申请加入 四叶草 by 菜青虫

caiqingchong1UID: 2697273

1.寄托ID：caiqingchong1
2.具体的机考时间和地点： 3.4北京
3.评估下目前自己所处的水平，列出是否满足申请要求里面的几条内容
AW初级阶段。在补之前落下的作业。
第一条，时间基本符合。。。
第二条，假期上过xdf，知道argu和issue的含义，写过十几篇argu提纲，intro没完整的看完，基本符合
第三条，这个自己说不清，完整的文章也就写过一两篇，也没找人改过。。。
第四条，绝对满足
第五条，可以保证。
第六条，很不幸，尝试过17天搞不定gre单词，发现真的搞不定。。。红包看过一遍，但是印象有限。。长难句全部读完，不过一句没背过。。。基本符合
5.写一段100-200的英语。任意写什么。
As in the movie the boat that rocked a virtual character Simon ever broadcasted,"it's not simple being cool,but it's cool being simple",I'm gonna devote my whole enthusiasm to my principle objective ,which amounts to my chasing dream of studying in America,rather than the GRE test itself,to establish a simple and cool lifestyle I have never experienced before.The result is considerably cool,moreover,the process may  not be simple.Knowing this,I've made a decison to challenge the former lazy me and to embrace my new life,since the moment I am typing these words.Originated from hope,I've got a strong conviction as encouragement for me to blaze forward and to achieve my goal.
   

申请要求：
1.1006G。三月中下旬机考的童鞋。
2.已经了解什么是argu，什么是issue，argu和issue的题库至少看过一遍，intro也读过一遍。
3.对于语法，不会出现低级错误，即可以写出流畅的句子；对于单词拼写，不会总是有混淆，不会总是因为词汇量太低而不知如何是好。
4.有毅力，有热情，积极向上，愿意奉献，充分信任。
5.每周至少有4-5天可以上寄托，上QQ参加会议，并且讨论题目，更新作业和自己的备考日志。
6.红宝至少要过了一遍。看过背过杨鹏难句的优先考虑。

线路长UID: 2756614

申请要求：
1.1006G。三月中下旬机考的童鞋。
本人3月23号考试
2.已经了解什么是argu，什么是issue，argu和issue的题库至少看过一遍，intro也读过一遍。
正在上新东方，Issue满足，Argu自己看过，但是老师还没有讲过
3.对于语法，不会出现低级错误，即可以写出流畅的句子；对于单词拼写，不会总是有混淆，不会总是因为词汇量太低而不知如何是好。
恩，满足要求，可以做到
4.有毅力，有热情，积极向上，愿意奉献，充分信任。
满足要求，可以做大
5.每周至少有4-5天可以上寄托，上QQ参加会议，并且讨论题目，更新作业和自己的备考日志。
一定，来寄托就是要让自己和大家一起奋斗
6.红宝至少要过了一遍。看过背过杨鹏难句的优先考虑。
已经背过几遍了，但是没有看过杨鹏的

caiqingchong1UID: 2697273

• JUDGMENT will be passed on the Greek government's budget-cutting plans by the European Commission on Wednesday February 3rd. The country's public finances are in a parlous(bad,dangerous,risky) state and fears that the markets may lose faith in Greece altogether were only partly allayed(减轻) when it recently raised

caiqingchong1UID: 2697273

A debate about fashion in Qatar
Cross about cross-dressingthe practice of wearing clothes usually worn by a person of the opposite sex, especially for sexual pleasure Is it a wicked  bad,immoral,depraved Western habit that should be stopped?Jan 28th 2010 | DOHA | From The Economist print edition
Illustration by Claudio Munoz
CROSS-DRESSING is on the rise among young Qataris. The local press says that more tradition-minded locals are upset by the growing number of young women affecting a masculine male,manlike style of dress, baggy loose,oversize,ill-fitting trousers, short hair and deep voices. These women, who call themselves boyat, which translates as both tomboy and transsexual变性人(and is derived from the English word boy), are being seen in schools and on university campuses where some are said to harasstrouble,bother,annoy their straiter-laced ？？蕾丝的sisters.
In an episode 集of a talk show on Qatari television, called Lakom al Karar (The Decision is Yours), a leading academic said that the “manly women” phenomenon was part of a “foreign trend” brought into Qatar and the Gulf by globalisation. Foreign teachers, the internet and satellite television have been blamed. So have foreign housemaids, for badly influencing children in their care. ？？这个倒装？？正常语序什么？？
The studio audience was divided over 在。。上有分歧 how to respond. Some called for the death penalty for cross-dressers, while others favoured medical treatment. A rehabilitation恢复，康复 centre for Qatari boyat has been set up, but a local report says that as many as 70% of them refuse to give up their “abnormal behaviour”.
It is not just Qataris who are rattled慌乱的. A year ago the ministry of social affairs in the United Arab Emirates (UAE) launched a campaign against “masculine women”. The project, entitled “Excuse me, I’m a girl”, involved workshops, lectures and television programmes, stressing the virtues of femininity女性气质 and raising awareness of the presumed dangers of women looking like men. An emirates’ foundation is helping to fund a research project on “gender identity disorder among Emirati youth”.
One official describes the “deviant不正常的 behaviour” of the boyat as a “menace 危险” to society. But others sound less fazed慌乱的. An American university lecturer in the region says the short hair and gym shoes worn by these young women would look perfectly normal on an American campus. That is just what unnerves使紧张，使恐惧 the traditionalists.

caiqingchong1UID: 2697273

China and America
Blowing hot and coldWhat to make of the latest row between China and America over Taiwan?Feb 2nd 2010 | WASHINGTON, DC | From The Economist online
Shutterstock
IS IT a crisis or just (show) business as usual? With China and America, it can be hard to tell. Almost immediately after the United States said that it intended to sell more than $6 billion-worth of arms to Taiwan, the Chinese went into a spin. They summoned (send for,call) the American ambassador to denounce this interference in China’s “internal affairs” (Taiwan is part of the mainland, says the government in Beijing), threatened to cut off military ties with the United States and said they would impose sanctions制裁 on American firms involved in the Taiwan deal.
None of this looks good for the world’s most consequential relationship. From global warming to the sickly（原指多病的） world economy to stopping nuclear proliferation 增长 in North Korea and Iran, co-operation between the established superpower and the rising one is vital to world stability. Why should either？？ want to jeopardise this relationship?
That question has produced several theories. One is that China’s spritely ？？economy is making it less afraid of conflict with a tiring困倦的，疲劳的 America, especially when it thinks that “core” interests such as its claim to sovereignty 主权over Taiwan or Tibet are at stake. The other is that America timed 为。。安排时间、选择时机the Taiwan arms sale in part to punish China—for its shabby不公正的？破败的 treatment of Barack Obama during last November’s presidential visit to Beijing, for its foot-dragging拖拉 at December’s Copenhagen climate summit and for its reluctance to support new United Nations sanctions on Iran. Of course, neither theory excludes the other and bits of both may be true. But a third possibility is that there is in fact less to this “crisis” than meets the eye.
America is obliged under the Taiwan Relations Act of 1979 to provide the island with the arms it needs to defend itself. America and China both knew that the United States would announce the package交易 at some time and that China would vehemently激烈地 oppose it, as it always does. The package includes some sophisticated weapons, such as Black Hawk helicopters and Harpoon missiles, but it does not include F-16 fighters that the Taiwanese would dearly like. As to the timing时间的选择, says a senior administration official, “this is one of those issues where the timing is never right.” It certainly would not have been clever to announce the sale immediately before or after last year’s presidential goodwill visit to China.
If America’s announcement was expected, so was the indignant愤怒的 Chinese response. Denunciation and the cancellation of some military-co-operation meetings is in keeping with previous Chinese reactions. A new element this time was the public threat of Chinese sanctions against American firms involved in the Taiwan deal, but most of these have little or no business in China. One big exception is Boeing, which is huge in China. But for that reason it is unlikely that the Chinese will follow up on this particular threat.
If the Taiwan weapons spat小争吵，口角 blows over平静下来, American officials will hail称赞 what they nowadays call the more “mature” relationship they have nurtured支持，促成 with China during Mr Obama’s first year. But many tests lie ahead. Some are mainly symbolic, such as a forthcoming meeting between Mr Obama and Tibet’s spiritual leader, the Dalai Lama, which the Americans postponed last year to prevent it souring the president’s China trip. Others are more concrete, such as China’s reluctance to go along with new sanctions on Iran or to respond to America’s pleas to revalue the yuan. A world-shaking falling-out between China and America is always possible. But the falling-out over the Taiwan arms package is probably not it.

caiqingchong1UID: 2697273

No quick fixThe damage to Toyota, the world’s biggest carmaker, may be lastingFeb 4th 2010 | From The Economist print edition
Reuters
SAFETY recalls are a common enough occurrence in the car industry. If handled correctly, few have long-term consequences for the manufacturer involved. However, the disaster now engulfing包围，严重影响 Toyota is of a different order. Not only is Toyota’s brief reign统治时期 as the world’s largest carmaker threatened but, more important, so too is its reputation for matchless无与伦比的 quality and management. Rivals that had grown used to living in the Japanese firm’s shadow are quietly celebrating.
Toyota’s decision last month to recall 2.3m vehicles in America and then to suspend 暂停，中止sales and production of eight models with potential faulty accelerator pedals (it later took similar steps around the world, involving 8m vehicles) has sent shock waves through the industry. The good news was that Toyota announced on February 1st that it had come up with a cure for the sticking pedals which, along with badly fitting floor mats垫子 (the subject of another massive recall late last year), have been blamed for at least 19 deaths and more than 2,000 incidents of “unintended acceleration”.
The bad news was almost everything else. America’s transport secretary, Ray LaHood, said Toyota had to be pushed into making the recalls. A report in the Detroit Free Press alleged 声称，断言that Toyota had received hundreds of complaints from worried customers since 2003, but little or nothing had been done. One of two congressional committees investigating what Toyota knew, and when, accused the firm of being inconsistent不一致，相矛盾 in its evidence. And although Toyota insisted that a simple mechanical fix—fitting a steel reinforcement bar in the accelerator pedal’s mechanism—would resolve the problem, American authorities are investigating whether faulty electronics were to blame for at least some of the accidents. And Toyota admitted that it has also received complaints about the brakes in the new version of its Prius.
While reporting its results on February 4th, Toyota put the cost of the recalls at $2 billion in the first quarter alone. Toyota’s sales in America last month plunged by 16% compared with a year earlier, while those of General Motors rose by 15% and Ford’s by 24%, allowing it to reclaim the number-two slot in the market it lost to Toyota in 2007. Both GM and Ford may have been flattered by an uptick in fleet sales, but Nissan’s sales climbed by 16%, while those of Hyundai, the fastest-growing volume brand in America last year, grew by 24%.
Whether Toyota will speedily recover from this setback or suffer permanent harm is uncertain, but the betting 打赌 must be on the latter. As the recriminations指责，反控 continue and the company’s public-relations machine stumbles绊脚, the aura 气氛that surrounded the firm and allowed it to grow rapidly in recent years, even while charging premium额外的 prices, is being dispelled驱散，消除. Other carmakers, notably Ford and the ambitious Volkswagen Group, have closed the quality gap and are offering more interesting cars. Korea’s Hyundai is unapologetic 不致歉的 about seeing Toyota’s (and corporate Japan’s) loss as its gain. Toyota still has great strengths, not least financial, but it has lost something precious and may never get it back.

caiqingchong1UID: 2697273

SAP's chief departs辞职 abruptly
ApothekerlypsedA mix of bad luck and bad decisions brings down a software giant’s bossFeb 8th 2010 | From The Economist online

IT WILL be no comfort to Léo Apotheker that he has made history as one of the most short-lived bosses of a global technology company. He had taken the helm 舵柄at SAP, the world’s third-biggest software firm, only in May. So there was great surprise when the company announced his departure on Sunday February 7th. Mr Apotheker resigned after SAP’s supervisory board 董事会had decided not to extend his contract.
In more than one way, Mr Apotheker was the victim of bad timing. He had to deal with the economic crisis by cutting costs sharply. SAP’s profits fell by 4% to $1.8 billion in 2009 and revenues dropped even more steeply, by 8% to $10.7 billion.revenue和profit有区别么？？ Mr Apotheker also had to save Business ByDesign, SAP’s troubled attempt to offer software as an online service. And he had to deal with the aftermath后果 of an ill-conceived plan to increase maintenance fees, which customers have to pay to get upgrades and support on products they have previously bought.
That said, Mr Apotheker’s performance was less than stellar优秀的. It was only in January, after months of customer backlash强烈反对, that SAP finally decided to scrap废除 the fee increases. Even more important, he never quite managed to win over SAP’s staff, especially in Walldorf, the German town where the firm has its headquarters总部. According to a recent internal survey, only half of SAP’s 50,000 employees still have confidence in the firm’s top management.
Yet what seems finally to have sealed确认，保证 Mr Apotheker’s fate is that Hasso Plattner, one of the firm’s founders, who is now chairman of its supervisory board, had concluded that SAP was too focused on improving margins空白，边缘部分 and not enough on innovating. The information-technology industry is about to go through significant changes, he explained during a conference call after Mr Apotheker’s departure. “It would be absolutely catastrophic for SAP to be in maintenance mode and not storm ahead with innovation”, he said, adding that SAP also needs to become a “happier company” again.
Achieving these goals will be a tall order for SAP’s new management. Mr Apotheker will not have one, but two successors: Bill McDermott and Jim Hagemann Snabe, the heads of the firm’s field organisation and its product development respectively. Mr McDermott, one of the best salesmen in the industry, will be SAP’s face to the outside world. Mr Hagemann Snabe, a soft-spoken software manager, will be in charge of internal matters. SAP has operated successfully with two “co-CEOs” before, but this time there will be a power behind the thrones. Even more than before, Mr Plattner seems to be intent on making his voice heard. He “will continue to play a strong role in advising the new leaders”, states the press评论 release announcing the new leadership.
Having three bosses is even less of a good idea than having two. There is another cause for worry about giving Mr Plattner an explicit明确的 management role: returning founders have a decidedly 确定的mixed record, especially in technology firms. Jerry Yang of Yahoo!, an online giant, and Michael Dell of the eponymous 同题的computer-maker, both disappointed on returning to the helms of their firms. As chairman of the supervisory board, Mr Plattner has already had some part in many of the big decisions at SAP, not least the highly unpopular one to increase maintenance fees. But not enough for him to have to bear any of the blame. “We made a mistake,” he said during the conference call. “Unfortunately, the head of a company takes most of the blame—whether it is justified or not.”