15復(fù)習(xí)正在如火如荼的進(jìn)行中，考研專家建議可以按考研題型分別進(jìn)行重點(diǎn)復(fù)習(xí)，是考研英語中分值最高的，在線小編特地整理了2023理解模擬試題供大家模擬練習(xí)，希望大家認(rèn)真做題，錯題著重看解析及譯文，經(jīng)過練習(xí)閱讀理解能力必能有所提高。 　　六、索尼公司的管理問題 　　In the late 1980s, Akio Morita, the co-founder of Sony Corp. , embarked on the most costly shopping expedition of his long career. A visionary who believed that Sonys future lay in the convergence of hardware and content such as music and film, Morita eventually set his sights on Columbia Pictures Entertainment, with its two studios and a vast library of movie titles and television series. In September, 1989, after months of on-again, off-again negotiations, Sony agreed to pay the inflated asking price of $3.2 billion and assume $1.6 billion in debt. 　　What was the rationale for such a decision? According to John Nathans Sony: The Private Life, it was motivated only by senior executives desire to please the company patriarch. Even Morita, then Sonys chairman and CEO, believed that Columbias price tag, originally $35 per share, was exorbitant. In a closed-door meeting in August, 1989, details of which have never been fully revealed, he told his seven top aides, who made up the decision-making executive committee, that he was abandoning the idea of the acquisition. 　　That would have been the end of it had Morita not voiced regret over dinner that evening with the committee members. Its too bad, he lamented, Ive always dreamed of owning a Hollywood studio. The next day, the group reconvened and promptly decided that Sony would purchase Columbia after all. In the weeks that followed, Sony upped its bid from an initial $15 to $27 a share and, by late September, made a deal that was ridiculed by industry experts. In 1994, mismanagement forced Sony to write off $2.7 billion and assume a loss of $510 million for its Hollywood experiment. 　　Sony: The Private Life is filled with such insiders tales, making it the most vivid and detailed account in English of the personalities who built the $50 billion-plus consumer-electronics giant. Nathan, a professor of Japanese cultural studies at the University of California, got access to dozens of executives who had contributed to or witnessed Sonys development since its 1946 founding in war-devastated Tokyo. Nathan offers, however, only limited analysis of Sony, the corporation. And he tends to go over well-trodden ground: how Sony established itself in the U.S. and how it developed famous products or devices. Much of this has appeared before in articles and, to a lesser extent, in books. 　　This is not to say that Nathans book has no point of view. The companys underlying problem, as illustrated in the Columbia case, is that the environment in which the Sony Corporation has historically conducted its affairs is less public than personal, less rational than sentimental. In conclusion, Nathan says that, under the current leadership of President Nobuyuki Idei, Sony is emerging as a rational company. Moreover, Idei and his practical-minded managers are intent on reinventing Sony as an Internet company. From now on, says Nathan, personal relationships are not likely again to figure decisively. But how will this Sony fare? Nathan admits that a dazzling future is far from guaranteed. 　　1. Which of the following is true of Sonys acquisition of Columbia Pictures? 　　[A] It was motivated by Moritas desire to project an image of success. 　　[B] Sonys top executives were quite convinced of its benefits for the company. 　　[C] Entertainment industry insiders believed it was the failure of Hollywood. 　　[D] It was the expensive expansion from electronics into entertainment. 　　2. The word patriarch most probably means_____. 　　[A] founder [B] monarch [C] elder [D] forerunner 　　3. It can be inferred from the last two paragraphs that_____. 　　[A] Sony: The Private Life is the biography of Akio Morita 　　[B] Sonys Japanese leaders have been too practical-minded 　　[C] this management problem of Sony cannot be rectified overnight 　　[D] Nathan did not write about how Sony established itself as the electronics giant 　　4. Nathans attitude towards Morita seems to be of_____. 　　[A] strong distaste [B] implicit criticism [C] enthusiastic support [D] reserved consent 　　5. The best title for the passage may be_____. 　　[A] Sonys Shopping Expedition [B] Sony: the Private Life 　　[C] Who Drove Sony to Ground [D] Sony: Management by Impulse 　　答案:1.D 2.A 3.C 4.B 5.D 　　核心詞匯和超綱詞匯 　　embark 上船，裝船;~ on/upon sth.從事，著手，開始 　　expedition遠(yuǎn)征，探險;探險隊(duì);發(fā)出，派遣 　　visionary空想家，夢想者，好幻想的人 vision幻想，幻影 　　convergence集中，收斂converge聚合，集中于一點(diǎn) 　　library系列叢書，文庫，如a ~ of childrens classics兒童文學(xué)名著系列叢書 　　on-again, off-again一上一下，遭遇到種種波折 　　asking price賣主的開叫價，賣出價 　　rationale基本原理，根本原因，理論依據(jù) 　　exorbitant過度的，過高的，昂貴的 　　lament悔恨，悲嘆，哀悼 　　reconvene重新集合，重新召集convene召集, 集合 　　treadtrod trodden踩，踐踏;行走 　　ground范圍、領(lǐng)域，如We have to go over the same~。 　　fare費(fèi)用，旅客，食物過日子，遭遇，受招待How did you~in London? 　　全文翻譯 　　在20世紀(jì)80年代后期，索尼公司的聯(lián)合創(chuàng)始人盛田昭夫開始了他長期事業(yè)生涯中最昂貴的購物旅行。夢想家盛田昭夫相信索尼公司的未來在于硬件和音樂、電影這樣的內(nèi)容相結(jié)合，于是最終將目光投向哥倫比亞電影公司及其兩個工作室和大量電影字母和電視劇集的文庫。1989年9月，經(jīng)過幾個月幾經(jīng)波折的談判，索尼公司同意支付飛漲的賣出價32億美元從而承擔(dān)16億美元的債務(wù)。 　　這個決定的理論依據(jù)是什么?根據(jù)約翰內(nèi)森所著《索尼公司的私人生活》，這個決定是出于高級行政人員要取悅公司創(chuàng)始人的愿望。甚至那時擔(dān)任索尼公司主席和首席執(zhí)行管的盛田昭夫也認(rèn)為哥倫比亞的標(biāo)價太昂貴。在1989年8月召開的一次從未完全公開的閉門會議中，他告訴組成具有決策權(quán)的執(zhí)行委員會的七位高級助手，他將放棄收購的想法。 　　那天晚上用餐時如果盛田昭夫沒有向委員會成員表示遺憾的話這件事情本應(yīng)就這么結(jié)束了。他哀嘆，太糟了，我一直想擁有一個好萊塢工作室。第二天，這個團(tuán)隊(duì)重新召開會議并倉促決定索尼公司將最終購買哥倫比亞。在接下來的幾周內(nèi)，索尼公司將其標(biāo)價從開始的15美元一股上升到27美元。到了九月末，成交了一筆為業(yè)界專家嘲笑的交易。1994年，管理不善迫使索尼公司為它的好萊塢實(shí)驗(yàn)注銷掉27億美元資產(chǎn)和5.1億美元的損失。 　　《索尼公司的私人生活》充滿了這樣的內(nèi)幕故事，因此成為對建立價值500億美元的消費(fèi)者電子產(chǎn)品巨頭的名人們最生動詳細(xì)的描述。內(nèi)森是加利福尼亞大學(xué)日本文化研究的教授，接觸到很多作過貢獻(xiàn)或目睹索尼公司自1946年在受戰(zhàn)爭破壞的東京建立以來的發(fā)展的行政人員。然而，內(nèi)森只提供了對索尼公司的有限的分析，他總是重復(fù)老掉牙的話題：索尼公司如何在美國建立起來的，如何發(fā)展著名的產(chǎn)品和設(shè)備。這些內(nèi)容很多以前在文章中出現(xiàn)，但較少出現(xiàn)在書中。 　　這并不是說內(nèi)森的書沒有觀點(diǎn)。正如哥倫比亞事件所說明的，公司的潛在問題是索尼公司歷史事件發(fā)生的環(huán)境較個人化而非公開化，較感性而非理性。 總之，內(nèi)森說，在現(xiàn)任主席出井伸之的領(lǐng)導(dǎo)下，索尼公司正成為一個理性的公司。而且，出井伸之和他追求實(shí)際的經(jīng)理們專心把索尼公司重新改造為一家因特網(wǎng)公司。內(nèi)森說，從現(xiàn)在開始，個人關(guān)系不可能再起決定作用。但是這個索尼公司將經(jīng)營得如何?內(nèi)森承認(rèn)，美好的未來遠(yuǎn)不能得到保證。

　　15復(fù)習(xí)正在如火如荼的進(jìn)行中，考研專家建議可以按考研題型分別進(jìn)行重點(diǎn)復(fù)習(xí)，是考研英語中分值最高的，在線小編特地整理了2023理解模擬試題供大家模擬練習(xí)，希望大家認(rèn)真做題，錯題著重看解析及譯文，經(jīng)過練習(xí)閱讀理解能力必能有所提高。 　　六、索尼公司的管理問題 　　In the late 1980s, Akio Morita, the co-founder of Sony Corp. , embarked on the most costly shopping expedition of his long career. A visionary who believed that Sonys future lay in the convergence of hardware and content such as music and film, Morita eventually set his sights on Columbia Pictures Entertainment, with its two studios and a vast library of movie titles and television series. In September, 1989, after months of on-again, off-again negotiations, Sony agreed to pay the inflated asking price of $3.2 billion and assume $1.6 billion in debt. 　　What was the rationale for such a decision? According to John Nathans Sony: The Private Life, it was motivated only by senior executives desire to please the company patriarch. Even Morita, then Sonys chairman and CEO, believed that Columbias price tag, originally $35 per share, was exorbitant. In a closed-door meeting in August, 1989, details of which have never been fully revealed, he told his seven top aides, who made up the decision-making executive committee, that he was abandoning the idea of the acquisition. 　　That would have been the end of it had Morita not voiced regret over dinner that evening with the committee members. Its too bad, he lamented, Ive always dreamed of owning a Hollywood studio. The next day, the group reconvened and promptly decided that Sony would purchase Columbia after all. In the weeks that followed, Sony upped its bid from an initial $15 to $27 a share and, by late September, made a deal that was ridiculed by industry experts. In 1994, mismanagement forced Sony to write off $2.7 billion and assume a loss of $510 million for its Hollywood experiment. 　　Sony: The Private Life is filled with such insiders tales, making it the most vivid and detailed account in English of the personalities who built the $50 billion-plus consumer-electronics giant. Nathan, a professor of Japanese cultural studies at the University of California, got access to dozens of executives who had contributed to or witnessed Sonys development since its 1946 founding in war-devastated Tokyo. Nathan offers, however, only limited analysis of Sony, the corporation. And he tends to go over well-trodden ground: how Sony established itself in the U.S. and how it developed famous products or devices. Much of this has appeared before in articles and, to a lesser extent, in books. 　　This is not to say that Nathans book has no point of view. The companys underlying problem, as illustrated in the Columbia case, is that the environment in which the Sony Corporation has historically conducted its affairs is less public than personal, less rational than sentimental. In conclusion, Nathan says that, under the current leadership of President Nobuyuki Idei, Sony is emerging as a rational company. Moreover, Idei and his practical-minded managers are intent on reinventing Sony as an Internet company. From now on, says Nathan, personal relationships are not likely again to figure decisively. But how will this Sony fare? Nathan admits that a dazzling future is far from guaranteed. 　　1. Which of the following is true of Sonys acquisition of Columbia Pictures? 　　[A] It was motivated by Moritas desire to project an image of success. 　　[B] Sonys top executives were quite convinced of its benefits for the company. 　　[C] Entertainment industry insiders believed it was the failure of Hollywood. 　　[D] It was the expensive expansion from electronics into entertainment. 　　2. The word patriarch most probably means_____. 　　[A] founder [B] monarch [C] elder [D] forerunner 　　3. It can be inferred from the last two paragraphs that_____. 　　[A] Sony: The Private Life is the biography of Akio Morita 　　[B] Sonys Japanese leaders have been too practical-minded 　　[C] this management problem of Sony cannot be rectified overnight 　　[D] Nathan did not write about how Sony established itself as the electronics giant 　　4. Nathans attitude towards Morita seems to be of_____. 　　[A] strong distaste [B] implicit criticism [C] enthusiastic support [D] reserved consent 　　5. The best title for the passage may be_____. 　　[A] Sonys Shopping Expedition [B] Sony: the Private Life 　　[C] Who Drove Sony to Ground [D] Sony: Management by Impulse 　　答案:1.D 2.A 3.C 4.B 5.D 　　核心詞匯和超綱詞匯 　　embark 上船，裝船;~ on/upon sth.從事，著手，開始 　　expedition遠(yuǎn)征，探險;探險隊(duì);發(fā)出，派遣 　　visionary空想家，夢想者，好幻想的人 vision幻想，幻影 　　convergence集中，收斂converge聚合，集中于一點(diǎn) 　　library系列叢書，文庫，如a ~ of childrens classics兒童文學(xué)名著系列叢書 　　on-again, off-again一上一下，遭遇到種種波折 　　asking price賣主的開叫價，賣出價 　　rationale基本原理，根本原因，理論依據(jù) 　　exorbitant過度的，過高的，昂貴的 　　lament悔恨，悲嘆，哀悼 　　reconvene重新集合，重新召集convene召集, 集合 　　treadtrod trodden踩，踐踏;行走 　　ground范圍、領(lǐng)域，如We have to go over the same~。 　　fare費(fèi)用，旅客，食物過日子，遭遇，受招待How did you~in London? 　　全文翻譯 　　在20世紀(jì)80年代后期，索尼公司的聯(lián)合創(chuàng)始人盛田昭夫開始了他長期事業(yè)生涯中最昂貴的購物旅行。夢想家盛田昭夫相信索尼公司的未來在于硬件和音樂、電影這樣的內(nèi)容相結(jié)合，于是最終將目光投向哥倫比亞電影公司及其兩個工作室和大量電影字母和電視劇集的文庫。1989年9月，經(jīng)過幾個月幾經(jīng)波折的談判，索尼公司同意支付飛漲的賣出價32億美元從而承擔(dān)16億美元的債務(wù)。 　　這個決定的理論依據(jù)是什么?根據(jù)約翰內(nèi)森所著《索尼公司的私人生活》，這個決定是出于高級行政人員要取悅公司創(chuàng)始人的愿望。甚至那時擔(dān)任索尼公司主席和首席執(zhí)行管的盛田昭夫也認(rèn)為哥倫比亞的標(biāo)價太昂貴。在1989年8月召開的一次從未完全公開的閉門會議中，他告訴組成具有決策權(quán)的執(zhí)行委員會的七位高級助手，他將放棄收購的想法。 　　那天晚上用餐時如果盛田昭夫沒有向委員會成員表示遺憾的話這件事情本應(yīng)就這么結(jié)束了。他哀嘆，太糟了，我一直想擁有一個好萊塢工作室。第二天，這個團(tuán)隊(duì)重新召開會議并倉促決定索尼公司將最終購買哥倫比亞。在接下來的幾周內(nèi)，索尼公司將其標(biāo)價從開始的15美元一股上升到27美元。到了九月末，成交了一筆為業(yè)界專家嘲笑的交易。1994年，管理不善迫使索尼公司為它的好萊塢實(shí)驗(yàn)注銷掉27億美元資產(chǎn)和5.1億美元的損失。 　　《索尼公司的私人生活》充滿了這樣的內(nèi)幕故事，因此成為對建立價值500億美元的消費(fèi)者電子產(chǎn)品巨頭的名人們最生動詳細(xì)的描述。內(nèi)森是加利福尼亞大學(xué)日本文化研究的教授，接觸到很多作過貢獻(xiàn)或目睹索尼公司自1946年在受戰(zhàn)爭破壞的東京建立以來的發(fā)展的行政人員。然而，內(nèi)森只提供了對索尼公司的有限的分析，他總是重復(fù)老掉牙的話題：索尼公司如何在美國建立起來的，如何發(fā)展著名的產(chǎn)品和設(shè)備。這些內(nèi)容很多以前在文章中出現(xiàn)，但較少出現(xiàn)在書中。 　　這并不是說內(nèi)森的書沒有觀點(diǎn)。正如哥倫比亞事件所說明的，公司的潛在問題是索尼公司歷史事件發(fā)生的環(huán)境較個人化而非公開化，較感性而非理性。 總之，內(nèi)森說，在現(xiàn)任主席出井伸之的領(lǐng)導(dǎo)下，索尼公司正成為一個理性的公司。而且，出井伸之和他追求實(shí)際的經(jīng)理們專心把索尼公司重新改造為一家因特網(wǎng)公司。內(nèi)森說，從現(xiàn)在開始，個人關(guān)系不可能再起決定作用。但是這個索尼公司將經(jīng)營得如何?內(nèi)森承認(rèn)，美好的未來遠(yuǎn)不能得到保證。