英译汉 Directions: There are 2 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice and mark the corresponding letter on Answer Sheet 2 with a single line through the center. To talk about problem-solving within a national environment means examining many complex cultural forces. It means trying to measure the impact of these forces on contemporary life, and also coming to grip with changes now taking place. For example, the concept of professional identity differs markedly between the US and Japan. In the west, the emphasis is on what a man or a woman does for a living. In Japan, the most important thing is what organization you work for. This becomes significant when you want to analyze the decision-taking or decision-making process. While we differ in many ways, such differences are neither superior nor inferior to each other. A particular pattern of management behavior develops from a complexity of unique cultural factor—and will only work in a given culture. A characteristic is based on “census opinion” and “bottom-up direction.” In Japan consideration is given to and reliance placed on the thoughts and opinions of everyone at all levels. To understand this, it is important to realize that Japan is a densely populated homogeneous (同类的) country. Moreover, the people are aware and articulate. Literacy is almost 100 percent. Problems are shared. This brings us the second part of this characteristic. The term “bottom-up” refers to a style of management—perhaps what you would call keeping your finger on the impulse of the public. The difference is that in Japan we record the impulse and it has a real meaning. It influences the direction finally taken at the top regarding a specific important issue. In other words, Western style of decision-making process comes predominantly from top management and often does not consult the middle management or the workers, while in Japan the direction can be formulated at the lowest level, travel upward through an organization, and have an impact on the final decision. 1.When we compare differences between concepts, we should take into consideration all the following EXCEPT （ ）. A、cultural force B、preference for harmony or confrontation C、cultural force on contemporary life D、changes taking place in life 2.According to the author, that ordinary Japanese employees have impact on decision-making is connected with （ ）. A、Japan’s dense and excellent population B、Japan’s emphasis on the organization one works for C、Japan’s tradition of avoiding professional identity D、Japan’s avoidance of confrontation whenever possible 3.What does the phrase “keeping your finger on the impulse of the public” (Line 2, Para. 5) mean?（ ） A、To find what is wrong with the public. B、To know the feeling of a group of people. C、To understand and take appropriate actions. D、To find out if the public approve of a decision. 4.Which of the following is a typical American practice?（ ） A、The middle management or workers are consulted when a decision is to be made. B、A person likes to have a stable job. C、A decision is made by the top management. D、Several weeks of meetings pass before a decision is made. 5.What can we infer from the passage?（ ） A、Japanese employees stay at work until the decision has been made. B、It is difficult for Japanese pattern of management to work in an American company. C、In Japan, one’s position in company defines his professional identity. D、The Americans seem to lack concern for the deadline.