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David Landes, author of The Wealth and Poverty of Nations: Why Some Are So Rich and Some So Poor, credits the world's economic and social progress over the last thousand years to" Western civilization and its dissemination." The reason, he believes, is that Europeans invented systematic economic development. Landes adds that three unique aspects of European culture were crucial ingredients in Europe's economic growth. First, science developed as an autonomous method of intellectual inquiry that successfully disengaged itself from the social constraints of organized religion and from the political constraints of centralized authority. Though Europe lacked a political center, its scholars benefited from the use of a single vehicle of communication: Latin. This common tongue facilitated an adversarial discourse in which new ideas about the physical world could be tested, demonstrated, and then accepted across the continent and eventually across the world. Second, Landes espouses a generalized form. of Max Weber's thesis that the values of work, initiative, and investment made the difference for Europe. Despite his emphasis on science, Landes does not stress the notion of rationality as such.
In his view," what counts is work, thrift, honesty, patience, [and] tenacity." The only route to economic success for individuals or states is working hard, spending less than you earn, and investing the rest in productive capacity. This is his fundamental explanation of the problem posed by his book's subtitle: "Why Some Are So Rich and Some So Poor." For historical reasons—an emphasis on private property, an experience of political pluralism, a temperate climate, and an urban style—Europeans have, on balance, followed those practices and therefore have prospered. Third, and perhaps most important, Europeans were learners. They" learned rather greedily," as Joel Mokyr put it in a review of Landes's book. Even if Europeans possessed indigenous technologies that gave them an advantage (spectacles, for example), as Landes believes they did, their most vital asset was the ability to assimilate knowledge from around the world and put it to use—as in borrowing the concept of zero and rediscovering Aristotle's Logic from the Arabs and taking paper and gunpowder from the Chinese via the Muslim world. Landes argues that a systematic resistance to learning from other cultures had become the greatest handicap of the Chinese by the eighteenth century and remains the greatest handicap of Arab countries today.
Although his analysis of European expansion is almost nonexistent, Landes does not argue that Europeans were beneficent bearers of civilization to a benighted world. Rather, he relies on his own commonsense law:" When one group is strong enough to push another around and stands to gain by it, it will do so." In contrast to the new school of world historians, Landes believes that specific cultural values enabled techno logical advances that in turn made some Europeans strong enough to dominate people in other parts of the world. Europeans therefore proceeded to do so with great viciousness and cruelty. By focusing on their victimization in this process, Landes holds, some postcolonial states have wasted energy that could have been put into productive work and investment. If one could sum up Landes's advice to these states in one sentence, it might be "Stop whining and get to work." This is particularly important, indeed hopeful, advice, he would argue, because success is not permanent. Advantages are not fixed, gains from trade are unequal, and different societies react differently to market signals. Therefore, not only is there hope for undeveloped countries, but developed countries have little cause to be complacent, because the current situation" will press hard" on them.
The thrust of studies like Landes's is to identify those distinctive features of European civilization that lie behind Europe's rise to power and th

A. they lack work ethic
B. they are scientifically backward
C. they lack rationality
D. they are victimized by colonists

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听力原文: Bad weather forced mission managers to postpone launching NASA's Messenger spacecraft on a Boeing Delta 2 rocket early on Monday.
Managers stopped the launch because of clouds near the pad at a critical point in the countdown. The minuscule 1 E-second launch window left no time to try again.
NASA hopes to try again early on Tuesday.
Messenger is set to begin a 4. 9 billion mile journey to orbit the planet Mercury and collect data on the planet's geology and atmospheric composition. It will be the first spacecraft to visit the planet since Mariner 10 whizzed by three times in 1974 and 1975. It will also be the first spacecraft ever to orbit the planet.
Launch controllers have until Aug. 14 to launch the spacecraft. After that, planetary alignment issues will postpone the launch for about a year. Upcoming launch opportunities will also have extraordinarily short launch windows.
The Messenger spacecraft was originally scheduled to be launched on ______.

A. Monday
B. Sunday
C. Tuesday
D. Wednesday

注册会计师可以独立、公正地开展审计业务。而财政部门有权对会计师事务所开具审计报告的程序和内容进行监督。()

A. 正确
B. 错误

根据现行法律规定,《会计法》适用中华人民共和国境内,包括已回归祖国的香港、澳门地区。()

A. 正确
B. 错误

Since the late 1970's, in the face of a severe loss 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 costcutting programs. (Cost-cutting here is definding 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 that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies; it became clear to me that the costcutting 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 costcutting. 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 investments in costcutting 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 manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-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 the passage is primarily concerned with ______.

A. summarizing a thesis
B. recommending a different approach
C. comparing points of view
D. making a series of predictions

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