英美报刊选读(辅修) 范数

英美报刊选读（辅修）价值观1. 引言本文将探讨英美报刊选读中关于价值观的主要议题和观点。

通过分析英美报刊选读中的文章，我们可以了解英美社会的价值观念，并从中汲取对比和启示。

本文将从以下几个方面进行展开：价值观的定义、英美社会的核心价值观、价值观与教育、价值观对社会的影响以及如何培养良好的价值观。

2. 价值观的定义价值观是指一个社会或个人在道德、伦理、信仰和行为规范等方面形成的一套准则和原则。

它影响着人们的行为、决策和思维方式，并在个人和社会层面上塑造着人们的生活方式和社会秩序。

3. 英美社会的核心价值观英美社会的核心价值观可以概括为自由、平等、个人主义和民主。

自由是英美文化的基石，强调个体的自主选择和表达自己的观点。

平等是指每个人都应该被平等对待，不论其社会地位、种族、性别或其他身份特征。

个人主义强调个体的独立和自我实现，鼓励人们追求个人利益和幸福。

民主是英美社会的政治制度，赋予人民权力参与决策和选择领导人的能力。

4. 价值观与教育英美报刊选读中经常探讨价值观与教育的关系。

教育是培养和传播社会价值观的重要途径之一。

英美社会注重培养学生的批判思维和道德判断力，鼓励学生独立思考和质疑权威。

教育的目标是培养有责任感、有同情心和具备实践能力的公民，以推动社会的进步和繁荣。

5. 价值观对社会的影响价值观对社会有深远影响。

英美报刊选读中的文章讨论了许多与价值观相关的议题，如争议性的社会议题、道德困境、社会不公和伦理话题。

这些文章引发了公众的关注和讨论，推动社会对这些问题的反思和改变。

6. 如何培养良好的价值观培养良好的价值观是培养有社会责任感和价值观的公民的重要任务。

英美报刊选读中的文章提出了一些培养良好价值观的方法和建议。

首先，家庭和学校应该成为培养良好价值观的重要场所，父母和教师要以身作则，对孩子和学生进行正确的引导和教育。

其次，社会应该提供给年轻人积极健康的角色模型，让他们感受到良好价值观的力量和影响。

Unit2 Gender IssuesMen turn to jobs women usually do 1.HOUSTON - Over the last decade, American menof all backgrounds have begun flocking to fields such as teaching, nursing and waiting tables that have long been the province of women.2."The way I look at it is that anything, basically,that a woman can do, a guy can do," said Miguel Alquicira, who graduated from high school when construction and manufacturing jobs were scarce and became a dental assistant.3.The trend began well before the crash,andappears to be driven by a variety of factors, including financial concerns, quality-of-life issues and a gradual erosion of g ender stereotypes.4.In interviews, about two dozen men played downthe economic considerations, saying that the stigma associated with choosing such jobs had faded, and that the jobs were appealing not just because they offered stable employment, but because they were more satisfying.5."I.T. is just killing viruses and clearing paper jamsall day," said Scott Kearney, 43, who tried information technology and other fields before becoming a nurse in the pediatric intensive care unit at Children's Memorial Hermann Hospital in Houston.6.An analysis of United States census data by TheNew York Times shows that from 2000 to 2010,occupations that are more than 70 percent female accounted for almost a third of all job growth for men, double the share of the previous decade.7.That does not mean that men are displacingwomen - those same jobs accounted for almost two-thirds of women's job growth. But in Texas, for example, the number of men who are registered nurses nearly doubled in that time period.8.The shift includes low-wage jobs as well.Nationally, two-thirds more men were bank tellers, almost twice as many were receptionists and two-thirds more were waiting tables in 2010 than a decade earlier.9.Even more striking is the type of men who aremaking the shift. From 1970 to 1990, according to a study by Mary Gatta, senior scholar at Wider Opportunities for Women, an organization based in Washington, D.C., and Patricia A. Roos, a sociologist at Rutgers University in New Jersey, men who took so-called pink-collar jobs tended to be foreign-born, non-English speakers with low education levels.10.Now, though, the trend has spread among men ofnearly all races and ages, more than a third of whom have a college degree. In fact, the shift is most pronounced among young, white, college-educated men like Charles Reed, a sixth-grade math teacher at Patrick Henry Middle School in Houston.11.Mr. Reed, 25, intended to go to law school after atwo-year stint with Teach for America, a nationalteacher corps of recent college graduates who spend two years helping under-resourced urban and rural public schools. But Mr. Reed fell in love with teaching. He says the recession had little to do with it, though he believes that, by limiting prospects for new law school graduates, it made his father, a lawyer, more accepting.12.To the extent that the shift to "women's work" hasbeen accelerated by recession, the change may reverse when the economy recovers. "Are boys today saying, 'I want to grow up and be a nurse?'"asked Heather Boushey, senior economist at the Center for American Progress. "Or are they saying, 'I want a job that's stable and recession-proof?'"13.Daniel Wilden, a 26-year-old Army veteran andnursing student, said he had gained respect for nursing when he saw a female medic use a Leatherman tool to save the life of his comrade."She was a beast," he said admiringly.14.More than a few men said their new jobs were farharder than they imagined. But these men can expect success. Men earn more than women even in female-dominated jobs. And white men in particular who enter those fields easily move up to supervisory positions, a phenomenon known as the glass escalator, said Adia Harvey Wingfield,a sociologist at Georgia State University.15."I hated my job every single day of my life," saidJohn Cook, 55, who got a modest inheritance that let him drop a $150,000-a-year database consultant's job to enter nursing school.16.His starting salary will be two thirds lower, butdatabase consulting does not typically earn hugs like the one Mr. Cook received from a girl after he took care of her premature baby sister. "It's like, people get paid for doing this kind of stuff?" Mr.Cook said, tears coming to his eyes as he recounted the episode.17.Several men cited the same reasons for seekingout pink-collar work that have drawn women to such careers: less stress and more time at home.At John G. Osborne Elementary School, Adrian Ortiz, 42, joked that he was one of the few Mexicans who made more in his native country, where he was a hard-working lawyer, than he did in the United States as a kindergarten teacher in a bilingual classroom. "Now," he said, "my priorities are family, 100 percent."18.Betsey Stevenson, a labor economist at theUniversity of Pennsylvania, said she was not surprised that changing gender roles at home, where studies show men are shouldering more of the domestic burden, are showing up in career choices. "We tend to study these patterns of what's going on in the family and what's going on in the workplace as separate, but they're very much intertwined," she said. "So as attitudes in the family change, attitudes toward the workplace have changed."19.In a classroom at Houston Community College,Dexter Rodriguez, 35, said his job in tech support had not been threatened by the tough economy.Nonetheless, he said, his family downsized the house, traded the new cars for used ones and began to live off savings, all so Mr. Rodriguez could train for a career he regarded as more exciting.20."I put myself into the recession," he said, "becauseI wanted to go to nursing school."Unit3 E-CommerceThe Post-Cash Economy1.In London, travelers can buy train tickets withtheir phones - and hold up the phones for the conductor to see. And in Starbucks coffee shops in the United States, customers can wave their phones in front of the cash register and pay for their soy chai lattes.2.Money is not what it used to be, thanks to theInternet. And the pocketbook may soon be destined for the dustbin of history - at least if some technology companies get their way.3.The cellphone increasingly contains theessentials of what we need to make transactions."Identification, payment and personal items," as Hal Varian, the chief economist at Google, pointed out in a new survey conducted by the Pew Research Center in Washington, D.C. "All this will easily fit in your mobile device and will inevitably do so."4.The phone holds and records plenty more vitalinformation: It keeps track of where you are, what you like and who your peers are. That data can all be leveraged to sell you things you never knew you needed.5.The survey, released last month by the PewResearch Center's Internet and American Life Project along with Elon University's Imagining the Internet Center in North Carolina, asked justover 1,000 technologists and social scientists to opine on the future of the wallet in 2020. Nearly two-thirds agreed that "cash and credit cards will have mostly disappeared" and been replaced with "smart" devices able to carry out a transaction.But a third of the survey respondents countered that consumers would fear for the security of transactions over a mobile device and worry about surrendering so much data about their purchasing habits.6.Sometimes, those with fewer options are the onesto embrace change the fastest. In Kenya, a service called M-Pesa (pesa is money in Swahili) acts likea banking system for those who may not have abank account. With a rudimentary cellphone, M-Pesa users can send and receive money through a network of money agents, including cellphone shops. And in India, several phone carriers allow their customers to pay utility bills and transfer small amounts of money over their cellphones. 7.Several technology companies, big and small, arebusy trying to make it easier for us to buy and sell all kinds of things without our wallets. A start-up, WePay, describes itself as a service that allows the smallest merchant - say, a dog walker - to get paid;the company verifies the reputations of payers and sellers by analyzing, among other things, their Facebook accounts.8. A British start-up, called Blockchain, offers a freeiPhone application allowing customers to use a crypto-currency called bitcoins, which users can mint on their computers.9. A company called Square began by offering asmall accessory to enable food cart vendors and other small merchants to accept credit cards on phones and iPads. Square's latest invention allows customers to register an account with Square merchants and pay simply by saying their names.The customer's picture pops up on the merchant's iPad.10.Google Wallet has been designed to sit in yourphone, be linked to your credit card, and let you pay by tapping your phone on a reader, using what is known as near field technology. But Google Wallet works on only four kinds of phones, and not many merchants are equipped for near field technology.11.Meanwhile, PayPal, which allows people to makepayments over the Internet, has quietly begun to persuade its users to turn to their cellphones.PayPal posted about $118 billion in total transactions last year and became the fastest-growing segment of eBay, its parent company. 12."The physical wallet, which had no innovation inthe last 50 years, will become an artifact," John J.Donahoe, the chief executive of eBay, told me recently. The wallet would move into the cloud, and ideally, from his perspective, into PayPal. No more would the consumer worry about losing a wallet. Everything, he declared, would be contained within PayPal. It would also enable the company to collect vast amounts of data about customer habits, purchases and budgets.13.Mr. Donahoe said he wanted his company tobecome "a mall in your pocket."14.I recently described PayPal's plans to AlessandroAcquisti, an economist who studies digital privacy at Carnegie Mellon University in Pittsburgh. Mr. Acquisti smiled. If today all you need to do is enter your phone number and PIN when you visit a store, perhaps tomorrow, he said, that store will be able to detect your phone by its unique identifier. Perhaps, you won't have to shop at all. Your shopping data would be instead collected, analyzed and used to tell you exactly what you need: a motorcycle from Ducati or purple rain boots in the next size for your growing child. Money will be seamlessly taken from your account. A delivery will arrive at your doorstep."In the future, maybe you won't have to pay," Mr.Acquisti offered, only half in jest."The transaction will be made for you."Unit4 Cultural ExchangeAsia’s Endangered Species: the Expat1.Forget expats. Western companies doing businessin Asia are now looking to locals to fill the most important jobs in the region.2.Behind the switch, experts say, are several factors,including a leveled playing field in which Western companies must approach newly empowered Asian companies and consumers as equals and clients—not just manufacturing partners.panies now want executives who can securedeals with local businesses and governments without the aid of a translator, and who understand that sitting through a three-hour dinner banquet is often a key part of the negotiating process in Asia, experts say.4.In fact, three out of four senior executives hired inAsia by multinationals were Asian natives already living in the region, according to a Spencer Stuart analysis of 1,500 placements made from 2005 to 2010. Just 6% were noncitizens from outside of Asia.5."It's a strategic necessity to be integrated in theculture. Otherwise, the time to learn all of it takes forever," said Arie Y. Lewin, a professor of strategy and international business at Duke University's Fuqua School of Business. He adds that locals may better navigate a business culture where copycats and competitors often play by different rules.6.What's more, a failed expatriate hire can be acostly mistake and slow a firm's progress in the region, said Phil Johnston, a managing director at recruiter Spencer Stuart.7.To help companies fill Asia-based executive roles,at least two search firms—Spencer Stuart and Korn/Ferry International—say they have begun classifying executives in four broad categories: Asia natives steeped in local culture but educated in the U.S. or Europe; the foreigner who has lived or worked in Asia for a long time; a person of Asian descent who was born or raised in a Western country but has had little exposure to Asia; and the local Asian executive who has no Western experience.8.For companies seeking local expertise, both firmssaid the first category is by far the most sought-after. But Mr. Johnston said those candidates are difficult to find and retain, and they can command salaries of $750,000 to $1 million—on par with, and sometimes more than, their expat counterparts.9.German conglomerate Siemens AG in 2010 hiredMei-Wei Cheng, a China-born Cornell University graduate, to head its Chinese operations—a role previously held by European executives.10.While Siemens's European executives had madeinroads with Chinese consumers—building sales in the region to nearly one-tenth of global revenue—the firm realized it needed someone who could quickly tap local business partners.11.After an extensive search, Siemens hired Mr.Cheng, formerly CEO at the Chinese subsidiariesof Ford Motor Co. and General Electric Co. GE 12.The decision to hire locally seems to have paidoff for Siemens: In his first 18 months on the job, Mr. Cheng forged two wind-power jointventures with Shanghai Electric Group Co.13.Mr. Cheng communicates easily with localofficials, a major advantage when it comes to selling energy technology to individual cities, says Brigitte Ederer, head of human resources for Siemens and a member of the company's managing board. Many local officials don't speak English.14.Bob Damon, president of recruiter Korn/FerryInternational's North American operations, said the current talent pool for executive roles is so limited that most top Asian executives simply rotate from one Western company to another, as Mr. Cheng did.15.Other companies are adding to the demand bycreating new positions in Asia. Campbell Soup Co.CPB last week announced the appointment of Daniel Saw as its first-ever president of Asia operations, while Canadian conglomerate Bombardier Inc. BBD.B.T hired Albert Li to fill a new role overseeing its aerospace business in China. Both executives were born in Asia and have worked as regional managers for Western multinationals.16.Meanwhile, younger Chinese professionals arepositioning themselves to meet the need for executive talent in the years to come. Nearly four in 10 American M.B.A. programs say China was their fastest-growing source of foreign applicants last year, according to the Graduate Management Admission Council, which administers the Graduate Management Admission Test.17.Foreigners with no Asia experience, on the otherhand, need not apply, recruiters said. Spencer Stuart's Mr. Johnston said he occasionally receives inquiries from Western middle managers, proclaiming that they are finally ready to make a career move to the region. He advises them that "there is nothing about their experience that is interesting or relevant to Asia."18.In hubs like Singapore and Hong Kong, expatsreceive as much as $200,000 a year in subsidies for housing, transportation and private schooling, Mr. Johnston said. Payments to offset taxes for these benefits add up to another $100,000.Altogether, a bad match can cost a company as much as $1 million, after figuring in relocation costs, he said.19.Monster Worldwide Inc. Chief Executive SalIannuzzi said the company has been hiring locally for several years, in part because he found deploying expatriates cost too much. "It takes them six months to figure out how to take a ferry, they're there for 12 months, and then they spend the next six months figuring out how to get home," he said.20.Like some other companies, Monster now tracksits own workers to ensure a pipeline of talent.21.The online job-search company's current head ofChina operations, Edward Lo, a former fraternity brother of Mr. Iannuzzi, understands the local scene, is well connected in China and knows how to recruit, Mr. Iannuzzi said. Among Mr. Lo's duties: finding his own successor before he retires.22.Starwood Hotels & Resorts Worldwide Inc. basedin White Plains, N.Y., also develops its own leaders for Asia, plucking people who have come up through the company ranks. For example, the head of Asia Pacific started in the 1970s on the finance team in Hong Kong, and the head of the Middle East region was a hotel manager who worked his way up.23.Having grown up in their markets, managersunderstand customer needs, said Starwood CEO Frits van Paasschen. Regional heads in China, for instance, know that when dealing with land owners or developers, deals are less "transactional," and more "trust-based," he said.They also know that Chinese travelers—who now comprise the majority of hotel guests in the region—feel more at home when they're supplied with tea kettles, slippers and chopsticks, he added.24.For fast-food company Yum Brands Inc. CEODavid Novak calls his Asia-bred regional head and executive team "our single biggest competitive advantage." China has become the company's biggest earnings driver, comprising more than 40% of operating profit.25.Thanks to Yum's China leaders, Mr. Novak says,KFC in China began serving rice porridge and soy milk for breakfast, and Pizza Hut now offers an afternoon tea menu—both of which have been big hits among local customers.Unit5 Auto-WorldThe Future of the Car :Clean, Safe and it Drives itselfCars have already changed the way we live. They are likely to do so again1.SOME inventions, like some species, seem tomake periodic leaps in progress. The car is one of them. Twenty-five years elapsed between Karl Benz beginning small-scale production of his original Motorwagen and the breakthrough, by Henry Ford and his engineers in 1913, that turned the car into the ubiquitous, mass-market item that has defined the modern urban landscape. By putting production of the Model T on moving assembly lines set into the floor of his factory in Detroit, Ford drastically cut the time needed to build it, and hence its cost. Thus began a revolution in personal mobility. Almost a billion cars now roll along the world’s highways.2.Today the car seems poised for another burst ofevolution. One way in which it is changing relates to its emissions. As emerging markets grow richer, legions of new consumers are clamouring for their first set of wheels. For the whole world to catch up with American levels of car ownership, the global fleet would have to quadruple. Even a fraction of that growth would present fearsome challenges, from congestion and the price of fuel to pollution and global warming.3.Yet, as our special report this week argues, stricterregulations and smarter technology are making cars cleaner, more fuel-efficient and safer than ever before. China, its cities choked in smog, is following Europe in imposing curbs on emissions of noxious nitrogen oxides and fine soot particles.Regulators in most big car markets are demanding deep cuts in the carbon dioxide emitted from carexhausts. And carmakers are being remarkably inventive in finding ways to comply.4.Granted, battery-powered cars have disappointed.They remain expensive, lack range and are sometimes dirtier than they look—for example, if they run on electricity from coal-fired power stations. But car companies are investing heavily in other clean technologies. Future motorists will have a widening choice of super-efficient petrol and diesel cars, hybrids (which switch between batteries and an internal-combustion engine) and models that run on natural gas or hydrogen. As for the purely electric car, its time will doubtless come.Towards the driverless, near-crashless car 5.Meanwhile, a variety of “driver assistance”technologies are appearing on new cars, which will not only take a lot of the stress out of driving in traffic but also prevent many accidents. More and more new cars can reverse-park, read traffic signs, maintain a safe distance in steady traffic and brake automatically to avoid crashes. Some carmakers are promising technology that detects pedestrians and cyclists, again overruling the driver and stopping the vehicle before it hits them.A number of firms, including Google, are busytrying to take driver assistance to its logical conclusion by creating cars that drive themselves to a chosen destination without a human at the controls. This is where it gets exciting.6.Sergey Brin, a co-founder of Google, predicts thatdriverless cars will be ready for sale to customers within five years. That may be optimistic, but the prototypes that Google already uses to ferry itsstaff (and a recent visitor from The Economist) along Californian freeways are impressive.Google is seeking to offer the world a driverless car built from scratch, but it is more likely to evolve, and be accepted by drivers, in stages.7.As sensors and assisted-driving softwaredemonstrate their ability to cut accidents, regulators will move to make them compulsory for all new cars. Insurers are already pressing motorists to accept black boxes that measure how carefully they drive: these will provide a mass of data which is likely to show that putting the car on autopilot is often safer than driving it. Computers never drive drunk or while texting.8.If and when cars go completely driverless—forthose who want this—the benefits will be enormous. Google gave a taste by putting a blind man in a prototype and filming him being driven off to buy takeaway tacos. Huge numbers of elderly and disabled people could regain their personal mobility. The young will not have to pay crippling motor insurance, because their reckless hands and feet will no longer touch the wheel or the accelerator. The colossal toll of deaths and injuries from road accidents—1.2m killed a year worldwide, and 2m hospital visits a year in America alone—should tumble down, along with the costs to health systems and insurers.9.Driverless cars should also ease congestion andsave fuel. Computers brake faster than humans.And they can sense when cars ahead of them are braking. So driverless cars will be able to drive much closer to each other than humans safely can.On motorways they could form fuel-efficient “road trains”, gliding along in the slipstream of the vehicle in front. People who commute by car will gain hours each day to work, rest or read a newspaper.Roadblocks ahead10.Some carmakers think this vision of the future is(as Henry Ford once said of history) bunk. People will be too terrified to hurtle down the motorway in a vehicle they do not control: computers crash, don’t they? Carmakers whose self-driving technology is implicated in accidents might face ruinously expensive lawsuits, and be put off continuing to develop it.11.Yet many people already travel, unwittingly, onplanes and trains that no longer need human drivers. As with those technologies, the shift towards driverless cars is taking place gradually.The cars’ software will learn the tricks that humans use to avoid hazards: for example, braking when a ball bounces into the road, because a child may be chasing it. Google’s self-driving cars have already clocked up over 700,000km, more than many humans ever drive;and everything they learn will become available to every other car using the software. As for the liability issue, the law should be changed to make sure that when cases arise, the courts take into account the overall safety benefits of self-driving technology.12.If the notion that the driverless car is round thecorner sounds far-fetched, remember that TV and heavier-than-air flying machines once did, too.One day people may wonder why earlier generations ever entrusted machines as dangerous as cars to operators as fallible as humans.Unit6 RomanceThe Modern Matchmakers现代红娘Internet dating sites claim to have brought scienceto the age-old question of how to pair offsuccessfully. But have they?互联网相亲网站声称已经将科技运用如何成功配对的问题之上。

英美报刊选读（辅修）信源
英美报刊选读（辅修）
在当今全球化的时代，了解英美报刊的报道和观点对于学习英语和拓宽知识面都有很大的帮助。

因此，许多大学为学生提供了英美报刊选读的课程，让学生有机会深入了解英美社会和文化。

在英美报刊选读课程中，学生可以学习阅读和分析英美报纸和杂志的文章。

这些文章涵盖了政治、经济、文化、科技等各个领域的话题，帮助学生了解英美社会的最新动态和发展趋势。

通过阅读这些文章，学生可以提高英语阅读能力，学习掌握英美地区的专业术语和表达方式。

此外，选读英美报刊还可以帮助学生了解英美的思维方式和价值观。

不同国家和地区对于同一事件的报道和观点可能存在差异，了解这些差异可以帮助学生培养跨文化沟通的能力。

在选读英美报刊的过程中，学生可以学会分析和比较不同观点，培养独立思考和判断的能力。

此外，选读英美报刊还可以帮助学生拓宽知识面。

英美报纸和杂志报道世界各地的新闻和事件，学生可以通过阅读这些报道了解全球事务。

此外，英美报纸和杂志还有许多专栏和特写文章，涵盖了文学、艺术、历史、科学等各个领域，学生可以通过选读这些文章了解更多的知识
和见解。

总之，英美报刊选读的课程为学生提供了了解英美社会和文化的机会，提高了他们的英语阅读能力和跨文化交流能力，拓宽了他们的知识面。

这门课程对于学习英语和拓展个人视野都是非常有益的。

英美报刊选读（辅修）一、介绍英美报刊选读（辅修）是一门专门针对英美报刊进行深入阅读和学习的辅修课程。

通过选读英美报纸和杂志文章，学生可以了解到英美社会、文化、政治、经济等方面的信息，提高自己的英语阅读能力和跨文化交流能力。

二、学习内容2.1 英美报纸概况了解英美报纸的历史渊源、发展现状和特点，包括主要报纸、发行量、发行范围等。

掌握英美报纸的组织结构、编辑流程和新闻报道的基本规范。

2.2 英美报纸的新闻报道学习英美报纸的新闻报道方式和特点，包括头条新闻、深度报道、专栏评论等。

通过分析英美报纸的新闻报道，了解新闻选题、新闻写作和新闻价值观。

2.3 英美报纸的专栏与评论探讨英美报纸的专栏和评论文章，包括社论、专栏作家、读者评论等。

分析英美报纸的观点表达方式和影响力，了解专栏作家的风格和立场。

2.4 英美报纸的文化与娱乐版块深入了解英美报纸的文化与娱乐版块，包括艺术、时尚、电影、音乐、体育等。

通过阅读相关文章，了解英美文化产业的发展和影响。

2.5 英美报纸的商业与财经报道学习英美报纸的商业与财经报道，包括行业动态、公司新闻、经济分析等。

分析英美报纸对商业与财经问题的报道方式和观点偏向。

2.6 英美报纸的政治与时事评论通过选读英美报纸的政治与时事评论，了解英美的政治体制、重大政策和国际关系。

分析英美报纸对政治与时事问题的立场和观点。

2.7 英美报纸的社会问题报道深入研究英美报纸对社会问题的报道，包括社会不平等、人权、环境保护、教育、健康等。

通过阅读相关报道，了解英美社会问题的热点和关切。

2.8 英美报纸的科技与创新报道了解英美报纸对科技与创新的报道，包括科技发展趋势、创新产业、科技成果等。

通过阅读相关文章，了解英美的科技创新和应用。

三、学习方法3.1 阅读英美报刊的技巧学习阅读英美报刊的技巧和方法，包括快速浏览、关键词提取、主题分析等。

提高阅读效率和理解能力，培养良好的阅读习惯。

3.2 学习英美报刊的文化背景知识了解英美报纸报道的文化背景和社会环境，包括文化、历史、地理等方面的知识。

英美报刊选读（辅修）数组在英美报刊中，选读文章是一种常见的学习和获取信息的方式。

通过阅读不同主题、不同风格的文章，可以拓宽自己的视野，提高阅读能力和语言水平。

本文将从不同的角度探讨英美报刊选读的重要性和方法。

### 1. 提升阅读能力阅读英美报刊选读文章可以帮助我们提升阅读能力。

在这些文章中，我们可以接触到各种不同的英文表达方式、词汇用法以及语法结构。

通过阅读，我们可以学习到如何流畅地阅读英文文章，理解作者的观点和意图，从而提高自己的阅读理解能力。

### 2. 拓宽知识面英美报刊选读涵盖了各种不同的主题，包括政治、经济、文化、科技等各个领域。

通过阅读这些文章，我们可以了解到英美社会的最新动态、热点话题以及人们的思考方式。

这有助于我们拓宽自己的知识面，了解世界各地的文化和观点，从而更好地融入国际社会。

### 3. 提高语言水平阅读英美报刊选读文章是提高英语水平的有效途径之一。

通过阅读各种类型的文章，我们可以不断积累词汇、理解语法结构，并学会如何运用英语表达自己的观点。

这对于我们的口语、写作和听力能力都是有益的，可以帮助我们更好地应对各种语言交流的场合。

### 4. 增强批判思维通过阅读英美报刊选读文章，我们可以接触到各种不同的观点和观点，从而培养自己的批判性思维。

在阅读过程中，我们可以学会分析作者的观点，评估其论据和论点的合理性，并形成自己的独立看法。

这有助于我们在面对复杂问题时更加客观、全面地思考，不被表面现象所迷惑。

### 5. 提升综合素质通过阅读英美报刊选读文章，我们可以不断提升自己的综合素质。

在阅读过程中，我们可以学会分析问题、解决问题，培养自己的批判性思维和创造性思维。

这有助于我们在工作、学习和生活中更好地应对各种挑战，提升自己的综合素质和竞争力。

总的来说，阅读英美报刊选读文章是一种有效的学习方法，可以帮助我们提升阅读能力、拓宽知识面、提高语言水平、增强批判思维，提升综合素质。

因此，建议大家多多阅读英美报刊选读文章，不仅可以获取知识，还可以提升自己的综合素质，实现个人成长和发展。

英美报刊选读（辅修）纵模-回复"英美报刊选读（辅修）纵模"是一个关于英美报刊选读辅修课程的纵向模拟。

在这个模拟中，我们将以模拟课程内容为主题，一步一步回答相关问题。

以下是一篇1500-2000字文章，依次回答这些问题。

题目：英美报刊选读（辅修）纵模导语：本篇文章将探讨英美报刊选读（辅修）纵模课程。

在这个模拟中，我们将深入研究各种英美报刊，学习如何分析和理解新闻报道，并提升英美文化素养。

第一段：“英美报刊选读（辅修）纵模”是什么意思？英美报刊选读（辅修）纵模是一门辅修课程，旨在帮助学生了解和分析英美报刊，提高他们的阅读和理解能力。

这门课程将探讨各种英美报纸和杂志的内容，并引导学生学习如何分析、评论和评估新闻报道。

第二段：这门课的目标是什么？这门课程的目标是培养学生的英美文化素养、批判思维和社会意识。

通过学习不同类型的新闻报道，学生将了解英美社会和文化的方方面面。

他们将学会辨别新闻真实性和可靠性、理解不同立场、评估信息和意见的质量，并自己形成独立的观点。

第三段：这门课程的课程安排是怎样的？这门课程将包括多个单元，每个单元都围绕一个特定的主题展开。

学生将接触到多种不同类型的英美报纸和杂志，如纽约时报、卫报、时代杂志等。

每个单元将包括阅读材料，学生需要仔细阅读并做笔记。

课堂上，学生将讨论自己的理解和观点，并与同学们分享。

第四段：这门课程的评估方式是怎样的？这门课程的评估方式将包括课堂参与、论文写作和期末考试。

其中，课堂参与占总成绩的30，鼓励学生积极参与课堂讨论并分享自己的观点。

论文写作占总成绩的40，学生将选择一个特定的新闻报道或主题，进行深入分析和评估。

期末考试占总成绩的30，将考查学生对课程内容的整体理解和应用能力。

第五段：为什么学生应该选择这门课程？学生应该选择这门课程，因为它将帮助他们提高英美文化素养和批判思维能力。

在信息爆炸的时代，学会辨别新闻真假和可靠性是非常重要的。

此外，通过了解不同的新闻报道和立场，学生将更加全面地了解英美社会和文化。

英美报刊选读（辅修）公理-回复题目：英美报刊选读（辅修）《公理》：一部全球教育变革的推动者导语：《公理》是一本极具影响力的英美报刊选读教材，其内容涵盖了历史、哲学、社会科学以及文学等多个领域。

本文将以《公理》为主题，分析其在全球教育变革中的推动作用，并探讨它对学生素质教育的积极影响。

第一节：《公理》的起源与目标《公理》于20世纪90年代开始出版，旨在提供一种全新的教育模式，以推动学生的综合素质发展。

它立足于英美文化的研究和传承，致力于培养具备批判思维和创新能力的全球公民。

第二节：《公理》在全球教育中的影响力《公理》不仅在英美国家得到广泛应用，还影响了许多其他国家的教育体系。

它不仅是一本课本，更是一本教师工具书，为教师提供了丰富的教学资源和灵感。

全球各地的教育工作者都能从中获益，并将其推广到他们的教学实践中。

第三节：《公理》对学生素质教育的积极影响《公理》的课程设置注重多元化和综合性，强调学科之间的相互关联。

学生通过学习不同学科的知识和技能，能够拓宽视野，培养全面发展的能力。

此外，课程还注重培养学生的批判思维和创新意识，有利于他们在未来面对复杂的社会和职业挑战时能够应对自如。

第四节：《公理》的争议与应对尽管《公理》在全球范围内受到了广泛认可和应用，但也面临着一些质疑和争议。

批评者认为，它过于重视英美文化，缺乏地域性和多样性的特点。

《公理》的出版方对此做出了积极回应，加入了更多世界各地的文化知识和观点，以更好地满足不同学生的需求。

第五节：未来展望《公理》正随着全球化的推进，在越来越多的国家得到认可并应用于教育实践。

随着技术和信息的快速发展，未来的《公理》将更加注重数字素养和信息素养，努力培养学生的创新精神和全球视野。

同时，《公理》也将进一步强调学生的人文关怀和社会责任，鼓励他们更积极地参与到社会问题的解决中。

结语：《公理》作为一本全球教育变革的推动者，通过其独特的教学模式和多元化的内容，为全球的教育体系带来了积极的影响。

英美报刊选读（辅修）公理摘要：一、英美报刊选读的重要性1.扩展视野，了解不同文化背景下的新闻报道2.提高英语阅读能力，积累词汇和表达3.培养独立思考能力，辩证分析问题二、公理在报刊选读中的应用1.公理的概念与特点2.公理在报刊选读中的具体运用3.公理对报刊选读的指导意义三、结合实例分析英美报刊选读中的公理运用1.实例一2.实例二3.实例三正文：英美报刊选读（辅修）公理随着全球化的发展，英语已经成为国际交流的主要语言。

在我国，越来越多的人开始学习英语，并希望通过学习英语来扩展视野，提高自己的综合素质。

英美报刊选读作为英语学习的一个有效途径，不仅能帮助学生了解英美国家的社会、文化、政治等方面的信息，还能提高他们的英语阅读能力、积累词汇和表达，培养独立思考能力，辩证分析问题。

在这个过程中，公理的应用起到了关键作用。

公理，指的是经过长期实践检验、不需要证明的基本原理。

在英美报刊选读中，公理主要体现在对新闻报道真实性的追求、对客观公正原则的遵循以及对社会道义的坚守等方面。

这些公理为报刊选读提供了基本的价值观和行为准则，使得报刊选读能够更好地发挥其应有的作用。

结合实例分析英美报刊选读中的公理运用，我们可以发现以下特点：首先，英美报刊在选读时非常注重真实性。

在报道新闻时，报刊都会力求客观公正地呈现事件的全貌，避免断章取义、误导读者。

例如，在报道一起政治事件时，报刊会从不同角度、不同立场全面展示各方观点，让读者自行判断。

这种对真实性的追求，正是公理在报刊选读中的体现。

其次，英美报刊选读中遵循公正原则。

在报道中，报刊会对涉及到的各方给予平等的关注，避免偏袒任何一方。

例如，在报道一起社会问题时，报刊会同时关注受害者和社会责任方的声音，力求展现事件的完整面貌。

这种对公正原则的遵循，使得报刊选读具有更高的可信度和公信力。

最后，英美报刊选读中坚守社会道义。

在报道中，报刊会对弱者给予更多的关注，对社会不公现象进行批判，弘扬正能量。

英美报刊选读（辅修）焊缝的质量分析一、前言焊接技术是现代工业生产中必不可少的一项技术，而焊缝的质量直接关系到产品的质量和安全性。

因此，对于焊缝的质量分析和控制是非常重要的。

二、焊缝的分类1. 按照焊接方式分类：(1) 电弧焊：包括手工电弧焊、埋弧焊、氩弧焊等。

(2) 气体焊：包括气焊、氧炔焊等。

(3) 热压焊：包括热压连接、承插法等。

2. 按照材料分类：(1) 同种金属之间的连接。

(2) 不同金属之间的连接。

3. 按照应用领域分类：(1) 建筑结构用焊缝。

(2) 船舶工程用焊缝。

(3) 石油化工用焊缝等。

三、影响焊缝质量因素1. 焊接材料：包括母材和填充材料。

母材应具有良好的塑性和韧性，填充材料应与母材相容性好，同时具有良好的流动性和易于熔化。

2. 焊接设备：包括焊接机、电极、气体、电源等。

设备应具有稳定的电弧，能够提供足够的焊接热量。

3. 焊接工艺：包括预处理、加热、焊接速度等。

应根据不同材料和焊缝类型选择合适的工艺参数。

4. 环境因素：包括温度、湿度、风速等。

应选择适宜的环境条件进行焊接。

5. 操作人员：操作人员应具有专业技能和丰富经验，能够正确操作焊接设备和控制焊接过程。

四、常见缺陷及其产生原因1. 气孔：气孔是指在焊缝中出现的气体孔洞。

产生原因可能是焊材含水量过高，或者是在焊接过程中未能充分保护气体。

2. 裂纹：裂纹是指在焊缝中出现的裂口。

产生原因可能是由于冷却速度过快或者是应力集中所致。

3. 夹渣：夹渣是指在焊缝中夹杂着未熔化或部分熔化的氧化物和金属。

产生原因可能是焊接速度过快或者是焊接设备不稳定。

4. 焊缝凸起：焊缝凸起是指焊缝高度超过母材表面。

产生原因可能是由于焊接电流过大或者是填充材料过多所致。

五、焊缝质量检测方法1. 目测检查：通过肉眼观察焊缝表面，判断是否有气孔、裂纹、夹渣等缺陷。

2. X射线检测：利用X射线对焊缝进行扫描，可以检测出细微的裂纹和夹渣等缺陷。

3. 超声波检测：利用超声波对焊缝进行扫描，可以检测出细微的裂纹和夹渣等缺陷。

英美报刊选读_课文word整合版Unit2 Gender IssuesMen turn to jobs women usually do 1.HOUSTON - Over the last decade, Americanmen of all backgrounds have begun flocking to fields such as teaching, nursing and waiting tables that have long been the province of women.2."The way I look at it is that anything, basically,that a woman can do, a guy can do," said Miguel Alquicira, who graduated from high school when construction and manufacturing jobs were scarce and became a dental assistant.3.The trend began well before the crash,andappears to be driven by a variety of factors, including financial concerns, quality-of-life issues and a gradual erosion ofg ender stereotypes.4.In interviews, about two dozen men played downthe economic considerations, saying that the stigma associated with choosing such jobs had faded, and that the jobs were appealing not just because they offered stable employment, but because they were more satisfying.5."I.T. is just killing viruses and clearing paperjams all day," said Scott Kearney, 43, who tried information technology and other fields before becoming a nurse in the pediatric intensive care unit at Children's Memorial Hermann Hospital in Houston.6.An analysis of United States census data by TheNew York Times shows that from 2000 to 2010, occupations that are more than 70 percent female accounted for almost a third of all job growth for men, double the share of the previousdecade. 7.That does not mean that men are displacing women - those same jobs accounted for almost two-thirds of women's job growth. But in Texas, for example, the number of men who are registered nurses nearly doubled in that time period.8.The shift includes low-wage jobs as well.Nationally, two-thirds more men were bank tellers, almost twice as many were receptionists and two-thirds more were waiting tables in 2010 than a decade earlier.9.Even more striking is the type of men who aremaking the shift. From 1970 to 1990, according to a study by Mary Gatta, senior scholar at Wider Opportunities for Women, an organization based in Washington, D.C., and Patricia A. Roos, a sociologist at Rutgers University in New Jersey, men who took so-called pink-collar jobs tended to be foreign-born, non-English speakers with low education levels.10.Now, though, the trend has spread among men ofnearly all races and ages, more than a third of whom have a college degree. In fact, the shift is most pronounced among young, white, college-educated men like Charles Reed, a sixth-grade math teacher at Patrick Henry Middle School in Houston.11.Mr. Reed, 25, intended to go to law school after atwo-year stint with Teach for America, a national teacher corps of recent college graduates who spend two years helping under-resourced urban and rural public schools. But Mr. Reed fell in love with teaching. He says the recession had little to do with it, though he believes that, by limiting prospects for new law school graduates, it made his father, a lawyer, more accepting.12.To the extent that the shift to "women's work"has been accelerated by recession, the change may reversewhen the economy recovers. "Are boys today saying, 'I want to grow up and be a nurse?'" asked Heather Boushey, senior economist at the Center for American Progress."Or are they saying, 'I want a job that's stable and recession-proof?'"13.Daniel Wilden, a 26-year-old Army veteran andnursing student, said he had gained respect for nursing when he saw a female medic use a Leatherman tool to save the life of his comrade."She was a beast," he said admiringly.14.More than a few men said their new jobs werefar harder than they imagined. But these men can expect success. Men earn more than women even in female-dominated jobs. And white men in particular who enter those fields easily move up to supervisory positions, a phenomenon known as the glass escalator, said Adia Harvey Wingfield, a sociologist at Georgia State University.15."I hated my job every single day of my life," saidJohn Cook, 55, who got a modest inheritance that let him drop a $150,000-a-year database consultant's job to enter nursing school. 16.His starting salary will be two thirds lower, but database consulting does not typically earn hugs like the one Mr. Cook received from a girl after he took care of her premature baby sister. "It's like, people get paid for doing this kind of stuff?"Mr. Cook said, tears coming to his eyes as he recounted the episode.17.Several men cited the same reasons for seekingout pink-collar work that have drawn women to such careers: less stress and more time at home.At John G. Osborne Elementary School, Adrian Ortiz, 42,joked that he was one of the few Mexicans who made more in his native country, where he was a hard-working lawyer, than he did in the United States as a kindergarten teacher in a bilingual classroom. "Now," he said, "my priorities are family, 100 percent."18.Betsey Stevenson, a labor economist at theUniversity of Pennsylvania, said she was not surprised that changing gender roles at home, where studies show men are shouldering more of the domestic burden, are showing up in career choices. "We tend to study these patterns of what's going on in the family and what's going on in the workplace as separate, but they're very much intertwined," she said. "So as attitudes in the family change, attitudes toward the workplace have changed."19.In a classroom at Houston Community College,Dexter Rodriguez, 35, said his job in tech support had not been threatened by the tough economy. Nonetheless, he said, his family downsized the house, traded the new cars for used ones and began to live off savings, all so Mr.Rodriguez could train for a career he regarded as more exciting.20."I put myself into the recession," he said,"because I wanted to go to nursing school."Unit3 E-CommerceThe Post-Cash Economy1.In London, travelers can buy train tickets withtheir phones - and hold up the phones for the conductor to see. And in Starbucks coffee shops in the United States, customers can wave their phones in front of the cash register and pay for their soy chai lattes.2.Money is not what it used to be, thanks to theInternet. And the pocketbook may soon be destined for the dustbin of history - at least if some technology companies get their way.3.The cellphone increasingly contains theessentials of what we need to make transactions."Identification, payment and personal items," as Hal Varian, the chief economist at Google, pointed out in a new survey conducted by the Pew Research Center in Washington, D.C. "All this will easily fit in your mobile device and will inevitably do so."4.The phone holds and records plenty more vitalinformation: It keeps track of where you are, what you like and who your peers are. That data can all be leveraged to sell you things you never knew you needed.5.The survey, released last month by the PewResearch Center's Internet and American Life Project along with Elon University's Imagining the Internet Center in North Carolina, asked justover 1,000 technologists and social scientists to opine on the future of the wallet in 2020. Nearly two-thirds agreed that "cash and credit cards will have mostly disappeared" and been replaced with "smart" devices able to carry out a transaction.But a third of the survey respondents countered that consumers would fear for the security of transactions over a mobile device and worry about surrendering so much data about their purchasing habits.6.Sometimes, those with fewer options are theones to embrace change the fastest. In Kenya, a service called M-Pesa (pesa is money in Swahili) acts like a banking system for those who may not have a bank account. With a rudimentary cellphone, M-Pesa users can send and receivemoney through a network of money agents, including cellphone shops. And in India, several phone carriers allow their customers to pay utility bills and transfer small amounts of money over their cellphones.7.Several technology companies, big and small,are busy trying to make it easier for us to buy and sell all kinds of things without our wallets. A start-up,WePay, describes itself as a service that allows the smallest merchant - say, a dog walker - to get paid; the company verifies the reputations of payers and sellers by analyzing, among other things, their Facebook accounts. 8. A British start-up, called Blockchain, offers afree iPhone application allowing customers to use a crypto-currency called bitcoins, which users can mint on their computers.9. A company called Square began by offering asmall accessory to enable food cart vendors and other small merchants to accept credit cards on phones and iPads. Square's latest invention allows customers to register an account with Square merchants and pay simply by saying their names. The customer's picture pops up on the merchant's iPad.10.Google Wallet has been designed to sit in yourphone, be linked to your credit card, and let you pay by tapping your phone on a reader, using what is known as near field technology.But Google Wallet works on only four kinds of phones, and not many merchants are equipped for near field technology.11.Meanwhile, PayPal, which allows people tomake payments over the Internet, has quietly begun to persuade its users to turn to their cellphones. PayPal posted about $118 billion in total transactions last year and became thefastest-growing segment of eBay, its parent company.12."The physical wallet, which had no innovationin the last 50 years, will become an artifact,"John J. Donahoe, the chief executive of eBay, told me recently. The wallet would move into the cloud, and ideally, from his perspective, into PayPal. No more would the consumer worry about losing a wallet. Everything, he declared, would be contained within PayPal. It would also enable the company to collect vast amounts of data about customer habits, purchases and budgets.13.Mr. Donahoe said he wanted his company to become "a mall in your pocket."14.I recently described PayPal's plans to AlessandroAcquisti, an economist who studies digital privacy at Carnegie Mellon University in Pittsburgh. Mr. Acquisti smiled. If today all you need to do is enter your phone number and PIN when you visit a store, perhaps tomorrow, he said, that store will be able to detect your phone by its unique identifier. Perhaps, you won't have to shop at all. Your shopping data would be instead collected, analyzed and used to tell you exactly what you need: a motorcycle from Ducati or purple rain boots in the next size for your growing child. Money will be seamlessly taken from your account. A delivery will arrive at your doorstep. "In the future, maybe you won't have to pay," Mr. Acquisti offered, only half in jest."The transaction will be made for you."Unit4Cultural ExchangeAsia’s Endangered Species: the Expat1.Forget expats. Western companies doingbusiness in Asia are now looking to locals to fill the most important jobs in the region.2.Behind the switch, experts say, are severalfactors, including a leveled playing field in which Western companies must approach newly empowered Asian companies and consumers as equals and clients—not just manufacturing partners./doc/2216449449.html,panies now want executives who can securedeals with local businesses and governments without the aid of a translator, and who understand that sitting through a three-hour dinner banquet is often a key part of the negotiating process in Asia, experts say.4.In fact, three out of four senior executives hiredin Asia by multinationals were Asian natives already living in the region, according to a Spencer Stuart analysis of 1,500 placements made from 2005 to 2010. Just 6% were noncitizens from outside of Asia.5."It's a strategic necessity to be integrated in theculture. Otherwise, the time to learn all of it takes forever," said Arie Y. Lewin, a professor of strategy and international business at Duke University's Fuqua School of Business. He adds that locals may better navigate a business culture where copycats and competitors often play bydifferent rules.6.What's more, a failed expatriate hire can be acostly mistake and slow a firm's progress in the region, said Phil Johnston, a managing director at recruiter Spencer Stuart.7.To help companies fill Asia-based executiveroles, at least two search firms—Spencer Stuart and Korn/Ferry International—say they have begun classifying executives in four broad categories: Asia natives steeped in localculture but educated in the U.S. or Europe; the foreigner who has lived or worked in Asia for a long time;a person of Asian descent who was born orraised in a Western country but has had little exposure to Asia; and the local Asian executive who has no Western experience.8.For companies seeking local expertise, bothfirms said the first category is by far the mostsought-after. But Mr. Johnston said those candidates are difficult to find and retain, and they can command salaries of $750,000 to $1 million—on par with, and sometimes more than, their expat counterparts.9.German conglomerate Siemens AG in 2010hired Mei-Wei Cheng, a China-born Cornell University graduate, to head its Chinese operations—a role previously held by European executives.10.While Siemens's European executives had madeinroads with Chinese consumers—building sales in the region to nearly one-tenth of global revenue—the firm realized it needed someone who could quickly tap local business partners.11.After an extensive search, Siemens hired Mr.Cheng, formerly CEO at the Chinese subsidiaries of Ford Motor Co. and General Electric Co. GE12.The decision to hire locally seems to have paidoff for Siemens: In his first 18 months on the job, Mr. Cheng forged two wind-power jointventures with Shanghai Electric Group Co.13.Mr. Cheng communicates easily with localofficials, a major advantage when it comes to selling energy technology to individual cities, says Brigitte Ederer, head ofhuman resources for Siemens and a member of the company's managing board. Many local officials don't speak English.14.Bob Damon, president of recruiter Korn/FerryInternational's North American operations, said the current talent pool for executive roles is so limited that most top Asian executives simply rotate from one Western company to another, as Mr. Cheng did.15.Other companies are adding to the demand bycreating new positions in Asia.Campbell Soup Co. CPB last week announced the appointmentof Daniel Saw as its first-ever president of Asia operations, while Canadian conglomerate Bombardier Inc. BBD.B.T hired Albert Li to filla new role overseeing its aerospace business inChina. Both executives were born in Asia and have worked as regional managers for Western multinationals.16.Meanwhile, younger Chinese professionals arepositioning themselves to meet the need for executive talent in the years to come. Nearly four in 10 American M.B.A. programs say China was their fastest-growing source of foreign applicants last year, according to the Graduate Management Admission Council, which administers the Graduate Management Admission Test.17.Foreigners with no Asia experience, on the otherhand, need not apply, recruiters said. Spencer Stuart's Mr. Johnston said he occasionally receives inquiries from Western middle managers, proclaiming that they are finally ready to make a career move to the region. He advises them that "there is nothing about their experience that is interesting or relevant to Asia."18.In hubs like Singapore and Hong Kong, expatsreceive as much as $200,000 a year in subsidies for housing, transportation and private schooling, Mr. Johnston said. Payments to offset taxes for these benefits add up to another $100,000.Altogether, a bad match can cost a company as much as $1 million, after figuring in relocation costs, he said.19.Monster Worldwide Inc. Chief Executive SalIannuzzi said the company has been hiring locally for several years, in part because he found deploying expatriates cost too much. "Ittakes them six months to figure out how to take a ferry, they're there for 12 months, and then they spend the next six months figuring out how to get home," he said.20.Like some other companies, Monster now tracksits own workers to ensure a pipeline of talent. 21.The online job-search company's current head ofChina operations, Edward Lo, a former fraternity brother of Mr. Iannuzzi, understands the local scene, is well connected in China and knows how to recruit, Mr. Iannuzzi said.Among Mr. Lo's duties: finding his own successor before he retires.22.Starwood Hotels & Resorts Worldwide Inc.based in White Plains, N.Y., also develops its own leaders for Asia, plucking people who have come up through the company ranks. For example, the head of Asia Pacific started in the 1970s on the finance team in Hong Kong, and the head of the Middle East region was a hotel manager who worked his way up.23.Having grown up in their markets, managersunderstand customer needs, said Starwood CEO Frits van Paasschen. Regional heads in China, for instance, know that whendealing with land owners or developers, deals are less "transactional," and more "trust-based," he said.They also know that Chinese travelers—who now comprise the majority of hotel guests in the region—feel more at home when they're supplied with tea kettles, slippers and chopsticks, headded.24.For fast-food company Yum Brands Inc. CEODavid Novak calls his Asia-bred regional head and executive team "our single biggest competitive advantage." China has become the company's biggest earnings driver, comprising more than 40% of operating profit.25.Thanks to Yum's China leaders, Mr. Novak says,KFC in China began serving rice porridge and soy milk for breakfast, and Pizza Hut now offers an afternoon tea menu—both of which have been big hits among local customers.Unit5Auto-WorldThe Future of the Car :Clean, Safe and it Drives itselfCars have already changed the way we live. They are likely to do so again1.SOME inventions, like some species, seem tomake periodic leaps in progress. The car is one of them. Twenty-five years elapsed between Karl Benz beginning small-scale production of his original Motorwagen and the breakthrough, by Henry Ford and his engineers in 1913, that turned the car into the ubiquitous, mass-market item that has defined the modern urban landscape. By putting production of the Model T on moving assembly lines set into the floor of his factory in Detroit, Ford drastically cut the time needed to build it, and hence its cost. Thus begana revolution in personal mobility. Almost abillion cars now roll along the world’s highways.2.Today the car seems poised for another burst ofevolution. One way in which it is changing relates to its emissions. As emerging markets grow richer, legions of new consumers are clamouring for their first set of wheels. For the whole world to catch up with American levels of car ownership, the global fleet would have to quadruple. Even a fraction of that growth would present fearsome challenges, from congestion and the price of fuel to pollution and global warming.3.Yet, as our special report this week argues,stricter regulations and smarter technology are making cars cleaner, more fuel-efficient and safer than ever before. China, its cities choked in smog, is following Europe in imposing curbs on emissions of noxious nitrogen oxides and fine soot particles. Regulators in most big car marketsare demanding deep cuts in the carbon dioxide emitted from car exhausts. And carmakers are being remarkably inventive in finding ways to comply.4.Granted, battery-powered cars have disappointed.They remain expensive, lack range and are sometimes dirtier than they look—for example, if they run on electricity from coal-fired power stations. But car companies are investing heavily in other clean technologies. Future motorists will have a widening choice of super-efficient petrol and diesel cars, hybrids (which switch between batteries and an internal-combustion engine) and models that run on natural gas or hydrogen. As for the purely electric car, its time will doubtless come.Towards the driverless, near-crashless car 5.Meanwhile, a variety of ―driver assistance‖technologies are appearing on new cars, which will not only take a lot of the stress out of driving in traffic but also prevent many accidents. More and more new cars can reverse-park, read traffic signs, maintain a safe distance in steady traffic and brake automatically to avoid crashes. Some carmakers are promising technology that detects pedestrians and cyclists, again overruling the driver and stopping the vehicle before it hits them.A number of firms, including Google, are busy trying to take driver assistance to its logical conclusion by creating cars that drive themselves to a chosen destination without a human at the controls. This is where it gets exciting.6.Sergey Brin, a co-founder of Google, predictsthat driverless cars will be ready for sale tocustomers within five years. That may be optimistic, but the prototypes that Google already uses to ferry its staff (and a recent visitor from The Economist) along Californian freeways are impressive. Google is seeking to offer the world a driverless car built from scratch, but it is more likely to evolve, and be accepted by drivers, in stages.7.As sensors and assisted-driving softwaredemonstrate their ability to cut accidents, regulators will move to make them compulsory for all new cars. Insurers are already pressing motorists to accept black boxes that measure how carefully they drive: these will provide a mass of data which is likely to show that putting the car on autopilot is often safer than driving it.Computers never drive drunk or while texting. 8.If and when cars go completely driverless—forthose who want this—the benefits will be enormous. Google gave a taste by putting a blind man in a prototype and filminghim being driven off to buy takeaway tacos. Huge numbers of elderly and disabled people could regain their personal mobility. The young will not have to pay crippling motor insurance, because their reckless hands and feet will no longer touch the wheel or the accelerator. The colossal toll of deaths and injuries from road accidents—1.2m killed a year worldwide, and 2m hospital visits a year in America alone—should tumble down, along with the costs to health systems and insurers.9.Driverless cars should also ease congestion andsave fuel. Computers brake faster than humans.And they can sense when cars ahead of them are braking. So driverless cars will be able to drive much closer to each other than humans safely can. On motorways they could formfuel-efficient ―road trains‖, gliding along in the slipstream of the vehicle in front. People who commute by car will gain hours each day to work, rest or read a newspaper.Roadblocks ahead10.Some carmakers think this vision of the future is(as Henry Ford once said of history) bunk.People will be too terrified to hurtle down the motorway in a vehicle they do not control: computers crash, don’t t hey? Carmakers whose self-driving technology is implicated in accidents might face ruinously expensive lawsuits, and be put off continuing to develop it.11.Yet many people already travel, unwittingly, onplanes and trains that no longer need human drivers. As with those technologies, the shift towards driverless cars is taking place gradually.The cars’ software will learn the tricks that humans use to avoid hazards: for example, braking when a ball bounces into theroad, because a child may be chasing it. G oogle’s self-driving cars have already clocked up over 700,000km, more than many humans ever drive;and everything they learn will become available to every other car using the software. As for the liability issue, the law should be changed to make sure that when cases arise, the courts take into account the overall safety benefits of self-driving technology.12.If the notion that the driverless car is round thecorner sounds far-fetched, remember that TV and heavier-than-air flying machines once did, too.One day people may wonder why earlier generations ever entrusted machines as dangerous as cars to operators as fallible as humans.Unit6 RomanceThe Modern Matchmakers现代红娘Internet dating sites claim to have brought scienceto the age-old question of how to pair offsuccessfully. But have they?互联网相亲网站声称已经将科技运用如何成功配对的问题之上。

英美报刊选读（辅修）一、引言英美报刊选读（辅修）课程旨在教授学生如何阅读、分析和解读英美报纸和杂志中的文本。

通过学习和研究这些媒体的文章，学生可以了解英美社会、政治、经济和文化等方面的最新动态。

本文将深入探讨英美报刊选读课程的目标、内容和重要性，以及学生在这门课程中所能获得的知识和技能。

二、课程目标英美报刊选读（辅修）课程的主要目标是培养学生的英美文化意识和跨文化交流能力。

通过阅读、分析和研究英美报刊中的文章，学生可以了解英美社会的各个方面，包括政治、经济、文化和娱乐等领域。

同时，学生还可以提高自己的阅读和写作能力，培养批判性思维和分析问题的能力。

三、课程内容英美报刊选读（辅修）课程的内容包括但不限于以下几个方面：3.1 政治政治是英美报纸和杂志报道的重要内容之一。

通过阅读相关文章，学生可以了解英美政治制度的运作方式，政府的决策过程以及各个政党和政治派别的观点和政策。

此外，学生还可以了解英美政府的对外政策和国际关系。

3.2 经济经济是英美社会的重要组成部分，也是报刊报道的热门话题之一。

学生可以通过阅读经济类文章了解英美的经济形势、产业发展、商业环境和金融市场等。

此外，学生还可以了解英美企业的经营策略、创新实践和市场竞争等内容。

3.3 文化英美文化是世界上最具影响力的文化之一。

学生可以通过阅读与文化相关的文章了解英美的艺术、音乐、电影、文学等方面的最新动态。

同时，学生还可以了解英美文化的传统、习俗和价值观等，从而增强跨文化交流和理解能力。

3.4 娱乐娱乐新闻是报纸和杂志吸引读者的重要内容之一。

学生可以通过阅读与娱乐相关的文章了解英美的电视节目、电影、音乐等娱乐形式，了解明星和艺人的最新动态。

此外，学生还可以了解英美人民的娱乐方式、兴趣爱好和流行文化等。

四、重要性英美报刊选读（辅修）课程对学生的个人发展和职业发展都具有重要意义。

4.1 个人发展通过学习英美报刊选读，学生可以拓宽自己的知识面，了解英美社会的最新动态和文化内涵。

英美报刊选读（辅修）公法一、引言公法是现代法律体系中的重要组成部分，同时也是国家行政权力与个人权利之间的调节工具。

对于学习公法，选读英美报刊是一种高效的学习方式，可以了解到英美国家的法律制度、司法实践以及公法领域的最新研究成果。

本文将就英美报刊选读在公法学习中的作用、相关报刊和选读内容等方面进行探讨。

二、英美报刊选读的作用2.1 拓宽学术视野选读英美报刊可以帮助学生拓宽公法学科的学术视野，了解到不同国家的法律体系和法律文化，从而加深对公法基本概念和原理的理解。

在英美国家的报刊中，我们可以看到各国最高法院的判决案例、行政机关的部门解释、学者的学术观点等各种信息，这些信息的获取可以帮助我们深入了解公法的实践应用和学术研究。

2.2 学习英美法律体系英美法系是世界上主要的法律体系之一，了解英美法系的特点对于学习公法非常重要。

选读英美报刊可以让我们了解到英美法律制度的基本原则、法律体系的组成部分以及法律实践的特点。

通过对英美法律体系的学习，可以帮助我们更好地理解公法的基本概念和法律规则。

2.3 掌握最新研究成果公法学作为一个活跃的学科领域，学术界每年都会产生大量的研究成果。

通过选读英美报刊，可以了解到公法学领域的最新研究成果和学术观点。

在报刊中，我们可以看到学者对于公法理论的新解释、对于法律制度的改革建议以及对于具体案例的分析等内容，这些内容可以帮助我们跟上学科的最前沿，拓展学术思路。

三、相关报刊3.1 《美国法学期刊》《美国法学期刊》（The American Law Journal）是美国最早的、也是最有影响力的法学期刊之一。

该期刊发表了大量公法研究方面的高水平文章，涵盖了宪法、行政法、刑法等多个领域。

选读该期刊可以帮助我们了解到美国公法领域的研究动态和学术观点。

3.2 《英国法学期刊》《英国法学期刊》（The British Law Journal）是英国法律界的重要期刊，创办于19世纪初。

该期刊涉及到了英国法律的方方面面，包括宪法、行政法、刑法、民法等。

英美报刊选读（辅修）一、引言随着全球化的进程，我们对于世界各地的文化和观点有更多的渴望和需求。

在这个信息爆炸的时代，英美报刊是获取国际信息的重要途径之一。

本文将深入探讨英美报刊的选读方法和技巧，帮助读者更好地把握和理解英美文化。

二、选读方法2.1 定期关注主要报刊1.订阅英美报纸：如《纽约时报》、《金融时报》等，通过博客或官方网站进行订阅，及时了解最新消息。

2.关注英美报纸社交媒体账号：通过关注报纸的Twitter、Facebook或Instagram账号，获得实时内容和独家报道。

3.阅读报纸的电子版：通过报纸官方网站或各大电子书籍平台，购买和阅读电子版报纸。

2.2 制定阅读计划1.确定阅读时间：每天保持一定的阅读时间，可以在早晨、午休或晚上空闲时间。

2.选择合适的文章类型：根据自己的兴趣和学习需求，选择不同类型的文章，如新闻报道、评论、专栏等。

3.设置阅读目标：每天或每周设定阅读目标，如阅读一篇新闻报道、一篇观点评论等。

2.3 总结和分享1.做好笔记：在阅读过程中，记录下关键信息、重要观点或新词汇，方便后续复习和总结。

2.分享阅读心得：将自己的阅读心得与别人分享，可以通过写博客、发推特或参与在线讨论等方式。

三、选读技巧3.1 看标题和导语1.标题和导语通常会给出文章的主题和要点，帮助读者迅速了解文章内容。

2.确保对标题和导语的理解准确，避免产生误解。

3.2 留意中心思想1.阅读文章时，特别关注作者的中心思想和观点，它们往往是整篇文章的核心。

2.学会通过关键词、段落结构和论据等来识别中心思想。

3.3 理解上下文1.上下文是理解文章意思的关键，需要掌握上下文中的重要信息和相关背景知识。

2.对于生词、专有名词或地理名词等，可以通过查阅词典或搜索引擎来加深理解。

3.4 培养阅读技巧1.主动阅读：提出问题并寻找答案，加深对文章的理解。

2.同义替换：注意文章中可能出现的同义词、近义词或反义词，准确理解作者的言外之意。