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Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)
Extrapolating from the adage "two heads are better than one", a group of economists at the University of Iowa has learned how to turn the instincts of individuals into useful predictions of the future. So far, the researchers have tested their method by predicting the outcome of such events as the American presidential election and the number of books sold on the first day of a Harry Potter re lease. Now, they have turned their sights to influenza.
The influenza in question is not the pandemic bird-flu-related sort that is currently a cause for concern but the quotidian bug that lays people low, particularly in winter. Even this disease is not trivial, it kills, for instance, about 36,000 people in America and possibly as many as 12,000 people in Britain every year. If outbreaks could be predicted, patients at particular risk could be vaccinated and medical personnel redeployed in anticipation. So Philip Polgreen and his colleagues wondered if they could succeed where medical science had failed, and give adequate warning of influenza outbreaks.
America's Centres for Disease Control(CDC) track influenza cases in the country as they hap pen. A week later, they release the data, in part by using a colour-coded map. The colours reflect the level of influenza activity in each state on a five-point scale, with yellow representing "no activity" and red representing "widespread activity".
In their study, Dr. Polgreen and his colleagues gave 60 doctors and nurses based in Iowa 100 "flu dollars" each. The participants used these to buy and sell shares coded according to the CDC's colours for a particular week in the future, based on how many cases they thought would occur in the state during that week. For example, if a physician saw three young children with flu symptoms in his office, he might sell any yellow shares he had for the following week and buy red ones. Conversely, if no one he saw seemed to have trouble with influenza, he might buy more yellow or green (sporadic activity) shares for each of the next few weeks.
Over the course of the flu season from October 2004 to April 2005, 52 participants logged into the market as traders. They were able to buy and sell up to seven weeks in advance. At the end of the experiment, each flu dollar was converted into a real one and given to the participants in the form. of an educational grant.
The purpose of the economists' research at the University of Iowa is to
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Part A
Directions: Read the following four texts. Answer the questions below each text by choosing A, B, C or D. (40 points)
It may not have generated much interest outside energy and investment circles, but a recent comment by Tidewater, Inc. president Dean Taylor sent earthquakes through the New Orleans business community. In June, Taylor told the Houston Chronicle that the international marine services company—the world's largest operator of ships serving the offshore oil industry—was seriously considering moving its headquarters, along with scores of administrative jobs, from the Crescent City to Houston, "We have a lot of sympathy for the city, " Taylor said. "But our shareholders don't pay us to have sympathy. They pay us to have results for them".
It was the last thing the hurricane-scarred city needed to hear. Tidewater was founded here a little more than 50 years ago, and kept its main office in New Orleans throughout the oil bust of the-1980s and the following decades of industry consolidation, when dozens of energy firms all but abandoned New Orleans for greener pastures on the Texas coast. In the nearly two years since Hurricane Katrina ravaged the city, the pace of exodus has accelerated, complicating New Orleans' halting recovery; according to the local business weekly CityBusiness, the metropolitan area has lost 12 of the 23 publicly traded companies headquartered here, taking white-collar jobs, Corporate community support and sorely needed taxpayers with them—and threatening to leave the city even more dependent on a tourism-based economy than it was before the storm.
Making matters worse, some observers say, is the city leadership's apparent indifference to the bloodletting. Just weeks after Hurricane Katrina in August 2005, Mayor Ray Nagin, then in the very early stages of a heated reelection bid, dismissed warnings that many companies, like displaced residents, might opt to relocate. Nagin said he hoped they would stay. "But if they don't", he said with typical glibness, "I'll send them a postcard". The comment might have been written off as one of Nagin's many verbal missteps. But in the months that followed, the warnings turned out in many cases to be true, even as the city's rebuilding effort languished, infrastructure repairs limped along, the state reimbursement program for damaged homes faltered and the New Orleans' infamous crime rate made a sickening comeback.
New Orleans "wasn't considered a great city for doing business before the storm. People were always dribbling out", says Peter Ricchiuti, a professor of economics at Tulane University. While many of the companies that made it through the storm could stand to benefit from the city's recovery, he says, Katrina may have hastened the loss of high-paying energy jobs. "We're losing the white-collar jobs and keeping the blue-collar jobs", he says. "We're becoming much more of a blue-collar oil industry".
One of the latest examples is Chevron Corp., which is building new offices in the northern suburbs, 40 miles north of the city across Lake Pontchartraln, and plans to transfer 550 employees from New Orleans to Covington by the end of the year. That would take well-paid people out of downtown New Orleans, a move that will impact the central business district's economy. "We made the decision in May, 2006, when our employees were making important housing decisions", says Qi Wilson, a Chevron spokesperson. The company; like many employees, decided the north shore offered better security should another hurricane strike, along with fewer of the post-Katrina headaches that still plague the city. The move "will make it easier to retain the talent we have, and to attract new talent", Wilson says.
It can be inferred from the first paragraph that.
The phrase "caved in"(paragraph 2) most probably means
某项目建设期2年，生产期6年，其现金流量表如下(单位：万元)： 则静态投资回收期和动态投资回收期分别为()。
一类人防重点城市中的省会城市，要经大军区人民防空委员会审查同意后，报国家人民防空委员会和建设部审批。 ()
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