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The original text of Unit 4 Text A without adaptations:以下是Unit4 Text A的原文，未删减版：===========================================================Outsourcing InnovationMarch 21, 2005First came manufacturing. Now companies are farming out R&D to cut costs and get new products to market faster. Are they going too far?farm out: arranged for contracted work to be done by others 外包As the Mediterranean sun bathed the festive cafés and shops of the Côte d'Azur town of Cannes, banners with the logos of Motorola (MOT), Royal Philips Electronics (PHG), palmOne (PLMO), and Samsung fluttered from the masts of plush yachts moored in the harbor. On board, top execs hosted nonstop sales meetings during the day and champagne dinners at night to push their latest wireless gadgets. Outside the city's convention hall, carnival barkers, clowns on stilts, and vivacious models with bright red wigs lured passersby into flashy exhibits. For anyone in the telecom industry wanting to shout their achievements to the world, there was no more glamorous spot than the sprawling 3GSM World Congress in Southern France in February.flutter: move back and forth very rapidly 飘动yacht: an expensive vessel propelled by sail or power and used for cruising or racing 游艇；plush yacht: 豪华游艇moor: come into or dock at a wharf 停泊gadget: a device that is very useful for a particular job 有用的小装置convention hall: conference hall会议中心carnival barkers：狂欢节的娱乐场所外高声招徕顾客者clowns on stilts:踩高跷的小丑vivacious：vigorous and active 活泼的、快活的flashy：浮华的glamorous：having an air of allure, romance and excitement 富有魅力的，迷人的Yet many of the most intriguing product launches in Cannes took place far from the limelight. HTC Corp., a red-hot developer of multimedia handsets, didn't even have its own booth. Instead, the Taiwanese company showed off its latest wireless devices alongside partners that sell HTC's models under their own brand names. Flextronics Corp. demonstrated several concept phones exclusively behind closed doors. And Cellon International rented a discrete three-room apartment across from the convention center to unveil its new devices to a steady stream of telecom executives. The new offerings included the C8000, featuring eye-popping software. Cradle the device to your ear and it goes into telephone mode. Peer through the viewfinder and it automatically shifts into camera mode. Hold the end of the device to your eye and it morphs into a videocam.yet: conj. And despite this; nevertheless:“She said she would be late, yet she arrived on time.”limelight：a focus of public attention 公众关注的中心far from the limelight: far from the public attention 远离公众焦点red-hot:newest or most recent 最新的morph:cause to change shape in a computer animation （电脑动画中）变形HTC? Flextronics? Cellon? There's a good reason these are hardly household names. The multimedia devices produced from their prototypes will end up on retail shelves under the brands of companies that don't want you to know who designs their products. Yet these and other little-known companies, with names such asQuanta Computer, Premier Imaging, Wipro Technologies (WIT ), and Compal Electronics, are fast emerging as hidden powers of the technology industry.They are the vanguard of the next step in outsourcing -- of innovation itself. When Western corporations began selling their factories and farming out manufacturing in the '80s and '90s to boost efficiency and focus their energies, most insisted all the important research and development would remain in-house.But that pledge is now passé. Today, the likes of Dell (DELL ), Motorola, (MOT ) and Philips are buying complete designs of some digital devices from Asian developers, tweaking them to their own specifications, and slapping on their own brand names. It's not just cell phones. Asian contract manufacturers and independent design houses have become forces in nearly every tech device, from laptops and high-definition TVs to MP3 music players and digital cameras. "Customers used to participate in design two or three years back," says Jack Hsieh, vice-president for finance at Taiwan's Premier Imaging Technology Corp., a major supplier of digital cameras to leading U.S. and Japanese brands. "But starting last year, many just take our product. Because of price competition, they have to."While the electronics sector is furthest down this road, the search for offshore help with innovation is spreading to nearly every corner of the economy. On Feb. 8, Boeing Co. (BA ) said it is working with India's HCL Technologies to co-develop software for everything fromthe navigation systems and landing gear to the cockpit controls for its upcoming 7E7 Dreamliner jet. Pharmaceutical giants such as GlaxoSmithKline (GSK ) and Eli Lilly (LLY )are teaming up with Asian biotech research companies in a bid to cut the average $500 million cost of bringing a new drug to market. And Procter & Gamble Co. (PG ) says it wants half of its new product ideas to be generated from outside by 2010, compared with 20% now.Competitive DangersUnderlying this trend is a growing consensus that more innovation is vital -- but that current R&D spending isn't yielding enough bang for the buck. After spending years squeezing costs out of the factory floor, back office, and warehouse, CEOs are asking tough questions about their once-cloistered R&D operations: Why are so few hit products making it out of the labs into the market? How many of those pricey engineers are really creating game-changing products or technology breakthroughs? "R&D is the biggest single remaining controllable expense to work on," says Allen J. Delattre, head of Accenture Ltd.'s (ACN ) high-tech consulting practice. "Companies either will have to cut costs or increase R&D productivity."The result is a rethinking of the structure of the modern corporation. What, specifically, has to be done in-house anymore? At a minimum, most leading Western companies are turning toward a new model of innovation, one that employs global networks of partners. These can include U.S. chipmakers, Taiwanese engineers, Indian software developers, and Chinese factories. IBM (IBM ) is even offering the smarts of its famed research labs and a new global team of 1,200 engineers to help customers develop future products using next-generation technologies. When the whole chain works in sync,there can be a dramatic leap in the speed and efficiency of product development.The downside of getting the balance wrong, however, can be steep. Start with the danger of fostering new competitors. Motorola hired Taiwan's BenQ Corp. to design and manufacture millions of mobile phones. But then BenQ began selling phones last year in the prized China market under its own brand. That prompted Motorola to pull its contract. Another risk is that brand-name companies will lose the incentive to keep investing in new technology. "It is a slippery slope," says Boston Consulting Group Senior Vice-President Jim Andrew. "If the innovation starts residing in the suppliers, you could incrementalize yourself to the point where there isn't much left."Such perceptions are a big reason even companies that outsource heavily refuse to discuss what hardware designs they buy from whom and impose strict confidentiality on suppliers. "It is still taboo to talk openly about outsourced design," says Forrester Research Inc. (FORR ) consultant Navi Radjou, an expert on corporate innovation.The concerns also explain why different companies are adopting widely varying approaches to this new paradigm. Dell, for example, does little of its own design for notebook PCs, digital TVs, or other products. Hewlett-Packard Co. (HPQ ) says it contributes key technology and at least some design input to all its products but relies on outside partners to co-develop everything from servers to printers. Motorola buys complete designs for its cheapest phones but controls all of the development of high-end handsets like its hot-selling Razr. The key, execs say, is to guard some sustainable competitive advantage, whether it's control over the latest technologies, the lookand feel of new products, or the customer relationship. "You have to draw a line," says Motorola CEO Edward J. Zander. At Motorola, "core intellectual property is above it, and commodity technology is below."Wherever companies draw the line, there's no question that the demarcation between mission-critical R&D and commodity work is sliding year by year. The implications for the global economy are immense. Countries such as India and China, where wages remain low and new engineering graduates are abundant, likely will continue to be the biggest gainers in tech employment and become increasingly important suppliers of intellectual property. Some analysts even see a new global division of labor emerging: The rich West will focus on the highest levels of product creation, and all the jobs of turning concepts into actual products or services can be shipped out. Consultant Daniel H. Pink, author of the new book A Whole New Mind, argues that the "left brain" intellectual tasks that "are routine, computer-like, and can be boiled down to a spec sheet are migrating to where it is cheaper, thanks to Asia's rising economies and the miracle of cyberspace." The U.S. will remain strong in "right brain" work that entails "artistry, creativity, and empathy with the customer that requires being physically close to the market."You can see this great divide already taking shape in global electronics. The process started in the 1990s when Taiwan emerged as the capital of PC design, largely because the critical technology was standardized, on Microsoft Corp.'s (MSFT ) operating system software and Intel Corp.'s (INTC ) microprocessor. Today, Taiwanese "original-design manufacturers" (ODMS), so named because they both design and assemble products for others, supply some 65% of the world's notebook PCs. Quanta Computer Inc. alone expects to churn out 16million notebook PCs this year in 50 different models for buyers that include Dell, Apple Computer (AAPL ), and Sony (SNE ).Now, Taiwanese ODMs and other outside designers are forces in nearly every digital device on the market. Of the 700 million mobile phones expected to be sold worldwide this year, up to 20% will be the work of ODMs, estimates senior analyst Adam Pick of the El Segundo (Calif.) market research firm iSuppli Corp. About 30% of digital cameras are produced by ODMs, 65% of MP3 players, and roughly 70% of personal digital assistants (PDAs). Building on their experience with PCs, they're increasingly creating recipes for their own gizmos, blending the latest advances in custom chips, specialized software, and state-of-the-art digital components. "There is a lot of great capability that has grown in Asia to develop complete products," says Doug Rasor, worldwide strategic marketing manager at chipmaker Texas Instruments Inc. TI often supplies core chips, along with rudimentary designs, and the ODMs take it from there. "They can do the system integration, the plastics, the industrial design, and the low-cost manufacturing, and they are happy to put Dell's name on it. That is a megatrend in the industry," says Rasor.Taiwan's ODMs clearly don't regard themselves as mere job shops. Just ask the top brass at HTC, which creates and manufactures smart phones for such wireless service providers as Vodafone and Cingular as well as equipment makers it doesn't identify. "We know this kind of product category a lot better than our customers do," says HTC President Peter Chou. "We have the capability to integrate all the latest technologies. We do everything except the Microsoft operating system."Or stop in to Quanta's headquarters in the Huaya Technology Park outside Taipei. Workers are finishing a dazzling structure the size of several football fields, with a series of wide steps leading past white columns supporting a towering Teflon-and-glass canopy. It will serve as Quanta's R&D headquarters, with thousands of engineers working on next-generation displays, digital home networking appliances, and multimedia players. This year, Quanta is doubling its engineering staff, to 7,000, and its R&D spending, to $200 million.Why? To improve its shrinking profit margins -- and because foreign clients are demanding it. "What has changed is that more customers need us to design the whole product," says Chairman Barry Lam. For future products, in fact, "it's now difficult to get good ideas from our customers. We have to innovate ourselves."Sweeping OverhaulIndia is emerging as a heavyweight in design, too. The top players in making the country world-class in software development, including HCL and Wipro, are expected to help India boost its contract R&D revenues from $1 billion a year now to $8 billion in three years. One of Wipro's many labs is in a modest office off dusty, congested Hosur Road in Bangalore. There, 1,000 young engineers partitioned into brightly lit pods jammed with circuit boards, chips, and steel housings hunch over 26 development projects. Among them is a hands-free telephone system that attaches to the visor of a European sports car. At another pod, designers tinker with a full dashboard embedded with a satellite navigation system. Inside other Wipro labs in Bangalore, engineers are designing prototypes for everything from high-definition TVs to satellite set-top boxes.Perhaps the most ambitious new entrant in design is Flextronics. The manufacturing behemoth already builds networking gear, printers, game consoles, and other hardware for the likes of Nortel Networks (NT ), Xerox (XRX ), HP, Motorola, and Casio Computer. But three years ago, it started losing big cell-phone and PDA orders to Taiwanese ODMs. Since then, CEO Michael E. Marks has shelled out more than $800 million on acquisitions to build a 7,000-engineer force of software, chip, telecom, and mechanical designers scattered from India and Singapore to France and Ukraine. Marks's splashiest move was to pay an estimated $30 million for frog design Inc., the pioneering Sunnyvale (Calif.) firm that helped design such Information Age icons as Apple Computer Inc.'s original Mac in 1984. So far, Flextronics has developed its own basic platforms for cell phones, routers, digital cameras, and imaging devices. His goal is to make Flextronics a low-cost, soup-to-nuts developer of consumer-electronics and tech gear.Marks has an especially radical take on where all this is headed: He believes Western tech conglomerates are on the cusp of a sweeping overhaul of R&D that will rival the offshore shift of manufacturing. In the 1990s, companies like Flextronics "completely restructured the world's electronics manufacturing," says Marks. "Now we will completely restructure design." When you get down to it, he argues, some 80% of engineers in product development do tasks that can easily be outsourced -- like translating prototypes into workable designs, upgrading mature products, testing quality, writing user manuals, and qualifying parts vendors. What's more, most of the core technologies in today's digital gadgets are available to anyone. And circuit boards for everything from cameras to network switches are becoming simpler because more functions are embedded onsemiconductors. The "really hard technology work" is migrating to chipmakers such as Texas Instruments, Qualcomm (QCOM ), Philips, Intel, and Broadcom (BRCM ), Marks says. "All electronics are on the same trajectory of becoming silicon surrounded by plastic."Why then, Marks asks, should Nokia (NOK ), Motorola, Sony-Ericsson, Alcatel (ALA ), Siemens (SI ), Samsung, and other brand-name companies all largely duplicate one another's efforts? Why should each spend $30 million to develop a new smartphone or $200 million on a cellular base station when they can just buy the hardware designs? The ultimate result, he says: Some electronics giants will shrink their R&D forces from several thousand to a few hundred, concentrating on proprietary architecture, setting key specifications, and managing global R&D teams. "There is no doubt the product companies are going to have fewer people design stuff," Marks predicts. "It's going to get ugly."Granted, Marks's vision is more than a tad extreme. True, despite the tech recovery, many corporate R&D budgets have been tightening. HP's R&D spending long hovered around 6% of sales, but it's down to 4.4% now. Cisco Systems' (CSCO ) R&D budget has dropped from its old average of 17% to 14.5%. The numbers also are falling at Motorola, Lucent Technologies (LU ), and Ericsson. In November, Nokia Corp. said it aims to trim R&D spending from 12.8% of sales in 2004 to under 10% by the end of 2006.Close to the HeartStill, most companies insist they will continue to do most of the critical design work -- and have no plans to take a meat ax to R&D. A Motorola spokesman says it plans to keep R&D spending at around10% for the long term. Lucent says its R&D staff should remain at about 9,000, after several years of deep cuts. And while many Western companies are downsizing at home, they are boosting hiring at their own labs in India, China, and Eastern Europe. "Companies realize if they want a sustainable competitive advantage, they will not get it from outsourcing," says President Frank M. Armbrecht of the Industrial Research Institute, which tracks corporate R&D spending.Companies also worry about the message they send investors. Outsourcing manufacturing, tech support, and back-office work makes clear financial sense. But ownership of design strikes close to the heart of a corporation's intrinsic value. If a company depends on outsiders for design, investors might ask, how much intellectual property does it really own, and how much of the profit from a hit product flows back into its own coffers, rather than being paid out in licensing fees? That's one reason Apple Computer lets the world know it develops its hit products in-house, to the point of etching "Designed by Apple in California" on the back of each iPod.Yet some outsourcing holdouts are changing their tune. Nokia long prided itself on developing almost everything itself -- to the point of designing its own chips. No longer. Given the complexities of today's technologies and supply chains, "nobody can master it all," says Chief Technology Officer Pertti Korhonen. "You have to figure out what is core and what is context." Lucent says outsourcing some development makes sense so that its engineers can concentrate on next-generation technologies. "This frees up talent to work on new product lines," says Dave Ayers, vice-president for platforms and engineering. "Outsourcing isn't about moving jobs. It's about the flexibility to put resources in the right places at the right time."It's also about brutal economics and the relentless demands of consumers. To get shelf space at a Best Buy (BBY ) or Circuit City often means brand-name companies need a full range of models, from a $100 point-and-shoot digital camera with 2 megapixels, say, to a $700 8-megapixel model that doubles as a videocam and is equipped with a powerful zoom lens. On top of this, superheated competition can reduce hit products to cheap commodities within months. So they must get out the door fast to earn a decent margin. "Consumer electronics have become almost like produce," says Michael E. Fawkes, senior vice-president of HP's Imaging Products Div. "They always have to be fresh."Such pressures explain outsourcing's growing allure. Take cell phones, which are becoming akin to fashion items. Using a predesigned platform can shave 70% of development costs off a new model, estimates William S. Wong, a senior vice-president for marketing at Cellon. That can be a huge savings. As a rule of thumb, it takes around $10 million and up to 150 engineers to develop a new cell phone from scratch. If Motorola or Nokia guess wrong about the market trends a year into the future, they can lose big. So they must develop several versions.With most of its 800 engineers in China and France, Cellon creates several basic designs each year and spreads the costs among many buyers. It also has the technical expertise to morph that basic phone into a bewildering array of models. Want a 2-megapixel camera module instead of 1-megapixel? Want to include a music player, or change the style from a gray clamshell to a flaming-red candy-bar shape? No problem: Cellon engineers can whip up a prototype, run allthe tests, and get it into mass production in a Chinese factory in months.Moving Up the Food ChainCompanies are still figuring out exactly what to outsource. PalmOne Inc.'s collaboration with Taiwan's HTC on its popular Treo 650 smart phone illustrates one approach. Palm has long hired contractors to assemble hardware from its own industrial designs. But in 2001, it decided to focus on software and shifted hardware production to Taiwanese ODMs. PalmOne designers still determine the look and feel of the product, pick key components like the display and core chips, and specify performance requirements. But HTC does much of the mechanical and electrical design. "Without a doubt, they've become a part of the innovation process," says Angel L. Mendez, senior global operations vice-president at palmOne. "It's less about outsourcing and more about the collaborative way in which design comes together." The result: PalmOne has cut months off of development times, reduced defects by 50%, and boosted gross margins by around 20%.Hewlett-Packard, a company with such a proud history of innovation that its advertising tag line is simply "invent," also works with design partners on all the hardware it outsources. "Our strategy is now to work with global networks to leverage the best technologies on the planet," says Dick Conrad, HP's senior vice-president for global operations. According to iSuppli, HP is getting design help from Taiwan's Quanta and Hon Hai Precision for PCs, Lite-On for printers, Inventec for servers and MP3 players, and Altek for digital cameras. HP won't identify specific suppliers, but it says the strategy has brought benefits. Conrad says it now takes 60% less time to get a newconcept to market. Plus, the company can "redeploy our assets and resources to higher value-added products" such as advanced printer inks and sophisticated corporate software, he says.How far can outsourced design go? When does it get to the point where ODMs start driving truly breakthrough concepts and core technologies? It's not here yet. Distance is one barrier. "To be a successful product company requires intimacy with the customer," says Azim H. Premji, chairman of India's Wipro. "That is very hard to offshore in fast-changing markets." Another hurdle is that R&D spending by ODMs remains relatively low. Even though Premier develops most of its own cameras and video projectors, "the really core technology," such as the digital signal processors, is invented in the U.S., says vice-president Hsieh. Premier's latest wallet-size video projector, for example, was based on a rough design by Texas Instruments, developer of the core chip. With margins shrinking fast in the ODM business, however, Premier and other Taiwanese companies know they need to move up the innovation food chain to reap higher profits.That's where Flextronics and its design acquisitions could get interesting. Inside frog's hip Sunnyvale office, designers are working to create a radically new multimedia device, for an unnamed corporate client, that won't hit the market until 2007. The plan, says Patricia Roller, frog's co-CEO, is to use Flextronics software engineers in Ukraine or India to develop innovative applications, and for Flextronics engineers to design the working prototype. Flextronics then would mass-produce the gadgets, probably in China.Who will ultimately profit most from the outsourcing of innovationisn't clear. The early evidence suggests that today's Western titans can remain leaders by orchestrating global innovation networks. Yet if they lose their technology edge and their touch with customers, they could be tomorrow's great shrinking conglomerates. Contractors like Quanta and Flextronics that are moving up the innovation ladder, meanwhile, have a shot at joining the world's leading industrial players. What is clear is that an army of in-house engineers no longer means a company can control its fate. Instead, the winners will be those most adept at marshaling the creativity and skills of workers around the world.。
Translation of Text A (for reference only)Text A十大热门通信技术(I)1 电信业的发展是很有趣的，行业刚刚显示些微复苏的迹象，技术很快又再度活跃起来。
事实上，尽管许多运营商和设备商曾经大幅度削减研发经费，但是技术的创新进步却从未过时。
不少公司的管理层在把节省运营成本和获得投资回报放在工作首位的同时，却也一直在计划着下一步的新技术。
22004年，Telecommunications杂志主要抓住那些正在开发或试验中的技术，即运营商在今后一两年中要使用的技术。
为了评选得更正确，我们采访了运营商、设备商和许多著名的分析家，请他们给出这一年的选择。
3最后我们评出了以下2004年十大热门技术，排名不分先后。
分组电缆多媒体、Wi-Fi／蜂窝漫游、无线网状网、托管语音IP、有源以太网、业务互通、电信级网络安全、远供DSLAM、后台办公室自动化和弹性分组环。
分组电缆多媒体：超越黑电话4没有人否认有线运营商对于提供传统的和基于语音IP的电话服务方面持认真态度，但是有线运营商需要来向用户提供一系列业务，以区别于传统地方运营商提供的基本电话业务。
ＰＣＭＭ是有线电视运营商使用的一种规范。
这种规范可以为对时延敏感或富有特色的应用预留带宽或给予优先权，，从而加深用户对宽带业务的感受和认同。
5“不管人们如何看待，事实上宽带正在成为一种大众化的服务，而有线电视运营商则处于一个非常有利的位置，因为他们懂得如何为某项具体服务如ESPN、VoD等，创造丰富的内容。
” Yankee集团的宽带接入分析师Lindsay Schroth 谈到。
“有线运营商通过使用PCMM规范。
可以对时延敏感的或富有特色的应用预留带宽或给予优先权，，从而加深用户对宽带业务的感受和认同。
6有线运营商可以利用现有的可以使其能够进行语音IP竞争的PacketCable 和DOCSIS网络基础设施。
PCMM提供基于请求的按需分配带宽的应用，除此之外还可提供会议电视、游戏和基于SIP的话音业务。
新视野大学英语4：Unit4TextA课文+译文新视野大学英语4：Unit4 TextA（课文+译文）新视野大学英语包括《读写教程》、《听说教程》、《视听说教程》、《综合训练》和《教师用书》等。
新视野大学英语都讲哪些知识吗?你对新视野大学英语了解吗?下面是小编为大家带来的新视野大学英语4：Unit4 TextA(课文+译文)，欢迎阅读。
1.Environmental sensitivity is now as required an attitude in polite society as is, say, belief in democracy or disapproval of plastic surgery. But now that everyone from Ted Turner to George H. W. Bush has claimed love for Mother Earth, how are we to choose among the dozens of conflicting proposals, regulations and laws advanced by congressmen and constituents alike in the name of the environment? Clearly, not everything with an environmental claim is worth doing. How do we segregate the best options and consolidate our varying interests into a single, sound policy?1.在上流社会，对环境的敏感就如同信仰民主、反对整容一样，是一种不可或缺的态度。
然而，既然从泰德特纳到乔治W.H.布什，每个人都声称自己热爱地球母亲，那么，在由议员、选民之类的人以环境名义而提出的众多的相互矛盾的提案、规章和法规中，我们又该如何做出选择呢?显而易见，并不是每一项冠以环境保护名义的事情都值得去做。
Unit Four Work and CareerText A工作、劳动和玩耍威斯坦·H·奥登就我所知，汉娜·阿伦特小姐是界定工作和劳动之间本质区别的第一人。
一个人要想快乐，第一要有自由感，第二要确信自己有价值。
如果社会迫使一个人去做他自己不喜欢的事，或者说，他所喜欢做的事被社会忽视，看作没有价值或不重要，那他就不会真正快乐。
在一个严格意义上已废除奴隶制的社会里，一个人做的事情是否具有社会价值取决于他是否为完成此项工作得到了报酬。
然而，今天的劳动者可以被称为名副其实的工资奴隶。
如果社会给一个人提供一份他本人不感兴趣的工作，他出于养家糊口的需要不得已才从事这项工作，那这个人就是一个劳动者。
与劳动相对的是玩耍。
玩游戏时，我们能从中得到乐趣，否则就不会玩这个游戏。
但这完全是一种私人的活动，我们玩不玩这个游戏社会是不会关注的。
处在劳动和玩耍之间的是工作。
如果一个人对社会为他支付报酬的工作感兴趣，他就是一个工作者。
从社会角度看是必需的劳动在他自己看来却是自愿的玩耍。
一个职位是劳动还是工作，并不取决于这个职位本身，而是取决于占据这个职位的个人自己的情趣。
这种差异与体力劳动和脑力劳动之间的差异并不吻合。
譬如，一个园丁或者鞋匠也许就是一个工作者，而一个银行职员则可能是一个劳动者。
一个人是工作者还是劳动者可以从他对闲暇的态度上看出来。
对于一个工作者来说，闲暇不过是他需要放松、休息从而进行有效工作的几个小时，所以，他可能只有少量的闲暇，而不会有大量的空闲。
工作者可能会死于心脏病，并会忘记自己妻子的生日。
而对于劳动者来说，闲暇就意味着摆脱强制，所以，他自然会想象：他不得不花费在劳动上的时间越少，而自由自在地玩耍的时间越多，那才越好。
在一个现代化的技术社会里，总人口中有多大比例的人能够像我一样有幸成为工作者呢？我估计大概有16％，而且，我认为这个数字将来也不会增加。
技术和劳动的分工成就了两件事：通过在许多领域取消了特别才能和技术的需要，把过去本来令人愉快的大量受雇职业的工作变成了令人厌倦的劳动；通过提高生产力，缩短了劳动所需的时间。
Chinese Translations of Texts A (Units 1-8)第一单元与自然力量抗争人道是骄兵必败。
就拿拿破仑和希特勒两人来说吧，他们所向披靡，便以为自己战无不胜，不可阻挡。
但俄罗斯的冰雪卫士证明他们错了。
冰雪卫士奈拉·B·斯密斯1812年，法国皇帝拿破仑·波拿巴率大军入侵俄罗斯。
他准备好俄罗斯人民会为保卫祖国而奋勇抵抗。
他准备好在俄罗斯广袤的国土上要经过长途跋涉才能进军首都莫斯科。
但他没有料到在莫斯科他会遭遇劲敌——俄罗斯阴冷凄苦的寒冬。
1941年，纳粹德国元首阿道夫·希特勒进攻当时被称作苏联的俄罗斯。
希特勒的军事实力堪称无敌。
他的战争机器扫除了欧洲绝大部分地区的抵抗。
希特勒希望速战速决，但是，就像在他之前的拿破仑一样，他得到的是痛苦的教训。
仍是俄罗斯的冬天助了苏维埃士兵一臂之力。
拿破仑发起的战役1812年春，拿破仑在俄国边境屯兵60万。
这些士兵受过良好训练，作战力强，装备精良。
这支军队被称为大军。
拿破仑对马到成功充满自信，预言要在5个星期内攻下俄国。
不久，拿破仑的大军渡过涅曼河进入俄国。
拿破仑期盼着的速决速胜迟迟没有发生。
令他吃惊的是，俄国人并不奋起抵抗。
相反，他们一路东撤，沿途焚毁庄稼和民居。
大军紧追不舍，但它的长驱直入很快由于粮草运输缓慢而停顿下来。
到了8月，法俄两军在斯摩棱斯克交战，这一战役中，双方各有上万人阵亡。
可是，俄国人仍能在自己的国土上继续后撒。
拿破仑未能取得决定性的胜利。
此刻他面临着一个重要抉择。
是继续追击俄国，军队，还是把军队驻扎在斯摩棱斯克，在那儿度过将到的冬天?拿破仑孤注一掷，决定向远在448公里之外的莫斯科进发。
1812年9月7日，法俄两军在莫斯科以西112公里外的鲍罗季诺激战。
夜幕降临时，3万名法国士兵以及4万4千名俄国士兵或伤或亡，倒在了战场上。
俄国军队再次撤往安全之处。
拿破仑顺利进入莫斯科，然而，对该市的占领成为毫无意义的胜利。
Unit 1 Text A神经过载与千头万绪的医生患者经常抱怨自己的医生不会聆听他们的诉说。
虽然可能会有那么几个医生确实充耳不闻，但是大多数医生通情达理，还是能够感同身受的人。
我就纳闷为什么即使这些医生似乎成为批评的牺牲品。
我常常想这个问题的成因是不是就是医生所受的神经过载。
有时我感觉像变戏法，大脑千头万绪，事无巨细，不能挂一漏万。
如果病人冷不丁提个要求，即使所提要求十分中肯，也会让我那内心脆弱的平衡乱作一团，就像井然有序同时演出三台节目的大马戏场突然间崩塌了一样。
有一天，我算过一次常规就诊过程中我脑子里有多少想法在翻腾，试图据此弄清楚为了完满完成一项工作，一个医生的脑海机灵转动，需要处理多少个细节。
奥索里奥夫人 56 岁，是我的病人。
她有点超重。
她的糖尿病和高血压一直控制良好，恰到好处。
她的胆固醇偏高，但并没有服用任何药物。
她锻炼不够多，最后一次 DEXA 骨密度检测显示她的骨质变得有点疏松。
尽管她一直没有爽约，按时看病，并能按时做血液化验，但是她形容自己的生活还有压力。
总的说来，她健康良好，在医疗实践中很可能被描述为一个普通患者，并非过于复杂。
以下是整个 20 分钟看病的过程中我脑海中闪过的念头。
她做了血液化验，这是好事。
血糖好点了。
胆固醇不是很好。
可能需要考虑开始服用他汀类药物。
她的肝酶正常吗？她的体重有点增加。
我需要和她谈谈每天吃五种蔬果、每天步行 30 分钟的事。
糖尿病：她早上的血糖水平和晚上的比对结果如何？她最近是否和营养师谈过？她是否看过眼科医生？足科医生呢？她的血压还好，但不是很好。
我是不是应该再加一种降血压的药？药片多了是否让她困惑？更好地控制血压的益处和她可能什么药都不吃带来的风险孰重孰轻？骨密度 DEXA 扫描显示她的骨质有点疏松。
我是否应该让她服用二磷酸盐，因为这可以预防骨质疏松症？而我现在又要给她加一种药丸，而这种药需要详细说明。
也许留到下一次再说吧？她家里的情况怎么样呢？她现在是否有常见的生活压力？亦或她有可能有抑郁症或焦虑症？有没有时间让她做个抑郁问卷调查呢？健康保养：她最后一次乳房 X 光检查是什么时候做的？子宫颈抹片呢？ 50 岁之后是否做过结肠镜检查？过去 10 年间她是否注射过破伤风加强疫苗？她是否符合接种肺炎疫苗的条件？奥索里奥夫人打断了我的思路，告诉我过去的几个月里她一直背痛。
Unit 4 Meeting the MuseUnderstanding ideasWhat inspires you?Every artist’s wish is to create something that expresses an idea. But where do artists get their ideas from? Who or what inspires them? Here we find out more about the influences behind the successes of three very different artists.express v. ____________ n. __________ influence__________inspire v. _____________ n. ___________ find out ___________段落翻译：________________________________________________________________________________ ________________________________________________________________________________ Florentijn Hofman, visual artist①Florentijn Hofman is a Dutch artist, whose large sculptures are on display all over the world. One way for him to find inspiration is turning to his children’s toys. These objects have given him ideas for his animal sculptures, such as the famous Rubber Duck. A more recent work of his is the huge Floating Fish, which was set among the beautiful landscape of Wuzhen West Scenic Zone.②Hofman’s inspiration for Floating Fish came from Chinese folk tales passed down through the generations. He was particularly interested in the old story about a fish jumping through the “Dragon Gate”. This story came to life for Hofman when he visited Wuzhen and saw how people lived there.③“During the walk and my stay here in the town, I saw the fish being fed by people. You see also some fish sculpted on the wall.” These sights set Hofman’s idea for Floating Fish in motion. visual___________ turn to___________on display____________________ inspiration ___________folk tales___________ in motion___________pass…down through generations ____________________ float___________being fed by people 在句子中作___________成分,修饰____________sculpted on the wall在句子中作___________成分,修饰____________________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ _______________________________________________________________________________ Tan Dun, poser④“There is no territory in the world of music.” These are the words of Chinese poser Tan Dun. He is most widely known for posing music for the film Crouching Tiger, Hidden Dragon and the 2008 Beijing Olympics.⑤To listen to Tan’s music is to experience a mix of Chinese musical traditions and Western influences. Since his first opera, Nine Songs, Tan Dun has been using a bination of Chinese music and sounds from all over the world to tell stories. As Tan once said, Chinese music should carry “universal expression” of the human spirit so as to be recognised by the whole world.territory n. __________ poser n. _____________ v. _____________be widely known for ___________________ a mix of _______________a bination of__________________ v. _______________so as to/in order to _________________ 表_______________________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Yang Liping, dancer⑥Yang Liping’s passion is dancing. After winning a national petition in 1986 with her Spirit ofthe Peacock dance, she has been known as the “Peacock Princess”. The inspiration for her famousdances has e from the time she spent in Xishuangbanna, Yunnan Province.⑦“I feel very grateful for the years in Xishuangbanna,” says Yang. “It gave me a chance to godeeper into the lives of various ethnic groups... Our ethnic groups, especially the Dai people, admire the peacock. They think the peacock represents the beauty of nature. I especially like the dance style of the Dai people and it gives me lots of inspiration. My dance es from their traditional belief and aims to bring out the Dai women’s beauty.”passion ____________be known as ___________________ go deeper into ________________ethnic groups _____________________ princess ____________ 王子____________She spent in Xishuangbanna, Yunnan Province 是一个__________从句，引导词_________在从句中作___________,所以省略了be/feel grateful for sth.__________bring out the Dai women’s beauty_____________________________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ________________________________________________________________________________________________________________________________________________________________________ Developing ideasART & TECHNOLOGY①Think “art”. What es to your mind? Is it Greek or Roman sculptures in the Louvre, or Chinese paintingsin the Palace Museum? Or maybe, just maybe, it’s a dancing pattern of lights?②The artworks by American artist Janet Echelman look like colourful floating clouds when they are lit up at night. Visitors to one of her artworks in Vancouver could not only enjoy looking at it, they could also interact with it—literally. They did this by using their phones to change its colours and patterns. Exhibits such as these are certainly new and exciting, but are they really art?③Whatever your opinion, people have been expressing their thoughts and ideas through art for thousands of years. To do this, they have used a variety of tools and technologies. Yet Michelangelo and others have been labelled as “artists” rather than “technicians”. This means that art and technology have always been seen as two very separate things.e to your mind __________________ dancing pattern of lights_________________light up_________________interact with_________________ literally______________a variety of_________________ rather than_________________ separate______________exhibits ____________ be labelled as_________________ technician_________________________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ _______________________________________________________________________________ ④Today, however, technological advances have led to a bination of art and technology. As a result, the art world is changing greatly. Now art is more accessible to us than ever before. Take for example one of China’s most famous paintings from the Song Dynasty, Along the River During the Qingming Festival. As this artwork is rarely on display, people have sometimes queued up to six hours for a chance to see it. Once in front of the painting, they only have limited time to spend taking in its five metres of scenes along the Bian River in Bianjing. Thanks to technology however, millions more people have been able to experience a digital version of this painting. Threedimensional (3D) animation means that viewers can see the characters move around and interact with their surroundings. They can also watch as the different scenes change from daylight into nighttime.technological advances________________ lead to ________________is more accessible to ________________ surroundings________________queue______________ up to________________ take in____________________ threedimensional ___________________ animation______________________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ _______________________________________________________________________________ ⑤The arttech bination is also changing our concepts of “art” and the “artist”. Not only can we interact with art, but also take part in its creation. With new technological tools at our fingertips, more and more people are exploring their creative sides. The result has been exciting new art forms, such as digital paintings and videos.⑥However, the increase in the amount and variety of art produced has also raised questions over its overall quality. Can a video of someone slicing a tomato played in slow motion really be called “art”?⑦Similarly, such developments are making the line between art and technology less distinct. Can someone unfamiliar with traditional artists’ tools really call themselves an “artist”? And is the artist the creator of the art itself, or the maker of the technology behind it? A recent project used technology and data in the same way that Rembrandt used his paints and brushes. The end result, printed in 3D, was a new “Rembrandt painting” created 347 years after the artist’s death. These advances are perhaps bringing us closer to a time when puters rather than humans create art.⑧Where technology will take art next is anyone’s guess. But one thing is for sure—with so many artists exploring new possibilities, we can definitely expect the unexpected.the arttech bination____________________ concepts ______________at one’s fingertips ______________ raised questions over ______________overall quality______________ slice______________in slow motion ______________ distinct______________that Rembrandt used his paints and brushes 是____________从句，修饰_______________when puters rather than humans create art是____________从句，修饰_______________________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________ ________________________________________________________________________________。
