I love to go to the seaside in summer．It ________ good to lie in the sun or swim in the cool sea．

A.
does
B.
feels
C.
gets
D.
makes

Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables(变量): language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.

The most complicated problems in dealing with the cultural environment lie in the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural differences. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from disappearing.

The other school suggests that companies must adjust business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia(近视) or even blindness.

Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your rivals, know your audience, and know your customer.

According to the passage, which of the following is true?

A. Business diversity is not necessary.

B. All international managers can learn culture.

C. Most people do not know foreign culture well.

D. Views differ on how to treat culture in business world.

According to the author, the model of Pepsi .

A. is different from the model of McDonald’s .

B. reflect the idea that business is business.

C. has converged cultural differences .

D. shows the reverse of globalization .

The two schools of thought .

A. both think dealing with cultural environment is the most complicated problem in business

B. both admit the existence of cultural diversity in business world.

C. both advocate that different policies be set up in different countries.

D.both propose that companies should tailor business approaches to individual cultures.

This article is supposed to be most useful for those .

A. who have connections to more than one type of culture

B. who are interested in researching the topic of cultural diversity

C. who want to run business in other countries

D. who want to travel abroad

C
Could the solution to world future energy needs lie in the ocean? It’s possible.
We are not talking about oil, but another potential untapped energy resource called “methane hydrates”.
Methane hydrates are hard, ice-like white solids that form naturally in deposits (沉积物) on ocean floors. They arecomposed of water and highly concentrated methane produced by the microorganisms living in the deposits.
The remarkable thing is that you can hold a flame to a piece of methane hydrate and it will catch on fire. It’s been called “burning ice.”
Methane hydrates are spread around the world. These deposits may in the future become a very important fuel resource. One researcher calculated that a small area off the Southeastern coast of America may contain methane hydrates equal to 30 times the annual U.S. consumption of natural gas.
Right now there are very significant technical and financial challenges facing us before we could exploit this as a resource. Scientists around the world are studying these challenges. One big issue is how to get these methane hydrates off the ocean floor, causing undersea landslides and tidal waves.
Another issue is how to handle the matter after it is brought up. It’s also unclear whether it would make more sense to “mine” solid hydrates or tap the gases found with them. And many deposits may occur in low concentrations with no commercial potential.
Japan, which has no oil supplies of its own, has thrown itself into burning ice research because it has deposits off its shores which could make Japan less dependent on foreign suppliers of oil.
The U.S. Department of Energy and Congress are also supporting research. However, the US administration’s energy policy is focused on traditional fossil (化石) fuels. And at least for now, developing burning ice into a fuel source isn’t high on the energy industry’s list. But if natural gas continues to rise in price, exploiting burning ice might become economically practical.
59. What’s the meaning of the underlined word in Paragraph Two?
A. not existed              B. Unseen         C. available but not used              D. unreal
60. What can you learn from the text?
A. Burning ice has been used in some countries.
B. Applying burning ice tops the energy list in America.
C. Burning ice exists in few countries.
D. There are still some problems in developing the burning ice
61. Why has Japan already begun to develop the burning ice?
A. It is a developed country. B. They want to help other countries.
C. It lacks oil supplies of its own. D. America asked Japan to do so.
62. Which one is the best title of the text?
A. World Energy Shortage           B. Burning Ice Holds Hope as Fuel Source
C. Methane Hydrates               D. Methane Hydrates Spread around the World

You are walking down the street, minding your own business when you see a snowball. No big deal, right? Except the snowball is as tall as you are. And weighs about a ton. Did we mention that it is June?

That’s the experience thousand of Londoners had when they crossed paths with “ Snowball in Summer,” Goldsworthy makes sculpture （雕塑）from all sorts of things he finds outside – leaves, earth, and rocks, as well as ice and snow. He wanted to find out how busy people would react to an unexpected snowball melting in their midst.

During the winter of 2008, he rolled 13 giant snowballs near his home in Scotland. He filled each one with a surprise in the center – such as berries, feathers, little stones or sheep’s wool – which would appear as the snow melted. The finished snowballs were stored in a deep freeze until summer, then transported to London in refrigerated trucks. At midnight on June 21, 2008, while the city slept, Goldsworthy and his helpers rolled their snowballs into place.

People walking to work or school must have thought the sky was falling when they stumbled across snowballs the size of baby elephants. Some of them had never even seen snow in real life, and they couldn’t help touching them in great surprise. As the snow started to melt, things got even more interesting. The perfectly round snowballs took on different shapes as the stuff inside began to poke through. Two days later, most of Goldsworthy’s snowballs were gone, and their fillings scattered. But Londoners were left with a really good story about that odd summer day when the snowball came.

1.What is really special about the snowballs is that ______________________.

A. they lie in the street

B. they are in the shape of baby elephants.

C. they have berries, feathers, little stones and feathers in them.

D. they appear in June.

2. What was the purpose of Goldsworthy in making the snowballs?

A. To find out people’s reactions to them

B. To call up people’s memory of the cold winter.

C. To show off his skills in sculpture.

D. To let people experience the cold winter.

3. Why did Goldsworthy and his helpers roll their snowballs into place at mid-night?

A. They didn’t want to disturb other people.

B. It was quite at that time.

C. They wanted to avoid the traffic jam.

D, They wanted to give people a surprise.

Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables(变量): language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions. To deal with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.