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第一单元
When today’s high-school seniors are asked what they plan to do after graduation, most say that they intend to get a bachelor's degree. They have been told that their generation has only “one way to win” ——by getting at least a bachelor’s degree, in the hope that it will eventually lead to a professional job.
In a recent survey of high-school seniors conducted by the National Center for Education Statistics,85 per cent of the respondents said they planned to get a bachelor's degree. And, although 20 years ago only 45 per cent of high-school graduates went on to college, today 68 percent actually matriculate, with the majority enrolling in four-year or two-year programs designed to allow them transfer to
four-year institutions .
According to conventional wisdom, the rapid rise in the number of students attending college is cause for national celebration . But our research suggests that instead , it may be cause for national concern. Why? Because for many young people, the “one way to win paradigm” (例子) is not realistic , given their academic talents and the labor-market projections. Students ranking below the top third of their
high-school graduating class too often fail to earn as bachelor’s degree if they enroll
in college. The cost of such failure —— in both dollars and unmet expectations ——is rising and beginning to erode public confidence in our system of higher education.
第二单元
Unti2
A small family-owned company, Eisai, was one of the original manufacturers of vitamin E, and it maintained a strong research commitment to natural pharmaceuticals. Over the years, it developed drugs for the treatment of cardiovascular, respiratory, and neurological diseases. The company experienced steady, modest growth, and in 1992 sales reached 197 billion yen and profits approached 13 billion yen. Although it was the sixth-largest Japanese pharmaceutical company, Eisai was a relatively small player in an industry in which global competition was increasing while growth in the domestic market was slowing down.
In 1993, Haruo Naito took over as president from his father. Before that, he had chaired Eisai’s five-year strategic planning committee. During that time, he had become convinced that the company’ focus on the discovery and manufacture of pharmaceuticals was not sustainable for long-term growth against large, global competitors .Two years after becoming president , Naito formulated a radical new vision for Eisai that he called Human Health Care . It extended the company’ focus from manufacturing drug treatments for specific illness to improving the overall quality of life . To accomplish that mission, Eisai developed a wide array of new products. And that, in turn, would require broad involvement and commitment. He encouraged innovative activity and created an environment in which employees’ efforts would be accepted and rewarded .Soon there were proposals for 130 additional
