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It was same story all over New Jersey, in bars, bowling alleys, diners, places to live. I was always being forced to leave, silently, or with mutual imprecations. I very shortly became notorious and children giggled behind me when I passed and their elders whispered or shouted -- they really believed that I was mad. And it did begin to work on my mind, of course; I began to be afraid to go anywhere and to compensate for this I went places to which I really should not have gone and where, God knows, I had no desire to be. My reputation in town naturally enhanced my reputation at work and my working day became one long series of acrobatics designed to keep me out of trouble. I cannot say that these acrobatics night, with but one aim: to eject me. I was fired once, and contrived, with the aid of a friend from New York, to get back on the payroll was fired again, and bounced back again. It took a while to fire me for the third time, but the third time took. There ware no loopholes anywhere. There was not even any way of getting back inside the gates.
That year in New Jersey lives in my mind as though it were the year during which, having an unsuspected predilection for it, I first contracted some dread, chronic disease, the unfailing symptom of which is kind of blind fever, a pounding in the skull and fire in the bowels. Once this disease is contracted, one can never be really carefree again, for the fever, without an instant's warning, can recur at any moment. It can wreck more important race relations. There is not a Negro alive who does not have this rage in his blood -- one has the choice, merely, of living with it consciously or surrendering to it. As for me, this fever has recurred in me, and does, and will until the day I die.
My last night in New Jersey, a white friend from New York took me to the nearest big town, Trenton, to go to the movies and have a few drinks. As it turned out, he also saved me from, at the very least, a violent whipping. Almost every, detail of that night stands out very dearly in my memory. I even remember the name of the movie we saw because its title impressed me as being so partly ironical. It was a movie about the German o
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听力原文：Demand for specialized technical skills has long exceeded the supply of native-born workers with advanced degrees, and scientists and engineers from other countries fill this gap.
(25)
SECTION C NEWS BROADCAST
Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. At the end of each news item, you will be given 10 seconds to answer the questions.
听力原文： Manmohan Singh, known as the architect of India's recent economic boom, has been named the new Prime Minister. As Anjana Pasricha reports from New Delhi, the 71-year-old Mr. Singh is the first non-Hindu in the post.
At a meeting Wednesday evening, Congress Party lawmakers endorsed Manmohan Singh as the head of the new coalition government. The Party's allies expressed confidence that a champion of economic reforms will be a successful Prime Minister. Mr. Singh commands wide respect for his integrity and intellect. Mr. Singh will be India's first Prime Minister from the minority Sikh community. On Wednesday the Congress Party again brought enormous pressure on its Italianhorn leader Sonia Ghandi to reconsider her decision to turn down the Prime Minister's job. But she urged the party to carry on with the task of forming a government. Hundreds of supporters besieged her home, senior Congress members resigned their posts, and party activists led street protests in several parts of the country, but Mrs. Ghandi did not relent. Anjana Pasricha, for VOA news New Delhi.
Which of the following is NOT TRUE about India's new Prime Minister Manmohan Singh？
(28)
Since the late 1970's, in the face of a severe 10ss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through cost-cuttig programs. (Cost-cutting here is defining the amount of labor constant.) However, from 1978 through 1982, productivity -- the value of goods manufactured divided by the amount of labor input -- did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.
With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40, 40, 20" rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional east-cutting. This rule does not be tried. The well-known tools of this approach -- including simplifying jobs and retraining employees to work smarter, not harder -- do produce results. But the tools quickly reach the limits of what they can contribute.
Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy's study of automobile manufacturers has shown, an industry can easily become prisoner of its own investment in cast-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers.
Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a mamufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cast-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are. also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.
The author of t. he passage is primarily concerned with ______.
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