Un itl 从能力到责任When today ' s highhool seniors are asked what they plan to do after graduates , most say thatthey intend to get a bachelor ' s degree. They have been told that their generation has only way to wingetting at least at least a bachelor ' s degree, in the hoeeehtutatlwil l eadto a professi onal job.In a recen t survey of high-school seniors con ducted by the Nati on Cen ter for Educati on Statistics,85 percent of the respondents said they planned to get a bachelor 'degree. And, although 20 years agoonly 45 percent of high-school graduates went on to college, today 68 percent actually matriculate （注册）,with the majority enrolling in four-year or two-year programs designed to allow them transfer tofour-year institutions.According to conventional wisdom, the rapid rise in the number of students attending college is causefor national celebration. But our research suggests that, intend it may be cause for national concern.Why? Because for many young peo ple, the “ one way to win ”例子id）gm （ not realistic , give ntheir academic tale nts and the labor-market project ions. Stude nts ranking below the top third of theirs degre high- school graduating class too often fail to earn as bachelor if they enroll in college. The cost of suchfailure -n both dollars and unmet expectations -is rising and begi nning to erode public con fide nee inour system of high education .A 1. （Arnod Toynbee has said that all progress …）德.汤说过，一切进步，一切发展均来自挑战及由此引起的反应。
没有挑战就没有反应，没有发展，没有自由。
所以，我们首先应该在我们孩子的能力允许的范围内为他们开设最严格最富有挑战性的课程。
2. （The seco nd opportu nity we can give ourboys …）我们可以向我们的孩子提供第二个机会是允许他们有失败的权力。
德.纽伊写道：“不仅是一种特权，也是一种考验。
”如果没有人可以失败，那它算什么考验，算什么自由呢？美国可以向所有在高中读者完四年课程而不管其是否取得任何明显收获的学生发放毕业文凭的日子已经一去不复返了。
我们现在生活在一个外变得很狭隘的世界里，们必须同对现实保持警觉，有所认识；而现实主义要求树立一个要么成功要么失败的标准。
这些话听起来很刺耳，但都是残酷的事实。
如果我们剥夺了孩子的失败权力，实际上我们就剥夺了他们如实地认识世界的机会。
B 1.（如今的大学生，尽管他们努力的想使自己成才，但对未来还是很模糊的）Today'suni versity stude nts are struggli ng to establish themselves, but they still have ambiguous feeli ngsabout their future.2. （一个人如果不能找到自我以外的中心，就不能实现它的自我价值。
所以，理想的本科教育必须使学生超越自我）A man cannot find himself without finding a center beyond hi. So theidealism of the un dergraduate experie nee must help the stude nt transcend himself.3. （我们强烈的希望在大学所学到的知识在今后的工作与学习中能起到重要的作用）Weeagerly hope that the lessons leaned in the university will reveal themselves inour performa nee in the workplace and further educati on.4. （四年的本科学习是走向成功生活的唯一道路，这种说法是无法接受的）It cann ot goun challe nged to say that the 4-year un dergraduate experie nee is the only path to success in life.5. （在对一个关键的问题做结论时，如果只相信所谓的专家而不相信自己，不根据调查的结果，不根据实验的数据，那是在冒险）We run the risk of making critical decisions,not on the basis of what we know, the findings of investigations, and the data ofexperime nts, but on the basis of bli nd faith in professed experts.6. （我们的事业需要一批受过良好教育又能关心他人的年轻人，他们能团结一致，相互学习，积极参加四化建设）Our task n eeds a large group of well-i nformed, cari ng young people who can band together, learn from each other, and actively participate in the four moder ni zati ons.7. （如果这所新学校要有生命力的话，它培养的学生不仅要有扎实的基础和熟练的专业技能，还要有奉献精神）If it is to endure, the new school should help the students notonly acquire a sold basic educati on and become compete nt in a specific field, but also be ready to commit themselves to others.8. （如果大学生对考试过于投入，就有可能把能力与奉献放到次要的地位，这样说一点也不过分）It is not too muchto say that if undergraduates excessively devote themselves to exam in ati ons, the will push compete nee and commitme nt to the frin ges.9. （我甚至没有跟他说话，当然更不用说与他讨论有关你们学校的改建问题）I did n'teven speak to him; much less discuss the recon struct ion of your school with him.10. （有人认为考试是很重要的，但也有人认为考试有不少弊端。
所以考试留下了一个未能解决的问题---考试对教育有什么影响？）Some people think examinations are secondto non e,but someth ink exam in ati ons have a lot of disadva ntages. Exam in ati ons leave us an ope n esse ntial questi on --- what in flue nee do exam in ati ons exert on educati on?Unit 2家庭企业：下一代的前景E. A small family-ow ned compa ny, Eisai, was one of the orig inal manu facturers of vitamin E,and it main tai ned a strong research commitme nt to n atural 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 preside nt from his father. Before that, he had chaired Eisai' five-year strategic planning committee. During that time, he had become convinced that the compa ny's focus on the discovery and manu facture of pharmaceuticals was not susta in able for Ion g-term growth aga inst large, global competitors. Two years after beco ming preside nt, Naito formulated a radical new vision for Eisai that he called Human Health Care. It extended the company's 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 HHC projects and by the end of 1996, in the Japanese domestic pharmaceutical industry, and Eisai ' customers and competitors view the compa ny as a leader in health care.A1. （Ow ners/fo un ders are extremely drive n and dyn amic. Ofte n they …）业主/ 企业创建者不仅进取心强，而且精力充沛。