四級(jí)英文閱讀文章

四級(jí)英文閱讀文章

　　在大學(xué)英語(yǔ)四級(jí)考試中,閱讀理解部分的得分高低至關(guān)重要。下面是學(xué)習(xí)啦小編帶來(lái)的四級(jí)英文閱讀文章，歡迎閱讀!

　　四級(jí)英文閱讀文章1

　　There are people in Italy who can’t stand soccer. Not all Canadians love hockey. A similar situation exists in America, where there are those individuals you may be one of them who yawn or even frown when somebody mentions baseball. 『Baseball to them means boring hours watching grown men in funny tight outfits standing around in a field staring away while very little of anything happens.』① They tell you it’s a game better suited to the 19th century, slow, quiet, gentlemanly. These are the same people you may be one of them who love football because there’s the sport that glorifies “the hit”.

　　By contrast, baseball seems abstract, cool, silent, still.

　　On TV the game is fractured into a dozen perspectives, replays, close?ups. The geometry of the game, however, is essential to understanding it. You will contemplate the game from one point as a painter does his subject; you may, of course, project yourself into the game. It is in this projection that the game affords so much space and time for involvement. The TV won’t do it for you.

　　Take, for example, the third baseman. You sit behind the third base dugout and you watch him watching home plate. His legs are apart, knees flexed. His arms hang loose. He does a lot of this. The skeptic still cannot think of any other sports so still, so passive. 『But watch what happens every time the pitcher throws: the third baseman goes up on his toes, flexes his arms or bring the glove to a point in front of him, takes a step right or left, backward or forward, perhaps he glances across the field to check his first baseman’s position.』② Suppose the pitch is a ball. “Nothing happened,” you say. “I could have had my eyes closed.”

　　The skeptic and the innocent must play the game. And this involvement in the stands is no more intellectual than listening to music is. Watch the third baseman. Smooth the dirt in front of you with one foot; smooth the pocket in your glove; watch the eyes of the batter, the speed of the bat, the sound of horsehide on wood. If football is a symphony of movement and theatre, baseball is chamber music, a spacious interlocking of notes, chores and responses.

　　四級(jí)英文閱讀文章2

　　As regards social conventions, we must say a word about the well-known English class system. 『This is an embarrassing subject for English people, and one they tend to be ashamed of, though during the present century class-consciousness has grown less and less, and the class system less rigid.』 But it still exists below the surface. Broadly speaking, it means there are two classes, the “middle class” and the “working class”. (We shall ignore for a moment the old “upper class”, including the hereditary aristocracy, since it is extremely small in numbers; but some of its members have the right to sit in the House of Lords, and some newspapers take a surprising interest in their private life.) The middle class consists chiefly of well-to-do businessmen and professional people of all kinds. The working class consists chiefly of manual and unskilled workers.

　　The most obvious difference between them is in their accent. Middle-class people use slightly varying kinds of “received pronunciation” which is the kind of English spoken by BBC announcers and taught to overseas pupils. Typical working-class people speak in many different local accents which are generally felt to be rather ugly and uneducated. One of the biggest barriers of social equality in England is the two-class education system. To have been to a so-called “public school” immediately marks you out as one of the middle class. The middle classes tend to live a more formal life than working-class people, and are usually more cultured. Their midday meal is “lunch” and they have a rather formal evening meal called “dinner”, whereas the working man’s dinner, if his working hours permit, is at midday, and his smaller, late-evening meal is called supper.

　　As we have said, however, the class system is much less rigid than it was, and for a long time it has been government policy to reduce class distinctions. 『Working-class students very commonly receive a university education and enter the professions, and working-class incomes have grown so much recently that the distinctions between the two classes are becoming less and less clear. 』However, regardless of one’s social status, certain standards of politeness are expected of everybody, and a well-bred person is polite to everyone he meets, and treats a labourer with the same respect he gives an important businessman. Servility inspires both embarrassment and dislike. Even the word “sir”, except in school and in certain occupations (e.g. commerce, the army etc.) sounds too servile to be commonly used.

　　四級(jí)英文閱讀文章3

　　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: language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions.』To cope 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 stem from 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 diversity. 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 converging.

　　The other school proposes that companies must tailor 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 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 adversary, know your audience, and know your customer.