阅读理解Read the following passages and then answer IN

阅读理解Complete the following sentences. For each blank

阅读理解Directions: In this section there are three passages followed by 15 multiple-choice questions. Read the passages and then choose the one answer that you think is the correct to each question.Artists routinely mock businesspeople as money-obsessed bores. Or worse. Many business people, for their part, assume that artists are a bunch of pretentious wasters. Bosses may stick a few modernist paintings on their boardroom wall. But they seldom take the arts seriously as a source of inspiration.The bias starts at business school, where “hard” things such as numbers and case studies rule. It is reinforced by everyday experience. Bosses constantly remind their underlings that if you can’ t count it, it doesn’t count. Manager’s reading habits often reflect this no nonsense attitude. Few read deeply about art. The Art of the Deal by Donald Trump does not count; nor does Sun Tzu’ s The Art of War. Some popular business books rejoice in their vulgarism: consider Wess Robert’ s Leadership Secrets of Attila the Hun.But lately there are welcome signs of a thaw on the business side of the great cultural divide. Business presses are publishing a series of books such as The Fine Art of Success, by Jmnie Anderson. Business schools such as the Totman School of Management at the University of Toronto are trying to learn from the arts.Mr. Anderson points out that many artists have also been superb entrepreneurs. Damien Hirst was even more enterprising. He not only realized that nouveau-riche collectors would pay extraordinary sums for dead cows and jewel-encrusted skulls. He upturned the art world by selling his work directly through Sotheby’ s, an auction house. Whatever they think of his work, businesspeople cannot help admiring a man who parted art-lovers from￡ 70. 5m on the day that Lehman Brothers collapsed.Studying the arts can help businesspeople communicate more eloquently. Most bosses spend a huge amount of time “messaging” and “reaching out” , yet few are much good at it. Their prose is larded with cliches and garbled with gobbledegook. Half an hour with George Orwell’ s Why I Write would work wonders. Studying the arts can also help companies learn how to manage bright people. Rob Goffee of the London Business School points out that today’ s most productive companies are dominated by what they call “clevers” , who are the devil to manage. They hate being told what to do by managers, whom they regard as dullards. They refuse to submit to performance reviews. In short, they are prima donnas. The arts world has centuries of experience in managing such difficult people. Publishers coax books out of authors. Directors persuade actresses to cooperate with actors they hate. Their tips might be worth hearing.Studying the art world might even hold out the biggest prize of all-helping business become more innovative. Companies are scouring the world for new ideas. In their quest for creativity, they surely have something to learn from the creative industries. Look at how modern artists adapted to the arrival of photography, a technology that could have made them redundant, or how J. K. Rowling (the creator of Harry Potter) kept trying even when publishers rejected her novel.

阅读理解Directions: There are 7 passages in this section. Eachpassage is followed by some questions orunfinishedstatements. For each of them there are four choices markedA, B, C, and D. You should decideon the best choice.Passage 1If Sustainable competitive advantage depends on work forceskills, American firms have a problem. Human management isnot traditionally seen as a central to the competitivesurvival of the firm in the United States. SkillAcquisition is considered as individual responsibility.Labor is simply another force of production to behired/rented at the lowest possible cost, which is a mustas one buys raw material or equipment.The lack of importance attached to human resourcemanagement can be seen in the corporate pecking order. Inan American firm the chief financial officer is almostalways second in command. The post of head of humanresource management is usually a specialized job, off atthe edge of the corporate hierarchy. The executive whoholds it is never consulted on major strategic decisionsand has no chance to move up to Chief Executive Officer.By way of contrast, in Japan the head of human resourcemanagement is central-usually the second most importantexecutive, after the CEO, in the firm’ s hierarchy.While American firms often talk about the vast amountsspent on training their work force, in fact, they investless in the skills of their employees than do eitherJapanese or German firms. The money they do invest is alsomore highly concentrated on professional or managerialemployees. And the limited investments that made intraining workers are also much more narrowly focused onthe specific skills necessary to do the next job ratherthan on the basic background skills that make it possibleto absorb new technologies.As a result, problems emerge when new breakthroughtechnologies arrive. If American workers, for example takemuch longer to learn how to operate new flexiblemanufacturing stations than workers in Germany (as theydo) , the effective cost of those stations is lower inGermany than it is in the United States. More time isrequired before equipment is up and running at the speedwith which new equipment is up and running at capacity,and the need for extensive retraining generates costs andcreates bottlenecks that limit the speed with which newequipment can be employed. The result is a slower pace oftechnological change. And in the end the skills of thebottom half of the population affect the wages of the tophalf. If the bottom half can’ t effectively staff theprocesses that have to be operated, the management andprofessional jobs that go with these processes willdisappear.

阅读理解LET’S GO BATSA. Bats have a problem: how to find their way around in the dark. They hunt at night and cannot use light to help them find prey and avoid obstacles. You might say that this is a problem of their own making, one that they could avoid simply by changing their habits and hunting by day. But the daytime economy is already heavily exploited by other creatures such as birds. Given that there is a living to be made at night, and given that alternative daytime trades are thoroughly occupied, natural selection has favored bats that make a go of the night-hunting trade. It is probable that the nocturnal trades go way back in the ancestry of all mammals. In the time when the dinosaurs dominated the daytime economy, our mammalian ancestors probably only managed to survive-at all because they found ways of scraping a living at night. Only after the mysterious mass extinction of the dinosaurs about 65 million years ago were our ancestors able to emerge into the daytime in any substantial numbers.B. Bats have an engineering problem: how to find their way and find their prey in the absence of light. Bats are not the only creatures to face this difficulty today. Obviously the night-flying insects that they prey on must find their way about somehow. Deep-sea fish and whales have little or no light by day or by night. Fish and dolphins that live in extremely muddy water cannot see because, although there is light, it is obstructed and scattered by the dirt in the water. Plenty of other modern animals make their living in the conditions where seeing is difficult or impossible.C. Given the questions of how to maneuver in the dark, what solutions might an engineer consider? The first one that might occur to him is to manufacture light, to use a lantern or a searchlight. Fireflies and some fish (usually with the help of bacteria) have the power to manufacture their own light, but the process seems to consume a large amount of energy. Fireflies use their light for attracting mates. This doesn’ t require a prohibitive amount of energy: a male’ s tiny pinprick of light can be seen by a female from some distance on a dark night, since her eyes are exposed directly to the light source itself. However, using light to find one’ s own way around requires vastly more energy, since the eyes have to detect the tiny fraction of the light that bounces off each pail of the scene. The light source must therefore be immensely brighter if it is to be used as a headlight to illuminate the path, than if it is to be used as a signal to others. In any event, whether or not the reason is the energy expense, it seems to be the case that, with the possible exception of some weird deep-sea fish, no animal apart from man uses manufactured light to find its way about.D. What else might the engineer think of? Well, blind humans sometimes seem to have an uncanny sense of obstacles in their path. It has been given the name ‘ facial vision’ , because blind people have reported that it feels a bit like the sense of touch, on the face. One report tells of a totally blind boy who could ride his tricycle at good speed round the block near his home, using facial vision. Experiments showed that, in fact, facial vision is nothing to do with touch or the front of the face, although the sensation may be referred to the front of the face, like the referred pain in a phantom limb. The sensation of facial vision, it turns out, really goes in through the ears. Blind people, without even being aware of the fact, are actually using echoes of their own footsteps and of other sounds, to sense the presence of obstacles. Before this was discovered, engineers had already built instruments to exploit the principle, for example to measure the depth of the sea under a ship. After this technique had been invented, it was only a matter of time before weapons designers adapted it for the detection of submarines. Both sides in the Second World War relied heavily on these devices, under such codenames as Asdic (British) and Sonar (American) , as well as Radar (American) or RDF (British) , which uses radio echoes rather than sound echoes.E. The Sonar and Radar pioneers didn’t know it then, but all the world now knows that bats, or rather natural selection working on bats, had perfected the system lens of millions of years earlier, and their ‘radar’achieves feats of detection and navigation that would strike an engineer dumb with admiration. It is technically incorrect to talk about bat ‘radar’, since they do not use radio waves. It is sonar. But the underlying mathematical theories of radar and sonar are very similar, and much of our scientific understanding of the details of what bats are doing has come from applying radar theory to them. The American zoologist Donald Griffin, who was largely responsible for the discovery of sonar in bats, coined the term ‘echolocation’to cover both sonar and radar, whether used by animals or by human instruments. Complete the summary below. Choose ONE WORD ONLY from the passage for each answer Write your answers on your answer sheet.FAC1ALVISIONBlind people report that so-called ‘ facial vision’ is comparable to the sensation of touch on the face. In fact, the sensation is more similar to the way in which pain from a【A1】 ______ arm or leg might be felt. The ability actually comes from perceiving 【A2】_____ through the ears. However, even before this was understood, the principle had been applied in the design of instruments which calculated the 【A3】_____ of the sea bed. This was followed by a wartime application in devices for finding 【A4】 _____.

阅读理解" Sloganeering" did not originate in the

阅读理解A. There are many rich Germans. In 2003 private assets are estimated to have been worth 75 trillion ($5. 6 trillion) , half of which belongs to the richest tenth of the population. But with money comes stinginess, especially when it comes to giving to higher education. America devotes twice as much of its income to universities and colleges as Germany (2. 6% of GDP, against 1. 1%) mainly because of higher private spending and bigger DonationsB. Next year’ s figures should be less embarrassing. In November Klaus Jacobs, a German-born billionaire living abroad, announced that he would donate € 200m to the International University Bremen ( IUB ) the biggest such gift ever. It saved the IUB, Germany’ s only fully fledged private and international university (with 30 programmes and 1, 000 students from 86 countries) from bankruptcy. It may also soften the country’ s still rigid approach to higher education.C. German higher education has long been almost entirely a state-run affair, not least because universities were meant to produce top civil servants. After 1945 the German states were put in charge, deciding on such details as examination and admission rules. Reforms in the 1970s made things worse by strengthening, in the name of democracy, a layer of bureaucracy in the form of committees of self-governance.D. Tuition fees were scrapped in the name of access for all. But ever-rising student numbers then met ever- shrinking budgets, so the reforms backfired. Today the number of college drop-outs is among the highest in the rich world, making tertiary education an elite activity: only 22% of young Germans obtain a degree, compared with 31% in Britain and 39% in America. German universities come low- in world rankings, so good students often go abroad.E. In the 1980s it was hoped that private universities might make a difference. Witten-Herdecke University, founded in 1980, was the first. Teaching at IUB, which will change its name to Jacobs University soon, began in 2001. Today, there are 69 (non-faith-based) private institutions of higher learning, up from 24 a decade ago. There is growing competition, particularly among business schools.F. At the same time the states have been introducing private enterprise into higher education. In 2003 Lower Saxony turned five universities into foundations, with more autonomy. Others have won more control over their own budgets. Some states have also started to charge tuition fees. And in October a jury announced the winners of the first round of the “excellence initiative” a national competition among universities for extra cash.G. Yet all this has led to only small improvements.Private universities educate only 3% of Germany’ s 2m-odd students, which may be why they find it hard to raise money. It also explains why many focus on lucrative subjects, such as the Bucerius Law- School in Hamburg. Others have come to depend on public money. Only recently have rich individuals’ foundations made big investments, as at IUB or at the Hertie School of Governance in Berlin.H. Public universities, meanwhile, still have not been granted much autonomy. There is less direct control, but far more “administered competition” : a new bureaucracy to check the achievement of certain goals. This might all be avoided through price competition, but tuition fees, now- € 1, 000 a year on average, are fixed centrally by each state. The excellence initiative is a mere drop in the bucket.I. That is why Mr. Jacobs’ s donation matters. For the first time, Germany will have a private university worth the name and with a solid financial footing (if it keeps up its academic performance, that is: Mr. Jacobs has promised to donate € 15m annually over the next five years and another € 125m in 2011 to boost the endowment, but only if things go well) . If it works, other rich Germans may be tempted into investing in higher education too.J. Even so, private universities will play a small part in German higher education for the foreseeable future. This does not mean that public universities should be privatized. But they need more autonomy and an incentive to compete with one another whether for students, staff or donors. With luck, Mr. Jacobs’ s gift will not only induce other German billionaires to follow- suit, but also help to persuade the states to set their universities free.Questions(1)-(6)：Do the following statements reflect the claims of the writer in Passage?TRUEifthestatementreflects”theclaimsofthewriterFALSEifthestatementcontradicts”theclaimsofthewriterNOTGIVENifitisimpossibletosaywhatthewriterthinksaboutthisQuestions(7)-(8)：Choose the appropriate letters A-D and write them on your answer sheet.

阅读理解Directions: In this section there are three passages followed by fifteen multiple-choice questions. Read the passages and then choose the one answer that you think is the correct to each question.Text 1Sleep is a funny thing. We’ re taught that we should get seven or eight hours a night, but a lot of us get by just fine on less, and some of us actually sleep too much. A study out of the University of Buffalo reported that people who routinely sleep more than eight hours a day and are still tired are nearly three times as likely to die of stroke—probably as a result of an underlying disorder that keeps them from sleeping soundly.Doctors have their own special sleep problems. Residents are famously short of sleep. It is not unusual for them to work 40 hours in a row without rest. They are not in the least worried about it, confident they can still deliver the highest quality of medical care. But an article in the Journal of the American Medical Association points out that in the morning after 24 hours of sleeplessness, a person’ s motor performance is comparable to that of someone who is drunk. Curiously, surgeons who believe that operating under the influence of alcohol is grounds for sacking often don’ t think twice about operating without enough sleep.“I could tell you horror stories, ” says Jaya Agrawal, president of the American Medical Student Association, which runs a website for residents. Some are terrifying. “I was operating after being up for over 36 hours, ” one writes. “I literally fell asleep standing up and nearly planted my face into the wound. ”“Practically every surgical resident I know has fallen asleep at the wheel driving home from work, ” writes another. “I know of three who have hit parked cars. Another hit a ‘ Jersey gate’ on the New Jersey Expressway, going 105km/h. ” “Your own patients have become the enemy, ” writes a third, because they are “the one thing that stands between you and a few hours of sleep. ”Agrawal’ s organization is supporting the Patient and Physician Safety and Protection Act of 2001, introduced last November by Representative John Conyers Jr. of Michigan. Its key provisions, modeled on New York State s regulations, include an 80-hour workweek and a 24-hour work-shift limit. Most doctors, however, resist such interference. Dr. Charles Binkley, a senior surgery resident at the University of Michigan, agrees that something needs to be done but believes “doctors should be bound by their conscience, not by the government. ”The U. S. controls the hours of pilots and truck drivers. But until such a system is in place for doctors, patients are on their own. If you’ re worded about the people treating you or a loved one, you should feel free to ask how many hours of sleep they have had and if more rested staffers are available. Doctors, for their part, have to give up their pose of infallibility and get the rest they need.

阅读理解Reading Passage 2Questions are based on the following readingpassage.A. Erecting the tallest building in the world is a pursuitboth pointless and exhilarating. Someone will always builda bigger one, but that doesn’ t diminish the intenseallure of height, which can make a building famous whetheror not there is anything else to recommend it Americanarchitect Frank Lloyd Wright, who never much liked cities,understood this perfectly when, in 1956, he unveiled afantasy known as the Mile High Illinois, a five-hundred-and-twenty-eight-story tower that he proposed for downtownChicago, overlooking Lake Michigan. An elegant spire,pencil-thin, it was a cavalier dismissal of the group ofboxy office buildings that were turning most of America’surban centers into a blur. Although it was unbuildable, itgrabbed more headlines than any real building could have,and it gave the illusion that Wright was in command of atype of building that he had always disdained.B. The Burj Khalifa, in Dubai—the new holder of the titleof World’ s Tallest Building—is no less extravagant amedia gesture. Unlike Wright’ s design, to which it bearsa starting resemblance, this building is very real—allone hundred and sixty stories (or two thousand sevenhundred and seventeen feet) of it. For decades,skyscrapers have been topping each other in only smallincrements: Kuala Lumpur’ s Petronas Towers (one thousandfour hundred and eighty-two feet) are thirty-two feettaller than Chicago’ s Sears Tower (or Willis Tower, as itis now called) ; the Shanghai World Financial Center isabout a hundred and thirty feet taller than the PetronasTowers; Taipei 101, in Taiwan, is fifty feet taller thanthe Shanghai tower; and so on. But the Burj Khalifarepresents a quantum leap over these midgets. Even if youput the Chrysler Building on top of the Empire StateBuilding, that still wouldn’ t equal its height.C. As with most super-tall buildings, function is hardlythe point of the Burj Khalifa. Certainly, it’ s not as ifthere weren’t enough land to build on in Dubai, or anyneed for more office or residential space, after a decade-long construction spree that makes the excesses of Floridalook almost prudent. Dubai doesn’t have as much oil assome other emirates, and saw a way to make itself rich byturning an expanse of sand beside the Arabian Gulf into anall-in-one business center, resort, and haven for flightcapital. When the tower was first planned, by EmaarProperties, a real-estate entity partly owned by thegovernment, it was called Burj Dubai, which means DubaiTower—just in case anyone might have missed the fact thatthe world’s most high-flying, come-from-nowhere city wasalso home to the world’s tallest building. But, while thebuilding was going up, growth in Dubai ground to a halt,leaving much of the new real estate unoccupied and unsold.This past November, Dubai ran out of money, was unable tomake Payments on sixty billion dollars’ worth of debt,and had to be rescued by a ten-billion-dollar bailout fromAbu Dhabi, the conservative, oil-rich emirate next door.At the building’s opening. Dubai announced that theskyscraper would bear the name of Abu Dhabi’s ruler,Sheikh Khalifa bin Zayed al-Nahyan. It’s as if GoldlmanSachs were to rename its new headquarters the WarrenBuffett Tower.D. Dubai is unlike any other city, but imagine a crossbetween Hong Kong and Las Vegas that tries to operate asif it were Switzerland, and you begin to get the idea.There are more glitzy glass towers than you can count,many of them put up not so much to house people orbusinesses as to give to rich Indians, Russians, Iranians,and Southeast Asians a place to park some cash away fromnosy local governments. Given the general level oftasteless showiness on display—not to mention the oftenappalling living conditions of Dubai’ s armies of migrantconstruction workers—the Burj Khalifa should be an easybuilding to loathe, and the embarrassing way that itscompletion coincided with the near-meltdown of Dubai’ seconomy makes it easy to mock as a symbol of hubris. Andyet the Burj Khatifa turns out to be far moresophisticated, even subtle, than one might expect. Thetower is a shimmering sliver needle, its delicacy asstartling as its height. You would think that anythingthis huge would dominate the sky, but the Burj Khalifapunctuates it instead.E. The tower was designed by the architect Adrian Smithand the engineer William Baker, both of Skidmore, Owings Merrill. (Smith left the firm during construction, andBaker and his colleagues George Efstathiou and Eric Tomichsaw the project through to completion. ) Skidmore has builtplenty of iconic skyscrapers before. A generation ago, itsarchitect-engineer team Bruce Graham and Fazlur Khanrevolutionized skyscraper design with the “bundled tube”structure of the Sears Tower. The Burj doesn’ t usebundled tubes, though to look at it from the outside youmight think it did. From a distance it looks like acluster of variously sized metal rods, the tallest at thecenter. The building has a Y-shaped floor plan, with threelobes buttressing a hexagonal central core, which housesthe elevators. The structure provides a lot of exteriorwalls with windows overlooking the Gulf and the desert.The first twenty or so floors are fairly bulky, giving thebuilding a wide stance on the ground, but as it risesthere is a spiralling sequence of setbacks. By the timeyou get about a third of the way to the top, the tower hasgracefully metamorphosed into a slender building, and itkeeps on narrowing until only a central section remains.F. One advantage of this configuration is that, becausethe building’ s shape varies at each level, wind cannotcreate an organized vortex around it, and stress on thestructure is thereby reduced. The setbacks, the Skidmoreteam likes to say, “confuse the wind. ” But the designhas an aesthetic virtue, too, giving the Burj Khalife, forall its twenty-first-century ingenuity, a lyrical profilethat calls to mind the skyscrapers of eighty or ninetyyears ago. The defining towers of the New York sky line,at least before the Second World War, were skinny comparedwith today’ s skyscrapers, and their vertical lines gaveintense visual pleasure. We’ ve sacrificed all that forefficiency: office tenants today want lots of horizontalspace, which means huge, open floors and stocky, ineleganttowers. The Burj Khalifa has three million square feet ofinterior space, which sounds like a lot, but in fact it isfour hundred thousand square feet less than the ShanghaiWorld Financial Center, which is fifty-nine storiesshorter. Even the MetLife Building, less than a third ofthe height of the Burj, has 2. 4 million square feet. TheBurj Khalifa can afford not to care about square footagebecause, notwithstanding a few small, high-priced officesuites on the narrow floors at the top, it isn’ t anoffice building. Most of the building is given over tocondominium apartments. (At the bottom, there will be ahotel designed and managed by Giorgio Armani) The decisionto make most of the building residential speaks volumesabout the extent to which Dubai’ s economy has been basedon the sale of condominiums to absentee owners forinvestment. Whether or not the decision to fill the towerwith apartments made economic sense, it was certainly theright thing to do architecturally. The profile of the Burjhas a magnetism that is lacking in almost every othersuper-tall building of our time. Furthermore, the towerdoesn’ t indulge in the showy engineering tricks that havebecome so common today it doesn’ t get wider as it rises,or lean to one side, or appear to be made of brokenshards. There is something appealing about a building thatrelies on the most, advanced, engineering but doesn’ tflaunt it.QuestionsClassify the following as typical of the skyscrapers builtA. before the Second World WarB. after the Second World WarC. both before and after the Second World WarThen mark the corresponding letter on the Answer Sheetwith a single line through the center.

阅读理解LET’S GO BATSA. Bats have a problem: how to find their way around in the dark. They hunt at night and cannot use light to help them find prey and avoid obstacles. You might say that this is a problem of their own making, one that they could avoid simply by changing their habits and hunting by day. But the daytime economy is already heavily exploited by other creatures such as birds. Given that there is a living to be made at night, and given that alternative daytime trades are thoroughly occupied, natural selection has favored bats that make a go of the night-hunting trade. It is probable that the nocturnal trades go way back in the ancestry of all mammals. In the time when the dinosaurs dominated the daytime economy, our mammalian ancestors probably only managed to survive-at all because they found ways of scraping a living at night. Only after the mysterious mass extinction of the dinosaurs about 65 million years ago were our ancestors able to emerge into the daytime in any substantial numbers. B. Bats have an engineering problem: how to find their way and find their prey in the absence of light. Bats are not the only creatures to face this difficulty today. Obviously the night-flying insects that they prey on must find their way about somehow. Deep-sea fish and whales have little or no light by day or by night. Fish and dolphins that live in extremely muddy water cannot see because, although there is light, it is obstructed and scattered by the dirt in the water. Plenty of other modern animals make their living in the conditions where seeing is difficult or impossible. C. Given the questions of how to maneuver in the dark, what solutions might an engineer consider? The first one that might occur to him is to manufacture light, to use a lantern or a searchlight. Fireflies and some fish (usually with the help of bacteria) have the power to manufacture their own light, but the process seems to consume a large amount of energy. Fireflies use their light for attracting mates. This doesn’ t require a prohibitive amount of energy: a male’ s tiny pinprick of light can be seen by a female from some distance on a dark night, since her eyes are exposed directly to the light source itself. However, using light to find one’ s own way around requires vastly more energy, since the eyes have to detect the tiny fraction of the light that bounces off each pail of the scene. The light source must therefore be immensely brighter if it is to be used as a headlight to illuminate the path, than if it is to be used as a signal to others. In any event, whether or not the reason is the energy expense, it seems to be the case that, with the possible exception of some weird deep-sea fish, no animal apart from man uses manufactured light to find its way about. D. What else might the engineer think of? Well, blind humans sometimes seem to have an uncanny sense of obstacles in their path. It has been given the name ‘ facial vision’ , because blind people have reported that it feels a bit like the sense of touch, on the face. One report tells of a totally blind boy who could ride his tricycle at good speed round the block near his home, using facial vision. Experiments showed that, in fact, facial vision is nothing to do with touch or the front of the face, although the sensation may be referred to the front of the face, like the referred pain in a phantom limb. The sensation of facial vision, it turns out, really goes in through the ears. Blind people, without even being aware of the fact, are actually using echoes of their own footsteps and of other sounds, to sense the presence of obstacles. Before this was discovered, engineers had already built instruments to exploit the principle, for example to measure the depth of the sea under a ship. After this technique had been invented, it was only a matter of time before weapons designers adapted it for the detection of submarines. Both sides in the Second World War relied heavily on these devices, under such codenames as Asdic (British) and Sonar (American) , as well as Radar (American) or RDF (British) , which uses radio echoes rather than sound echoes. E. The Sonar and Radar pioneers didn’t know it then, but all the world now knows that bats, or rather natural selection working on bats, had perfected the system lens of millions of years earlier, and their ‘radar’achieves feats of detection and navigation that would strike an engineer dumb with admiration. It is technically incorrect to talk about bat ‘radar’, since they do not use radio waves. It is sonar. But the underlying mathematical theories of radar and sonar are very similar, and much of our scientific understanding of the details of what bats are doing has come from applying radar theory to them. The American zoologist Donald Griffin, who was largely responsible for the discovery of sonar in bats, coined the term ‘echolocation’to cover both sonar and radar, whether used by animals or by human instruments.QuestionsReading Passage 1 has five paragraphs, A-E. Which paragraph contains the following information? Write the correct letter, A-E, on your answer sheet. (NB. You may use any letter more than once. )

阅读理解In eighteenth-century France and England,

阅读理解Directions: There are 3 passages in this part each passage is followed by some questions unfinished statements. For each of them there are four choices marked A, B, C and D. You should decide on the best choice. Write your answers on the answer sheet.Passage OneThe making of classifications by literary historians can be a somewhat risky enterprise. When Black poets are discussed separately as for instance, the extent to which their work reflects the development of poetry in general should not be forgotten, or a distortion of literary history may result This caution is particularly relevant in an assessment of the differences between Black poets at the turn the century (1900-1909) and those of the generation of the these differences include the bolder and more forthright speech of the later generation and its technical inventiveness. It should be remembered, though, that comparable differences also existed for similar generations of White poets.When poets of the 1910’ s and 1920’ s are considered together, however, the distinctions that literary historians might make between “conservative” and “experimental” would be of little significance in a discussion of Black poets, these remain helpful classifications for White poets of these decades. Certainly different can be noted between “conservative” Black poets such as Gounter Gullen and Glaude McKayand “experimental” ones such as Jean Toomer and Langston Hughes. But Black poets were not battling over old or new styles; rather, one accomplished Black poet was ready to welcome another, whatever his or her style, for what mattered was racial pride.However, in the 1920’ s Black poets did debate whether they should deal with specifically racial subjects. They asked whether they should only write about Black experience for a Black audience or whether such demands were restrictive may be said, though, that virtually all these poets wrote their best poems when they spoke out racial feeling, race being, as James Weldon Johnson rightly put it, “perforce the thing the Negro poet knows best. ”At the turn of the century, contrast, most Black poets generally wrote in the conventional manner of the age and expressed noble, if vague, emotions in their poetry. These poets were not unusually gifted, though Roscoe Jamison and G. M. McClellen may be mentioned as exceptions. They chose not to write in dialect, which, as Sterling Brown has suggested, “meant a rejection of stereotypes of Negro life, ” and they refused to write only about racial subjects. This refusal had both a positive and a negative consequence. As Brown observes, valuably insisting that Negro poets should not be confined to issues of race, these poets committed [ an] error. . . they refused to look into their hearts and write. ” These are important insights, but one must stress that this refusal to look within was also typical of most White poets of the United States at the time. They, too, often turned from their own experience and consequently produced not very memorable poems about vague topics, such as the peace of nature.

阅读理解Passage 1The introduction of Web 2. 0 technologies into the enterprise greatly increases the value of your company s most important assets: employees’ knowledge, relationships, and initiative. Making knowledge more visible increases innovation and shortens turnaround times. Increased collaboration accelerates productivity. Your company transforms into a more-socially connected organization that reacts faster and more effectively to the market.The consumer Web has shown us the power of the internet as a social， collaborative platform, particularly when compared to existing rigid corporate environments. Wikis, blogs, Really Simple Syndication (RSS) feeds, social networks, tagging, and mashups are flexible, user-driven tools that have the potential to bring many benefits to the enterprise. Leading companies are harnessing Web 2. 0 technologies and applying them to build their next- generation workplaces. The new Enterprise 2. 0 workplace becomes an internet-powered, user-focused, and community- centric social fabric. This social Web ties together people, ideas, content, processes, systems, and other enterprise artifacts. Importantly, these connections are both explicit (for example, let’ s have a meeting) and implicit (for example, tracking user activities to rank the relative value of documents) .In addition to connections, another key aspect of the social Web is its participative or do-it-yourself (DIY) nature. Employees are empowered to create and publish content that is easily consumable both internally within the company and externally by customers and partners. The social Web captures and makes accessible previously invisible knowledge, and ignites new conversations among employees that lead to new innovations that would not have previously occurred.However, Web 2. 0 technologies in the enterprise have significant differences from the consumer Web. Enterprises have many mission-critical processes and must often adhere to regulatory requirements. Thus, there is a need for these new tools to provide high availability, security, and integration with existing systems and applications to support data confidentiality, system reliability, auditability, and other IT requirements. Inside the enterprise, these Web 2. 0 solutions must be deployable in an integrated fashion by IT to provide employees with secure access to DIY features and integration with relevant legacy systems such as customer relationship management and e-mail. Other considerations such as liability， reputation， and validated information must also be considered, especially when Web 2. 0 technologies are used for external-facing initiatives.So how do you make this exciting new workplace a reality? Most companies don’ t just need a blog or wiki or social network. Their needs extend beyond to an array of custom social applications that improve productivity across many business processes and spur innovation across the enterprise. These social applications must provide user experiences that encourage employee participation and are enterprise secure. What most businesses want is a flexible, enterprise-class platform for building and deploying social applications as their needs evolve.Oracle addresses this market need by providing the industry’ s most comprehensive portfolio of portal, user interaction, and Enterprise 2. 0 solutions. This portfolio from Oracle Fusion Middleware includes Oracle WebCenter Suite and Oracle WebCenter Services (both of which include capabilities from Oracle WebCenter and WebCenter Interaction, formerly BEA AquaLogic User Interaction) . Oracle’ s portal, user interaction, and Enterprise 2. 0 portfolio provides user-centric services, including collaboration, Web publishing, search, and analytics, as well as foundational services such as security, content indexing, Web services assembly, and application integration. The Enterprise 2. 0 capabilities offer tools for user-built collaborative Web applications such as blogs and wikis, tagging and expertise discovery, and developer-driven enterprise mashups.In the pages that follow, several examples of innovative companies benefiting from Enterprise 2. 0 are presented.Lessens from Industry Innocators Investment Bank: Wikis for IT Project ManagementSeveral groups in IT at this investment bank had been experimenting with wikis for basic content collaboration. The IT department decided to expand its use of a corporate wiki instead of using e-mail to create meeting agendas and share documents, schedules, new hire training videos, and other materials. Six months after the expanded launch, traffic on the 2, 000-page wiki surpassed that of the company’ s intranet, more than 25 percent of the bank s workforce were active users, and there was a 75 percent drop in e-mails on projects using wikis.Manufacturer: Tagging for Knowledge Discovery and ResearchSocial bookmarking and tagging allows employees to easily locate and manage information collaboratively and also network with like-minded colleagues.This 120, 000-person global manufacturing company uses social bookmarking and tagging technology within its intranet and enables its employees to bookmark and tag documents, see which other users tried similar searches, and create knowledge groups on the fly. The result is that knowledge workers can easily locate and manage information collaboratively and also network ④ with like-minded colleagues within a secure, transparent environment.Technology Firm: Wikis + Blogs + Tagging + Social Networks = Intranet 2. 0This Fortune 500 ⑤ company uses a broad set of Web 2. 0 collaborative technologies across all departments. The primary goal of its social computing initiative was to enhance worker productivity through improved information sharing and collaboration. The initiatives grew organically by word of mouth and were always managed by a central “lock-down” team located in corporate IT. The result has been a wildly successful shift to Enterprise 2. 0 with more than 70, 000 people using the new intranet every day including accessing more than 4, 000 blogs, more than 5, 000 wiki pages, and many new communities built via social networks.Healthcare Company: Tagging to Improve Enterprise SearchThis leading healthcare provider with 40, 000 employees in more than 190 countries was looking for ways to connect people and information for more-effective decision-making. The company implemented social bookmarking and tagging across the organization to encourage collaborative information sharing and create a more-searchable knowledgebase from intranet content. The results are that more than 10 percent of users are contributing to the collective knowledgebase, and the company is now looking to leverage tagging as a primary classifying method for its intranet search function.Consumer Goods Manufacturer: Next-Generation Employee Collaboration with Enterprise Social Computing PlatformIn conversations with this global company, it was revealed that the organization wanted to dramatically improve employee collaboration and drive faster product innovation cycles. Specific collaboration projects included the following: improve best practice sharing, create more- effective knowledge management, enhance quality of employee discussions, and ultimately improve knowledge worker productivity. The company had already used wikis, blogs, tagging, RSS feeds, and other Web 2. 0 tools, but wanted to unify deployment without sacrificing modularity and flexibility. It was interested in creating a social networking environment for employees that incorporated personal activity feeds and expertise networks as well as existing tools. The result is that the IT department has built an enterprise Face book application on a social computing platform that incorporates many of the Web 2. 0 collaboration tools and provides foundational services for building social applications.Pharmaceuticals: Web 2. 0 Enabled Collaborative Communities for Sales, Marketing, and RD InitiativesBy integrating new blog and wiki capabilities with an existing company intranet, a pharmaceutical company maximized the reuse of existing applications, security, and content, leading to an increase in cross-team collaboration, a reduction in e-mail traffic, and growth in new innovations.A global provider of life science products and services for academic, government, and pharmaceutical organizations suffered from poor collaboration, e-mail overuse, and lack of centralized communities for sharing information. The company deployed wiki and blogging capabilities integrated with its existing intranet. By integrating these Web 2. 0 tools with the existing intranet, the company minimized the learning curve users experienced with these new tools and maximized reuse of existing applications, security, and content that was already available on its intranet. The company s sales, marketing, and RD organizations have built and managed dynamic collaborative communities that increase cross-team collaboration; reduce e-mail traffic; and spawn new innovation in products, services, and marketing campaigns.

阅读理解Directions: There are 3 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A. , B. , C. and D. You should decide on the best choice. Write your answers on the answer sheet.Passage TwoWhenever we could, Joan and I took refuge in the streets of Gibraltar. The Englishman’ s home is his castle because he has not much choice. There is nowhere to sit in the streets of England, not even, after twilight, in the public gardens. The climate, very often, does not even permit him to walk outside. Naturally, he stays indoors and creates a cocoon of comfort. That was the way we lived in Leeds.These southern people, on the other hand, look outwards. The Gibraltarian home is, typically, a small and crowded apartment up several flights of dark and dirty stairs. In it, one, two or even three old people share a few ill-lit rooms with the young family. Once he has eaten, changed his clothes, embraced his wife, kissed his children and his parents, there is nothing to keep the southern man at home. He hurries out, taking even his breakfast coffee at his local bar. He comes home late for his afternoon meal after an appetitive hour at his cafe. He sleeps for an hour, dresses, goes out again and stays out until late at night. His wife does not miss him, for she is out, too—at the market in the morning and in the afternoon sitting with other mothers, baby-minding in the sun.The usual Gibraltarian home has no sitting-room, living- room or lounge. The parlour of our working-class houses would be an intolerable waste of space. Easy-chairs, sofas and such-like furniture are unknown. There are no bookshelves, because there are no books. Talking and drinking, as well as eating, are done on hard chairs round the dining-table, between a sideboard decorated with the best glasses and an inevitable display cabinet full of family treasures, photographs and souvenirs. The elaborate chandelier over this table proclaims it as the hub of the household and of the family. “Hearth and home” makes very little sense in Gibraltar. One ’ s home is one’ s town or village, and one’ s hearth is the sunshine.Our northern towns are dormitories with cubicles, by comparison. When we congregate—in the churches it used to be, now in the cinema, say, impersonally, or at public meetings, formally —we are scarcely ever man to man. Only in our pubs can you find the truly gregarious and communal spirit surviving, and in England even the pubs are divided along class lines.Along this Mediterranean coast, home is only a refuge and a retreat. The people live together in the open air—in the street, market-place. Down here, there is a far stronger feeling of community than we had ever known. In crowded and circumscribed Gibraltar, with its complicated inter-marriages, its identity of interests, its surviving sense of siege, one can see and feel an integrated society.To live in a tiny town with all the organization of a state, with Viceroy (总督) , Premier, Parliament, Press and Pentagon, all in miniature, all within arm’ s reach, is an intensive course in civics. In such an environment, nothing can be hidden, for better or for worse. One’ s successes are seen and recognized; one ’ s failures are immediately exposed. Social consciousness is at its strongest, with the result that there is a constant and firm pressure towards good social behavior, towards courtesy and kindness. Gibraltar, with all its faults, is the friendliest and most tolerant of places. Straight from the cynical anonymity of a big city, we luxuriated in its happy personalism. We look back on it, like all its exiled sons and daughters, with true affection.

阅读理解Directions: There are 7 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C, and D. You should decide on the best choice.Passage 3Experts say these programs are probably the ones used to jam the Internet’ s most popular sites: Called Tribal Village, abbreviated TFN, and Trinoo. They are Internet time bombs.Allison Taylor of Network Associates says, They’ re road maps for people to copy from and then you have copycat attacks over and over and over. We found them in several places; they’ re prepackaged. The hacker downloads and hacks the program into a number of unsuspecting computers.John Vranesevich of Antionline. com says, That software application simply sits there dormant until a hacker has gotten a large enough collection that he chooses to activate those, and then from his machine he can activate those and point then to a specific target. The targets so far this week, at least, Yahoo, eBay, Amazon, CNN, Buy, eTrade and zdNet. The costs are mounting.Philip Allingham of ZDTV says, There’ s advertising revenue that comes from the banners, but more importantly, providing news and information out there for our viewership. They can’ t come and find out from us; they’ re going to go somewhere else. This kind of hack floods a website with so many requests it can’ t cope.Sources tell CNN that Yahoo was hammered with requests at one gigabyte per second. That’ s like 104-million people dialing in at once.The website AntiOnline posts the software publicly hoping someone will create a fix.Richard Power of the Computer Security Institute says, The only things you can do is secure your site well enough so that your site can’ t be used by a hacker as a launching point. And many failed the test.Allison Taylor says, For this attack to happen on all these companies, there had to be lots of computers out there that were vulnerable. Webmasters are in a tough spot.Kevin Purseglove of eBay says, The basic aspect of an Internet site is to be open and accessible to the public. And vulnerable to what experts are now calling hacktivists. Why do this? Best guess: acclaim from other hackers.Kevin Purseglove says, and if they weren’ t out breaking these sites and trying to take them down, they’ d be out tagging their initials on tall buildings. Richard Power says, It could be a hacktivist or a number of hacktivists who are sick and tired of the commercialization of the Internet. So far all of the targets have been very large, and very commercial.

阅读理解A.In a land swept by typhoons and shaken by earthquakes, how have Japan’ s tallest and seemingly flimsiest old buildings—500 or so wooden pagodas—remained standing for centuries? Records show that only two have collapsed during the past 1400 years. Those that have disappeared were destroyed by fire as a result of lightning or civil war. The disastrous Hanshin earthquake in 1995 killed 6, 400 people, toppled elevated highways, flattened office blocks and devastated the port area of Kobe. Yet it left the magnificent five-storey pagoda at the Toji temple in nearby Kyoto unscathed though it leveled a number of buildings in the neighborhood. B. Japanese scholars have been mystified for ages about why these tall, slender buildings are so stable. It was only thirty years ago that the building industry felt confident enough to erect office blocks of steel and reinforced concrete that had more than a dozen floors. With its special shock absorbers to dampen the effect of sudden sideways movements from an earthquake, the thirty- six-storey Kasumigaseki building in central Tokyo— Japan’ s first skyscraper—was considered a masterpiece of modem engineering when it was built in 1968. C. Yet in 826, with only pegs and wedges to keep his wooden structure upright, the master builder Kobodaishi had no hesitation in sending his majestic Toji pagoda soaring fifty-five metres into the sky—nearly half as high as the Kasumigaseki skyscraper built some eleven centuries later. Clearly, Japanese carpenters of the day knew a few tricks about allowing a building to sway and settle itself rather than fight nature’ s forces. But what sort of tricks? D. The multi-storey pagoda came to Japan from China in the sixth century. As in China, they were first introduced with Buddhism and were attached to important temples. The Chinese built their pagodas in brick or stone, with inner staircases, and used them in later centuries mainly as watchtowers. When the pagoda reached Japan, however, its architecture was freely adapted to local conditions—they were built less high, typically five rather than nine storeys, made mainly of wood and the staircase was dispensed with because the Japanese pagoda did not have any practical use but became more of an art object. Because of the typhoons that batter Japan in the summer, Japanese builders learned to extend the eaves of buildings further beyond the walls. This prevents rainwater gushing down the walls. Pagodas in China and Korea have nothing like the overhang that is found on pagodas in Japan. E. The roof of a Japanese temple building can be made to overhang the sides of the structure by fifty per cent or more of the building’ s overall width. For the same reason, the builders of Japanese pagodas seem to have further increased their weight by choosing to cover these extended eaves not with the porcelain tiles of many Chinese pagodas but with much heavier earthenware tiles. F. But this does not totally explain the great resilience of Japanese pagodas. Is the answer that. like a tall pine tree, the Japanese pagoda—with its massive trunk-like central pillar known as shinbashira—simply flexes and sways during a typhoon or earthquake? For centuries, many thought so. But the answer is not so simple because the startling thing is that the shinbashira actually carries no load at all. In fact, in some pagoda designs, it does not even rest on the ground, but is suspended from the top of the pagoda—hanging loosely down through the middle of the building. The weight of the building is supported entirely by twelve outer and four inner columns. G. And what is the role of the shinbashira, the central pillar? The best way to understand the shinbashira’ s role is to watch a video made by Shuzo Ishida, a structural engineer at Kyoto Institute of Technology. Mr. Ishida, known to his students as ‘ Professor Pagoda’ because of his passion to understand the pagoda, has built a series of models and tested them on a ‘ shake-table’ in his laboratory. In short, the shinbashira was acting like an enormous stationary pendulum. The ancient craftsmen, apparently without the assistance of very advanced mathematics, seemed to grasp the principles that were, more than a thousand years later, applied in the construction of Japan’ s first skyscraper. What those early craftsmen had found by trial and error was that under pressure a pagoda’ s loose stack of floors could be made to slither to and fro independent of one another. Viewed from the side, the pagoda seemed to be doing a snake dance—with each consecutive floor moving in the opposite direction to its neighbors above and below. The shinbashira, running up through a hole in the centre of the building, constrained individual storeys from moving too far because, after moving a certain distance, they banged into it, transmitting energy away along the column. H. Another strange feature of the Japanese pagoda is that, because the building tapers, with each successive floor plan being smaller than the one below, none of the vertical pillars that carry the weight of the building is connected to its corresponding pillar above. In other words, a five- storey pagoda contains not even one pillar that travels right up through the building to carry the structural loads from the top to the bottom. More surprising is the fact that the individual storeys of a Japanese pagoda, unlike their counterparts elsewhere, are not actually connected to each other. They are simply stacked one on top of another like a pile of hats. Interestingly, such a design would not be permitted under current Japanese building regulations. I. And the extra-wide eaves? Think of them as a tightrope walker’ s balancing pole. The bigger the mass at each end of the pole, the easier it is for the tightrope walker to maintain his or her balance. The same holds true for a pagoda. “With the eaves extending out on all sides like balancing poles, ” says Mr. Ishida, “the building responds to even the most powerful jolt of an earthquake with a graceful swaying, never an abrupt shaking. ” Here again, Japanese master builders of a thousand years ago anticipated concepts of modem structural engineering.Do the following statements agree with the claims of the writer in Reading Passage 1? In boxes 1-4 on your answer sheet, write

阅读理解Directions： There are 2 passages in this part. Each passage is followed by some questions or unfinished statement. For each of them there are four choices marked A, B, C and D. You should decide on the best choice and choose the ONE answer that is most appropriate.Passage 2Few places on earth are as isolated as Tristan da Cunha. This small huddle of volcanic islands, with a population of just 269, sits in the middle of the South Atlantic, 1, 750 miles from South Africa and 2, 088 miles from South America, making it the most remote settlement in the world. So it is a bad place to fail ill with an unusual disease, or suffer a serious injury. Became the islands do not have an airstrip, there is no way to evacuate a patient for emergency medical treatment, says Carel Van der Merwe, the settlement’ s only doctor. “The only physical contact with the outside world is a six to seven day ocean voyage, ”he says. “So whatever needs to be done, needs to be done here. Nevertheless, the islanders have access to some of the most advanced medical facilities in the world, thanks to Project Tristan, an elaborate experiment in telemedicine. This field, which combines telecommunications and medicine, is changing as technology improves. To start with, it sought to help doctors and medical staff exchange information, for example by sending X-rays in electronic form to a specialist. That sort of thing is becoming increasingly common. “What we are starting to see now is a patient-doctor model, ” says Richard Bakalar chief medical officer at IBM, a computer giant that is one of the companies in Project Tristan.A satellite internet connection to a 24-hour emergency medical centre in America enables Dr. Van der Merwe to send digitised X. rays, electrocardiograms (ECGs) and lung-function tests to experts. He can consult specialists over a video link when he needs to. The system even enables cardiologists to test and reprogram pacemakers or implanted defibrillators from the other side of the globe. In short, when a patient in Tristan da Cunha enters Dr. Van der Merwe’ s surgery, he may as well be stepping into the University of Pittsburgh medical centre. It is a great comfort to local residents, says Dr. Van der Merwe, knowing that specialist consultations are available.Most of the technology this requires is readily available, and it was surprisingly simple to set up, says Paul Grundy, a health-care expert at IBM. The biggest difficulty, he says, was to install the satellite-interact link. In theory, this sort of long-distance telemedicine could go much further. In 2001 a surgeon in New York performed a gall-bladder removal on a patient in Paris using a robotic-surgery system called Da Vinci. Although that was technologically impressive, it may not be where the field is heading.For advances in telemedicine are less to do with the tele- than with the medicine. In the long term, it may be less about providing long-distance care to people who are unwell, and more about monitoring people using wearable or implanted sensors in all effort to spot diseases at an early stage. The emphasis will shift from acute to chronic conditions and from treatment to prevention. Today’ s stress on making medical treatment available to people in remote settings is just one way telemedicine can be used— and it is merely the tip of a very large iceberg that is floating closer and closer to home.That is because telemedicine holds great promise within mainstream healthcare. Countless trials are under way to assess technology that can monitor people who have been diagnosed with heart conditions, or diseases like diabetes, from the comfort of their own homes. Rather than having their devices periodically checked at a clinic, some pacemaker patients can now have their implants inspected via mobile phone. That way, they need only visit the clinic when it is absolutely necessary.Similarly, BodyTel, based in Germany, is one of several firms to have developed sensors based on Bluetooth wireless technology that can measure glucose levels, blood pressure and weight, and upload the data to a secure web server Patients can then manage and monitor their conditions, even as they give updates to their doctors. Honeywell, an American industrial giant, has devised a system that patients can use at home to measure peal flow from their lungs, ECG, oxygen saturation and blood pressure, in order to monitor conditions ranging from lung disease to congestive heart failure. Doctors continually review the data and can act, by changing the patients’ medication, for example, if they spot any problems.This sort of thing appeals to both patients and health- care providers alike. The patients keep their independence and get to stay at home, and it costs less to treat them. And as populations age in developed countries, the prospect of being able to save money by treating people at home looks increasingly attractive.It is not just people with diagnosed conditions who are starting to receive this kind of equipment. Since 2006, Britain has spent￡ 80m($160m) on “preventative technology grants” which provide special equipment to enable 160, 000 elderly people to stay in their homes.Most of today’ s technology, however, calls on the patients to remember to monitor themselves, and also requires them to operate the equipment. For some patients, such as those in the early stages of Alzheimer’ s disease, that is impractical. So a lot of work is being done to automate the monitoring process and make the equipment easier to use. William Kaiser and his colleagues at the University of California, Los Angeles. have developed a “smart cane’ ’ to help monitor and advise people convalescing at home, for example. It has force sensors that measure pressure at the tip of the cane and around the handle. It also has motion sensors and accelerometers, says Dr Kaiser. It uses these to calculate the gait of the patient and work out how they are doing with the cane, giving them feedback about how they could make better use of it to recover from, for example, a hip replacement. “It provides guidance, either as beeps or it can talk to you, ” he says.Another approach is to use sensors embedded in the home. Oliver Goh of Implenia, a Swiss building-management firm, has come up with a system to monitor the well being of the occupant of a house. Using sensors on doors and mattresses, smart pill boxes that call tell when they are being opened, heart-monitors and a location-sensing wristwatch——the system allows carers to keep tabs on elderly people. Implenia now has six elderly volunteers lined up to test the technology, says Mr. Goh. He hopes that if they have a heart attack, cannot get out of bed or need help, their eaters will soon know. Ultimately, he says, the aim is to see if this sort of approach can help to extend life expectancy.Looking even further ahead, some day it may make sense to give these technologies to healthy people, the “walking well” . If sensors can monitor people without a threat to their privacy or comfort, doctors may able to spot diseases before the patient notices any symptoms. “It’ s moving from telemedicine to telehealth and teleprevention, ” says Dr Grundy of IBM. It could also improve the efficiency of health-care systems, he says.This kind of approach could save money as well as spotting illnesses early, says Dr Kaiser. “We ll detect them earlier when the cost of treatment and impaction all individual will be less, ” he says. The technology for this does not yet exist, admits John Linkous, executive director of the American Telemedicine Association. “There still isn’ t a device that can give you a complete body check, ” he says. “But I’ m very optimistic about it in the long run. ”One idea is to use wireless infra-red skin sensors to measure blood-count, heart-rhythm and the level of oxygen in the blood. Another is to implant wireless sensors powered by the wearer’ s own body heat. Yet another common idea is to use smart toilets that can monitor human waste for the telltale signs of intestinal disease or cancer. The hard part is not so much developing the sensor technology, says Dr. Linkous, as sifting through the results. It would produce a tsunami of data, and the problem is that we aren’ t set up with health-care systems that can deal with all that” he says.The answer will be even more technology, says Dr. Bakalar. “There has to be a way of filtering this information so that it doesn’ t overwhelm the medical services, ” he says. The obvious approach is to use “expert systems” --- software programmed with expert medical knowledge and that can make clinical judgments.Like telemedicine, expert systems have been around for some time. Trials in Denmark, to advise doctors how to prescribe, suggest the technology has great scope. Sometimes they can reach better clinical judgments than human experts do. But they are not widely used, partly because doctors are unwilling to be bossed around by a computer in the comer, but also because they have been difficult to integrate into medical practice. They could be ideally suited to telehealth, however, quietly sifting through the data generated by sensors and only raising the alarm and calling in their human colleagues when it becomes necessary to do so.The shift from telemedicine to telehealth reflects a broader shift from diagnosis and treatment to “wellness” . Taken to its technological conclusion, this would involve using wireless sensors and implants to screen entire populations for early signs of disease as they go about their daily lives. If it can be made to work, the days of making an appointment to see your doctor when you are not feeling well could be over Instead, it may be your doctor who calls you.

阅读理解To paraphrase 18th century statesman Edmund Burke, all that is needed for the triumph of a misguided cause is that good people do nothing. One such cause now seeks to end biomedical research because of the theory that animals have rights ruling out their use in research. Scientists need to respond forcefully to animal rights advocates, whose arguments are confusing the public and thereby threatening advances in health knowledge and care. Leaders of the animal rights movement target biomedical research because it depends on public funding, and few people understand the process of health care research. Hearing allegations of cruelly to animals in research settings, many are perplexed that anyone would deliberately harm an animal.For example, a grandmotherly woman staffing an animal rights booth at a recent street fair was distributing a brochure that encouraged readers not to use anything that opposed immunizations, she wanted to know if vaccines come from animal research. When assured that they do, she replied, “Then I would have to say yes”. Asked what will happen when epidemics return, she said, “Don’t worry, scientists will find some way of using computers”. Such well-meaning people just don’t understand.Scientists must communicate their message to the public in a compassionate, understandable way in human terms, not in the language of molecular biology. We need to make clear the connection between animal research and a grandmother’s hip replacement, a father’s bypass operation a baby’s vaccinations, and even a pet’s shots. To those who are unaware that animal research was needed to produce these treatments, as well as new treatments and vaccines, animal research seems wasteful at best and cruel at worst.Much can be done. Scientists could “adopt” middle school classes and present their own research. They should be quick to respond to letters to the editor, lest animal rights misinformation go unchallenged and ac quire a deceptive appearance of truth. Research institutions could be opened to tours, to show that laboratory animals receive humane care Finally, because the ultimate stakeholders are patients, the health research community should actively recruit to its cause not only well-known personalities such as Stephen Cooper, who has made courageous statements about the value of animal research, but all who receive medical treatment. If good people do nothing there is a real possibility that an uninformed citizenry will extinguish the precious embers of medical progress.

阅读理解Directions: There are 7 passages in this section. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C, and D. You should decide on the best choice.Passage 4It was the worst tragedy in maritime history, six times more deadly than the Titanic. When the German cruise ship Wilhelm Gustloff was hit by torpedoes fired from a Russian submarine in the final winter of World War Ⅱ , more than 10, 000 people—mostly women, children and old people fleeing the final Red Army push into Nazi Germany—were packed aboard. An ice storm had turned the decks into frozen sheets that sent hundreds of families sliding into the sea as the ship tilted and began to go down. Others desperately tried to put lifeboats down. Some who succeeded fought off those in the water who had the strength to try to claw their way aboard. Most people froze immediately. I’ ll never forget the screams, says Christa Ntitzmann, 87, one of the 1, 200 survivors. She recalls watching the ship, brightly lit, slipping into its dark grave—and into seeming nothingness, rarely mentioned for more than half a century.Now Germany’ s Nobel Prizewinning author Guenter Grass has revived the memory of the 9, 000 dead, including more than 4, 000 children—with his latest novel Crab Walk, published last month. The book, which will be out in English next year, doesn’ t dwell on the sinking; its heroine is a pregnant young woman who survives the catastrophe only to say later. Nobody wanted to hear about it, not here in the West (of Germany) and not at all in the East. The reason was obvious. As Grass put it in a recent interview with the weekly Die Woche: Because the crimes we Germans are responsible for were and are so dominant, we didn’ t have the energy left to tell of our own sufferings. The long silence about the sinking of the Wilhelm Gustloff was probably unavoidable—and necessary. By unreservedly owning up to their country’ s monstrous crimes in the Second World War, Germans have managed to win acceptance abroad, marginalize the neo-Nazis at home and make peace with their neighbors. Today’ s unified Germany is more prosperous and stable than at any time in its long, troubled history. For that, a half century of willful forgetting about painful memories like the German Titanic was perhaps a reasonable price to pay. But even the most politically correct Germans believe that they’ ve now earned the right to discuss the full historical record. Not to equate German suffering with that of its victims, but simply to acknowledge a terrible tragedy.

阅读理解In this section you will read 2 passages. Each one is followed by several questions about it. You are to choose one best answer to each question. Passage 1Before Opening Night 1 “We’ re going into rehearsal tomorrow” , an actor may say, his face showing a mixture of a certain apprehension and an anticipation close to elation. The explanation for the duality of his reaction lies in his knowledge that on the one hand, rehearsal is the crucible of creation for everyone concerned in play production, and that on the other hand, for all the blood, sweat, and tears that will be expended, the play he is in may fail or he may fail in it. 2 When you read the script of a play, all you have are words suggesting what may happen on the stage. In terms of color, sound, movement, people, and a specific environment, all is shadowy. The function of rehearsals is to transmute words into a world. 3 Many dramatists do not even trouble to write stage directions. But a stage setting has to be built out of real materials. So that people can move on it and certain actions can be conveniently performed on it; the audience, moreover, must be able to sense in looking at it what sort of theme and mood they are to dwell in and enjoy for the duration of the performance. . 4 The physical aspect of production, though most immediately striking, is not the most important. When rehearsals begin, the settings and props have already been designed and ordered, though they will not appear till the last four days of rehearsal usually out of town. What is crucial to the production is the integration of the company of actors in their individual interpretations. It is this that the director must effect so that all the elements the visual and human form a coherent and pleasurable meaning. 5The director is, to a considerable degree, the “author” of the stage play. He should always be in charge， but he may not always be in control. It is often said that the director “molds” the actors, interpretations; this is largely true and most flattering to the director but accomplished actors may themselves be creators. 6 The wise director knows and hopes for this: he tries to understand his actors and what each has to offer and can be induced to reveal. Hence the most complex and fascinating aspect of rehearsal is the give-and-take between actors and director as well as the relations between the actors themselves. 7 Some directors have the company sit and read the play together for three or four days. Other directors desire no more than a single joint reading of the play; some though very few even insist that actors know their lines before rehearsals have begun. 8 After the play is read, the company gets “on its feet” ; the process of staging commonly called “blocking” begins. This involves the placement of actors, the timing and manner of their movements on the stage in short, the setting of the mechanical or visible patterns of the production. 9 Sooner or later, the director will in some way indicate not only where the actor is to move cross, sit, rise, turn but why and how. These questions imply others. Is the play to be given a comic or a sober interpretation? What style suits the material? Is a certain character to be regarded as sympathetic or not? Does it help or harm if particular line or bit of business provokes a laugh? 10 The actor may contest interpretations or even refuse to carry out bits of action on the grounds that they are false or he does not happen to be able to enact them convincingly. Such arguments generally end by one or the other yielding a point, depending either on the authority and persuasiveness of the director of the humility, receptiveness, or status of the actor. 11 A compromise may be arrived at that will enrich the issue. It is never good counsel to make these occasions a contest of wills. The director who by force of will beats the actor at this game wins a fruitless victory. 12 Some directors prefer to communicate with their actors rather privately in odd comers of the stage or in dressing rooms. Others always pronounce themselves within the hearing of the entire company. The director may act a bit himself by way of illustration rather dangerous if his demonstration fails to be clear, and sometimes discouraging if he should be too brilliant an actor. 13 Out in front in the theater auditorium where, after the first days of blocking， the director usually sits, all is darkness; on the stage, a rather evil illumination is projected from a wan work lamp. The production’s eventual furniture is suggested by broken-down chairs, uncouth couches, dirty steps, and insecure card tables, and crockery by paper plates, cups, knives and forks. 14 The playwright and producer attend all the first rehearsals. They visit less frequently after the first five-day trial period when cast changes may be most conveniently effected and do not make their presence seriously felt until the run-throughs when the play in its entirety is given without interruption. 15 There are generally three to five run-throughs at which the director feels his company is ready to be criticized by “outsiders” . A large or small audience of friends may be invited to the last two of the run-throughs. They serve to diminish the actors’ tension before the out-of-town tryout. They may also instruct the actors where laughs may be expected or warn the company of undesirable audience reactions. 16 Still, these run-throughs are not without their pitfalls; the threat stems from the expert as well as inexpert advice of relative strangers. The chief emphasis in the talk one hears after these run-throughs is on guessing the play’ s probable success or failure an utterly futile practice. 17 A play on the stage is the most elusive of phenomena. After more than thirty years of professional experience, the writer is quite frank to admit never to have been certain of the success or failure of a play in production. Any professional who claims even a 50 percent degree of infallibility is deluding either himself or others. The script may seem unpromising. The preview audiences may seem unpromising, the preview audiences may react coldly, yet the play may turn out to be a solid hit.18 A play on the stage is not only different in nature from its point of origin in the script, but it is never exactly the same from one rehearsal or performance to another. Most plays at the tenth day of rehearsal are miserably dull. A set that look “great” may be causing a short circuit in the proceedings a fact that only the most trained observer may notice. 19 A fine actor who later will give a brilliant performance sometimes develops rather haltingly at rehearsal (or vice versa) . The theater building itself (when too large or small) may modify the impact of a play. A nervous seizure (or “freeze” ) on the part: of a star on opening night may mortally influence the quality of a production particularly a comedy thoroughly enjoyed out of town. 20 The final rehearsals with settings, lights, costumes, makeup, sound effects occupy four days before the out-of- town opening. They are often tumultuous and frightening, for the addition of any new element to a rehearsal (even a change of locale) always upsets it somewhat. Though actors have seen models and sketches of the sets at rehearsals, and have tried on their various costumes in the costumer’ s workshop, it takes several days (at least) to adjust to them on the stage. 21 Rehearsals for four hours a day continue out of town. They are especially useful for the revision of text and the necessary work attendant upon theat. This time is also valuable for bringing characterizations to maturity and for polishing scenes which may still be rough in execution or shallow in content. 22 The out-of-town tryout period is a weird island of time. The world at large has ceased to exist for everyone connected with the production. The atmosphere is intoxicating in both the happy and the forbidding sense of the word. If there is to be trouble scandalous disagreements, rancorous episodes here is where it is most likely to occur. Everyone acts as if it were zero hour, not alone for the play, but for survival. 23 Yet there is joy in creation even as there must be pain. If rehearsals are conducted as many are with love and mutual regard on all sides, a wonderful sense of community grows in a theater troupe that is hard to match in any other collective enterprise elsewhere.