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Sporting Futures USA | SAT Prep | Critical Reading 1.3

SportingFutures USA 20 Fragen

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  1. 1The politician ________ every aspect of his opponent's life, searching for any hint of corruption or vice.

    Select the word that best completes the sentence.
    1. Alauds
    2. Bcorroborates
    3. Cscrutinizes
    4. Dagitates
    5. Econceals
  2. 2PASSAGE:

    1 Introversion is a personality attitude identified by the
    2 Swiss psychologist Carl G. Jung. For people with a
    3 preference for introversion, internal processing of an
    4 experience is more important than the experience
    5 itself; hence, introverts seek a lot of time alone to do
    6 that processing. They can process in the presence of
    7 others, but they must be detached and quiet so their
    8 attention can be turned inward. A crucial thing to
    9 understand about a relationship with an introvert
    10 is not to take his or her need for "cave time" personally.
    11 It is like a need for food or sleep.

    12 Extroversion is also a personality attitude identified
    13 by Carl Jung. Extroverts are talkative, enthusiastic,
    14 sociable, and confident; they often have many friends.
    15 They are very interested in the external world and want
    16 to spend lots of their energy exploring it. They tend
    17 to act first and think later, unlike introverts, who usually
    18 do the opposite. They recharge by getting out of the
    19 house, going out and being active.

    20 Since we all have both an introvert and an extrovert
    21 inside of us, we may be presented with only the extro-
    22 verted side of someone when we first meet him or
    23 her. Once you get to know an introvert better, he or she
    24 may seem like a different person. The primary way to
    25 identify a preference for introversion is to look at where
    26 the person goes to recharge. If the person seeks soli-
    27 tude, he or she is probably an introvert. (Note that extro-
    28 verts have an introverted side that needs some quiet
    29 time too; it's just not their primary orientation.)

    30 Probably seventy-five percent of Americans are
    31 extroverts, as you might guess from even a cursory
    32 inspection of our advertising, news, and other
    33 aspects of our culture. Not all societies are so
    34 biased toward extroversion. American children
    35 with a propensity for introversion may not be allowed
    36 to indulge their preference; instead, they may be
    37 encouraged to put their books down and go outside,
    38 told by their parents to "get out there," "get involved,"
    39 and "just do it."

    40 Different eras and occasions of our life require us
    41 to be more extroverted than others. For example,
    42 adolescents, who are preparing to leave home
    43 and meet new people, tend to be extroverts. However,
    44 if an adolescent extrovert has not yet discovered
    45 his or her introverted self, he or she will probably
    46 find a healthy need for more downtime as he or she
    47 ages. Jung believed that the psyche seeks balance. A
    48 Jungian scholar writes, "Until we become thoroughly
    49 aware of the inadequacy of our extroverted state and of
    50 its insufficiency in regard to our deeper spiritual needs,
    51 we shall not achieve even a measure of individuation,
    52 through which a wider and more mature personality
    53 emerges."


    QUESTION: According to the passage, all of the following statements are true of introversion and introverts except:
    1. AIntroversion is a personality attitude.
    2. BIntroverts are unable to process an experience in the presence of others.
    3. C"Cave time" is another word for the time an introvert needs to internally process an experience.
    4. DIntroversion was identified by Carl G. Jung.
    5. EFor introverts, the experience itself is less important than the internal processing of it.
  3. 3PASSAGE 1:

    1 Even the most jaded observer of American corporate
    2 culture had to blink when, earlier this month, Home
    3 Depot's board of directors handed the company's
    4 C.E.O., Bob Nardelli, more than two hundred million
    5 dollars after pushing him out of his job. Nardelli had
    6 not delivered for shareholders: Home Depot's stock
    7 price went down about six percent during his tenure.
    8 And, while his operating performance was actually
    9 quite good, he would have made a lot of money even if
    10 it hadn't been: most of his contract was guaranteed,
    11 and, when he had a hard time meeting a particular tar-
    12 get for his bonus, the board generously substituted an
    13 easier one.

    14 The size of Nardelli's severance was startling, but his
    15 "heads I win, tails you lose" arrangement is far from
    16 unusual in corporate America these days. For all the
    17 talk of restraining C.E.O. pay, most compensation
    18 committees remain what Warren Buffett once called
    19 them--"tail-wagging puppy dogs." At some companies,
    20 this is simply because the C.E.O. has packed the
    21 board with cronies. But at Home Depot Nardelli did not
    22 pick the board members, and most of them were what
    23 are usually called independent directors--ones who
    24 don't work for the company or do any business with it.
    25 Even when an independent board negotiates a
    26 C.E.O.'s contract, however, the directors are often, in a
    27 sense, negotiating with themselves. Of the ten inde-
    28 pendent members of Home Depot's board, for in-
    29 stance, eight are or have been C.E.O.s. Since C.E.O.
    30 pay is often driven by comparisons between compa-
    31 nies, directors have a certain interest in keeping
    32 executive pay high. Furthermore, the salaries keep
    33 escalating because, board members argue, there just
    34 aren't enough good C.E.O. candidates out there.
    35 There's no evidence that this is actually the case, but
    36 who is more likely to feel that good C.E.O.s are rare
    37 other than C.E.O.s?

    38 A more complex problem lies in the nature of the social
    39 networks that bind directors and executives together.
    40 Home Depot has an exceptionally well-connected
    41 board. On average, its directors sit on two other out-
    42 side boards, and the compensation-committee chair-
    43 man sits on four. Connections are often beneficial--
    44 they insure that people are well-informed, creating
    45 opportunities for new business. Unfortunately, the
    46 more connected board members are, the likelier they
    47 are to overpay for executive talent. In some cases,
    48 which economists call "interlocking" directorates, this
    49 is straightforward: I sit on your board and you sit on
    50 mine, and we both have an incentive to be generous.
    51 Sure enough, several studies have found that compa-
    52 nies with interlocking directors pay C.E.O.s significantly
    53 more. Surprisingly, though, connectedness remains
    54 important even when the links are not direct. A study of
    55 S&P 500 companies, by Amir Barnea and Ilan Guedj,
    56 finance professors at the University of Texas, found
    57 that, even after other factors were accounted for,
    58 C.E.O.s at companies whose directors sat on a num-
    59 ber of other boards were paid thirteen per cent more
    60 than C.E.O.s at companies whose directors were not.

    61 Why? One reason is that the more connections board
    62 members have, the more likely they are to end up with
    63 what you could call "friend of a friend" links to the com-
    64 pany's C.E.O. A recent study by a team of business-
    65 school professors mapped the social networks of
    66 twenty-two thousand directors at more than three
    67 thousand companies, charting the degrees of separa-
    68 tion between directors and C.E.O.s, and found that
    69 at companies where there are what the study's authors
    70 termed "short, friendly" links between directors and
    71 executives, C.E.O.s are paid significantly more. But
    72 even in the absence of this kind of explicit back-
    73 scratching, the tight connections between board
    74 members insure that, once an idea takes hold at a few
    75 companies, it's easier for it to spread, in a viral fashion.

    PASSAGE 2:

    76 Unlike many Americans, whose salaries aren't keep-
    77 ing up with inflation, chief executives are seeing their
    78 compensation packages rise by 13 percent annually. A
    79 tight market allows C.E.O.s to command top dollars,
    80 since there are so few with the leadership skills
    81 needed to run a public company, some experts say
    82 Critics argue the system for setting C.E.O. pay is
    83 flawed and does not give enough consideration to
    84 performance. They worry that giving C.E.O.s large per-
    85 centage increases year after year causes resent-
    86 ment among many workers, who have endured
    87 decreases in wages, increases in health care costs,
    88 pension reductions, and the loss of jobs overseas
    89 during a slumping economy.

    90 "We believe all employees should be paid fairly and
    91 that includes workers and the C.E.O.," said Brandon
    92 Rees, a research analyst with the AFL-CIO, a national
    93 association of labor unions. "The trend has been that
    94 C.E.O.s take a disproportionate share of compen-
    95 sation." In 2004, the average chief executive earned
    96 $10 million in total compensation, a 13 percent
    97 increase over 2003, according a survey by consulting
    98 firm Pearl Meyer & Partners for The New York Times.
    99 However, the average American worker in a non-
    100 supervisory job earned a salary of $27,485 in 2004,
    101 only a 2.2 percent increase over 2003, according to
    102 the AFL-CIO.
    103 Many experts insist that comparing an executive's job
    104 to that of a front-line worker is unfair, since the
    105 expectations are different. They add that many of
    106 the increases in compensation are tied directly to
    107 a company's performance in a given year. That's the
    108 case with A.L. "Tom" Giannopoulos, head of informa-
    109 tion systems company Micros Systems Inc., whose
    110 total compensation grew 69 percent, to $3.5 million,
    111 in 2004 from $2.08 million in 2003. The increase
    112 reflected an 80 percent growth in the value of the com-
    113 pany's stock during 2004, said Louise Casamento,
    114 a company spokeswoman. Excluding stock options
    115 and other perks, Giannopoulos' annual salary grew 19
    116 percent to $820,000 in 2004, compared with average
    117 workers, whose salaries increased by 5.5 percent to
    118 6 percent each year, she said.

    119 Defending CEOs, some argue: "Not everyone is
    120 capable of running a truly global company. Companies
    121 pay them for literally giving over their entire lives to
    122 the company . . Yes, they make a lot of money, but
    123 you have to compare what it takes to do it."


    QUESTION: Passage 1 suggests that building "social networks" (line 65) is important for C.E.O.s because:
    1. Ait eases the pain of mergers and acquisitions.
    2. Bit boosts their salaries.
    3. Cit creates a much more friendly business environment.
    4. Dit helps engender new business ideas.
    5. Eit increases the productivity of their corporations.
  4. 4PASSAGE 1:

    1 Even the most jaded observer of American corporate
    2 culture had to blink when, earlier this month, Home
    3 Depot's board of directors handed the company's
    4 C.E.O., Bob Nardelli, more than two hundred million
    5 dollars after pushing him out of his job. Nardelli had
    6 not delivered for shareholders: Home Depot's stock
    7 price went down about six percent during his tenure.
    8 And, while his operating performance was actually
    9 quite good, he would have made a lot of money even if
    10 it hadn't been: most of his contract was guaranteed,
    11 and, when he had a hard time meeting a particular tar-
    12 get for his bonus, the board generously substituted an
    13 easier one.

    14 The size of Nardelli's severance was startling, but his
    15 "heads I win, tails you lose" arrangement is far from
    16 unusual in corporate America these days. For all the
    17 talk of restraining C.E.O. pay, most compensation
    18 committees remain what Warren Buffett once called
    19 them--"tail-wagging puppy dogs." At some companies,
    20 this is simply because the C.E.O. has packed the
    21 board with cronies. But at Home Depot Nardelli did not
    22 pick the board members, and most of them were what
    23 are usually called independent directors--ones who
    24 don't work for the company or do any business with it.
    25 Even when an independent board negotiates a
    26 C.E.O.'s contract, however, the directors are often, in a
    27 sense, negotiating with themselves. Of the ten inde-
    28 pendent members of Home Depot's board, for in-
    29 stance, eight are or have been C.E.O.s. Since C.E.O.
    30 pay is often driven by comparisons between compa-
    31 nies, directors have a certain interest in keeping
    32 executive pay high. Furthermore, the salaries keep
    33 escalating because, board members argue, there just
    34 aren't enough good C.E.O. candidates out there.
    35 There's no evidence that this is actually the case, but
    36 who is more likely to feel that good C.E.O.s are rare
    37 other than C.E.O.s?

    38 A more complex problem lies in the nature of the social
    39 networks that bind directors and executives together.
    40 Home Depot has an exceptionally well-connected
    41 board. On average, its directors sit on two other out-
    42 side boards, and the compensation-committee chair-
    43 man sits on four. Connections are often beneficial--
    44 they insure that people are well-informed, creating
    45 opportunities for new business. Unfortunately, the
    46 more connected board members are, the likelier they
    47 are to overpay for executive talent. In some cases,
    48 which economists call "interlocking" directorates, this
    49 is straightforward: I sit on your board and you sit on
    50 mine, and we both have an incentive to be generous.
    51 Sure enough, several studies have found that compa-
    52 nies with interlocking directors pay C.E.O.s significantly
    53 more. Surprisingly, though, connectedness remains
    54 important even when the links are not direct. A study of
    55 S&P 500 companies, by Amir Barnea and Ilan Guedj,
    56 finance professors at the University of Texas, found
    57 that, even after other factors were accounted for,
    58 C.E.O.s at companies whose directors sat on a num-
    59 ber of other boards were paid thirteen per cent more
    60 than C.E.O.s at companies whose directors were not.

    61 Why? One reason is that the more connections board
    62 members have, the more likely they are to end up with
    63 what you could call "friend of a friend" links to the com-
    64 pany's C.E.O. A recent study by a team of business-
    65 school professors mapped the social networks of
    66 twenty-two thousand directors at more than three
    67 thousand companies, charting the degrees of separa-
    68 tion between directors and C.E.O.s, and found that
    69 at companies where there are what the study's authors
    70 termed "short, friendly" links between directors and
    71 executives, C.E.O.s are paid significantly more. But
    72 even in the absence of this kind of explicit back-
    73 scratching, the tight connections between board
    74 members insure that, once an idea takes hold at a few
    75 companies, it's easier for it to spread, in a viral fashion.

    PASSAGE 2:

    76 Unlike many Americans, whose salaries aren't keep-
    77 ing up with inflation, chief executives are seeing their
    78 compensation packages rise by 13 percent annually. A
    79 tight market allows C.E.O.s to command top dollars,
    80 since there are so few with the leadership skills
    81 needed to run a public company, some experts say
    82 Critics argue the system for setting C.E.O. pay is
    83 flawed and does not give enough consideration to
    84 performance. They worry that giving C.E.O.s large per-
    85 centage increases year after year causes resent-
    86 ment among many workers, who have endured
    87 decreases in wages, increases in health care costs,
    88 pension reductions, and the loss of jobs overseas
    89 during a slumping economy.

    90 "We believe all employees should be paid fairly and
    91 that includes workers and the C.E.O.," said Brandon
    92 Rees, a research analyst with the AFL-CIO, a national
    93 association of labor unions. "The trend has been that
    94 C.E.O.s take a disproportionate share of compen-
    95 sation." In 2004, the average chief executive earned
    96 $10 million in total compensation, a 13 percent
    97 increase over 2003, according a survey by consulting
    98 firm Pearl Meyer & Partners for The New York Times.
    99 However, the average American worker in a non-
    100 supervisory job earned a salary of $27,485 in 2004,
    101 only a 2.2 percent increase over 2003, according to
    102 the AFL-CIO.
    103 Many experts insist that comparing an executive's job
    104 to that of a front-line worker is unfair, since the
    105 expectations are different. They add that many of
    106 the increases in compensation are tied directly to
    107 a company's performance in a given year. That's the
    108 case with A.L. "Tom" Giannopoulos, head of informa-
    109 tion systems company Micros Systems Inc., whose
    110 total compensation grew 69 percent, to $3.5 million,
    111 in 2004 from $2.08 million in 2003. The increase
    112 reflected an 80 percent growth in the value of the com-
    113 pany's stock during 2004, said Louise Casamento,
    114 a company spokeswoman. Excluding stock options
    115 and other perks, Giannopoulos' annual salary grew 19
    116 percent to $820,000 in 2004, compared with average
    117 workers, whose salaries increased by 5.5 percent to
    118 6 percent each year, she said.

    119 Defending CEOs, some argue: "Not everyone is
    120 capable of running a truly global company. Companies
    121 pay them for literally giving over their entire lives to
    122 the company . . Yes, they make a lot of money, but
    123 you have to compare what it takes to do it."


    QUESTION: Compared to the tone of Passage 1, the tone of Passage 2 is more:
    1. Aobjective
    2. BSardonic
    3. Cinsouciant
    4. Ddismissive
    5. Eponderous
  5. 5PASSAGE:

    1 Talk to the handful of "doughboys" who are still alive
    2 today--the youngest of which is 105 years old, having
    3 lied about his age in order to enlist as an ambulance
    4 corpsman in 1917 and they still cannot bring them-
    5 selves to discuss the brutal horror that was trench
    6 warfare. "I don't want to think about it," one veteran
    7 said, though he added that he thinks about his fallen
    8 comrades every day of his unnaturally-long life.
    9 The experience of any warfare, from our American
    10 Civil War to the present conflicts in Iraq and
    11 Afghanistan, often leaves veterans dumb, but there
    12 was something exponentially more terrible, indeed
    13 unspeakable, about the mass slaughter that marked
    14 "The War to End All Wars," so named because it was
    15 (to that point) that bloodiest conflict known to man.
    16 Nearly 10 million soldiers died, and more than 20
    17 million were wounded in four years of fighting. It made
    18 folks so sick of war that they hoped against hope no
    19 new war would ever erupt again.

    20 The lethal drones and computerized smart-bombs of
    21 today, the napalm and jungle warfare of Vietnam, the
    22 frozen tundra and stalemate of the Korean peninsula,
    23 or the aerial fire-bombing of The Second World War--
    24 for all their selective butchery, they are pale in com-
    25 parison with the impassable mud, denuded land-
    26 scapes, endless barbed wire and infected vermin, the
    27 the mustard gas and killing field in between enemy
    28 trenches forever known as "No-Man's Land" that
    29 marked this particular conflict as the worst hardship
    30 that soldiers ever had to endure. "All this madness,"
    31 the British philosopher Bertrand Russell once said,
    32 "all this rage, all this flaming death of our civilization
    33 and our hopes, has been brought about because a
    34 set of official gentlemen, living luxurious lives, mostly
    35 stupid, and all without imagination or heart, have
    36 chosen that it should occur rather than that any one
    37 of them should suffer some infinitesimal rebuff to his
    38 country's pride."

    39 Of course World War I did not "end all wars," but it did
    40 awaken nations to unite initially as the League of
    41 Nations and later as the United Nations in order to
    42 take steps to correct some of the worst outrages of that
    43 barbaric conflict, such as trench warfare, and in that
    44 sense endures as the crucible of man's inhumanity to
    45 man.


    QUESTION: In line 15, the phrase "to that point," implies that:
    1. Aother American wars after WWI have killed even more people.
    2. Bno one could anticipate the damage WWI would cause.
    3. Cthe damage WWI caused was insignificant.
    4. DWWI is still the bloodiest conflict known to man.
    5. Ethis was not the first war in which tens of millions of people perished.
  6. 6While I was ill, I experienced ________: I was dizzy and felt as if I would faint.

    Select the word that best completes the sentence.
    1. Aallergies
    2. Bheadaches
    3. Cvertigo
    4. Dnausea
    5. Eillness
  7. 7PASSAGE:

    1 Don Hedger had lived for four years on the top floor of
    2 an old house on the south side of Washington Square,
    3 and nobody had ever disturbed him. He occupied
    4 one big room with no outside exposure except on the
    5 north. His room was very cheerless, since he never
    6 got a ray of direct sunlight; the south corners were
    7 always in shadow. In the front corner, the one farther
    8 from the window, was a sink, and a table with two
    9 gas burners where he sometimes cooked his food.
    10 There, too, in the perpetual dusk, was the dog's bed,
    11 and often a bone or two for his comfort.

    12 The dog was a Boston bull terrier, and Hedger
    13 explained his surly disposition by the fact that he had
    14 been bred to the point where it told on his nerves. His
    15 name was Caesar III, and he had taken prizes at very
    16 exclusive dog shows. When he and his master went
    17 out to prowl about University Place, or to promenade
    18 along West Street, Caesar III was invariably fresh and
    19 shining. His pink skin showed through his mottled
    20 coat, which glistened as if it had just been rubbed with
    21 olive oil, and he wore a brass-studded collar, bought
    22 at the smartest saddler's. Hedger, as often as not, was
    23 hunched up in an old striped blanket coat, with a
    24 shapeless felt hat pulled over his bushy hair, wearing
    25 black shoes that had become gray, or brown ones
    26 that had become black, and he never put on gloves
    27 unless the day was biting cold.

    28 Early in May, Hedger learned that he was to have a
    29 new neighbor in the rear apartment. His studio was
    30 shut off from these rooms by double doors, which,
    31 though they were fairly tight, left him a good deal
    32 at the mercy of the occupant. The rooms had been
    33 leased, long before he came there, by a trained nurse
    34 who considered herself knowing in old furniture. She
    35 went to auction sales and bought up mahogany and
    36 dirty brass and stored it away here, where she meant
    37 to live when she retired from nursing. Meanwhile,
    38 she sub-let her rooms, with the precious furniture, to
    39 young people who came to New York to "write" or
    40 "paint"--who proposed to live by the sweat of the
    41 brow rather than of the hand, and who desired artistic
    42 surroundings. When Hedger first moved in, these
    43 rooms were occupied by a young man who tried to
    44 write plays,--and who kept on trying until a week ago,
    45 when the nurse had put him out for unpaid rent.
    46
    A few days after the playwright left, Hedger heard
    47 an ominous murmur of voices through the bolted
    48 double doors: the lady-like intonation of the nurse--
    49 doubtless exhibiting her treasures--and another voice,
    50 also a woman's, but very different; young, fresh,
    51 unguarded, confident. All the same, it would be very
    52 annoying to have a woman in there. The only bath-
    53 room on the floor was at the top of the stairs in the
    54 front hall, and he would always be running into her
    55 as he came or went from his bath. He would have to
    56 be more careful to see that Caesar didn't leave bones
    57 about the hall, too; and she might object when he
    58 cooked steak and onions on his gas burner.

    59 As soon as the talking ceased and the women left,
    60 he forgot them. He was absorbed in a study of para-
    61 dise fish at the Aquarium, staring out at people through
    62 the glass and green water of their tank. It was a
    63 highly gratifying idea; the incommunicability of one
    64 stratum of animal life with another,--though Hedger
    65 pretended it was only an experiment with unusual
    66 lighting. When he heard trunks knocking against the
    67 sides of the narrow hall, then he realized that she was
    68 moving in at once. Toward noon, groans and deep
    69 gasps and the creaking of ropes, made him aware
    70 that a piano was arriving. After the tramp of the
    71 movers died away down the stairs, somebody touched
    72 off a few scales and chords on the instrument, and
    73 then there was peace. Presently he heard her lock her
    74 door and go down the hall humming something; going
    75 out to lunch, probably. He stuck his brushes in a can
    76 of turpentine and put on his hat, not stopping to wash
    77 his hands. Caesar was smelling along the crack
    78 under the bolted doors.

    79 Hedger encouraged him. "Come along, Caesar.
    80 You'll soon get used to a new smell."

    81 In the hall stood an enormous trunk, behind the
    82 ladder that led to the roof, just opposite Hedger's
    83 door. The dog flew at it with a growl of hurt amaze-
    84 ment. They went down three flights of stairs and out
    85 into the brilliant May afternoon.

    86 Hedger strolled about the Square for the dog's health.
    87 The fountain had but lately begun operations for the
    88 season and was throwing up a mist of rainbow water.
    89 Plump robins were hopping about on the soil; the
    90 grass was newly cut and blindingly green. Looking
    91 up the Avenue through the Arch, one could see the
    92 young poplars with their bright, sticky leaves, and
    93 shining horses and carriages,--occasionally an auto-
    94 mobile, mis-shapen and sullen, like an ugly threat in
    95 a stream of things that were bright and beautiful and
    96 alive.

    97 While Caesar and his master were standing by the
    98 fountain, a girl approached them, crossing the Square.
    99 Hedger noticed her because she wore a lavender cloth
    100 suit and carried in her arms a big bunch of fresh lilacs.
    101 He saw that she was young and handsome,--beautiful,
    102 in fact. She, too, paused by the fountain and looked
    103 back through the Arch up the Avenue. She smiled
    104 rather patronizingly as she looked, and at the same
    105 time seemed delighted. Her slowly curving upper lip
    106 and half-closed eyes seemed to say: "You're gay,
    107 you're exciting, you are quite the right sort of thing;
    108 but you're none too fine for me!"

    109 In the moment she tarried, Caesar stealthily ap-
    110 proached her and sniffed at the hem of her lavender
    111 skirt, then he ran back to his master and lifted a face
    112 full of emotion and alarm, his lower lip twitching under
    113 his sharp white teeth and his hazel eyes pointed with
    114 a very definite discovery. He stood thus, motionless,
    115 while Hedger watched the lavender girl go up the
    116 steps and through the door of the house in which he
    117 lived.

    118 "You're right, my boy, it's she!"


    QUESTION: The passage mainly serves to:
    1. Adraw a contrast between two characters.
    2. Bdescribe a character's relationship to the city in which he lives.
    3. Cilluminate an historical era.
    4. Ddepict a character's actions and thoughts.
    5. Eoutline a conflict between two characters.
  8. 8In order to ________ the angry customers who waited an hour for their meals, the manager sent a ________ dessert to the table.

    Select the words that best complete the sentence.
    1. Amollify . . complimentary
    2. Bappease . . propitious
    3. Cexacerbate . . free
    4. Dpacify . . gratuitous
    5. Efoster . . delicious
  9. 9The teacher was so ________ by the disturbing images on the classroom projector that she called for an immediate ________ of the slideshow, ending the student's poorly thought-out presentation.

    Select the words that best complete the sentence.
    1. Acaptivated . . preclusion
    2. Bstunned . . recession
    3. Chorrified . . reduction
    4. Ddistraught . . cessation
    5. Eamazed . . rectification
  10. 10Mozart was a ________ composer who created hundreds of musical works, including symphonies, operas, and concertos.

    Select the word that best completes the sentence.
    1. Aholistic
    2. Bprodigious
    3. Cportentous
    4. Drepresentative
    5. Elugubrious

Informationen

Beschreibung
For SAT Test Practice
Sprache
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