问答题There is not much to choose between men. They are all a hotchpotch of greatness and littleness, of virtue and vice, of nobility and baseness. Some have more strength of character, or more opportunity, and so in one direction or another give their instincts freer play, but potentially they are the same. For my part, I do not think I am any better or any worse than most people, but I know that if I set down every action in my life and every thought that has crossed my mind, the world would consider me a monster of depravity. The knowledge that these reveries are common to all men should inspire one with tolerance to oneself as well as to others. It is well also if they enable us to look upon our fellows, even the most eminent and respectable, with humor, and if they lead us to take ourselves not too seriously.

问答题Stock exchanges serve important roles in national economies. They encourage investment by providing places for buyers and sellers to trade securities, stocks bonds, and other financial instruments. Companies issue stocks and bonds to obtain capital to expand their business. Corporations issue new securities in the primary market, usually with the help of investment bankers. In the primary market, corporations receive the proceeds of stock sales. Thereafter, they are not involved in the trading of stocks. Owners of stocks trade them on a stock exchange in the secondary market. In the secondary market, investors, not companies, earn the profits or bear the losses resulting from their trades. Stock exchanges encourage investment by providing this secondary market. By allowing investors to sell securities, exchanges increase the safety of investing. Stock exchanges also encourage investment in other ways. They protect investors by upholding rules and regulations that ensure buyers will be treated fairly and receive exactly what they pay for. Exchanges also support state-of-the-art technology and business of brokering, which both help traders to buy and sell securities quickly and efficiently.

问答题我们将坚持社会主义市场经济的改革方向，进一步推动制度创新，不断深化改革，激发全社会的创造活力，增强经济社会发展的内在动力。我们将坚持对外开放的基本国策，建立更加开放的市场体系，在更大范围、更广领域、更高层次上参与国际经济技术合作和竞争。我们将坚持走新型工业化道路，着力调整经济结构和加快转变经济增长方式，提高经济增长的质量和效益，大力发展循环经济，建设资源节约型、环境友好型社会，走生产发展、生活富裕、生态良好的文明发展道路。我们相信，只要坚定不移地走符合中国国情的发展道路，我们就一定能够实现既定的奋斗目标，为维护世界和平、促进共同发展发挥更大的建设性作用。

问答题Directions: In this part of the test, you will hear 2 English passages. You will hear the passages only once. After you have heard each passage, translate it into Chinese and write your version in the corresponding space on your Answer Sheet. You may take notes while you are listening.

问答题Yet the U.S. benefited greatly from the colonial strife next door. Broke after its Haitian defeat, France sold a large region to the U.S. for $15 million. The Louisiana Purchase would prove to be one of the most profitable real estate transactions ever made. Napoleon would not have sold his claims except for the courage and obstinate resistance of Haitian inhabitants. It would take six decades for the U.S. to acknowledge Haiti"s independence. Meanwhile, Haiti, burdened by its post-independence isolation and the 100 million francs in payment it was forced to give France for official recognition, began its perilous slide toward turmoil and dependency, resulting in a 19year U.S. occupation and two subsequent in starvations in the past 100 years. Jefferson once presented dire warnings about what might happen to the U.S. political system in a worst-case scenario, but his words turned out to be a more accurate prophecy for America"s plundered neighbor: "The spirit of the times ... will alter. Our rulers will become corrupt... The shackles... which shall not be knocked off at the conclusion of war, will remain on long, will be made heavier." Given a fair chance, Haiti could have flourished and prospered. If that had been the case, this year Haiti would celebrating the bicentennial of its independence with fewer and lighter shackles.

问答题Brains or beauty? Women are still in dilemma. A poll released Tuesday found 25 percent of those questioned would rather win the "America"s Next Top Model" TV show than the Nobel Peace Prize. And although 75 percent of women interviewed said they"d be willing to shave their heads to save the life of a stranger, more than a quarter of those taking part admitted they would make their best friend fat for life, if it meant they could be thin. The poll was made for U. S. television network Oxygen targeted at young women. And more than 2,000 women aged 18-34 were surveyed for the poll. It also found that 88 percent of 18- to 34-year-old women would happily give up their cell phone, jewelry and makeup to keep a friendship. This survey proves an interesting dissection of today"s woman and how she relates her personal image with what she values in her life. As shown in several results, women today are a complex combination of altruistic and materialistic, vain and insecure, loyal and self-serving. This survey highlights the dichotomy in all of us.

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

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问答题A Mixed Economy: the United States System The economic system of the United States is principally one of private ownership. This system, often referred to as a "free enterprise system", can be contrasted with a socialist economic system, which depends heavily on government planning and public ownership of the means of production. It should be noted that although the United States operates a system of private enterprise, government has to some extent always been involved in regulating and guiding the U.S. economy. At the same time, U.S. citizens have always had the freedom to choose for whom they will work and what they will buy. Most important, they vote for officials who set economic policy. In the U.S. economic system, consumers, producers and government make economic decisions on a daily basis, mainly through the price system. The dynamic interaction of these three groups makes the economy function. The market"s primary force, however, is the interaction of producers and consumers. This has led analysts to dub the U.S. economic system a "market economy". As a rule, consumers look for the best values for what they spend while producers seek the best price and profit for what they have to sell. Government, at the federal, state, and local level, seeks to promote the public security, assure fair competition, and provide a range of services believed to be better performed by public rather than private enterprises. Some of these public services include education (although there are many private schools and training centers), the postal (but not the telephone) service, the road system, social statistical reporting and, of course, national defense. In the United States most people are simultaneously consumers and producers; they are also voters who help influence the decisions of government. The mixture among consumers, producers and members of government changes constantly, making a dynamic rather than a static economy. In recent years consumers have made their concern known, and government has responded by creating agencies to protect consumer interests and promote general public welfare. The U.S. economy has changed in other ways as well. The population and the labor force have moved dramatically from farms to cities, from fields to factories and, above a11, to service industries, thus providing more personal and public services. In today"s economy, these providers of services far outnumber producers of agricultural and manufactured goods. Statistics also reveal a rather startling shift away from self-employment to working for others. Generally, there are three kinds of businesses: (1)those started and managed personally by single owners or single entrepreneurs; (2)the partnership where two or more people share the risks and rewards of business, and(3)the corporation where shareholders as owners can buy or sell their shares at any time on the open market. This latter structure, by far the most important, permits the amassing of large sums of money by combining the investments of many people, making possible large-scale enterprises.

问答题Themainlightsourceofthefuturewillalmostsurelynotbeabulb.Itmightbeatable,awall,orevenafork.

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