绗簩鍗佷笁澶╋細闁辫畝妯℃摤绶寸繏(x铆)涓�

浠婂ぉ鐨勭祼(ji茅)鏉熻獮鏄細Aim for the moon and you will land among the stars锛堝織鍦ㄦ湀浜�锛岃嚦灏戜篃鑳借垏鏄熸槦鐐轰紞锛�銆�

Text 1

鈥淗ow do I get into journalism?鈥� is a question that almost anyone who works in this trade will have been asked by friends, godchildren, passing students and, in some cases, their parents. The answer, of course, is: 鈥渨ith difficulty鈥�.

A breezily written new book by the writer, broadcaster and former editor of the Independent on Sunday, Kim Fletcher, recognises this. Its purpose, broadly, is to answer the question posed above, and to offer some tips on how to stay in journalism once you get there. Tenacity matters above all; and there鈥檚 a reason to be tenacious. Journalists now are arguably more professional, and certainly more sober, than in the hot metal days of old Fleet Street, but being a hack is still more fun than a barrel of monkeys. You get to have adventures and then write about them. As Fletcher says: 鈥淵ou would do it even if they didn鈥檛 pay you.鈥�

Landing that job is a cat that can be skinned in dozens of ways. In the old days, you鈥檇 learn the trade as an indentured apprentice on a regional newspaper—working your way through the newsroom covering jam-making competitions and parish council meetings and, occasionally, bracing yourself for the grim task of the 鈥渄eath-knock鈥�, where you interview the grieving parents of that week鈥檚 Tragic Tot, and trouser as many of their family photographs as you can. And thence, in some cases, to Fleet Street—though as Mr. Fletcher points out, nationals are not the be-all and end-all of journalism, and many extremely good hacks prefer to remain on local papers, or ply their trade happily in magazines.

You can start writing features or reports for some of the many trade and specialist magazines. Or you can sneak straight on to a national as a junior gossip columnist. Others get started by submitting ideas and articles on a freelance basis.

As Fletcher points out, the editor or section editor to whom you write is—most of the time—itching to throw your letter away; asking you in for an interview, or reading your cuttings, is a time-consuming and probably boring task he would rather avoid. Misspelling his name, or mistaking his job title, is a gift of an excuse to slam-dunk your letter in the cylindrical filing cabinet. Reporters are supposed to be good at finding things out. If you can鈥檛 even find out the name of the person you are asking for a job, you aren鈥檛 going to be a good reporter.

21. What is the most important quality a person needs for getting into journalism?

锛籄锛� family connections 锛籅锛� knowledge

锛籆锛� perseverance 锛籇锛� professionalism

22. In the past, what was the usual route to becoming a successful journalist?

锛籄锛� Covering stories that involved the death of children.

锛籅锛� Family connections.

锛籆锛� Working for free.

锛籇锛� Covering (usually) boring events for a local newspaper.

23. Where do the best journalists work?

锛籄锛� Fleet Street. 锛籅锛� For the national newspapers.

锛籆锛� Anywhere that accepts features writers. 锛籇锛� In a variety of places.

24. Which of the following is NOT given as a common way to start in journalism?

锛籄锛� Having family connections. 锛籅锛� Writing for trade magazines.

锛籆锛� Writing articles freelance. 锛籇锛� Writing about celebrities.

25. What is the 鈥渃ylindrical filing cabinet鈥� mentioned in the final paragraph?

锛籄锛� A storage place for useless job applications.

锛籅锛� A wastebasket.

锛籆锛� A filing cabinet for personnel files.

锛籇锛� A place for keeping articles that are not immediately needed, but might be needed in the future.

Text 2

鈥�3M鈥� comes from 鈥淢innesota Mining & Manufacturing,鈥� but those three M鈥檚 might better stand for Mistake = Magic = Money. Throughout its 101year history, many of 3M鈥檚 breakthrough products have followed a similar arc: A 3M customer identifies a problem, and a 3M engineer expresses confidence in being able to solve it. He bangs his head against the wall for years, facing repeated setbacks, until management finally tells him to stop wasting time and money. Undeterred, the engineer stumbles onto a solution and turns a dead end into a ringing success.

Although William McKnight, the man responsible for 3M鈥檚 entrepreneurial culture, was not, in fact, a company founder, he does deserve the credit for what made 3M successful during his 59 years at the company and beyond. Says Noa Staryk, chair of the McKnight Foundation, which McKnight founded in 1953: 鈥淭here are two values that resonate from my great-grandfather: innovation and risk taking.鈥�

His tenure started—naturally—with a mistake. Just as the company showed a profit, with sales at about $22,000 a month, angry clients suddenly began returning 3M sandpaper. It turned out that several casks of olive oil had spilled onto a shipment of 3M abrasives in transit, and the oil-tainted 鈥渟and鈥� failed to retain its adhesion to the backing paper. And no one had noticed the problem. After that debacle McKnight established a research lab to test materials at every stage of production.

McKnight鈥檚 move to center the business on research ended up having the dual effect of not only testing ideas but also generating them. He set the tone with his philosophy of 鈥淟isten to anybody with an idea.鈥� When he received a letter in 1920 from an ink manufacturer requesting bulk mineral samples (not one of 3M鈥檚 businesses), McKnight wanted to know what the correspondent would do with the minerals. A Philadelphia inventor named Francis Okie had sent the note, and he wanted to develop his invention of waterproof sandpaper. McKnight realized that Okie鈥檚 idea would rapidly be accepted because it produced less friction than dry sandpaper and didn鈥檛 generate hazardous dust when used wet. He bought the rights to the idea and hired Okie, and by 1921, 3M had released Wetordry sandpaper, its first breakthrough product. As Richard Carlton, 3M鈥檚 director of manufacturing and author of its first testing manual, wrote, 鈥淓very idea should have a chance to prove its worth, and this is true for two reasons: (1) If it is good, we want it; (2) if it is not good, we will have purchased peace of mind when we have proved it impractical.鈥�

26. How can many of 3M鈥檚 breakthroughs be described best?

锛籄锛� The result of mistakes.

锛籅锛� The result of luck.

锛籆锛� The result of confidence in its employees鈥� abilities.

锛籇锛� The result of skill.

27. Which of the following means 鈥渄ebacle鈥� as used in paragraph 3?

锛籄锛� surprise锛籅锛� trial锛籆锛� incident锛籇锛� disaster

28. What was the result of McKnight鈥檚 focus on research?

锛籄锛� More ideas and more testing.

锛籅锛� More testing of existing ideas.

锛籆锛� More ideas to test.

锛籇锛� Testing before and during production.

29. Why did McKnight say 鈥淓very idea should have a chance to prove its worth鈥�?

锛籄锛� Because his whole business depends on new ideas.

锛籅锛� Because he likes hearing new ideas.

锛籆锛� Because even if a new idea doesn鈥檛 work, it will be one less competing idea to worry about.

锛籇锛� Because you never know which ideas are good and which are not.

30. What is the focus of the article?

锛籄锛� William McKnight锛籅锛� 3M

锛籆锛� Getting new ideas.锛籇锛� Selling new ideas.

鍙冭€冪瓟妗堬細

21-25 CDDAB 26-30 BDACA

浠ヤ笂鎽樿嚜鑳℃晱銆�鑰冪爺鑻辫獮闁辫畝鐞嗚В绮捐畝200绡囥€�