全面實行機(jī)考 網(wǎng)課協(xié)助 通關(guān)拿證

　　Section 1 English-Chinese Translation(Translate the following passage into Chinese.)

　　1.Seventy years ago, an earlier generation of world leaders came together to create the United Nations. From the ashes of war and division they fashioned this Organization and the values of peace, dialogue and international cooperation which underpin it. The supreme embodiment of those values is the Charter of the United Nations. Today we are also taking a decision of great historic significance. We resolve to build a better future for all people, including the millions who have been denied the chance to lead decent, dignified and rewarding lives and to achieve their fall human potential. We can be the first generation to succeed in ending poverty; just as we may be the last to have a chance of saving the planet. The world will be a better place in 2030 if we succeed in our objectives. What we are announcing today 一 an Agenda for global action for the next fifteen years — is a charter for people and planet in the twenty-first century. Children and young women and men are critical agents of change and will find in the new Goals a platform to channel their infinite capacities for activism into the creation of a better world. “We the Peoples” are the celebrated opening words of the UN Charter. It is “We the Peoples” who are embarking today on the road to 2030. Our journey will involve Governments as well as Parliaments, the UN system and other international institutions, local authorities, indigenous peoples, civil society, business and the private sector, the scientific and academic community — and all people. Millions have already engaged with, and will own, this Agenda. It is an Agenda of the people, by the people, and for the people — and this, we believe, will ensure its success. The future of humanity and of our planet lies in our hands. It lies also in the hands of today9s younger generation who will pass the torch to future generations. We have mapped the road to sustainable development; it will be for all of us to ensure that the journey is successful and its gains irreversible.

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　　2.Though mindful of its evils, many people believe bureaucracy is unavoidable. Jamie Dimon,the CEO of JP Morgan Chase, remembers an outside adviser who defended it as the ''necessary outcome of complex businesses operating in complex international and regulatory environments". Indeed, since 1983 the number of managers, supervisors,and administrators in the U.S. workforce has grown by more than 100%. Peter Drucker's prediction that today's organizations would have half as many layers and one-third as many managers as their late- 1980s counterparts was woefully off the mark. Bureaucracy has been thriving. Meanwhile, productivity growth has stalled. From 1948 to 2004, U.S. labor productivity among nonfinancial firms grew by an annual average of 2.5%. Since then its growth has averaged just 1.1%. That's no coincidence: Bureaucracy is particularly virulent in large companies, which have come to dominate the U.S. economy. More than a third of the U.S. labor force now works in firms with more than 5,000 employees 一 where those on the front lines are buried under eight levels of management,on average. Some look to start-ups as an antidote. But although firms such as Uber, Airbnb, and Didi Chuxing get a lot of press, these and other unicorns account for a small fraction of their respective economies. And as entrepreneurial ventures scale up, they fall victim to bureaucracy themselves. One fast-growing IT vendor managed to accumulate 600 vice presidents on its way to reaching $4 billion in annual sales. Why is bureaucracy so resistant to efforts to kill it? In part because it works, at least to a degree. With its clear lines of authority, specialized units, and standardized tasks, bureaucracy facilitates efficiency at scale. It's also comfortably familiar,varying little across industries, cultures, and political systems. Despite this, bureaucracy is not inevitable. Since the term was coined, roughly two centuries ago, much has changed. Today's employees are skilled,not illiterate; competitive advantage comes from innovation, not sheer size; communication is instantaneous, not tortuous; and the pace of change is hypersonic, not glacial. These new realities are at last producing alternatives to bureaucracy. Perhaps the most promising model can be found at a company that would not, at first glance, appear to be a child of the digital age. Haier, based in Qingdao, China, is currently the world's largest appliance maker. With revenue of $35 billion, it competes with household names such as Whirlpool, LG, and Electrolux.

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　　Section 2 Chinese-English Translation(Translate the following passage into English.)

　　1.一個國家選擇什么樣的治理體系，是由這個國家的歷史傳承、文化傳統(tǒng)、經(jīng)濟(jì) 社會發(fā)展水平?jīng)Q定的，是由這個國家的人民決定的。我國今天的國家治理體系，是在 我國歷史傳承、文化傳統(tǒng)、經(jīng)濟(jì)社會發(fā)展的基礎(chǔ)上長期發(fā)展、漸進(jìn)改進(jìn)、內(nèi)生性演化 的結(jié)果�！�…民族是一個兼容并蓄、海納百川的民族，在漫長歷史進(jìn)程中，不斷學(xué)習(xí)他人的好東西，把他人的好東西化成我們自己的東西，這才形成我們的民族特色�！�… ……民族文化是一個民族區(qū)別于其他民族的獨特標(biāo)識。要加強(qiáng)對優(yōu)秀傳統(tǒng)文 化的挖掘和闡發(fā)，努力實現(xiàn)傳統(tǒng)美德的創(chuàng)造性轉(zhuǎn)化、創(chuàng)新性發(fā)展，把跨越時空、 超越國度、富有永恒魅力、具有當(dāng)代價值的文化精神弘揚起來，把繼承優(yōu)秀傳統(tǒng)文化 又弘揚時代精神、立足本國又面向世界的當(dāng)代中國文化創(chuàng)新成果傳播出去。只要 民族一代接著一代追求美好崇高的道德境界，我們的民族就永遠(yuǎn)充滿希望。

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　　2.12月26日，中國國家旅游局(CNTA)在記者招待會上透露，中國己成為世界上最大的出境旅游市場和世界第四大旅游目的地。會議的主題是“‘十三五'期間的旅游業(yè)發(fā)展”(以下簡稱“計劃”)。旅游業(yè)已成為中國國民經(jīng)濟(jì)的支柱。2015年，中 國旅游業(yè)占國民經(jīng)濟(jì)的10.8%。來自CNTA的數(shù)據(jù)顯示，2015年中國的旅游業(yè)總收入達(dá)到4.13萬億元人民幣，游客進(jìn)行了 40億次國內(nèi)旅游、1.17億次國外旅游。中國吸引了 1.34億入境游客，旅游業(yè)外匯收入約為1136.5億美元。 該“計劃”強(qiáng)調(diào)穩(wěn)定增長，旨在使旅游次數(shù)年增長10%,旅游總收入年增長11% 和直接旅游投資增長14%。該“計劃”的主要目標(biāo)還包括提高效率、公眾滿意度并提 高國際影響力。旅游部門將為國民經(jīng)濟(jì)貢獻(xiàn)12%,為餐飲、住宿、民用航空和鐵路客 運貢獻(xiàn)85%。根據(jù)該“計劃”，每年將在旅游部門創(chuàng)造100萬個新的工作崗位

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