1003高级口译真题.docx

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1、2010年03月高级口译真题（局部听力缺）SECTION 1: LISTENING TEST (30 minutes)Part A: Spot DictationDirections: In this part of the test, you will hear a passage and read the same passage with blanks in it. Fill in each of the blanks with the word or words you have heard on the tape. Write your answer in the correspon

2、ding space in your ANSWER BOOKLET. Remember you will hear the passage ONLY ONCE.You probably know that asthma can cause breathing problems. So can kids with asthma play sports _(1)! Being active and playing sports is an especially good idea if you have asthma. Why Because it can _(2), so they work b

3、etter.Some athletes with asthma have done more than develop stronger lungs. Theyve played _(3), and theyve even won medals at the Olympic Games! Some sports are less likely to bother a persons asthma. _(4) are less likely to trigger flare-ups, and so are sports like baseball, football, and gymnastic

4、s.In some sports, you need to _(5). These activities may be harder for people with asthma. They _(6)cycling, long-distance running, soccer, basketball, cross-country skiing, _(7). But that doesnt mean you cant play these sports if _(8). In fact, many athletes with asthma have found that with the _(9

5、), they can do any sport they choose.But before playing sports, its important that your asthma is _(10). That means you arent having lots of _(11). To make this happen, its very important that you _(12) just as your doctor tells you to, even when _(13).Your doctor will also tell you some other thing

6、s you can do to avoid flare-ups. This may mean _(14) when there is lots of pollen in the air, wearing _(15) when you play outside during the winter, or making sure you always have time for _(16).Make sure your coach and teammates know about your asthma. That way, they will understand if you _(17) be

7、cause of breathing trouble. Its also helpful if your coach _(18) if you have a flare-up. Listen to your body and _(19) your doctor gave you for handling breathing problems. And if you keep your asthma in good control, youll be in the game and _(20)!Part B: Listening ComprehensionQuestions 6 to 10 ar

8、e based on the following news.6. (A) Mr. Gordon Browns proposal was announced at the conference in Copenhagen. (B) The fund would be available to the poorest and most vulnerable countries alone. (C) The proposed fund is intended to help poorer countries deal with climate change. (D) The total fund w

9、ould be 10 billion British pounds in total over three years. 7. (A) 0.1 %. (B) 0.4 %. (C) 1.2 %. (D) 3 %. 8. (A) To ask for a suspension of its massive debt repayments. (B) To restore confidence of Western investors across the Gulf. (C) To carefully plan a six-month delay on payments on Dubai World.

10、 (D) To turn to Asian countries for help in the global financial crisis. 9. (A) To demonstrate their support for the Doha Round of global trade negotiations. (B) To ask to review all the activities of the world trade body in recent years. (C) To accuse multinational companies of neglecting the inter

11、ests of the poor. (D) To protest against a WTO ministerial conference starting on Monday. 第 33 页10. (A) At least 27 passengers dead. (B) 26 killed and scores injured. (C) Hundreds of people dead. (D) Casualty figures yet unknown. Questions 11 to 15 are based on the following interview.11. (A) Making

12、 people live in harmony and balance with nature. (B) Keeping evil spirits out of peoples life. (C) Ordering buildings, rooms and corridors conveniently. (D) Making a home or office look clean and orderly. 12. (A) Scandinavian. (B) Irish (C) Norwegian. (D) British. 13. (A) Scandinavia. (B) The US. (C

13、) Asia. (D) Southern Europe. 14. (A) Asking a seismologist for advice before starting a building project. (B) Building a house that would stay up in the earthquake. (C) Having a one-way street sign removed. (D) Pointing a road sign toward a house. 15. (A) He chose to buy his home because of feng-shu

14、i (风水). (B) He arranged his office at home according to feng-shui. (C) He made sure that his rooms have great views out the window. (D) He had a feng-shui master put the furniture in his home. SECTION 2: READING TEST (30 miniutes)Question 1-5On the worst days, Chris Keehn used to go 24 hours without

15、 seeing his daughter with her eyes open. A soft-spoken tax accountant in Deloittes downtown Chicago office, he hated saying no when she asked for a ride to preschool. By November, hed had enough. “I realized that I can have control of this,” he says with a small shrug. Keehn, 33, met with two of the

16、 firms partners and his senior manager, telling them he needed a change. They went for it. In January, Keehn started telecommuting four days a week, and when Kathryn, 4, starts T-ball this summer, he will be sitting along the baseline.In this economy, Keehns move might sound like hopping onto the mo

17、mmy trackor off the career track. But hes actually making a shrewd move. More and more, companies are searching for creative ways to saveby experimenting with reduced hours or unpaid furloughs or asking employees to move laterally. The up-or-out model, in which employees have to keep getting promote

18、d quickly or get lost, may be growing outmoded. The changing expectations could persist after the economy reheats. Companies are increasingly supporting more natural growth, letting employees wend their way upward like climbing vines. Its a shift, in other words, from a corporate ladder to the caree

19、r-path metaphor long preferred by Deloitte vice chair Cathy Benko: a lattice.At Deloitte, each employees lattice is nailed together during twice-a-year evaluations focused not just on career targets but also on larger life goals. An employee can request to do more or less travel or client service, s

20、ay, or to move laterally into a new rolechanges that may or may not come with a pay cut. Deloittes data from 2008 suggest that about 10% of employees choose to “dial up” or “dial down” at any given time. Deloittes Mass Career Customization (MCC) program began as a way to keep talented women in the w

21、orkforce, but it has quickly become clear that women are not the only ones seeking flexibility. Responding to millennials demanding better work-life balance, young parents needing time to share child-care duties and boomers looking to ease gradually toward retirement, Deloitte is scheduled to roll o

22、ut MCC to all 42,000 U.S. employees by May 2010. Deloitte executives are in talks with more than 80 companies working on similar programs.Not everyone is on board. A 33-year-old Deloitte senior manager in a southeastern office, who works half-days on Mondays and Fridays for health reasons and reques

23、ted anonymity because she was not authorized to speak on the record, says one “old school” manager insisted on scheduling meetings when she wouldnt be in the office. “He was like, Yeah, I know we have the program, “she recalls, “but I dont really care.”Deloitte CEO Barry Salzberg admits hes still st

24、ruggling to convert “nonbelievers,” but says they are the exceptions. The recession provides an incentive for companies to design more lattice-oriented careers. Studies show telecommuting, for instance, can help businesses cut real estate costs 20% and payroll 10%. Whats more, creating a flexible wo

25、rkforce to meet staffing needs in a changing economy ensures that a company will still have legs when the market recovers. Redeploying some workers from one division to anotheror reducing their salariesis a whole lot less expensive than laying everyone off and starting from scratch.Young employees w

26、ho dial down now and later become managers may reinforce the idea that moving sideways on the lattice doesnt mean getting sidelined. “When I saw other people doing it,” says Keehn, “I thought I could try.” As the compelling financial incentives for flexibility grow clearer, more firms will be forced

27、 to give employees that chance. Turns out all Keehn had to do was ask.1. The author used the example of Chris Keehn _.(A) to show how much he loved his daughter and the family(B) to tell how busy he was working as a tax accountant(C) to introduce how telecommuting changed the traditional way of work

28、ing(D) to explore how the partners of a company could negotiate and cooperate smoothly2. What is the major purpose of shifting from a corporate ladder to the career path of lattice(A) To take both career targets and larger life goals of employees into consideration.(B) To find better ways to develop

29、 ones career in response to economic crisis.(C) To establish expectations which could persist after the economy reheats.(D) To create ways to keep both talented women and men in the workforce.3. The expression “on board” in the sentence “Not everyone is on board.” (para. 4) means _.(A) going to insi

30、st on old schedules(B) concerned about work-life balance(C) ready to accept the flexible working system(D) accustomed to the changing working arrangement4. Which of the following is NOT the possible benefit of lattice-oriented careers for businesses(A) reducing the costs on real estate.(B) cutting t

31、he salaries of employees.(C) forming a flexible workforce to meet needs in a changing economy.(D) keeping a workforce at the minimal level.5. According to the passage, the idea that “moving sideways on the lattice doesnt mean getting sidelined”_.(A) would discourage employees from choosing telecommu

32、ting(B) might encourage more employees to apply for flexible work hours(C) would give employees more chances for their professional promotion(D) could provide young employees with more financial incentivesQuestions 6-10Right now, theres little that makes a typical American taxpayer more resentful th

33、an the huge bonuses being dispersed at Wall Street firms. The feeling that something went terribly wrong in the way the financial sector is runand paidis widespread. Its worth recalling that the incentive structures now governing executive pay in much of the corporate world were hailed as a miracle

34、of human engineering a generation ago when they focused once-complacent ECOs with laser precision on steering companies toward the brightest possible futures.So now theres a lot of talk about making incentives smarter. That may improve the way companies or banks are run, but only temporarily. The in

35、escapable flaw in incentives, as 35 years of research shows, is that they get you exactly what you pay for, but it never turns out to be what you want. The mechanics of why this happens are pretty simple: Out of necessity, incentives are often based on an index of the thing you care aboutlike sound

36、corporate leadershipthat is easily measured. Share price is such an index of performance. Before long, however, people whose livelihoods are based on an index will figure out how to manipulate itwhich soon makes the index a much less reliable barometer. Once share price determines the pay of smart p

37、eople, theyll find a way to move it up without improvingand in some cases by jeopardizingtheir company.Incentives dont just fail; they often backfire. Swiss economists Bruno Frey (University of Zurich) and Felix Oberholzer-Gee (Harvard Business School) have shown that when Swiss citizens are offered

38、 a substantial cash incentive for agreeing to have a toxic waste dump in their community, their willingness to accept the facility falls by half. Uri Gneezy (U.C. San Diegos Rady School of Management) and Aldo Rustichini (University of Minnesota) observed that when Israeli day-care centers fine pare

39、nts who pick up their kids late, lateness increases. And James Heyman (University of St. Thomas) and Dan Ariely (Dukes Fuqua School of Business) showed that when people offer passers-by a token payment for help lifting a couch from a van, they are less likely to lend a hand than if they are offered

40、nothing.What these studies show is that incentives tend to remove the moral dimension from decision-making. The day-care parents know they ought to arrive on time, but they come to view the fines as a fee for a service. Once a payoff enters the picture, the Swiss citizens and passersby ask, “Whats i

41、n my best interest” The question they ask themselves when money isnt part of the equation is quite different: “What are my responsibilities to my country and to other people” Despite our abiding faith in incentives as a way to influence behavior. in a positive way, they consistently do the reverse.S

42、ome might say banking has no moral dimension to take away. Bankers have always been interested in making money, and they probably always will be, but theyve traditionally been well aware of their responsibilities, too. Bankers worried about helping farmers get this years seed into the ground. They w

43、orried about helping a new business get off to a strong start or a thriving one to expand. They worried about a couple in their 50s having enough to retire on, and about one in their 30s taking on too big a mortgage. These bankers werent saints, but they served the dual masters of profitability and

44、community service.In case you think this style. of banking belongs to a horse-and-buggy past, consider credit unions and community development banks. Many have subprime mortgage portfolios that remain healthy to this day. In large part, thats because they approve loans they intend to keep on their b

45、ooks rather than securitizing and selling them to drive up revenue, which would in turn boost annual bonuses. And help bring the world economy to its knees.At the Group of 20 gathering in September, France and Germany proposed strict limits on executive pay. The U.S. Now has a pay czar, who just kno

46、cked down by half the compensation of 136 executives. But the absolute amounts executives are paid may be inconsequential. Most people want to do right. They want their work to improve the lives of others. As Washington turns its sights on reforms for the financial sector, it just might consider nud

47、ging the industrys major players away from the time-dishonored tradition of incentives and toward compensation structures that dont strip the moral dimension away from the people making big decisions.6. According to the passage, the incentive structures governing todays executive pay in the corporate world _.(A) are perfect and shall be continued(B) have gone wrong somewhere and should be remedied(C) are with inescapable flaws and must be stopped(D) have fundamentally improved the corporate management7. Which of the following best pa