问答题当前，世界更加看好中国，不少外国人羡慕中国人的好日子。诸多欧美学者认为，西方骄傲自大的“中心主义”蒙蔽了其心智，面对中国的成功，西方应及时反思和学习。在别人认同“中国经济前景光明论”时，我们自己不能唱衰自己，误判断世界发展大势和我国处境，低估自身发展潜力，妄自菲薄，丧失信心。
当然，我们也要有忧患意识，居安思危，要看到各种风险和挑战，不能高枕无忧、无所作为。多数机遇都不是不争自来的，机遇需要我们自己去创造和把握。只要我们继续走自己的路，谦虚谨慎，开拓进取，攻坚克难，不断加强和发展自身的优势，我们的日子就会越过越好。
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问答题在各国相互联接更为紧密的全球化时代，世界真正需要的不是单枪匹马的英雄，而是同舟共济的合作伙伴。正因为如此，中国积极致力于同各国发展和深化伙伴关系，我们的“朋友圈”不断扩大。中国积极推动构建新型伙伴关系，具有深厚的历史文化渊源，也是顺应世界发展潮流的创新之举。中华文化主张“合则强，孤则弱”，推崇“一个好汉三个帮”、“众人拾柴火焰高”的互助精神，这是我们构建伙伴关系的文化根基。当前，求和平、谋发展、促合作、图共赢成为不可阻挡的时代潮流。大国制衡、零和博弈等旧思维已难以为继，各国需要探寻国与国交往的新路径。
问答题Questions 1～3
Toward the end of every calendar year, Ian Robertson puts his small arsenal of expensive fountain pens into overdrive. That"s when Rolls-Royce Motor Cars sends a yearbook to customers who have purchased a Rolls since Jan. 1,2003, when production began under the German automaker BMW. As head of Rolls-Royce, Robertson personally signs each book"s accompanying cover letter. The bespoke touch is appreciated by the company"s superrich clientele—which numbered 2,800 when Robertson performed the task last year. "With that many customers," he says, "I could just about do it. "
This year Robertson may need an autopen. The iconic British car company is expecting already rising sales to soar, relatively speaking. This is, after all, a company whose ambition is to sell a mere 1,000 cars a year. That"s a goal within reach, thanks to upcoming expansions of the product line, increasing numbers of extremely rich potential buyers and fast-growing Asian markets. Last year Rolls sold 805 Phantoms, its main model, slightly more than the previous year. Revenues were also up—the company won"t say by how much—largely because of the newly introduced extended- wheelbase Phantom, which has a base price of $403,000, or $ 63,000 more than the standard version. Garel Rhys, emeritus professor of automotive economics at Cardiff Business School in Wales, applauds the company"s performance since its acquisition by BMW: "You couldn"t expect much better." In July, it rolled out the Drophead Coupe, a two-door convertible Phantom starting at $ 407,000. Overall, Robertson predicts, the firm should enjoy double-digit sales growth this year.
The company began life in 1904, when Charles Rolls, an aristocratic automobile aficionado and dealership owner, joined forces with fledgling carmaker Henry Royce. Then and now, the company"s cars were big, powerful, stately and silent. In 1931, Roils acquired the more sporty, slightly less expensive rival Bentley.
When Roll—which also made aircraft engines—went bust in 1971, the auto and aerospace units became separate companies. After a variety of owners, BMW took over. It now builds the cars at a plant in Sussex, England, operating one line and one shift that turns out four or five hand-built cars a day. The 550 employees include craftsmen—skilled cabinet—and saddle makers, for example. Most Rolls are made to order; on average, customers pay $ 20,000 to have their car customized. The company is adding a second line next year and a second shift in 2009 to handle (at the same careful pace) both the Drophead and other planned new cars.
For its first Rolls, BMW opted to resurrect the Phantom—a big sedan limousine that all but begs to be chauffeur-driven. That meant targeting the very rich, whose legions are growing fast. Rolls wants to increase its market share while still remaining at the price pinnacle. Next year it"s introducing a hardtop coupe version of the Phantom and launching a smaller, as-yet-unnamed sedan.
So who is willing to pay a small ransom to own a Roller? Buyers tend to be entrepreneurs, show-business celebrities or sports stars; few are corporate executives. One factor working for Rolls in developing economies: showing off one"s megabucks is culturally acceptable in China. That helps explain why China is now Rolls" third largest and fastest-growing market, accounting for 10% of sales. (The U.S. still accounts for 45%.) It was a Beijing property developer who last year paid a record $ 2.3 million for a superstretch Phantom.
BMW will certainly be happy to see Rolls generating profits, given the $1.2 billion Rhys estimates it put into the company. Rolls won"t budge Beemer"s bottom line, given the parent Company"s $ 65 billion in sales. But owning Rolls-Royce gives BMW prestige and bragging rights. It proves it can sell cars that sweep the breadth of the market, from budget to budget-busting. Should the world"s economy sputter and car sales drop off a cliff, "Rolls-Royce would probably be the first thing to go," Rhys says. But for now, like that iconic spirit of ecstasy that makes up its hood ornament, Rolls-Royce looks poised to speed ahead.
问答题Bringing the World Cup to Asia was supposed to expand the reach of the global game in a happy confluence of good will and good business. The action on the pitch has certainly been dramatic, and most fans were thrilled. But less than half way through the month-long tournament, the good will is already wearing thin-and business seems relatively slow, with fewer visitors and Cup-related sales than expected. Deeply embarrassed by the image of part-empty stadiums besieged by angry ticket hunters, Japanese prime minister ordered an official investigation into the ticket fiasco. Claiming losses of more than ＄800,000 per game, Korea"s soccer federation even threatened to sue Byrom, the official ticket agent, for failing to print and deliver tickets on time.
Japan and Korea both hoped to score big points-at home and abroad-with the World Cup. Perhaps it was the memories of the 1964 Tokyo Olympics and the 1988 Seoul Olympics, which were considered turning points in their nations" development. Mired in a decade-long slump, Japan longs for anything that might shock its economy back to life. Korea, meanwhile, hopes the Cup will steady its halting recovery from the 1997 Asian financial crisis-and help brand it as Asia"s most wired nation. Their plan: inject billions of dollars into new facilities, welcome throngs of tourists and for one glorious month showcase their countries to the biggest television audience in world history.
问答题Misinterpretation in Cross-cultural Communication
In cross-cultural communication the danger of misinterpretation is greatest among people who speak different native tongues or come from different cultural backgrounds, because cultural difference necessarily implies different assumptions about natural and obvious ways to be polite.
Anthropologist Thomas Kochman gives the example of a white office worker who appeared with a bandaged arm and felt rejected because her black fellow worker didn"t mention it. The doubly wounded worker assumed that her silent colleague didn"t notice or didn"t care. But the co-worker was purposely not calling attention to something her colleague might not want to talk about. She let her decide whether or not to mention it, being considerate by not imposing. Kochman says, based on his research, that these differences reflect recognizable black and white styles.
An American woman visiting England was repeatedly offended when the British ignored her in a setting in which she thought they should pay attention. For example, she was sitting at a booth in a railway—station cafeteria. A couple began to settle into the opposite seat in the same booth. They unloaded their luggage; they laid their coats on the seat; he asked what she would like to eat and went off to get it; she slid into the booth facing the American. And throughout all this, they showed no sign of having noticed that someone was already sitting in the booth.
When the British woman lit up a cigarette, the American began ostentatiously looking around for another table to move to. Of course there was none; that"s why the British couple had sat in her booth in the first place. The smoker immediately crushed out her cigarette and apologized. This showed that she had noticed that someone else was sitting in the booth, and that she was not inclined to disturb her.
To the American, politeness requires talk between strangers forced to share a booth in a cafeteria, if only a fleeting "Do you mind if I sit down?" or a conventional "is anyone sitting here?" even if it"s obvious no one is. The omission of such talk seemed to her like dreadful rudeness. The American couldn"t see that another system of politeness was at work. By not acknowledging her presence, the British couple freed her from the obligation to acknowledge theirs. The American expected a show of involvement; they were being polite by not imposing.
An American man who had lived for years in Japan explained a similar politeness ethic. He lived, as many Japanese do, in extremely close quarters—a tiny room separated from neighboring rooms by paper-thin walls. In order to preserve privacy in this most unprivate situation, his Japanese neighbor with the door open, they steadfastly glued their gaze ahead as if they were alone in a desert. The American confessed to feeling what I believe most Americans would feel if a next-door neighbor passed within a few feet without acknowledging their presence—snubbed. But he realized that the intention was not rudeness by omitting to show involvement, but politeness by not imposing.
问答题I agree to some extent with my imaginary English reader. American literary historians are perhaps prone to view their own national scene too narrowly, mistaking prominence for uniqueness. They do over-phrase their own literature, or certainly its minor figures. And Americans do swing from aggressive overphrase of their literature to an equally unfortunate, imitative deference. But then, the English themselves are somewhat insular in their literary appraisals. Moreover, in fields where they are not pre-eminent--e, g. in painting and music—they too alternate between boasting of native products and copying those of the Continent. How many English paintings try to look as though they were done in Paris; how many times have we read in articles that they really represent an "English tradition" after all.
问答题Directions:
In this part of the test, you will hear 5 sentences in English. You will hear the sentences ONLY ONCE. After you have heard each sentence, translate it into Chinese and write your version in the corresponding space in your ANSWER BOOKLET.
问答题Asians see the United States losing its undisputed international influence in 50 years to possibly China amid waning trust in Washington to act responsibly in the world, a poll showed. The study is carried out by the Chicago Council on Global Affairs (CCGA), an independent US think tank. In the immediate term, US power in the eyes of Asians remains secure. In haft a century, however, a majority in all countries covered by the poll—China, India, South Korea and the United States—believed "another nation" will become as powerful or surpass the United States in power. China has become a global manufacturing power and is already displacing the United States as the primary trading partner for many nations. China has also amassed the world"s largest trade surplus and world"s largest foreign exchange reserves.
问答题和平与发展是时代的主题
和平与发展是时代的主题。世界各国人民应携手合作，继续推进人类和平与发展的崇高事业。
和平的环境，是一个国家、一个地区以至全球发展的重要前提。没有和平，没有稳定的政治局面，就谈不上经济发展。历史和现实都充分说明了这一点。
当今世界，国际局势总体上趋向缓和，但各种因素引发的冲突甚至局部战争此起彼伏，一些地区的紧张态势依然存在，妨碍了有关国家和地区的经济发展，也对世界经济产生了不利影响。一切负责任的政治家和政府，都应该遵守《联合国宪章》的宗旨和公认的国际关系基本准则，为实现普遍、持久、全面的和平而努力，而不能违背各国人民的利益去人为地挑起紧张态势，甚至制造武力冲突。
在这个世界上仍旧有少数利益集团，总想通过在这样那样的地方制造紧张态势来谋利，这是违背大多数人民的意志和时代潮流的。而且，只有不断推进和平与发展的事业，各国人民安居乐业，集中精力发展经济，创新科技，才能创造巨大的市场需求和促进经济繁荣。
我希望，在座各位，以及一切爱好和平的人们携起手来，为共同促进世界的持久和平和各国各地区的普遍发展与繁荣而努力!
问答题American mythology loves nothing more than the reluctant hero: the man—it is usually a man—whose natural talents have destined him for more than obliging obscurity. George Washington, we are told, was a leader who would have preferred to have been a farmer. Thomas Jefferson, a writer. Martin Luther King, Jr., a preacher. These men were roused from lives of perfunctory achievement, our legends have it, not because they chose their own exception alism, but because we, the people, chose it for them. We—seeing greatness in them that they were too humble to observe themselves—conferred on them uncommon paths. Historical circumstance became its own call of duty, and the logic of democracy proved itself through the answer.
Neil Armstrong was a hero of this stripe: constitutionally humble, circumstantially noble. Nearly every obituary written for him has made a point of emphasizing his sense of privacy, his sense of humility, his sense of the ironic ordinary. And yet every aspect of Armstrong"s life made clear: On that day in 1969, he acted on our behalf, out of a sense of mission that was communal rather than personal. The reluctant hero is also the self-sacrificing hero.
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问答题青浦地区江河纵横，海上贸易自古繁盛。建于唐代作为舟船航行之航标的泖塔，是朱家角日趋繁荣的见证。自上海建县后，朱家角即因利乘便，蔚然兴盛，一跃成为商贾云集、烟火千家的贸易集镇。朱家角之繁华日胜一日，历史文化含蕴也日渐浓厚。 明末清初，朱家角已成为棉布交易中心。后来米业兴起，遂有了“衣被天下，粮油江南”之美誉。伴随着经济的步步繁荣，文化也渐趋多姿多彩。朱家角历来水木清华，文儒辈出。如今，历史已逝，泖塔犹存，随着时代的变迁，朱家角逐渐发展成为雄踞一方的经济、文化中心。
问答题我将明白只有低能者才会江郎才尽，我并非低能者。我必须不断对抗那些企图摧垮我的力量。失望与悲伤一眼就会被识破，而其他许多敌人是不易察觉的，他们往往面带微笑，伸出友谊之手，却随时有可能将我摧垮。对他们，我永远不能放松警惕。
有了这项新本领，我也更能体察别人的情绪变化。我宽容怒气冲冲的人，因为他尚未懂得控制自己的情绪，我可以忍受他的指责和辱骂，因为我知道明天他会改变，重新变得随和。
我从此领悟到人类和我自己情绪变化的奥秘。对于自己干变万化的个性，我不再听之任之，我将积极主动地控制情绪，从而掌握自己的命运。
问答题Directions:
In this part of the test, you will hear 5 English sentences. You will hear the sentences only once. After you have heard each sentence, translate it into Chinese and write your version in the corresponding space on your Answer Sheet.
问答题 Questions 4～6 When Dana Hale
adopted her son four years ago, she says she had to "play hardball" with her
boss to get the same paid leave granted colleagues who give birth. The
Washington employment lawyer knew then that if she and her self-employed husband
adopted again, it would be under new management. So Hale began researching
adoption-friendly workplaces, and soon focused on Capital One. The big
financial-services company, headquartered in McLean, Va., offers $ 5,000 in
assistance per adopted child, plus six weeks of paid leave. More important to
Hale, the company fosters a supportive culture for adoptive parents, who network
through a corporate intranet site. "I specifically chose Capital One so I could
adopt more children," says Hale, 44, on the eve of a trip to Ukraine to bring
home two teenage sisters. Adoption has become an employment
issue. Because more women delay parenthood to pursue careers during their prime
childbearing years, some seek alternative avenues to build their families. With
each adoption costing up to $ 30,000 and often demanding mounds of paperwork and
weeks of travel, workers are asking their employers for help. They're getting
it, mainly from companies in competitive industries hungry to attract and keep
talent. Google, JPMorgan Chase, Abbott Laboratories, Avon and Motorola have all
added adoption assistance to their buffet of benefits. In 1990, only 12% of
1,000 companies surveyed by Hewitt Associates offered financial assistance for
adoption. By 2006, 45% of companies did. Rita Sorensen, executive director of
the Dave Thomas Foundation for Adoption, estimates that in 2007 fully half of
employers provide adoption benefits and that within five years those offerings
will be considered standard. Dave Thomas, founder of Wendy's,
may have kicked off the trend 15 years ago when he began urging other CEOs to
assist employees with adoption. Himself an adoptee, Thomas started his
foundation to help find permanent homes for children in the US foster-care
system. (More than 140,000 currently await adoption, according to Sorensen.)
This year the foundation began tracking corporations and ranking them according
to the generosity of their benefits. Of companies that provide adoption
assistance, it found that $ 4,700 is offered on average per adoption and about
double that if a child has special needs or is from foster care. Companies are
also giving workers an average of five weeks of paid parental leave.
Even as employers retreat from providing expensive benefits like lifetime
health coverage, they are finding that adoption assistance is relatively
inexpensive—and yields disproportionately high rewards in employee loyalty,
community goodwill and solid-gold p. r. Unlike maternity benefits, adoption
assistance isn't covered by medical or disability insurance, meaning the entire
cost must come directly from an employer's pocket. Still, only 0.5% of employees
tap adoption benefits, but the assistance is so appreciated that workers gush
about it to colleagues, spreading the warm, fuzzy corporate feelings. "Not to
cheapen it, but it's cost-effective goodwill," says Sorensen, "one that doesn't
hit the bottom line very hard. " Greg Rasin, a partner with Proskauer Rose who
advises employers on benefits, points out that at the very least, the Families
and Medical Leave Act compels employers with more than 50 workers to provide up
to 12 weeks of unpaid leave. Legal bonus: offering adoption benefits might
shield them from lawsuits by workers seeking parity with those who receive
maternity leave. Offering adoption assistance was an easy call
for Steve Steinour, CEO of Citizens Financial Group and the father of two
adopted children. "We knew from experience that for most Americans, adoption is
an unaffordable option," he says. Citizens—a bank based in Providence, R. I. ,
with 25,000 employees—provides up to $ 21,000 in aid, a sum that helped put it
at the top of the Dave Thomas Foundation's list of adoption-friendly workplaces.
Though Steinour says retention is much greater among the 100 or so workers who
have used the benefits, he admits that this impact is hard to quantify for
shareholders. "You can't translate everything into a direct payback," he says.
Payback comes in the form of loyalty and gratitude from
employees like Paula Cavallaro, a Citizens trust administrator. Already the
parents of Amanda, 12, Cavallaro and her husband had "talked and talked" about
adopting another child. The Cavallaros received $10,000 from Citizens to adopt
Anny, 13, from Colombia last summer (employees receive more for special-needs
adoptions). "We would still have done it, but having the benefit just made it so
much easier," says Cavallaro, 48. "I will always, always, always be grateful for
the help. "
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问答题The BBC is to offer staff contracts to some of its biggest names in a U-turn after months of accusations that it is enabling tax avoidance. These will be offered mainly to highly paid individuals who it had previously made to set up personal service companies. Those affected face pay cuts of up to 40 percent because the BBC will become liable for national insurance contributions among other employment costs. Lord Patten of Barnes, Chairman of the BBC Trust, said yesterday that he hoped other public sector organizations would follow the BBC"s lead.
The Times
revealed in July that Jeremy Paxman was among a number of presenters furious that they had been subjected to questions about their integrity as a result of being asked to set up personal service companies. Such arrangements can save individuals thousands of pounds as they pay corporation tax of 21 percent rather than income tax at up to 50 percent. The BBC avoids employers" national insurance payments of 13.8 percent by paying people as freelancers. However, if the Revenue decides that a worker is in reality an employee it can chase the BBC for the back tax. The corporation is considering a report it commissioned from Deloitte after criticism of its tax affairs by MPs. It is understood to have concluded that some individuals paid through service contracts should become staff.
Last week it emerged in a report by MPs that the BBC was paying 1,500 presenters, musicians and actors through private companies. The cross-party Public Accounts Committee said that this was a "staggeringly inappropriate" way of paying staff. Margaret Hodge, its chairwoman, said that paying regular contributors through service companies gave rise to "suspicions of complicity in tax avoidance". The committee found that the BBC issued 25,000 contracts to freelance contributors. Out of these, 4,500 contributors were paid through personal service companies.
Lord Patten said: "It"s undoubtedly the case that some freelancers will be put on the payroll. I am sure that we will also want more regular information going to the Revenue on service companies so that they can be absolutely clear about the tax liability. And we may wish, frankly, to go further than that. If we do ... I hope other public sector organisations will do the same." He admitted that the BBC had not given enough clarity about tax arrangements of its workforce but denied that the BBC had ever "connived at tax dodging". He said the BBC had asked its freelance workers to set up personal service companies "in order to avoid the licence fee-payer having to be liable for unpaid taxes by people being paid in that way".
A BBC source said the decision to take people on to staff had been made because it was "a publicly funded organisation and sometimes, whether or not you"re breaking any laws, you have to reflect public feeling". "This proposal will be cost neutral," the source said. "If you"re a freelancer paid by a service company now the very high likelihood is that your pay would go down, but you would get the benefits of a pension, holiday and sick pay."
Mike Warburton, director of tax at accountants Grant Thornton, calculated that the extra costs of paying national insurance, holiday pay, sick pay and pension contributions could cost the BBC an extra 40 percent. A presenter paid ￡100,000 through a personal service company would have to accept a salary of ￡60,000 to join the staff. Mr. Warburton said: "To do it on a cost neutral basis seems a sensible approach. Licence fee-payers would presumably not want the BBC saddled with extra costs." A BBC spokesman said the corporation could not comment on the Deloitte report. "The review of these arrangements is ongoing and we will report back to the BBC Trust later this autumn," he said.
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