1999年英語一閱讀原文

A. 求一篇英語閱讀的文章內容原文

外研版八上中考快遞期中檢測的閱讀

B. 急求一篇英語閱讀原文！！

原文地址：Today is a beautiful day,but I can't see it！(美好的一天，可是我什麼也看不見)作者：李雪華

A blind boy sat on the steps of a building with a hat by his feet. He held up a sign which said, 「I am blind, please help.」

There were only a few coins in the hat. A man was walking by. He took a few coins from his pocket and dropped them into the hat. He then took the sign, turned it around, and wrote some words. He put the sign back so that everyone who walked by would see the new words.

Soon the hat began to fill up. A lot more people were giving money to the blind boy. That afternoon the man who had changed the sign came to see how things were. The boy heard his footsteps and asked, 「Were you the one who changed my sign this morning? What did you write?」

The man said, 「I only wrote the truth. I said what you said but in a different way.」

What he had written was, 「Today is a beautiful day and I cannot see it.」

Do you think the first sign and the second sign were saying the same thing?

Of course both signs told people the boy was blind. But the first sign simply told people to help by putting some money in the hat. The second sign told people that they were able to enjoy the beauty of the day, but the boy could not enjoy it because he was blind.

The first sign simply said the boy was blind. The second sign told people they were so lucky that they were not blind.

C. 考研英語試卷中閱讀文章都是出自哪裡

根據數據統計，80%的考研英語閱讀來源於《經濟學人》、《衛報》、《自然雜志》、《新聞周刊》、《科學美國人》等。偶爾也會在一些書籍中尋找合適的文字做考試素材，但不多見，尤其是這幾年已經很難見到。

其中社會科學是考研英語閱讀的主要和重點選材，自然科學一直保持在 1 篇文章左右的分量，人文科學的重要性則有上升的趨勢。

(3)1999年英語一閱讀原文擴展閱讀：

考研英語閱讀文章內容分析

從體裁上看，大綱要求考生能夠順利讀懂四類文章，分別為議論文、說明文、記敘文和應用文。不過，考研閱讀理解的文章大多為說明文或者議論文。針對這兩類文章，應該有不同的閱讀重點和策略。

另外在絕大多數情況下，歷年真題的文章來源一般控制在過去的5年之內，即倘若2007年參加考研的話，2007年的文章一般來自於2001年到2006年之間的報刊雜志上。

但近五年的真題來源有所改變，一般選自過去兩年內的雜志，甚至一年內的居多，可見文章的時效性越來越明顯，所以閱讀的范圍也就小了很多。

英語閱讀真題文章一般字數上控制在450字到550字之間，段落上一般控制在3到6個段落。所以可以把精力主要集中在符合前面字數、段落以及年份的文章來進行復習和閱讀，如此一來就把復習的范圍大為減少了。

D. 求英文閱讀原文，不要答案

Interpersonal relationships are one of the most important foundations of all human behaviors. These types of relationships are those that take place between a minimum of two people. Interpersonal relationships can be very diverse, ranging from long-lasting romantic unions to simple, brief interactions in professional settings. Improving your interpersonal skills can greatly enhance your relationships with others.
Appreciation
It is very common for a person to notice details about another that, simply put, he does not like. Although these feelings are quite normal, they are not always proctive to nurturing interpersonal relationships. Instead of focusing on pointing out what you do not approve of, try to look at the bright side of life, and concentrate about what you do authentically appreciate about the other person, instead. The more you convey that you appreciate a person, the more likely he will be to continue the positive behaviors.
Smiling
Body language alone can have an effect on the quality of your interpersonal relationships. As a general rule, people dislike being in the company of someone that is perpetually unhappy. To avoid being this unpleasant person, go out of your way to establish an environment that is positive, encouraging and bright. The more positive your aura is, the more people will be compelled to be around you. One easy way to do this is by smiling often. Look people directly in the eye and genuinely smile at them, even if you do not know them personally.
Listening
Strong listening skills are vital for enhancing interpersonal skills and relationships. Focus on
other people, and make it a point to listen far more than you actually talk. Express an authentic interest in others, and provide your undivided attention at all times. Ask many questions, from where a person grew up to her preferred pastimes. This can enhance interpersonal relationships, as most people really enjoy discussing themselves.

E. 想要英語四級歷年真題並且有閱讀原文翻譯的那種！！謝謝啦

你好，我來是兔兔禿90，用百自度網盤分享給你，點開就可以保存，鏈接永久有效^_^鏈接：https://pan..com/s/10l5r9FXDkpfRCtHdxlAe2Q 提取碼：0000

F. 英語閱讀理解求全文

Do you like this lovely rabbit in the pictures? Now you can find her on some of our pens, pencils, erasers and rulers.
Miffy is a little rabbit girl in a series of picture books drawn by Dutch artist Dick Bruna. Miffy was created in 1955. After Bruna told his one-year-old son stories about a little rabbit, he drew a rabbit. He didn』t draw trousers on the rabbit. Instead, he drew a dress on the rabbit, so Miffy became a girl.①
Bruna drew Miffy in a very simple way with only a few lines and colors. He drew more than 100 books. Each book tells a story and has 16 pages. The stories are about things that children can understand, or situations they will face, such as having meals, going to school and sleeping. The stories always have happy endings. Children love the stories.
Miffy was a character in a children』s book at first, but her pictures are now used on many other things like clothes, stationery, toys and so on.
閱讀短文，回答下面的問題。
1. What does Miffy look like?
___________________________
2. When was Miffy born?
_______________________________
3. Who drew the rabbit?
______________________
4. How many books did the writer draw?
___________________________
5. Why do the children like the stories?
_____________________________

G. 考研英語閱讀原文

考研英語閱讀文抄章都是命題老師修改過的，不符合外國人語言表達習慣，且多處結構混亂，邏輯不通，就如同把一個人肢解後重新拼湊起來的一個血淋淋的怪物，不建議聽，學習這些文章雖然對考研有利，但英語水平會降低，最好還是放棄考研。

H. 英文閱讀，求原文和答案

1.Yes
2.Yes
3.Yes
4.No
5.family-friendly
6.personal time?

Stars without the stripes

A US-style project-led model means long hours and burn-out. Why we can't be more like Europe, asks Richard Scase

Managing cultural diversity is a core component of most MBA programmes these days. The growth of Japanese corporations in the Sixties and Seventies reminded us that there were other models of business than those taught by Harvard professors and US-based management consultants. And the cultural limits to the American model have more recently been underlined by developments in Russia and central Europe over the past decade.

Yet in Britain, we are still more ready to accept the American model of management than most other European countries. As a result, UK managers often fail to understand how business practices are fundamentally different on the Continent. One outcome is that many mergers and acquisitions, strategic alliances and joint ventures between British and European companies do not achieve their objectives and end in tears. The tribulations of Marks & Spencer in France are a case in point.

Alternatively, managers may avoid a merger or joint venture which makes sense from a hard-nosed strategic point of view because they fear that different working practices will prevent their goals from being achieved.

Essentially, Anglo-Saxon companies are structured on the principles of project management. In the Eighties, companies were downsized, with tiers of management eliminated. In the Nineties, management fashion embraced the ideas of business process re-engineering, so organisations were broken down into customer-focused trading units. Sometimes these were established as subsidiary companies, at other times as profit-and-loss or cost centres.

Over the past 10 years, these principles have been applied as vigorously to the UK public sector as to private-sector corporations. Hospitals, schools, universities, social services departments, as well as large areas of national government, now operate on project management principles - all with built-in operational targets, key success factors and performance-related reward systems.

The underlying objectives for this widespread process of organisational restructuring have been to increase the transparency of operations, encourage personal accountability, become more efficient at delivering service to customer and directly relate rewards to performance.

The result is a management culture which is entrepreneurially oriented and focused almost entirely on the short term, and highly segmented organisational structures - since employee incentives and rewards are geared to the activities of their own particular unit.

This business model has also required development of new personal skills. We are now encouraged to lead, rather than to manage by setting goals and incentive systems for staff. We have to be co-operative team members rather than work on our own. We have to accept that, in flattened and decentralised organisations, there are very limited career prospects. We are to be motivated by target-related rewards rather than a longer-term commitment to our employing organisation.

This is in sharp contrast to the model of management that applies elsewhere in Europe. The principles of business process re-engineering have never been fully accepted in France, Germany and the other major economies; while in Russia, the attempt to apply them in the Nineties brought the economy virtually to its knees, and created huge opportunities for corrupt middle managers and Mafia-led ventures.

Instead, continental European companies have stuck to the bureaucratic model which delivered economic growth for them throughout the twentieth century. European corporations continue to be structured hierarchically, with clearly defined job descriptions and explicit channels of reporting. Decision making, although incorporating consultative processes, remains essentially top-down.

Which of these two models is preferable? Certainly, the downside of the Anglo-American model is now becoming evident, not least in the long-hours working culture that the application of the decentralised project management model inevitably generates.

Whether in a hospital, a software start-up or a factory, the breakdown of work processes into project-driven targets leads to overoptimistic goals and underestimates of the resources needed. The result is that the success of projects often demands excessively long working hours if the targets are to be achieved.

Further, the success criteria, as calibrated in performance targets, are inevitably arbitrary, and the source of ongoing dispute. Witness the objections of teachers and medics to the performance measures applied to them by successive governments. This is not surprising: in a factory procing cars the output of indivials is directly measurable. But what criteria can be used to measure output and performance in knowledge-based activities such as R&D labs, government offices and even the marketing departments of large corporations?

The demands and stresses of operating according to the Anglo-American model seem to be leading to increasing rates of personnel burn-out. It is not surprising that managers queue for early retirement (in a recent survey, just a fifth said they would work to 65). This could be why labour market participation rates have declined so dramatically for British 50-year-olds in the past 20 years.

By contrast, the European management model allows for family-friendly employment policies and working hours directives to be implemented. It encourages staff to have a long-term psychological commitment to their employing organisations.

Of course, companies operating on target-focused project management principles may be committed to family-friendly employment policies in theory. But, if the business plan has to be finished by the end of the month, the advertising campaign completed by the end of next week, and patients pushed through the system to achieve measurable targets, are we really going to let down our 'team' by clocking out at 5pm and taking our full entitlement of annual leave?

Perhaps this is why we admire the French for their quality of life.

Richard Scase is professor of Organisational Behaviour at the University of Kent and author of Britain in 2010: the changing business landscape (Capstone, £9.99).

I. 新目標英語八年級下冊八篇閱讀原文

小case

看著昂

在一些科幻電影中，人們將來都會有屬於自己的機器人，這些機器人很像人類，他們能夠幫忙做一些使人懊惱的家務。
一些科學家認為在將來會有很多的機器人，當然，他們也認為會花費幾百年的時間，科學家們盡力是機器人和人類做同樣的事情，日本公司已經製作出了能過走路和跳舞的機器人，機器人將會變的十分有趣。
但是，機器人科學家白先生不同意，他認為讓機器人和人類做同樣的事是有困難的，比如，對於孩子來說睡醒並且知道他或她在哪~！，白先生認為機器人做不到，但是其它的科學家都贊同。他們認為機器人將會在25到50年和人類交談。
機器人科學家並不僅僅讓機器人向人，比如，機器人能在工廠里工作，這些機器人能夠有巨大的力量。他們反反復復的做著簡單的工作，人們將會沒有很多變得厭煩肥肉工作去做，但是機器人從不會厭煩的。
在將來，倒處都會有許許多多的機器人，並且人類將會有很少的工作，新機器人將會有不同的形狀，一些看起來向人類，另一些看起來像蛇，在地震之後，蛇機器人能夠幫助找在建築物底下的人類，這好像現在沒有，但是，但是電腦機器人，太空機器人甚至會有獨特的牙齒，似乎在幾百年前這是不可能的，我們從不知道未來會發生什麼事~！！

累死人le

希望對你有幫助把
參考資料：自己翻譯的 真多那~~！

J. 麻煩 誰有91年到99年考研英語真題閱讀部分的全文翻譯

91年到99年考研英語真題閱讀部分的全文翻譯內這里有容:

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