A.The influence of maples on the Canadian culture.
B.The token of maples in Canada.
C.Contemplation of global distribution of maples.
D.The triumph of Nokomis over the devils with the help of maples.
E.B.The token of maples in Canada.C.Contemplation of global distribution of maples.D.The triumph of Nokomis over the devils with the help of maples.E.The popularity of the maple in a favorite myth.
G.The maple signals the approach of fall.The maple smoke of autumn bonfires is incense to Canadians. Bestowing perfume for the nose， color for the eye， sweetness for the spring tongue， the sugar maple prompts this sharing of a favorite myth and original etymology of the word maple.56The maple looms large in Ojibwa folk tales. The time of year for sugaring off is “in the Maple Moon.” Among Ojibwa， the primordial female figure is Nokomis， a wise grandmother. In one tale about seasonal change， cannibal wendigoscreatures of evil chased old Nokomis through the autumn countryside. Wendigos throve in icy cold. When they entered the bodies of humans， the human heart froze solid. Here wendigos represent oncoming winter. They were hunting to kill and eat poor Nokomis， the warm embodiment of female fecundity who， like the summer， has grown old.57Knowing this was a pursuit to the death， Nokomis outsmarted the cold devils. She hid in a stand of maple trees， all red and orange and deep yellow. This maple grove grew beside a waterfall whose mist blurred the trees' outline. As they peered through the mist， slavering wendigos thought they saw a raging fire in which their prey was burnin
H.A.The influence of maples on the Canadian culture.B.The token of maples in Canada.C.Contemplation of global distribution of maples.D.The triumph of Nokomis over the devils with the help of maples.E.The popularity of the maple in a favorite myth.F.The maple signals the approach of fall.The maple smoke of autumn bonfires is incense to Canadians. Bestowing perfume for the nose， color for the eye， sweetness for the spring tongue， the sugar maple prompts this sharing of a favorite myth and original etymology of the word maple.56The maple looms large in Ojibwa folk tales. The time of year for sugaring off is “in the Maple Moon.” Among Ojibwa， the primordial female figure is Nokomis， a wise grandmother. In one tale about seasonal change， cannibal wendigoscreatures of evil chased old Nokomis through the autumn countryside. Wendigos throve in icy cold. When they entered the bodies of humans， the human heart froze solid. Here wendigos represent oncoming winter. They were hunting to kill and eat poor Nokomis， the warm embodiment of female fecundity who， like the summer， has grown old.57Knowing this was a pursuit to the death， Nokomis outsmarted the cold devils. She hid in a stand of maple trees， all red and orange and deep yellow. This maple grove grew beside a waterfall whose mist blurred the trees' outline. As they peered through the mist， slavering wendigos thought they saw a raging fire in which their prey was burning. But it was only old Nokomis being hidden by the bright red leaves of her friends， the maples. And so， drooling ice and huffing frost， the wendigos left her and sought easier prey. For their service in saving the earth mother's life， these maples were given a special gift： their water of life would be forever sweet， and Canadians would tap it for nourishment.58Maple and its syrup flow sweetly into Canadian humor. Quebeckers have the standard siropd' erable for maple syrup， but add a feisty insult to label imitation syrups that are thick with glucose glop. They call this sugary imposter sirop de Poteau “telephone pole syrup” or dead tree syrup.59The contention that maple syrup is unique to North America is suspect， I believe. China has close to 10 species of maple， more than any country in the world. Canada has 10 native species. North America does happen to be home to the sugar maple， the species that produces the sweetest sap and the most abundant flow. But are we to believe that in thousands of years of Chinese history， these inventive people never tapped a maple to taste its sap？ I speculate that they did. Could ProtoAmericas who crossed the Bering land bridge to populate the Americas have brought with them a knowledge of maple syrup？ Is there a very old Chinese phrase for maple syrup？ Is maple syrup mentioned in Chinese literature？ For a nonreader of Chinese， such questions are daunting but not impossible to answer.60What is certain is the maple's holdfast on our national imagination. Its leaf was adopted as an emblem in New France as early as 1700， and in English Canada by the mid19th century. In the fall of 1867， a Toronto schoolteacher named Alexander Muir was traipsing a street at the city， all squelchy underfoot from the soft felt of falling leaves， when a maple leaf alighted to his coat sleeve and stuck there. At home that evening， he wrote a poem and set it to music， in celebration of Canada's Confederation. Muir's song， “The Maple Leaf Forever，” was wildly popular and helped fasten the symbol firmly to Canada.The word “maple” is from “mapeltreow”， the Old English term for maple tree， with “mapl”—as its ProtoGermanic root， a compound in which the first “m”—is， I believe， the nearly worldwide “ma”， one of the first human sounds， the pursing of a baby's lips as it prepares to suck milk from mother's breast. The “ma” root gives rise in many world languages to thousands of words like “mama”， “mammary”， “maia”， and “Amazon.” Here it would make “mapl” mean “nourishing mother tree，” that is， tree whose maple sap in nourishing. The second part of the compound， “apl”， is a variant of IndoEuropean able “fruit of any tree” and the origin of another English fruit word， apple. So the primitive analogy compares the liquid sap with another nourishing liquid， mother's milk.A. B. C. D. E. F. G.
A.Corcodilos started out in the headhunting business 20 years ago， he had a keen eye for tracking talent. From his base in Silicon Valley he would send allstar performers to bluechip companies like Xerox， IBM and General Electric. But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.
B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”
C.But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”
D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidat
E.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidate. This is a power few people in that situation realize they have. It's the time for you to explore changing the offer to suit your goals and fully interview the company.”E.“The guy's jaw was on the floor，” Corcodilos says. “He told Zagorski that finishing the interview wouldn't be necessary. Instead， the VP brought in the rest of his team， and the meeting lasted for two hours.”
G.“A resume leaves it up to employers to figure out how you can help their organization，” Corcodilos says. “That's no way to sell yourself.”A. B. C. D. E. F.
H.A. Corcodilos started out in the headhunting business 20 years ago， he had a keen eye for tracking talent. From his base in Silicon Valley he would send allstar performers to bluechip companies like Xerox， IBM and General Electric. But while he would succeed in his part of the hunt， the jobseekers he located would often fail in theirs. They were striking out before， during or after the interview.So instead of simply accounting for talent， Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies， make the right contacts and deliver what companies are looking for in an interview. In his mythbusting book， Ask the Headhunter （Plume， 1997）， Corcodilos has reinvented the rules of the job search， from preparation to interview techniques. Here are his six new principles for successful job hunting：（51） Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is outline your pastlargely irrelevant since it doesn't demonstrate that you can do the work the hiring manager needs done.（52） Don't get lost in HR.Headhunters try to get around the human resources department whenever possible.（53） The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt， make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company， finding out about its culture， goals， competitors.Remember， the employer wants to hire you.“A company holds interviews so it can find the best person for the job，” Corcodilos says. The manager will be ecstatic if that person turns out to be you because then he or she can stop interviewing and get back to work.（54） Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions， and the candidate gives answers. Headhunters go out of their way to avoid that scenario.（55） Got an offer？ Interview the company.When an employer makes an offer， he does more than deliver a title and a compensation package he also cedes part of his control over the hiring process.Once you get that offer， “You have the power，” says Corcodilos， to decide whether， and on what terms， you want to hire that company.A.Consider how Corcodilos coached Gerry Zagorski of Edison， N.J.， who was pursuing an opening at AT & T. Zagorski walked over to the vice president's marker board and outlined the company's challenges and the steps he would take to increase its profits. Fifteen minutes later， as Zagorski wrote down his estimate of what he would add to the bottom line， he looked up at his interviewer.B.One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor， Mich.， used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester： “I would find an article published by someone in my field who worked at a company I was interested in. Then I'd call that person and ask to talk， mention my employability and discuss the company's needs. One of two things happened： I'd either get an interview or learn we weren't a good match after all.”C.“Most HR departments create an infrastructure that primarily involves processing paper，” Corcodilos says. “They package， organize， file and sort you. Then， if you haven't gotten lost in the shuffle， they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR， the headhunter is on the phone， using a back channel to get to the hiring manager.”D.“At the outset of the interview， the employer controls the offer and the power that comes with it，” Corcodilos says. “But upon making an offer， he transfers that power to the candidate. This is a power few people in that situation realize they have. It's the time for you to explore changing the offer to suit your goals and fully interview the company.”E.“The guy's jaw was on the floor，” Corcodilos says. “He told Zagorski that finishing the interview wouldn't be necessary. Instead， the VP brought in the rest of his team， and the meeting lasted for two hours.”F.“A resume leaves it up to employers to figure out how you can help their organization，” Corcodilos says. “That's no way to sell yourself.”A. B. C. D. E. F. G.
开始考试点击查看答案A.“Nobody is about to say to them， you will be gone.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→ 41→ 42→ 43→ 44→ 45→ FA.
C.are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→ 41→ 42→ 43→ 44→ 45→ FA. B. C.
E.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→ 41→ 42→ 43→ 44→ 45→ FA. B. C. D. E.
H.a. “Nobody is about to say to them， you will be gone.”[E] In south Korea， interest from foreigners has focused more on the country's manufacturers. But， the number of actual purchases， like those in Thailand， is small. In any event， big ticket cross border mergers and acquisitions are bound to take time. Indeed， analysts say the main reason for the dearth of deals so far is due to diligence： foreign investors must thoroughly familiarize themselves with companies they might buy. “You can't do this stuff overnight，” says a senior official at a large Western bank in Seoul.[F] Still， the number of deals is growing by the day. On February 19， Samsung Heavy Industries simultaneously sold its excavator division to Sweden's Volvo Construction Equipment and its forklift operation to the United States' Clark Martirial Handling. Earlier， the chemical giant Hanwha group sold two affiliates to its Japanese and German partners. Despite the slow start， no one doubts that the bargains at Korea Inc. are for real.[G] Thai businesses' unwillingness to sell hasn't been helped by the government's own ambivalence. While Finance Minister Tarrin Nimmanahaeminda is committed to attracting foreign money to Thailand， Deputy Prime Minister Supachai Panitchpakdi seems less so. “We don't want foreign firms to come and buy out our businesses. We want them to come， buy shares， and operate firmsand sell them after making profits，” he told the local media recently. “This will give Thais a chance to buy them back.”Order：D→ 41→ 42→ 43→ 44→ 45→ FA. B. C. D. E. F. G.
开始考试点击查看答案A.In Chinese folk wisdom， by comparison， people do not attempt to work through the contradictions， following a cultural tradition which holds that reality is “multilayer， unpredictable and contradictory，” and is in a constant state of change， Peng said.
B.“It can hardly be right to move to the middle when you have just read evidence for a less plausible view. Yet that is what the Chinese subjects did，” said Peng.
C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal life.
D.B.“It can hardly be right to move to the middle when you have just read evidence for a less plausible view. Yet that is what the Chinese subjects did，” said Peng.C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal lif
E.D.Compared to this angry， blaming American stance， the Chinese were paragons of compromise， finding fault on both sides and looking for solutions that moved both sides to the middle.E.The best way is to use both one style for science and another for relationships. Maybe that will be the real benefit of multiculturalism.
G.C.The Chinese could learn much from Western methods for determining scientific truth， and Americans could profit enormously from the Chinese tolerance for accepting contradictions in social and personal life.D.Compared to this angry， blaming American stance， the Chinese were paragons of compromise， finding fault on both sides and looking for solutions that moved both sides to the middle.E.The best way is to use both one style for science and another for relationships. Maybe that will be the real benefit of multiculturalism.F.“They should stop blaming each other， poor people and immigrants， and talk about what we can do as a society to become more tolerant，” said Peng.G. Now a University of California， Berkeley， Psychologist has discovered deeper polarities between Chinese and American cultures—polarities that go to the heart of how we reason and discover trut
H.A. B. C. D. E. F. G.
开始考试点击查看答案A.flattery
B.contempt
C.appreciation
D.depreciation
开始考试点击查看答案A.Being a celebrity.
B.Being a look alike.
C.Being an actress.
D.Playing a role in a film.
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