCE5]
to say the least used to show that something is worse or more serious than you are actually saying [from LDOCE5]
sober adjective serious, and thinking or making you think carefully about things [from LDOCE5]
side verb [intransitive] to support or argue against a person or group in a quarrel, fight etc [from LDOCE5]
sobersided adjective completely lacking in humor or lightness of touch [based on WordNet3.0]
debut noun [countable] the first public appearance of an entertainer, sports player etc or of something new and important [from LDOCE5]
concertgoer noun [countable] someone who often goes to concerts, or someone who is at a particular concert [from LDOCE5]
unpretentious adjective not trying to seem better, more important etc than you really are - use this to show approval [from LDOCE5]
whiff noun [countable] a whiff of danger / adventure / freedom etc a slight sign that something dangerous, exciting etc might happen [from LDOCE5]
formidable adjective very powerful or impressive, and often frightening [from LDOCE5]
maestro noun [countable] someone who can do something very well, especially a musician [from LDOCE5]
hitherto adverb formal up to this time [from LDOCE5]
damn (somebody / something) with faint praise show that you think someone or something is not good by only praising them a little [from LDOCE5]
to date up to now [from LDOCE5]
boot verb (also boot up) [intransitive and transitive] to start the program that makes a computer ready to be used [from LDOCE5]
troupe noun [countable] a group of singers, actors, dancers etc who work together [from LDOCE5]
ubiquitous adjective formal seeming to be everywhere - sometimes used humorously [from LDOCE5]
repertory noun [countable] formal a repertoire [from LDOCE5]
repertoire noun [countable usually singular] all the plays, pieces of music etc that a performer or group knows and can perform [from LDOCE5]
institution noun [countable] an important system of organization in society that has existed for a long time [from LDOCE5]
inquisitive adjective interested in a lot of different things and wanting to find out more about them [from LDOCE5]
tinker verb [intransitive] to make small changes to something in order to repair it or make it work better [from LDOCE5]

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原版文中较好的词汇、结构，如下（建议锻炼造句能力，运用到写作中）：
something has been the talk of the ... world ever since ...（作文开头）
for the most part（表示大众，驳论文常用结构）
to say the least（表贬）
something comes / hits etc as such a surprise
善用spend表示for sometime的意思
undeniably（表强调）
fairly（表强调）
high-profile (adj.) / keep a high profile (VO)（high可换为low）
since making one’s debut sometime ago（表示从第一次开始）
something wins for oneself something remotely approaching universal acclaim
unpretentious（有low-profile的意思）
formidable（形容人时有outstanding / impressive的意思）
hitherto（有up till now的意思）
faint praise（表示暴雨前的黎明）
for my part（替换in my opinion）
have no idea + wh- clause
a handful of something（表少量）
to date（有up till now的意思）
feel urgent need to do something
miss the point
ubiquitously（有universally / everywhere的意思）
at a time and place of someone’s choosing
bring about（有result in的意思）
an inquisitive, contemporary mind（表示“新潮”的词）
vibrant（有energetic / vigorous的意思）
tinker with（有mend / fix / regulate的意思）
if + be to something, + must do something（这个时态非常常用）

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2011 TEXT 2
原版地址：http://www.businessweek.com/magazine/content/09_46/b4155072824076.htm，全文如下

Management & Leadership
Top Managers Are Quitting, Without a New Job
By Jena McGregor on November 05, 2009

When Liam McGee departed as president of Bank of America (BAC) in August, his explanation was surprisingly straight up. Rather than cloak his exit in the usual murky euphemisms, he came right out and said he was leaving "to pursue my goal of running a company." Broadcasting his ambition was "very much my decision," McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group (HIG), which named him CEO and chairman on Sept. 29.

Whether or not his candor clinched the job, McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn't alone. In recent weeks the No. 2 executives at Avon (AVP) and American Express (AXP) quit with the explanation that they were looking for a CEO post. On Nov. 3, about six weeks after announcing her exit from Avon, Elizabeth Smith was named CEO of OSI Restaurant Partners, owner of such casual dining chains as Outback Steakhouse and Carrabba's Italian Grill. As boards scrutinize succession plans in response to shareholder pressure, executives who don't get the nod also may wish to move on. A tumultuous business environment also has senior managers wary of letting vague pronouncements cloud their reputations.

As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as skittish boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, says Russell Reynolds Associates recruiter Anne Lim O'Brien, "opportunities will abound" for aspiring leaders.

The decision to quit a senior position to look for a better one is unconventional, to say the least. For years executives and headhunters have hewed closely to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn/Ferry (KFY) senior partner Dennis Carey: "I can't think of a single search I've done where a board has not instructed me to look at [sitting CEOs] first."

Those who jumped without a job haven't always landed in top positions quickly. Ellen Marram quit as chief of Tropicana when the business became part of PepsiCo (PEP) a decade ago, saying she wanted to be a CEO. Although Marram says she had "a lot of opportunities presented" to her, it was a year before she became head of a tiny Internet-based commodities exchange, efdex. Robert Willumstad left Citigroup (C) in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later, briefly becoming CEO of American International Group (AIG) three months before its near-collapse.

Many recruiters say the old stigma is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. "The traditional rule was it's safer to stay where you are, but that's been fundamentally inverted," says one headhunter. "The people who've been hurt the worst are those who've stayed too long."

The question is how quickly these ambitious managers can land on top. Smith's search didn't take long; neither did McGee's. When debating whether to leave, he reached out to colleagues, CEOs, and headhunters. Their advice, he says: "If you're viewed as good, it actually might be a positive thing. It shows you have the independence and self-confidence to go for what you want."

McGregor is BusinessWeek's management editor.

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考研阅读版本，如下

When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving "to pursue my goal of running a company." Broadcasting his ambition was "very much my decision," McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29.

(BAC)删去。cloak改为cloaking。murky euphemisms改为vague excuses。(HIG)删去。Sept.改为September。

McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn't alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don't get the nod also may wish to move on. A tuebulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations.

Whether or not his candor clinched the job,删去。(AVP)删去。(AXP)删去。On Nov. 3, about six weeks after announcing her exit from Avon, Elizabeth Smith was named CEO of OSI Restaurant Partners, owner of such casual dining chains as Outback Steakhouse and Carrabba's Italian Grill.删去。tumultuous改为turbulent。wary改为cautious。


As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders.

skittish改为nervous。says Russell Reynolds Associates recruiter Anne Lim O'Brien,删去。"opportunities will abound"引号删去。

The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn/Ferry senior partner Dennis Carey: "I can't think of a single search I've done where a board has not instructed me to look at sitting CEOs first."

, to say the least删去。hewed closely改为adhered。(KFY)删去。[sitting CEOs]括号删去。

Those who jumped without a job haven't always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade ago, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later.

when the business became part of PepsiCo (PEP)删去。Although Marram says she had "a lot of opportunities presented" to her,删去。it was a year中it改为It。, efdex删去。(C)删去。, briefly becoming CEO of American International Group (AIG) three months before its near-collapse删去。

Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. "The traditional rule was it's safer to stay where you are, but that's been fundamentally inverted," says one headhunter. "The people who've been hurt the worst are those who've stayed too long."

stigma 改为disgrace。The question is how quickly these ambitious managers can land on top. Smith's search didn't take long; neither did McGee's. When debating whether to leave, he reached out to colleagues, CEOs, and headhunters. Their advice, he says: "If you're viewed as good, it actually might be a positive thing. It shows you have the independence and self-confidence to go for what you want."删去。