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以石家庄三年大发展为内容做演讲。

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SECTION B ENGLISH TO CHINESE
Directions: Translate the following text into Chinese.
As a probing psychologist he is the unrivalled master among all living British and American novelists. Neither do any of his colleagues possess his fantastic imaginative powers and his ability to create characters. His subhuman and superhuman figures, tragic or comic in a macabre way, emerge from his mind with a reality that few existing people even those nearest to us — can give us, and they move in a milieu whose odors of subtropical plants, ladies' perfumes, Negro sweat, and the smell of horses and mules penetrate immediately even into a Scandinavian's warm and cosy den. As a painter of landscapes he has the hunter's intimate knowledge of his own hunting-ground, the topographer's accuracy, and the impressionist's sensitivity. Moreover — side by side with Joyce and perhaps even more so — Faulkner is the great experimentalist among twentieth-century novelists. Scarcely two of his novels are similar technically. It seems as if by this continuous renewal he wanted to achieve the increased breadth which his limited world, both in geography and in subject matter, cannot give him.

？Read the article below about delegation.
？In most of the lines 34 - 45, there is one extra word. It is either grammatically incorrect or does not fit in with the meaning of the text. Some lines, however, are correct.
？If a line is correct, write CORRECT on your Answer Sheet.
？If there is an extra word in the line, write the extra word in CAPITAL LETFERS on your Answer Sheet.
Are you one of those people who doesn’t trust anyone else to do what needs to be done？ Some managers they can’t bear anyone else to help them in any way. They
34. don't believe that anyone can do such a job as well as they can. It is not surprising
35. that they then get overwhelmed by work and complain that they have far too much
36. to do, but it could be argued that it is by their own fault. If they learnt to delegate,
37. they would have much more time available. Besides the saving time and freeing
38. them to concentrate on tasks that are important, delegating also benefits to the
39. company. If managers delegate effectively, their staff will become more skilled and
40. committed. Asking staff to make the decisions improves their efficiency and morale.
41. This will contribute itself not only to the success of the team, but to the success of
42. the company as a whole. More importantly, it will also show how good a person's
43. managerial skills are, which is useful when those candidates are considered for
44. the promotion. Trusting other people to do a job properly and providing them with the
45. opportunity to do so well is therefore an essential management skill in the workplace of today.
(34)

Gardner Dolores

&8226;Look at the statements below and the text about time management on the opposite page.
&8226;Which section (A, B, C or D) does each statement (I-7) refer to？
&8226;For each statement (1-7), mark one letter (A, B, C or D) on your Answer Sheet.
&8226;You will need to use some of these letters more than once.
Successful Time Management
A
The secret of avoiding work pressure is thinking ahead. Every day you need to review your progress towards objectives and decide how you can best use the time available to make further progress. You may find this is best done at the start of your working day but some people prefer to have a planning session just before they finish. Whichever you select - and you may need to experiment to find what suits you best- find some way of fitting the activity into your schedule. Never say, '1 don't have time to plan today'.
B
Managers at all levels occasionally find they have taken on more than they can cope with. This is not a crime, but you must examine the reasons for such a situation and then plan a course of action. Until the problem is resolved, most of your time and energy will go into worrying about the situation and you will feel unmotivated. Think too about how to prevent it happening again. This may require you to be firm and avoid agreeing to more than is realistic.
C
If a review of your working practices shows that you are too much of a perfectionist, do something about this. Modern definitions of quality refer to 'fitness for purpose'. If you bear this in mind, you may find it easier to persuade yourself to settle for an acceptable level of quality rather than perfection. When thinking about objectives and planning how to achieve them, consider how thoroughly you need to do something in order to meet your requirements. Unless you have spare time, do not spend extra hours on an activity in an effort to cover absolutely everything.
D
If your review of a period of time shows that you are spending time on things that are not really necessary or important, then think hard about whether you can afford this time. Many people file unnecessary papers and attend endless, unproductive meetings. Even top managers can be guilty of misdirecting their efforts by supervising subordinates too closely or failing to delegate. If you question the necessity of certain work, you may find it easier to avoid these misdirected efforts and this will better inform. your planning in the future.
In order to complete a task well, it may not be necessary to deal with every detail.