1003高级口译真题

word2010年03月高级口译真题（部分听力缺）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 corresponding 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 better.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 gymnastics.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), 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 things 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) because 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 prehensionQuestions 6 to 10 are 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 would 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. (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 panies of neglecting the interests of the poor. (D) To protest against a WTO ministerial conference starting on Monday. 14 / 1410. (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 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) 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-shui (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 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 firms partners and his senior manager, telling them he needed a change. They went for it. In January, Keehn started telemuting 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 mommy trackor off the career track. But hes actually making a shrewd move. More and more, panies 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 promoted quickly or get lost, may be growing outmoded. The changing expectations could persist after the economy reheats. panies 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 career-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, say, or to move laterally into a new rolechanges that may or may not e 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 workforce, but it has quickly bee 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 out MCC to all 42,000 U.S. employees by May 2010. Deloitte executives are in talks with more than 80 panies 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 requested 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 struggling to convert “nonbelievers,” but says they are the exceptions. The recession provides an incentive for panies to design more lattice-oriented careers. Studies show telemuting, for instance, can help businesses cut real estate costs 20% and payroll 10%. Whats more, creating a flexible workforce to meet staffing needs in a changing economy ensures that a pany 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 who dial down now and later bee 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 pelling financial incentives for flexibility grow clearer, more firms will be forced 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 telemuting changed the traditional way of working(D) to explore how the partners of a pany 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 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 insist 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 the 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 telemuting(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 than 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 of human engineering a generation ago when they focused once-placent ECOs with laser precision on steering panies toward the brightest possible futures.So now theres a lot of talk about making incentives smarter. That may improve the way panies or banks are run, but only temporarily. The inescapable 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 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 people, theyll find a way to move it up without improvingand in some cases by jeopardizingtheir pany.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 a substantial cash incentive for agreeing to have a toxic waste dump in their munity, 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 parents 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 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 e to view the fines as a fee for a service. Once a payoff enters the picture, the Swiss citizens and passersby ask, “Whats in 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.Some 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 worried 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 munity service.In case you think this style. of banking belongs to a horse-and-buggy past, consider credit unions and munity 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 books 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 knocked down by half the pensation 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 nudging the industrys major players away from the time-dishonored tradition of incentives and toward pensation 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 paraphrases the sentence “Incentives dont just fail; they often backfire.” (para. 3)?(A) Incentives cannot promote the management of panies and banks; they often lead to corporate bankruptcy.(B) Incentives are only material stimulation, they can be used to destroy human morality.(C) Incentives do not achieve desired results, moreover, they often produce negative effect.(D) Incentives do not treat everything in terms of money and they are often used to change human mentality.8. According to the passage, with the current incentive structures, the rising of share prices _.(A) is surely the reliable barometer of a panys performances(B) will endanger the pany and do harm to the share holders(C) is often driven up by corporate managers to boost their bonuses(D) proves the necessity of reforms for the financial sector 9. The author introduced the “dual masters of profitability and munity service” of the traditional bankers _.(A) to support the view that “banking has no moral dimension”(B) to prove that bankers have always been interested in making money(C) to display that the traditional banking is healthier and more successful(D) to argue that bankers could be saints so long as they serve the munity10. Which of the following can be the major conclusion of the author?(A) Strict limits should be imposed by the government on executive pay.(B) The time-dishonored tradition of incentive structures could jeopardize panies. (C) The financial sector could be reformed on the basis of pensation structures.(D) The moral dimension should be separated from incentive structures.Questions 11-15Quick quiz: Who has a more vitriolic relationship with the US? The French or the British. If you guessed the French, consider this: Paris newspaper polls show that 72 percent of the French hold a favorable impression of the United States. Yet UK polls over the past decade show a lower percentage of the British have a favorable impression of the United States.Britains highbrow newspaper, The Guardian, sets the UKs intellectual tone. On any given day you can easily read a handful of stories sniping at the US and things American. The BBCs Radio 4, which is a domestic news and talk radio station, regularly laments Britains social warts and follows them up with something that has bee the national mantra, “Well, at least were not as bad as the Americans.”This isnt a new trend: British abhorrence of America antedates George W. Bush and the invasion of Iraq. On 9/11 as the second plane was slamming into the World Trade Center towers my wife was on the phone with an English friend of many years. In the background she heard her friends teenage son shout in front of the TV, “Yeah! The Americans are finally getting theirs.” The animosity may be unfathomable to those raised to think of Britain as “the mother country” for whom we fought two world wars and with whom we won the cold war.So whats it all about?I often asked that during the years I lived in London. One of the best answers came from an Englishwoman with whom I shared a table for coffee. She said, “Its because we used to be big and important and we arent any more. Now its America thats big and important and we can never forgive you for that.” A detestation of things American has bee as dependable as the tides on the Thames rising and falling four times a day. It feeds a flagging British sense of national self-importance.A new book documenting the virulence of more than 30 years of corrosive British animosity reveals how deeply rooted it has bee in the UKs national psyche. “There is no reasoning with people who have e to believe America is now a police state and the USA is a disgrace across most of the world,” writes Carol Gould, an American expatriate novelist and journalist, in her book “Dont Tread on Me.”A brief experience shortly after George W. Bushs invasion of Iraq illustrates that. An American I know was speaking on the street in London one morning. Upon hearing his accent, a British man yelled, “Take your tanks and bombers and go back to America.” Then the British thug punched him repeatedly. No wonder other American friends of mine took to telling locals they were from Canada. The local police remended prosecution. But upon learning the victim was an American, crown prosecutors dropped the case even though the perpetrator had a history of assaulting foreigners.The examples of this bitterness continue:I recall my wife and I having coffee with a member of our church. The woman, who worked at Buckingham Palace, launched a conversation with, “Have you heard the latest dumb American joke?” which incidentally turned out to be a racial slur against blacks. Its mon to hear Brits routinely dismiss Americans as racists (even with an African-American president), religious nuts, global polluters, warmongers, cultural philistines, and as intellectual Untermenschen.The United Kingdoms counterintelligence and security agency has identified some 5,000 Muslim