问答题Directions: In this part of the test. you will hear 2 passages in English. After you have heard each paragraph, interpret it into Chinese. Start interpreting at the signal...and stop it at the signal... You may take notes while you are listening. Remember you will hear the passages only once. Now let us begin Part A with the first passage.

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问答题In order to be successful in this world, you must get along with people. This means you must learn to behave in such a way that you have the affection and respect of others.

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问答题Topic: Balance between Developing Auto Industry and Protecting the Environment in China Questions for reference: 1. What benefits can a booming auto industry bring to our nation and our people? 2. What are the side-effects of the fast-growing auto industry in China? 3. Shall we have more cars or have we had too many cars already? Give reasons for your answer.

问答题【听力原文】 My topic today is how to address the problem of hunger and starvation, which still exists in many parts of the world. To end hunger starts with people's own productivity. A dangerous and patronizing cliche we often hear is: give a man a fish and feed him for a day; teach a man to fish and you feed him for life. People living with chronic hunger have generations of wisdom about 'fishing' — the problem is the barbed wire around the lake. The hunger project announced recently by the United Nations cut through the barbed wire, addressing the underlying social conditions that systematically deny hungry people the opportunity they need to end their own hunger. When we invest in a hunger project, we are investing in people's productivity and giving people a chance to translate their hard work into improved well-being. We are ensuring that people get the opportunities which are rightfully theirs. Too often hungry people are isolated, marginalized and exploited. Mobilizing communities and building local organizations is critically important — both to sustain the work we do and to get more out of our precious resources and efforts. When people come together to work, a kind of social capital is created that can compensate for the lack of financial capital in rural areas. In Africa, a unique feature of the hunger project's work is to organize villages to work cooperatively on community land to produce food for food banks. This fosters collective responsibility and action for a better future for all. Another example is in some Asian countries, such as India and Bangladesh, where hunger project volunteer animators have catalyzed the creation of over 1,100 local organizations throughout the country. With nearly 50% ran by women, these local groups create savings programs and invest in individual and collective income generating enterprises, including sowing, tailoring and weaving projects, bakeries and small businesses, fish and poultry farming, bee keeping and plant nurseries. The impact of these enterprises is enormous. As women have become economically empowered, the decision-making roles have increased. As family incomes have often tripled, parents are sending more children — both girls and boys — to school.

问答题Introduce brief the current situation of inflation in America.

问答题因工作关系，我30年来，年年要外出公干，足迹几乎遍布全国，没有到过的地方只有西藏、内蒙和澳门。可惜远行奔波间，车马劳顿，总是行色匆匆，山水的怡情悦目，都如过眼的云烟，只不过领略了一个大概，不能去探寻幽僻的妙境。我凡事喜欢有自己的见解，不屑于人云亦云，即使是论诗品画，都是持一种别人珍贵的东西我抛弃、别人遗弃的东西我收取的态度。佛家有云，境由心生，因此，所谓的名胜，全在于你怎么看，有的名胜，你并不觉得它有多好；有的不是名胜，你自己却以为是个妙境。这里且将我平生的游历逐一道来，与诸君共享。

问答题What is a novel? I say: an invented story. At the same time a story which, though invented, has the power to ring true. True to what? True to life as the reader knows life to be or, it may be, feels life to be. And I mean the adult, the grown-up reader. Such a reader has outgrown fairy tales, and we do not want the fantastic and the impossible. So I say to you that a novel must stand up to the adult tests of reality. You may say:”If one wants truth, why not go to the literally true book? Biography or documentary, these amazing accounts of amazing experiences which people have.” Yes, but I am suggesting to you that there is a distinction between truth and so-called reality. The novel does not simply recount experience. And here comes in what is the actual livening spark of the novel: the novelist’s imagination has a power of its own. It does not merely invent, it perceives. It intensifies, therefore it gives power, extra importance, and greater truth to what may well be ordinary and everyday things.

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问答题For a company that looked doomed a decade ago, it has been quite a comeback. Today Apple is literally an iconic company. Some of the power of its brand comes from the extraordinary story of a computer company rescued from near-collapse by its co-founder, Steve Jobs, who returned to Apple in 1997 after years of exile, reinvented it as a consumer-electronics firm and is now taking it into the billion-unit-a-year mobile-phone industry. But mostly Apple"s zest comes from its reputation for inventiveness. From its first computer in 1977 to the iPhone now, which goes on sale in America this month, Apple has prospered by keeping just ahead of the times. The company, however, is not without its critics. The firm has come under attack for refusing to make its operating-system and music-protection software available to others (a price worth paying, Apple responds, for greater reliability and consistency). And there are grumbles about manufacturing defects and customer service. Apple is hardly alone in the high-tech industry when it comes to duff gadgets and unhelpful call centers, but in other respects it is highly unusual. In particular, it inspires an almost religious fervor among its customers. That is no doubt helped by the fact that its corporate biography is so closely bound up with the mercurial Mr. Jobs, a rare showman in his industry.

问答题Paraphrase the sentence "If that hitch could be ironed out—via microfinance, perhaps—the payoff could be bright". ( Para. 8)

问答题Our modern understanding of the importance of workplace group dynamics dates to a series of experiments conducted in the 1920s and 1930s at a telephone-equipment plant in Cicero, IL. The Hawthorne studies, overseen by Harvard Business School professor Elton Mayo and named after the factory where they took place, set out to examine the relationship between working conditions—the amount of light in a room, say—and productivity. In one experiment, six women from the shop floor were put into a group and then observed while Mayo"s researchers adjusted such variables as the number of rest breaks and their meals. Any change, it seemed, led to increased productivity, feeding the theory of the Hawthorne effect—that what really mattered was change itself and the experimenters" attention. But Mayo later wrote about the six women and offered a more nuanced explanation, things changed when the women started thinking about one another and not about the boss looming overhead. "What actually happened," Mayo wrote, "was that six individuals became a team." By illustrating the power of interpersonal relationships, the Hawthorne studies helped birth the field of industrial psychology and the obsession with teamwork that we feel every time we haul ourselve, s to a corporate retreat designed to help us better bond with co-workers. But the world of work has changed quite a bit during the past 80 years. The idea that the power of the group comes primarily from the group itself is as outdated as the rotary dial, according to Deborah Ancona, a professor at MIT"s Sloan School of Management, and Henrik Bresman, an assistant professor of organizational behavior at INSEAD, who have written a book, X-Teams: How to Build Teams That Lead, Innovate and Succeed. The authors harness decades of their research and conclude that external relationships are just as important as internal ones in predicting team success. A lot of the time that a team spends building trust and a collegial spirit, they find, would be better spent scouting for outside sources of new ideas, generating enthusiasm for what the team is doing among upper managers and communicating with everyone the group"s work touches, from customers to tech support. Ancona started in the 1970s studying groups of professionals, including nurses, communications-equipment salesmen and drug researchers. She notes that the conventional wisdom about what makes a team work, such as clearly delineated roles and team spirit, tends to correspond to team-member satisfaction, but those variables often don"t line up with financial metrics like sales revenue. "The internal model is burned into our brains," she says, "but research and the actual experience of many managers demonstrate that a team can function very well internally and still not deliver desired results. In the real world, good teams, according to our own definition, often fail." The nature of work has changed since Hawthorne, so teamwork alone isn"t enough. Companies that thrive in the knowledge-driven global economy are spread out, with loose hierarchies, not rigid centralized structures. They depend on complex, constantly changing streams of information that can"t be contained by any one source. And the tasks of groups within these firms link them to people within the company and without. The distributed-yet-interconnected character of contemporary work dictates reaching outward, but years of morale-building retreats and consultants persuade us to keep looking in. So Ancona and Bresman have laid out a framework for doing it another way. In X-Teams—their name for groups that get it right—the authors dive into the nitty-gritty details of engineering a better team: how to reach outward, build a support structure, be more flexible and navigate a corporate culture that might be less than enthusiastic about border crossing. They use examples from teams at Microsoft, Motorola, Toyota and Southwest Airlines and describe in depth how a team at Merrill Lynch created a distressed-equities desk that spanned debt and equity—something that had never been done before—one of some hundred X-team projects Ancona has helped foster. The authors don"t entirely ignore the internal workings of teams. They acknowledge that what happens between team members is half the game but argue that it"s the overemphasized, overanalyzed half. In their rendering, inner dynamics are best understood as they relate to the team"s efforts to reach outward. That means shared timelines, transparent decision making and frequent meetings to integrate knowledge and efforts. And a bedrock for any successful team is a culture that supports frank discussion, even if it"s about bad news or mistakes. How do you cultivate that sort of environment? Well, there might just be some use for corporate retreats after all.

问答题舒舍予，字老舍，现年四十岁，面黄无须，生于北平，三岁失怙，可谓无父，志学之年，帝王不存，可谓无君，无父无君，特别孝爱老母。幼读三百篇，不求甚解。继学师范，遂奠教书匠之基。及壮，糊口四方，教书为业。甚难发财，每购奖券，以得末奖为荣，示甘为寒贱也。二十七岁，发愤著书，科学哲学无所终，故写小说，博大家一笑，没什么了不得。三十四岁结婚，今已有一男一女，均狡猾可喜。书无所不读，全无所惑，并不着急，教书做事，均甚认真，往往吃亏，也不后悔，如此而已。再活四十年，也许能有点出息。

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问答题What is globalization? Most answers lead quickly to abstractions about trade, finance and the movement of people. Carlo Ratti, by contrast, has come up with something far more concrete. Working with data from AT ＆ T, the U. S. telecommunications operator, Ratti and his team at the Massachusetts Institute of Technology have developed luminous and fluctuating maps that show how international phone calls and data traffic travel between New York and more than 200 countries. "It's like having a real-time view of globalization," says Ratti, who directs mapping research at MIT. Phone calls and data flows are good indicators of how the world is organizing itself. The wall-size maps, on display at New York's Museum of Modern Art, are "as engaging as a good movie," says curator Paola Antonelli. (The maps, called "New York Time Exchange," are part of an exhibition entitled "Design and the Elastic Mind," which runs through May 12.) As flows of telecommunications data change, arcs of light, glowing dots and landmasses expand and shrink. The result is a vivid and emotional picture of a united world. The information may also yield insight into social patterns. On one map, regions expand as the number of phone connections with New York increases. This reveals a global pecking order of sorts, when it is day in New York, callers in other time zones get up very early, or stay up very late, to talk to the Big Apple. But the reverse isn't true; the world accommodates New York, but New Yorkers don't accommodate the world. "It's as if these [time-zone] lines get distorted and bend inwards into the city of New York," says Kristian Kloeckl, project leader at MIT's SENSEable City Laboratory, which designed the maps. The maps are not pure art, but part of ongoing research into how the world exchanges data. MIT researcher studied British Telecom data to gauge, among other things, the influence of New York with that of rival London. MIT's findings? New York has more telephone contact than London not just with Latin America, as was expected, but also with Asia. This shows up as more calls and more minutes connected, even for certain parts of the Middle East despite the greater time difference. Saskia Sassen, a globalization sociologist at Columbia University who was privy to the BT data, refers to these mapped phone calls as "a geography of power." She notes that tallies of international phone calls is a good approximate measure of globalization. Unlike statistics that measure high-level economic activity such as foreign investment, telephony also captures global interactions among people in lower socioeconomic groups, such as poor immigrants, thus giving a more complete picture of overall activity. MIT's approach to mapping live data may appeal to audiences beyond museum-goers. Maps of telecommunications would come in handy for the airline industry, which is always looking for ways to better understand the degree of "connectedness" between cities. At present, to gauge the potential profitability of a route, airlines rely essentially on passenger records from other flights. Knowing how much talking "connects" any two cities would be "incredibly helpful" to route planners who must estimate the number of likely passengers, says Jon Woolf, senior consultant at ASM, an airline-route consultancy in Manchester, UK. The local detail provided in the maps is another potential treasure trove of information. The MIT charts break down AT ＆ T phone traffic at 100 points, or "switches," throughout New York. This breakdown allows for a high level of detail—down to the neighborhood—which would be useful to advertisers or political campaign operatives. Globalization's losers also stand out starkly on MIT's maps. A glance shows that the information age has left much of Africa behind: few of the gold arcs representing intense Internet traffic touch the continent. Jagdish Bhagwati, an economics professor at Columbia University in New York who has served as an adviser on globalization to the United Nations, says a well-developed telecommunications infrastructure and culture can help nudge populations in the developing world toward wealth but also democracy. When people are able to communicate wide and far and access information online, they see themselves as empowered stakeholders in a society that they can improve, Bhagwati says. Phone networks in particular are powerful tools for democracy and modernity because immigrants call loved ones abroad to deliver eyewitness reports, unfiltered by the media, of new ways of living. MIT's maps are a poignant reminder that humanity has never been so connected. William Mitchell, a professor at MIT's Media Lab, says the "tremendous emotional charge" of the maps matches the rush he felt decades ago when he first looked at a NASA photograph of a blue Earth floating in dark space.

问答题It"s a safe bet that the millions of Americans who have recently changed their minds about global warming—deciding it isn"t happening, or isn"t due to human activities such as burning coal and oil, or isn"t a serious threat—didn"t just spend an intense few days poring over climate-change studies and decide, holy cow, the discrimination of continuous equations in general circulation models is completely wrong! Instead, the backlash (an 18-point rise since 2006 in the percentage who say the risk of climate change is exaggerated, Gallup found this month) has been stoked by scientists" abysmal communication skills, plus some peculiarly American attitudes, both brought into play now by how critics have spun the "Climategate" e-mails to make it seem as if scientists have pulled a fast one. Scientists are lousy communicators. They appeal to people"s heads, not their hearts or guts, argues Randy Olson, who left a professorship in marine biology to make science films. "Scientists think of themselves as guardians of truth," he says. "Once they have spewed it out, they feel the burden is on the audience to understand it" and agree. That may work if the topic is something with no emotional content, such as how black holes form, but since climate change and how to address it make people feel threatened, that arrogance is a disaster. Yet just as smarter-than-thou condescension happens time after time in debates between evolutionary biologists and proponents of intelligent design (the latter almost always win), now it"s happening with climate change. In his 2009 book, Don"t Be Such a Scientist: Talking Substance in an Age of Style , Olson recounts a 2007 debate where a scientist contending that global warming is a crisis said his opponents failed to argue in a way "that the people here will understand". His sophisticated, educated Manhattan audience groaned and, thoroughly insulted, voted that the "not a crisis" side won. Like evolutionary biologists before them, climate scientists also have failed to master "truthiness" (thank you, Stephen Colbert), which their opponents—climate deniers and creationists—wield like a shiv. They say the Intergovernmental Panel on climate Change is a political, not a scientific, organization; a climate mafia (like evolutionary biologists) keeps contrarian papers out of the top journals; Washington got two feet of snow, and you say the world is warming? There is less backlash against climate science in Europe and Japan, and the U.S. is 33rd out of 34 developed countries in the percentage of adults who agree that species, including humans, evolved. That suggests there is something peculiarly American about the rejection of science. Charles Harper, a devout Christian who for years ran the program bridging science and faith at the Templeton Foundation and who has had more than his share of arguments with people who view science as the Devil"s spawn, has some hypotheses about why that is. "In America, people do not bow to authority the way they do in England," he says. "When the lumpenproletariat are told they have to think in a certain way, there is a backlash," as with climate science now and, never-endingly, with evolution. (Harper, who studied planetary atmospheres before leaving science, calls climate scientists "a smug community of true believers". ) Another factor is that the ideas of the Reformation—no intermediaries between people and God; anyone can read the Bible and know the truth as well as a theologian—inform the American character more strongly than they do that of many other nations. "It"s the idea that everyone has equal access to the divine," says Harper. That has been extended to the belief that anyone with an Internet connection can know as much about climate or evolution as an expert. Finally, Americans carry in their bones the country"s history of being populated by emigrants fed up with hierarchy. It is the American way to distrust those who set themselves up—even justifiably—as authorities. Presto: climate backlash. One new factor is also at work: the growing belief in the wisdom of crowds (Wikis, polling the audience on Who Wants to Be a Millionaire). If tweeting for advice on the best route somewhere yields the right answer. Americans seem to have decided, it doesn"t take any special expertise to pick apart evolutionary biology or climate science. My final hypothesis: the Great Recession was caused by the smartest guys in the room saying, trust us, we understand how credit default swaps work, and they"re great. No wonder so many Americans have decided that experts are idiots.

问答题Just as human history has been shaped by the rise and fall of successive empires, so the computer industry has, in the few decades of its existence, been dominated by one large company after another. Now, at the dawn of the new era of internet services, Google is widely seen as the heir to the kingdom. As the upstart has matured into a powerful industry giant, the suggestion that "Google is the new Microsoft" has become commonplace in computing circles. Yet there are some crucial ways in which Google differs from Microsoft. For a start, it is a far more innovative company, and its use of small, flexible teams has so far allowed it to remain innovative even as it has grown. Microsoft, in contrast, has stagnated as a result of its size and dominance. It is least innovative in the markets in which it faces the least competition—operating systems, office software and web browsers. More important, however, are the differences that suggest that Google will not be able to establish an IBM or Microsoft-style lock on the industry. In the PC eras hardware became a commodity and Microsoft established a lucrative monopoly centered on its proprietary operating system, Windows. But in the new era of internet services, open standards predominate, rivals are always just a click away, and there is far less scope for companies to establish a proprietary lick-in.

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