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单选题 Green Growth A．The enrichment of previously poor countries is the most inspiring development of our time. It is also worrying. The environment is already under strain. What will happen when the global population rises from 7 billion today to 9.3 billion in 2050, as demographers(人口统计学家) expect, and a growing proportion of these people can afford goods that were once reserved for the elite? Can the planet support so much economic activity? B．Many policymakers adopt a top-down and Western-centric approach to such planetary problems. They discuss ambitious regulations in global forums, or look to giant multinationals and wealthy NGOs to set an example. But since most people live in the emerging world, it makes sense to look at what successful companies there are doing to make growth more sustainable. C．A new study by the World Economic Forum (WEF) and the Boston Consulting Group (BCG) identifies 16 emerging-market firms that they say are turning eco-consciousness into a source of competitive advantage. These highly profitable companies (which the study calls 'the new sustainability champions') are using greenery to reduce costs, motivate workers and forge relationships. Their home-grown ideas will probably be easier for their peers to copy than anything cooked up in the West. D．The most outstanding quality of these companies is that they turn limitations (of resources, labor and infrastructure) into opportunities. Thus, India's Shree Cement, which has long suffered from water shortages, developed the world's most water-efficient method for making cement, in part by using air-cooling rather than water-cooling. Manila Water, a utility in the Philippines, reduced the amount of water it was losing, through wastage and illegal tapping, from 63% in 1997 to 12% in 2010 by making water affordable for the poor. Broad Group, a Chinese maker of air conditioners, taps the waste heat from buildings to power its machines. Zhangzidao Fishery Group, a Chinese aquaculture (水产养殖 ) company, recycles uneaten fish feed to fertilize crops. E．Setting green goals is a common practice. Sekem, an Egyptian food producer, set itself the task of cultivating desert land through organic farming. Florida Ice Farm, a Costa Rican food and drink company, has adopted strict standards for the amount of water it can consume in producing drinks. F．These firms measure themselves by their greenery, too. Florida Ice Farm, for example, links 60% of its boss's pay to the triple bottom line of 'people, planet and profit'. The sustainability champions also encourage their workers to come up with green ideas. Natura, a Brazilian cosmetics company, gives bonuses to staff who find ways to reduce the firm's impact on the environment. Masisa, a Chilean forestry company, invites employees to 'imagine unimaginable businesses' aimed at poorer consumers. Woolworths, a South African retailer, claims that many of its best green ideas have come from staff, not bosses. G．In emerging markets it is hard for companies to stick to one specialism, because they have to worry about so many wider problems, from humble infrastructure to unreliable supply chains. So the sustainability champions seek to shape the business environment in which they operate. They lobby(游说) regulators: Grupo Balbo, a Brazilian organic-sugar producer, is working with the Brazilian government to establish a certification system for organic products. They form partnerships with governments and NGOs. Kenya's Equity Bank has formed an alliance with groups such as The International Fund for Agricultural Development to reduce its risks when lending to smallholders. Natura has worked with its suppliers to produce sustainable packaging, including a new 'green' plastic derived from sugar cane. H．The firms also work hard to reach and educate poor consumers, often sacrificing short-term profits to create future markets. Masisa organizes local carpenters into networks and connects them to low-income furniture buyers. Broad Group has developed a miniature device for measuring air pollution that can fit into mobile phones. Jain Irrigation, an Indian maker of irrigation systems, uses dance and song to explain the benefits of drip irrigation to farmers who can't read. Suntech, a Chinese solar-power company, has established a low-carbon museum to celebrate ways of reducing carbon-dioxide emissions. Rich because green, or green because rich? I．One could disagree with BCG's analysis. Phil Rosenzweig of Switzerland's IMD business school has argued that management writers are prone to 'the halo effect': they treat the temporary success of a company as proof that it has discovered some eternal principle of good management. The fact that some successful companies have embraced greenery does not prove that greenery makes a firm successful. Some firms, having prospered, find they can afford to go green. Some successful firms pursue greenery for public-relations purposes. And for every sustainable emerging champion, there are surely 100 firms that have prospered by releasing waste gas into the air or pumping toxins into rivers. J．Nonetheless, the central message of the WEF-BCG study—that some of the best emerging-world companies are combining profits with greenery—is thought-provoking. Many critics of environmentalism argue that it is a rich-world luxury: that the poor need adequate food before they need super-clean air. Some even see greenery as a rich-world trick: the West grew rich by industrializing (and polluting), but now wants to stop the rest of the world from following suit. The WEF-BCG report demonstrates that such fears are overblown. Emerging-world companies can be just as green as their Western rivals. Many have found that, when natural resources are scarce and consumers lack money, greenery can be a profitable business strategy.

单选题 I've decided to take the plunge and start up my own business. The underlined word means

单选题Monkeys are excellent climbers, and most are ______ tree dwellers.

单选题As a good photographer, you must develop an awareness of the world around you and the people who ______ it.

单选题After long negotiations, the firm ______ to build a double-purpose bridge across the river. A. contracted B. contacted C. consulted D. convinced

单选题The government slated new elections in the spring, largely as a result of the public Uclamor/U.

单选题She is unconscious now, but may ______ at intervals.

单选题Mary didn't ______the new rule that her father made of being home at 5 o'clock.

单选题Which of the following happens if there is mild inflation?

单选题 The poor nutrition in the early stages of infancy can ______ adult growth.

单选题 Some bosses dislike (to allow) people (to share) their responsibilities; they keep (all) important matters (tightly).in their own hands.

单选题She often thinks that her six years in Italy were wasted, ______ she ______ that time learning more Italian. A. but that; might have taken B. for that; should have found C. in that; could have spent D. with that; would have used

单选题Shortly after the accident, two ______ police were sent to the spot to keep order.

单选题However wealthy you are it can not ______ a healthy body.

单选题Scientists generally hold that language has been so long in use that the length of time writing is known to cover is ______in Comparison. A.overwhelming B.uninspiring C.astounding D.trifling

单选题 From Accountant to Yogi: Making a Radical Career Change A. At some point, almost all of us will experience a period of radical professional change. Some of us will seek it out; for others it will feel like an unwelcome intrusion into otherwise stable careers. Either way, we have choices about how we respond to it when it comes. B. We recently caught up with yoga entrepreneur Leah Zaccaria, who put herself through the fire of change to completely reinvent herself. In her search to live a life of purpose, Leah left her high-paying accounting job, her husband, and her home. In the process, she built a radically new life and career. Since then, she has founded two yoga studios, met a new life partner, and formed a new community of people. Even if your personal reinvention is less drastic, we think there are lessons from her experience that apply. C. Where do the seeds of change come from? The Native American Indians have a saying: 'Pay attention to the whispers so you won't have to hear the screams.' Often the best ideas for big changes come from unexpected places—it's just a matter of tuning in. Great leaders recognize the weak signals or slight signs that point to big changes to come. Leah reflects on a time she listened to the whispers: 'About the time my daughter was five years old, I started having a sense that 'this isn't right.'' She then realized that her life no longer matched her vision for it. D. Up until that point, Leah had followed traditional measures of success. After graduating with a degree in business and accounting, she joined a public accounting firm, married, bought a house, put lots of stuff in it, and had a baby. 'I did what everybody else thought looked successful,' she says. Leah easily could have fallen into a trap of feeling content; instead, her energy sparked a period of experimentation and renewal. E. Feeling the need to change, Leah started playing with future possibilities by exploring her interests and developing new capabilities. First trying physical exercise and dieting, she lost some weight and discovered an inner strength. 'I felt powerful because I broke through my own limitations,' she recalls. F. However, it was another interest that led Leah to radically reinvent herself. 'I remember sitting on a bench with my aunt at a yoga studio,' she said, 'and having a moment of clarity right then and there: Yoga is saving my life. Yoga is waking me up. I'm not happy and I want to change and I'm done with this.' In that moment of clarity Leah made an important leap, conquering her inner resistance to change and making a firm commitment to take bigger steps. G. Creating the future you want is a lot easier if you are ready to exploit the opportunities that come your way. When Leah made the commitment to change, she primed herself to new opportunities she may otherwise have overlooked. She recalls: H. One day a man I worked with, Ryan, who had his office next to mine, said, 'Leah, let's go look at this space on Queen Anne.' He knew my love for yoga and had seen a space close to where he lived that he thought might be good to serve as a yoga studio. As soon as I saw the location, I knew this was it. Of course I was scared, yet I had this strong sense of 'I have to do this.' Only a few months later Leah opened her first yoga studio, but success was not instant. I. Creating the future takes time. That's why leaders continue to manage the present while building toward the big changes of the future. When it's time to make the leap, they take action and immediately drop what's no longer serving their purpose. Initially Leah stayed with her accounting job while starting up the yoga studio to make it all work. J. Soon after, she knew she had to make a bold move to fully commit to her new future. Within two years, Leah shed the safety of her accounting job and made the switch complete. Such drastic change is not easy. K. Steering through change and facing obstacles brings us face to face with our fears. Leah reflects on one incident that triggered her fears, when her investors threatened to shut her down: 'I was probably up against the most fear I've ever had,' she says. 'I had spent two years cultivating this community, and it had become successful very fast, but within six months I was facing the prospect of losing it all.' L. She connected with her sense of purpose and dug deep, cultivating a tremendous sense of strength. 'I was feeling so intentional and strong that I wasn't going to let fear just take over. I was thinking, 'OK, guys, if you want to try to shut me down, shut me down.' And I knew it was a negotiation scheme, so I was able to say to myself, 'This is not real.'' By naming her fears and facing them head-on, Leah gained confidence. For most of us, letting go of the safety and security of the past gives us great fear. Calling out our fears explicitly, as Leah did, can help us act decisively. M. The cycle of renewal never ends. Leah's growth spurred her to open her second studio—and it wasn't for the money. N. I have no desire to make millions of dollars. It's not about that; it's about growth for me. Honestly, I didn't need to open a second studio. I was making as much money as I was as an accountant. But I know if you don't grow, you stand still, and that doesn't work for me. O. Consider the current moment in your own life, your team or your organization. Where are you in the cycle of renewal: Are you actively preserving the present, or selectively forgetting the past, or boldly creating the future? What advice would Leah give you to move you ahead on your journey? Once we're on the path of growth, we can continually move through the seasons of transformation and renewal.

单选题Seldom ______so warmly welcomed.

单选题A computer virus ______.