Clothes play a critical part in the conclusions we reach by providing clues to who people are, who they are not, and who they would like to be. They tell us a good【C1】______about the wearer's background, personality, status, mood, and【C2】______on life. People tend to agree on what certain types of clothes【C3】______. Newscasters, or the【C4】______who read the news on TV, are considered to be more【C5】______, honest, and competent when they are【C6】______conservatively. And college students who【C7】______themselves as taking an active role in their interpersonal relationships say they are【C8】______about the costumes they must wear to play these roles successfully.【C9】______, many of us can relate instances in【C10】______the clothing we wore changed the way we felt about ourselves and how we acted. Perhaps you have used clothing to gain confidence when you anticipated a【C11】______situation, such as a job interview, or a court appearance. In the workplace, men have long had well-defined precedents and role models for achieving success. It has been【C12】______for women. A good many women in the business world are uncertain about the appropriate mixture of "masculine" and "feminine"【C13】______they should convey by their professional clothing. The【C14】______of clothing alternatives to women has also been greater than that【C15】______for men. Male administrators tend to judge women more favorably for managerial【C16】______when the women display【C17】______"feminine grooming"— shorter hair, moderate use of make-up, and plain【C18】______clothing. As one male administrator confessed, "An【C19】______woman is definitely going to get a longer interview, 【C20】______she won' t get a job."

Reading to oneself is a modern activity which was almost unknown to the scholars of the classical and【B1】______worlds, while during the fifteenth century the term "reading" 【B2】______ meant reading aloud. Only during the nineteenth century did silent reading become commonplace. One should be wary, however, of【B3】______that silent reading came about simply because reading aloud is a(n) 【B4】______ to others. Examination of factors related to the 【B5】______ development of silent reading reveals that it became the usual mode of reading for most adult reading tasks mainly because the tasks themselves changed in【B6】______. The last century saw a steady gradual increase in 【B7】______, and thus in the number of readers. As readers increased, the number of potential listeners 【B8】______, and thus there was some 【B9】______ in the need to read aloud. As reading for the benefit of listeners grew less common, so came the flourishing of reading as a【B10】______activity in such public places as libraries, railway carriages and offices, where reading aloud would【B11】______distraction to other readers. Towards the end of the century there was still【B12】______argument over whether books should be used for information or treated【B13】______, and over whether the reading of material such as newspapers was in some way【B14】______weakening. Indeed this argument remains with us still in education. However,【B15】______its advantages, the old shared literacy culture had gone and was【B16】______by the printed mass media on the one hand and by books and periodicals for a【B17】______readership on the other. By the end of the century students were being recommended to adopt attitudes to books and to use skills in reading them which were inappropriate,【B18】______not impossible, for the oral reader. The social, cultural, and technological changes in the century had greatly【B19】______what the term "reading"【B20】______.

One of the most important steps in developing creative abilities is recognizing and owning up to the obstacles to devising creative ideas. The foremost barrier, curiously, is experience. Although experience is often valuable, it can be a liability if in a search for creative ideas. Herman Kahn called experience "educated incapacity," which helps explain why many breakthrough ideas come from outsiders who aren"t encumbered by their experience. Kenneth Olson, founder of Digital Equipment Corp. , relied on his experience in computers when he told the World Future Society"s convention in 1977: "There is no reason for any individual to have a computer in their home. " That " s exactly when Steve Jobs and Steve Wozniak were starting Apple Computer in their garage! Assumptions can be another barrier to creativity. For years the greeting card companies labored under the assumption that their competition was other greeting card companies. No doubt this affected-and constrained their creative efforts. However, the unexpected popularity of sending flowers and plants with just a telephone call(e. g. Florists Telegraph Delivery FTD)became significant competition. Judgments are another barrier. When was the last time you quickly responded to an idea with "It will never work," or "We tried that before," or "They"ll never buy it"? Think about judgments you"ve laughed at: "He"ll fall off the end of the earth"(about Christopher Columbus), or "They"ll never replace horses"(said about automobiles), or "Birds were made to fly, not man"(said about airplanes). What about the judgments that are now accepted as valid? What about Einstein"s Theory of Relativity? Might it be superseded in the future, and could today"s acceptance inhibit creativity? Unfortunately, a common barrier to creativity, the "right answer" syndrome, is locked into people"s brains shortly after they start school, with the get-the-rightanswer focus typical of our educational system. Most school systems are better at turning out automatons who can memorize and parrot the right answers they are not so expert at turning out people who can think and invent new answers. The last major barrier to creativity is fear of failure. Failure is actually a great contributor to creativity; it"s a tremendous learning tool. Although too many graduates of the right-answer school are oblivious to the value of failure, Thomas Edison was not. When a friend suggested that his attempts to develop an electric storage battery were a failure since he had tried thousands of materials without success, Edison replied: "Why, man, I"ve got a lot of results! I know several thousand things that won"t work. "

I' m at my wit' s end to keep this child quiet.

IsItaPromiseoraDuty?Studythecartooncarefullyandwriteanessayof160-200words.Youshould1)describethemessagesconveyedbythecartoon,and2)giveyourcomments.

Recent years have brought minority-owned businesses in the United States unprecedented opportunities — as well as new and significant risks. Civil rights activists have long argued that one of the principal reasons why Blacks, Hispanics, and other minority groups have difficulty establishing themselves in business is that they lack access to the sizable orders and subcontracts that are generated by large companies. Now Congress, in apparent agreement, has required by law that businesses awarded federal contracts of more than $ 1,000,000 do their best to find minority subcontractors and record their efforts to do so on forms filed with the government. Indeed, some federal and local agencies have gone so far as to set specific percentage goals for apportioning parts of public works contracts to minority enterprises. Corporate response appears to have been substantial. According to figures collected in 1997, the total of corporate contracts with minority businesses rose from $177 million in 1992 to $2.2 billion in 1997. The projected total of corporate contracts with minority businesses for the early 2000"s is estimated to be over 70 billion per year with no letup anticipated in the next decade. Promising as it is for minority businesses, this increased patronage poses dangers for them, too. First, minority firms risk expanding too fast and overextending themselves financially, since most are small concerns and, unlike large businesses, they often need to make substantial investments in new plants, staff, equipment, and the like in order to perform work subcontracted to them. If, thereafter, their subcontracts are for some reason reduced, such firms can face potentially crippling fixed expenses. The world of corporate purchasing can be frustrating for small entrepreneurs who get requests for elaborate formal estimates and bids. Both consume valuable time and resources, and a small company"s efforts must soon result in orders, or both the morale and the financial health of the business will suffer. A second risk is that White-owned companies may seek to cash in on the increasing apportionments through formation of joint ventures with minority-owned concerns. Of course, in many instances there are legitimate reasons for joint ventures; clearly, White and minority enterprises can team up to acquire business that neither could acquire alone. But civil rights groups and minority business owners have complained to Congress about minorities being set up as "fronts" with White backing, rather than being accepted as full partners in legitimate joint ventures. Third, a minority enterprise that secures the business of one large corporate customer often runs the danger of becoming — and remaining — dependent. Even in the best of circumstances, fierce competition from larger, more established companies makes it difficult for small concerns to broaden their customer bases: when such firms have nearly guaranteed orders from a single corporate benefactor, they may truly have to struggle against complacency arising from their current success.

Here are some management tools that can be used to help you lead a purposeful life. 1. Use Your Resources Wisely. Your decisions about allocating your personal time, energy, and talent shape your life's strategy. We have a limited amount of time, energy and talent. How much do we devote to each of these pursuits? Allocation choices can make your life turn out to be very different from what you intended. If you don't invest your resources wisely, the outcome can be bad. As I think about people who inadvertently invested in lives of hollow unhappiness, I can't help believing that their troubles relate right back to a short-term perspective. When people with a high need for achievement have an extra half hour of time or an extra ounce of energy, they'll unconsciously allocate it to activities that yield the most tangible accomplishments. Our careers provide the most concrete evidence that we're moving forward. In contrast, investing time and energy in your relationships with your spouse and children typically doesn' t offer the same immediate sense of achievement. People who are driven to excel have this unconscious propensity to under invest in their families and overinvest in their careers, even though intimate and loving family relationships are the most powerful and enduring source of happiness. If you study the root causes of business disasters, over and over you’ll find this predisposition toward endeavors that offer immediate gratification. If you look at personal lives through that lens, you’ll see that people allocating fewer and fewer resources to the things they would have once said mattered most. 2. Create a Family Culture. If employees embrace priorities and follow procedures by instinct and assumption rather than by explicit decision, which means that they've created a culture. And culture defines the priority given to different types of problems. It can be a powerful management tool. At the teen years, parents start wishing they had begun working with their children at a very young age to build a culture in which children instinctively behave respectfully toward one another, obey their parents, and choose the right thing to do. Families have cultures, just as companies do. Those cultures can be built consciously. If you want your kids to have strong self-esteem and the confidence that they can solve hard problems, you have to design them into family' s culture and you have think about this very early on. Like employees, children build self-esteem by doing things that are hard and learning what works.

Thefollowingparagraphsaregiveninawrongorder.ForQuestions1-6,youarerequiredtoreorganizetheseparagraphsintoacoherentarticlebychoosingfromthelistA-Htofillineachnumberedbox.ParagraphsAandGhavebeencorrectlyplaced.[A]YoumayhavetoimpressthecompanyHRrepresentativesaswell.HRrepsaretypicallytrainedtoaskveryspecificandpersonalquestions,likewhatsalaryyouexpectandwhatyou"vemadeinthepast.Theymightaskyouaboutyourimpressionsofthecompanyandthepeoplewhointerviewedyou.Theymightalsoaskifyouhaveotheroffers.Ifso,chancesaregoodthattheyarewillingtocompeteforyou.Butifyousaythatyouhaveotheroffers,bepreparedtobackitupwiththewho,whatandwhen,becausetheymightchallengeyou.TheHRrepsarealsothepeoplewhowillconductorarrangereferenceandbackgroundchecks.Theymighthavethefinalsay.[B]Besidesmanagement,youmightalsointerviewwithoneormoreofyourfuturecoworkers.Regardlessofthequestionstheyask,whattheymostreallywanttoknowishowwellyou"llfitintotheteam,ifyou"llcausethemmoreworkinsteadofless,andiftheyshouldfeelthreatenedbyyou.Whenanswering,beeagerenoughtoshowthatyouareagoodteamplayerandwillpullyourload,butnotsoeagerastoappeartobeaback-stabbingladderclimber![C]Alwaysresearchacompanybeforeyouinterview,andrememberthatattire,bodylanguageandmannerscount,bigtime.Trytoavoidcommonmistakes.Youmaythinkthatthisiscommonsense,butcrazystuffreallyhappens![D]JobinterviewingisoneofthemostpopularcareertopicsontheWeb.Butnocareeradvisorcantellyouexactlywhattosayduringajobinterview.Interviewsarejusttooup-closeandpersonalforthat.Aboutthebestthatcareeradvisorscando,istogiveyousometipsaboutthetypicalquestionstoexpect,soyoucanpracticeansweringthemaheadoftime.But,whiletherearemanycannedinterviewquestions,therearefewcannedanswers.Therestisuptoyou.[E]Bepreparedtoattendasecondinterviewatthesamecompany,andmaybeevenathirdorfourth.Ifyou"recalledbackformoreinterviews,itmeansthatthey"reinterestedinyou.But,itdoesn"tmeanyou"reashoo-in.Mostlikely,theyarenarrowingthecompetition,sokeepupthegoodwork![F]Toputyousomewhatatease,manyinterviewersreallydon"tknowhowtointervieweffectively.Frontlineinterviewersaretypicallymanagersandsupervisorswhohaveneverbeenorarebarelytrainedininterviewingtechniques.They"realittlenervoustoo,justlikeyou.Somedon"tevenprepareinadvance.Thismakesiteasierforyoutotakecontroloftheinterview,ifyouhaveprepared.Butincontrollinganinterview,it"snotagoodideatotrytodominate.Instead,trytosteerittowardlandingthejob.[G]Afterinterviewing,immediatelysendathankyoulettertoeachofyourinterviewers.It"sprofessionalandexpected,andmightevenbethedecidingfactorinyourfavor.[H]Remember,it"satwo-waystreet.It"stheemployer"schancetojudgeyou,butit"salsoverymuchyourchancetojudgetheemployer.Infact,ifyouhandleyourselfwellandasktherightquestions,you"llputtheinterviewerinthepositionofsellingthecompanytoyou.Ifthishappens,you"reprobablydoingwell.

As the intelligence of robots increases to match that of humans and as their cost declines through economies of scale we may use them to expand our frontiers, first on earth through their ability to withstand environments harmful to ourselves.

Karim Nasser Miran lives on a bench in the Charles de Gaulle Airport on the outskirts of Paris. He has been living there for 11 years. Amazingly, this little seat by a basement shopping mall, between a pizzeria and a fast-food stand has been the only place he has been allowed to stay for all that time. His possessions are crammed into an airport trolleys, which is always beside him. He has a sports bag which holds his few clothes, a shopping bag with his washing soap and other bathroom goods, and books and his diaries which he keeps in cardboard boxes. For years, the 54-year-old Miran has been trying to leave Charles de Gaulle Airport but authorities will not let him out of the air port. This strange set of circumstances has continued for 11 years. Miran was born in Iran, but is stateless] because he has no documents to prove his citizenry. They have been lost. For this reason he cannot get a passport. Miran says that his mother is Danish or Scottish. His father died when Miran was just over 20 years old, so he left I ran for Britain searching for his mother. He could not find her, and returned to Iran. He lost his citizenship and tried to return to Britain. When the British asked him about relatives who could guarantee him a job, he could not tell the immigration officials their names as he was still searching for,.them. He tried to enter Germany, Russia and Holland without success. He managed to get into Belgium where he was"given refugee status. Five years later he left for France, but he says the document which gave him refugee status, and the right to travel, was stolen from him. He could not leave the Charles de Gaulle Airport. This;vas in 1988. Eleven years later he was still searching for them. To start with, friendly airport workers gave him free meals, and let him use the shower and toilets there. They even gave him access to a phone, and called the airport doctor when Miran did not feel well. Miran became such a permanent fixture of Terminal One that all the workers started to call him Monsieur Alfred. Each day they greeted him, each day Miran wrote in his diary in order to keep trace of his own world, and each day he failed to release himself from his giant, glass-and-concrete prison. But in 1999, Miran became confident that he might be able to leave the airport terminal and start a new life. Officials told him they finally located a key document, issued in 1981 but lost in 1988, which could be his ticket to freedom. Even after eleven years in the airport terminal, Miran said he had not lost hope. He did a correspondence course to help to educate himself. Every day the airport post office carefully set aside all the mail addressed to him with his written lessons to be done. Every day he set, all alarm clock to ring at 7 a.m. and after his tea and food he would begin studying. The ambition he built up was to return to Brussels to do a degree.

Two months ago you got a job as an editor for the magazine Designs & Fashions. But now you find that the work is not what you expected. You decide to quit. Write a letter to your boss, Mr. Wang, telling him your decision, stating your reason(s), and making an apology. Write your letter with no less than 100 words. Write it neatly on ANSWER SHEET 2. Do not sign your own name at the end of the letter. Use "Li Ming" instead. You do not need to write the address. (10 points)

Rarely has there been as neat a fit between a book"s subject and its author"s biography as in "Bound Together: How Traders, Preachers, Adventurers, and Warriors Shaped Globalization" by Nayan Chanda. It"s easy to see why the subject fascinates Chanda; he"s a self-proclaimed Francophile(崇拜法国的人) of South Asian origin, who studied French in Calcutta, then took courses on China in Paris, ran a magazine in Hong Kong and ended up launching an online journal devoted to globalization at a venerable Ivy League institution. And in this engaging analysis, he answers such intriguing questions as" How did the coffee bean, first grown only in Ethiopia, end up in our coffee cups after a journey through Java and Colombia?" In examining these specific questions—and larger ones about how the world is interconnected in Chanda does not emphasize his own experiences. But when appropriate, he effectively uses small, personal details to cut very big social, economic, cultural and sometimes biological processes down to size. He shows how close scrutiny of the iPod he gave his son as a birthday present can reveal much about the multinational origins of such objects. It was officially touted as" designed" by an American company and "assembled in China"; he found that it actually contained component parts and software with ties to India, Japan, South Korea and Scotland. And he marvels at the speed with which it traveled from Shanghai to New haven via Alaska and Indiana, as well as at his ability to track its progress thanks to bar codes. The debate over globalization has grown so polarized that many readers are probably itching to know whether Chanda belongs in the" pro" or" anti" camp. One theme of "Bound Together" is that thinking in these terms doesn"t make sense. Those who gather at what are somewhat misleadingly called" anti- globalization" rallies, after all, don"t oppose all the ways the world is shrinking. And their campaigns make use of many technologies (notably the Internet) that are crucial to 21st-century-style globalization. Indeed, Chanda"s stand on the subject might be called that of a cautiously optimistic fatalist. He asserts that the only reasonable response to globalization is twofold: accept that the world is not going to stop shrinking and figure out ways to maximize the positive and minimize the negative effects. He acknowledges the downsides of globalization (social inequities, the spread of new diseases and so on), yet argues that in many ways being "bound together" ever more tightly can ultimately be a good thing, benefiting more and more individuals and groups. This is a book filled with fascinating information. Even readers who disagree with his claims will come away with a host of new facts to draw upon. They will also learn a lot about the history and deployment of the term globalization, to which Chanda devotes an excellent chapter. In addition, many will never look at an iPod in quite the same way again.

The world economy has been growing at its fastest for a generation. Money, goods and ideas move around the globe more freely than they have for at least a century maybe more than ever, when you think of modern communication and China"s re-emergence. So why all the gripes and grumbles? The problem, as some see it, is that workers in rich countries are not getting a fair whack. Their share of income has been shrinking for the past quarter of a century, most markedly in continental Europe and Japan. The new order may be just dandy for capitalists, but not for those who toil by hand or brain. In its semiannual World Economic Outlook, the IMF examines how trade, technology and immigration have stitched the world"s labour markets together at an astonishing rate, leaving rich country workers unsure of where they stand. Weighting each country"s workforce by its ratio of exports to GDP, the IMF estimates that global labour supply has in effect risen fourfold since 1980 as China, India and once-communist countries have opened up. Most of the extra workers got no further than secondary school(although the relative supply of graduates has gone up by 50%). With this surge of competition, you might expect labour"s share of the pie to shrink. In some cases, the competition is direct: workers cross borders to take jobs in rich countries. Although unwelcome in many places, immigrants" share of the workforce has risen a lot in some European countries(notably Britain, Germany and Italy)and in America, where it is close to 15%. The more important channel, though, is trade: largely because of China, developing countries" share of rich countries" manufacturing imports has doubled since the early 1990s. " Offshoring"—shifting production, especially of intermediate goods and some services, abroad has been on the rise, although the IMF notes that it has grown more slowly than total trade. Globalisation is not the only possible reason why labour"s share has shrunk. New technologies have probably taken a few degrees off the workers" slice too. Technological change had the biggest effect in Europe and Japan. In Anglo-Saxon countries(America, Australia, Britain and Canada)it was much smaller. The effects of labour globalisation were most evident in Anglo-Saxon and small European countries. However, it has touched different places in different ways. In Europe the effects of offshoring and immigration have been more marked than in the Anglo-Saxon world; in Japan they have scarcely registered. The labour-intensive goods that rich countries import have fallen in price, pressing down on the workers" share. But this has been broadly offset by price falls in the capital-intensive goods they export. In Japan these prices fell by enough to yield an overall net gain in the labour share.

In the nineteenth century Charles Dickens, the English novelist, wrote excitedly (1)_____ a stage-coach, pulled along by a team of horses, that could (2)_____ more than twenty miles of road within sixty minutes. To us in the twentieth century in (3)_____ man is able to move and to communicate with such rapidity, the (4)_____ of the stage-coach seems no speed at all. Aeroplanes fly many hundreds of miles in an hour; express trains (5)_____ four times the speed of the stage-coach; and even without (6)_____ we can, by wireless or telegraph, communicate within seconds with people on (7)_____ side of the" globe. The (8)_____ of these increased speeds are numerous. Business (9)_____ say, from Europe to America or to the Far East can save much time. (10)_____ a journey that would once have taken weeks, it (11)_____ now, by air, only twenty-four hours. Fruit, vegetables and other goods that would decay (12)_____ a long, slow journey can now be safely sent to far-distant places. Members of one family (13)_____ each other by vast distances can have conversations with each other by telephone (14)_____if they were all sitting in the same room. Not ail the effects of speed, however, are (15)_____ People who are in the habit of using a motor car (16)_____ they want to move half a mile become physically lazy and lose the (17)_____ of enjoying a vigorous walk. Those who travel through a country at eighty miles a hour do not see much of the life of that country, of its people and animals and plants, as they flash (18)_____ They become so anxious about moving quickly from one place to another that they are (19)_____ able to relax and enjoy a (20)_____ journey.

Technologists aren"t usually known for their sense of humor, but last week Scott McNealy, chief executive of Sun Microsystems, was working hard to come up with the Quip of the Day. For four contentious hours, he and another casualty of the software wars, Netscape"s Jim Barksdale, took turns before the Senate Judiciary committee slamming their nemesis, Bill Gates. They called him a predator, a monopolist, the "most dangerous and powerful industrialist of our age!. Microsoft"s Windows operating systems, driving 90 percent of the computers across the land, are the railroads of our dawning Information Age. No one person should be allowed to control them, they argued. Cyberspace should be open to all, Gates insisted it still was. He"s no monopolist, he told the senators. Windows is vulnerable. So is his company. "Technology is ever-changing", Gates retorted. Who knows what new wave will come along and sweep even mighty Microsoft into the dustbin of history? To many that sounded a bit disingenuous, given Microsoft"s dominance, and the lawmakers were skeptical, to say the least. But might Gates be right? Last week"s other big tech news gave just such a hint. First, Intel announced a surprise drop in first-quarter earnings. That was followed late Friday by report that Compaq"s financials would also be disappointing. Demand for computers seems to be slowing, analyst suggested—a trend due in part to a range of short-term factors, including Asia"s economic crisis. "I don"t think we have clear date either as a company or an industry as to what these numbers mean", says Intel spokesman Howard High, True enough. But the slowdown is a sharp reminder that consumer demand for computers has fallen short of the hype surrounding the Info Revolution. Three years ago, 31 percent of U.S. house holds owned a computer. Today, 40 percent do. "We should be at 60 to 65 percent", says Nick Donatiello, president of Odyssey Communications, a San Francisco market-research firm. For most Americans, he suggests, the personal computer is not yet the indispensable tool that digital enthusiasts think it is. Today, new products are coming out that resemble computers but aren"t, and they may eventually appeal to frustrated consumers more than hard-to-use PCs. The computer "is a technology-driven device made by technologists for technologists who don"t know any better", says Donald Norman, senior technical adviser to Hewlett Packard. At the same time, new alliances between companies and industries are aiming to dash in on the Internet of tomorrow—without partnering with the titans of today. If all this poses a challenge for Intel, it portends even greater difficulties for Microsoft. All the challenges and threats pose a compelling question: if Microsoft enjoys the monopoly critics say it has, how long will it last?

【F1】 Roger Rosenblatt's book Black Fiction, in attempting to apply literary rather than sociopolitical criteria to its subject, successfully alters the approach taken by most previous studies. As Rosenblatt notes, criticism of Black writing has often served as a pretext for expounding on Black history. Addison Gayle' s recent work, for example, judges the value of Black fiction by overtly political standards, rating each work according to the notions of Black identity which it propounds. 【F2】 Although fiction assuredly springs from political circumstances, its authors react to those circumstances in ways other than ideological, and talking about novels and stories primarily as instruments of ideology circumvents much of the fictional enterprise. Rosenblatt's literary analysis discloses affinities and connections among works of Black fiction which solely political studies have overlooked or ignored. Writing acceptable criticism of Black fiction, however, presupposes giving satisfactory answers to a number of questions. First of all, is there a sufficient reason, other than the facial identity of the authors, to group together works by Black authors? Second, how does Black fiction make itself distinct from other modern fiction with which it is largely contemporaneous? Rosenblatt shows that Black fiction constitutes a distinct body of writing that has an identifiable, coherent literary tradition. Looking at novels written by Black over the last eighty years, he discovers recurring concerns and designs independent of chronology.【F3】 These structures are thematic, and they spring, not surprisingly, from the central fact that the Black characters in these novels exist in a predominantly white culture, whether they try to conform to that culture or rebel against it. Black Fiction does leave some aesthetic questions open. Rosenblatt's thematic analysis permits considerable objectivity; he even explicitly states that it is not his intention to judge the merit of the various works—yet his reluctance seems misplaced, especially since an attempt to appraise might have led to interesting results. For instance, some of the novels appear to be structurally diffuse. Is this a defect, or are the authors working out of, or trying to forge, a different kind of aesthetic?【F4】 In addition, the style of some Black novels, like Jean Toomer's Cane, verges on expressionism or surrealism; does this technique provide a counterpoint to the prevalent theme that portrays the fate against which Black heroes are pitted, a theme usually conveyed by more naturalistic modes of expression? In spite of such omissions, what Rosenblatt does include in his discussion makes for an astute and worthwhile study.【F5】 Black Fiction surveys a wide variety of novels, bringing to our attention in the process some fascinating and little-known works like James Weldon Johnson's Autobiography of an Ex-Colored Man. Its argument is tightly constructed, and its forthright, lucid style exemplifies levelheaded and penetrating criticism.

They are regarded as chores by both sexes, but fall disproportionately on only one. The latest survey of time use in America suggests women still【C1】______most of the housework, spending on average an hour a day scrubbing, hoovering and shopping, 【C2】______with barely 20 minutes for the unfairer sex. Standard【C3】______for this division of labour 【C4】______on the pay gap between the sexes. A recent report shows women【C5】______earn about 20% less than men in America Couples can maximise earnings【C6】______the lower-paid (usually female) partner does the【C7】______work at home. But in a new paper Leslie Stratton of Virginia Commonwealth University asks【C8】______different attitudes to housework also play a【C9】______ in sharing the dusting. Mr Stratton draws on data from the Time Use Survey in Britain,【C10】______shows how people spent their day and which tasks they enjoyed. Attitudes certainly【C11】______: women disliked laundry less than men. Ironing was generally dreaded; weirdly large numbers of both sexes liked shopping for food. Mr Stratton found some【C12】______for the pay-gap hypothesis. Women with higher wages did a little【C13】______work at home. A woman who earned 10% more than【C14】______ducked out of two minutes" housework per weekday. Her partner heroically【C15】______up this time at the weekend. 【C16】______his wages made no difference【C17】______ the extent of his efforts around the house. There is【C18】______in the idea that chores go to the lower-paid partner. But cause and effect are【C19】______ . Do women do more【C20】______lower pay, or might their careers suffer from a disproportionate burden at home?

BSection I Use of EnglishDirections: Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D./B

BPart ADirections: Write a composition/letter of no less than 100 words on the following information./B

It may be just as well for Oxford University"s reputation that this week"s meeting of Congregation, its 3,552-strong governing body, was held in secret, for the air of civilized rationality that is generally supposed to pervade donnish conversation has lately turned fractious. That"s because the vice-chancellor, the nearest thing the place has to a chief executive, has proposed the most fundamental reforms to the university since the establishment of the college system in 1249; and a lot of the dons and colleges don"t like it. The trouble with Oxford is that it is unmanageable. Its problems-the difficulty of recruiting good dons and of getting rid of bad ones, concerns about academic standards, severe money worries at some colleges-all spring from that. John Hood, who was recruited as vice-chancellor from the University of Auckland and is now probably the most-hated antipodean in British academic life, reckons he knows how to solve this, and has proposed to reduce the power of dons and colleges and increase that of university administrators. Mr. Hood is right that the university"s management structure needs an overhaul. But radical though his proposals seem to those involved in the current row, they do not go far enough. The difficulty of managing Oxford stems only partly from the nuttiness of its system of governance; the more fundamental problem lies in its relationship with the government. That"s why Mr. Hood should adopt an idea that was once regarded as teetering on the lunatic fringe of radicalism, but these days is discussed even in polite circles. The idea is independence. Oxford gets around ￡5,000 ($9,500) per undergraduate per year from the government. In return, it accepts that it can charge students only ￡1,150 (rising to￡3,000 next year) on top of that. Since it probably costs at least ￡10,000 a year to teach an undergraduate, that leaves Oxford with a deficit of ￡4,000 or so per student to cover from its own funds. If Oxford declared independence, it would lose the ￡52m undergraduate subsidy at least. Could it fill the hole? Certainly. America"s top universities charge around ￡20,000 per student per year. The difficult issue would not be money alone, it would be balancing numbers of not-so-brilliant rich people paying top whack with the cleverer poorer ones they were cross-subsidising. America"s top universities manage it: high fees mean better teaching, which keeps competition hot and academic standards high, while luring enough donations to provide bursaries for the poor. It should be easier to extract money from alumni if Oxford were no longer state-funded.