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　　1. Read the following English passage and then write a Chinese summary of approximately 300 words that expresses its main ideas and basic information (40 points, 50 minutes)

　　Deceptively small in column inches, a recent New York Times article holds large meaning for us in business. The item concerned one Daniel Provenzano, 38, of Upper Saddle River, N.J. Here is the relevant portion:

　　When he owned a Fort Lee printing company called Advice Inc., Mr. Provenzano said he found out that a sales representative he employment had stolen $9,000. Mr. Provenzano said he told the man that “if he wanted to keep his employment, I would have to break his thumb.” He said another Advice employee drove the sales representative to Holy Name Hospital in Teaneck, broke the thumb with a hammer outside the hospital, and then had a car service take the man home after the thumb was repaired.

　　Mr. Provenzano explained that he “didn’t want to set an example” that workers could get away with stealing. The worker eventually paid back $4,500 and kept his job, he said. I know that you’re thinking: This is an outrage. I, too, was shocked that Provenzano was being prosecuted for his astute management. Indeed, I think his “modest proposal” has a lot to teach managers as they struggle with the problems of our people-centered business environment. Problems such as ….

　　Dealing with the bottom 10%. GE made the system famous, but plenty of companies are using it: Every year you get rid of the worst-evaluated workers. Many managers object that this practice is inhumane, but not dealing with that bottom 10% leads to big performance problems. Provenzano found a kinder, gentler answer. After all, this employee would have been fired virtually anywhere else. But at Advice Inc., he stayed on the job. And you know what? I bet he become a very, very — very — productive employee. For most managers Provenzano’s innovative response will be a welcome new addition to their executive tool kit. And by the way, “executive tool kit” is clearly more than just a metaphor at Advice Inc.

　　Being the employer of choice. With top talent scarce everywhere, most companies now want to be their industry’s or their community’s most desirable. Advice Inc. understood. The employee in question wasn’t simply disciplined in his supervisor’s office and sent home. No, that’s how an ordinary employer would have done it. But at Advice Inc., another employee — the HR manager, perhaps? — took time out his busy day and drove the guy right to the emergency room. And then — the detail that says it all — the company provided a car service to drive the employee home. The message to talented job candidates comes through loud and clear: Advice Inc. is a company that cares.

　　Setting an example to others. An eternal problem for managers is how to let all employees know what happens to those who perform especially well or badly. A few companies actually post everyone’s salary and bonus on their intranet. But pay is so one-dimensional. At Advice Inc., a problem that would hardly be mentioned at most companies — embezzlement — was undoubtedly the topic of rich discussions for weeks, at least until the employee’s cast came off. Any employee theft probably went way, way — way — down.

　　When the great Roberto Goizueta was CEO of Coca-Cola he used to talk about this problem of setting examples and once observed, “Sometimes you must have an execution in the public square!” But of course he was speaking only figuratively. If he had just listened to his own words, Goizueta might have been an even better CEO.

　　Differentiation. This is one of Jack Welch’s favorite concepts — the idea that managers should treat different employees very differently based on performance. Welch liked to differentiate with salary, bonus, and stock options, but now, in what must henceforth be known as the post-Provenzano management era, we can see that GE’s great management thinker just wasn’t thinking big enough.

　　This Times article is tantalizing and frustrating. In just a few sentences it opens a whole new world of management, yet much more surely remains to be told. We must all urge Provenzano to write a book explaining his complete managerial philosophy.

　　2. Read the following Chinese passage and then write an English summary of approximately 250 words that expresses its central ideas and main viewpoints (40 points, 50 minutes)

　　越是对原作体会深刻，越是欣赏原文的每秒，越觉得心长力 ，越觉得译文远远的传达不出原作的神韵。返工的次数愈来愈多，时间也花得愈来愈多，结果却总是不满意。……例如句子的转弯抹角太生硬，色彩单调，说理强而描绘弱，处处都和我性格的缺陷与偏差有关。自然，我并不因此灰心，照样“知其不可为而为之”，不过要心情愉快也很难了。工作有成绩才是最大的快乐：这一点你我都一样。

　　另外有一点是肯定的，就是西方人的思想方式同我们距离太大了。不做翻译工作的人恐怕不会体会到这么深切。他们刻画心理和描写感情的时候，有些曲折和细腻的地方，复杂繁琐，简直与我们格格不入。我们对人生琐事往往有许多是人为不值一提而省略，有许多只是罗列事实而不加分析的;如果要写情就用诗人的态度来写：西方作家却多半用科学家的态度，历史学家的态度(特别巴尔扎克)，像解剖昆虫一半。译的人固然懂得了，也感觉到它的特色，妙处，可是要叫思想方式完全不一样的读者领会就难了。思想方式反映整个的人生观，宇宙观，和几千年文化的发展，怎能一下子就能和另一民族的思想沟通呢?你很幸运，音乐不像语言的局限那么大，你还是用音符表达前人的音符，不是用另一种语言文字，另一种逻辑。(《博雷家书》)