1999年英语一阅读原文

A. 求一篇英语阅读的文章内容原文

外研版八上中考快递期中检测的阅读

B. 急求一篇英语阅读原文！！

原文地址：Today is a beautiful day,but I can't see it！(美好的一天，可是我什么也看不见)作者：李雪华

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. 考研英语试卷中阅读文章都是出自哪里

根据数据统计，80%的考研英语阅读来源于《经济学人》、《卫报》、《自然杂志》、《新闻周刊》、《科学美国人》等。偶尔也会在一些书籍中寻找合适的文字做考试素材，但不多见，尤其是这几年已经很难见到。

其中社会科学是考研英语阅读的主要和重点选材，自然科学一直保持在 1 篇文章左右的分量，人文科学的重要性则有上升的趋势。

(3)1999年英语一阅读原文扩展阅读：

考研英语阅读文章内容分析

从体裁上看，大纲要求考生能够顺利读懂四类文章，分别为议论文、说明文、记叙文和应用文。不过，考研阅读理解的文章大多为说明文或者议论文。针对这两类文章，应该有不同的阅读重点和策略。

另外在绝大多数情况下，历年真题的文章来源一般控制在过去的5年之内，即倘若2007年参加考研的话，2007年的文章一般来自于2001年到2006年之间的报刊杂志上。

但近五年的真题来源有所改变，一般选自过去两年内的杂志，甚至一年内的居多，可见文章的时效性越来越明显，所以阅读的范围也就小了很多。

英语阅读真题文章一般字数上控制在450字到550字之间，段落上一般控制在3到6个段落。所以可以把精力主要集中在符合前面字数、段落以及年份的文章来进行复习和阅读，如此一来就把复习的范围大为减少了。

D. 求英文阅读原文，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. 想要英语四级历年真题并且有阅读原文翻译的那种！！谢谢啦

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F. 英语阅读理解求全文

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.
阅读短文，回答下面的问题。
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. 考研英语阅读原文

考研英语阅读文抄章都是命题老师修改过的，不符合外国人语言表达习惯，且多处结构混乱，逻辑不通，就如同把一个人肢解后重新拼凑起来的一个血淋淋的怪物，不建议听，学习这些文章虽然对考研有利，但英语水平会降低，最好还是放弃考研。

H. 英文阅读，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. 新目标英语八年级下册八篇阅读原文

小case

看着昂

在一些科幻电影中，人们将来都会有属于自己的机器人，这些机器人很像人类，他们能够帮忙做一些使人懊恼的家务。
一些科学家认为在将来会有很多的机器人，当然，他们也认为会花费几百年的时间，科学家们尽力是机器人和人类做同样的事情，日本公司已经制作出了能过走路和跳舞的机器人，机器人将会变的十分有趣。
但是，机器人科学家白先生不同意，他认为让机器人和人类做同样的事是有困难的，比如，对于孩子来说睡醒并且知道他或她在哪~！，白先生认为机器人做不到，但是其它的科学家都赞同。他们认为机器人将会在25到50年和人类交谈。
机器人科学家并不仅仅让机器人向人，比如，机器人能在工厂里工作，这些机器人能够有巨大的力量。他们反反复复的做着简单的工作，人们将会没有很多变得厌烦肥肉工作去做，但是机器人从不会厌烦的。
在将来，倒处都会有许许多多的机器人，并且人类将会有很少的工作，新机器人将会有不同的形状，一些看起来向人类，另一些看起来像蛇，在地震之后，蛇机器人能够帮助找在建筑物底下的人类，这好像现在没有，但是，但是电脑机器人，太空机器人甚至会有独特的牙齿，似乎在几百年前这是不可能的，我们从不知道未来会发生什么事~！！

累死人le

希望对你有帮助把
参考资料：自己翻译的 真多那~~！

J. 麻烦 谁有91年到99年考研英语真题阅读部分的全文翻译

91年到99年考研英语真题阅读部分的全文翻译内这里有容:

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