[外语类试卷]笔译二级实务模拟试卷26及答案与解析.doc

1、笔译二级实务模拟试卷 26及答案与解析 SECTION 1 Compulsory Translation (30 points) 1 The decision of the New York Philharmonic to hire Alan Gilbert as its next music director has been the talk of the classical -music world ever since the sudden announcement of his appointment in 2009. For the most part, the response

2、has been favorable, to say the least. “Hooray! At last!“ wrote Anthony Tommasini, a sober-sided classical-music critic. One of the reasons why the appointment came as such a surprise, however, is that Gilbert is comparatively little known. Even Tommasini, who had advocated Gilberts appointment in th

3、e Times, calls him “ an unpretentious musician with no air of the formidable conductor about him. “ As a description of the next music director of an orchestra that has hitherto been led by musicians like Gustav Mahler and Pierre Boulez, that seems likely to have struck at least some Times readers a

4、s faint praise. For my part, I have no idea whether Gilbert is a great conductor or even a good one. To be sure, he performs an impressive variety of interesting compositions, but it is not necessary for me to visit Avery Fisher Hall, or anywhere else, to hear interesting orchestral music. All I hav

5、e to do is to go to my CD shelf, or boot up my computer and download still more recorded music from iTunes. Devoted concertgoers who reply that recordings are no substitute for live performance are missing the point. For the time, attention, and money of the art -loving public, classical instrumenta

6、lists must compete not only with opera houses, dance troupes, theater companies, and museums, but also with the recorded performances of the great classical musicians of the 20th century. There recordings are cheap, available everywhere, and very often much higher in artistic quality than todays liv

7、e performances; moreover, they can be “consumed“ at a time and place of the listeners choosing. The widespread availability of such recordings has thus brought about a crisis in the institution of the traditional classical concert. One possible response is for classical performers to program attract

8、ive new music that is not yet available on record. Gilberts own interest in new music has been widely noted; Alex Ross, a classical -music critic, has described him as a man who is capable of turning the Philharmonic into “ a markedly different, more vibrant organization. “ But what will be the natu

9、re of that difference? Merely expanding the orchestras repertoire will not be enough. If Gilbert and the Philharmonic are to succeed, they must first change the relationship between Americas oldest orchestra and the new audience it hopes to attract. 2 When Liam McGee departed as president of Bank of

10、 America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving “to pursue my goal of running a company. “ Broadcasting his ambition was “very much my decision,“ McGee says. Within two weeks, he was

11、 talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29. McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about

12、 his aspirations. And McGee isnt alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who dont get the nod also may wish to move

13、on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations. As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a

14、year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders. The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to

15、the rule that the most attractive CEO candidates are the ones who must be poached. Says Korn/Ferry senior partner Dennis Carey: “I cant think of a single search Ive done where a board has not instructed me to look at sitting CEOs first. “ Those who jumped without a job havent always landed in top po

16、sitions quickly. Ellen Marram quit as chief of Tropicana a decade age, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financia

17、l institution three years later. Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. “The traditional rule was its safer to stay where you are, but thats been fundamentally inverted,“ says one h

18、eadhunter. “The people whove been hurt the worst are those whove stayed too long. “ SECTION 1 Compulsory Translation (20 points) 3 道别是一种社交礼仪，它象征一次活动的终结。 在英国、美国和其它许多西方国家，告别具有特定的程式化表达模式。这些表达模式依不同的时间、地点、参加人和文化而变化。一般来说，客人应该先向主人告别。参加同一活动的两位宾客应该谁先告别并没有特定要求。有意思的是，在西方国家，客人提出告辞后不会马上离开，而是会再多呆上 10到 15分钟再离开。出于礼

19、貌，客人要反复告辞两三次以表示自己确实不愿离开。主人送客时会在门口与客人道别。更重要的是，客人要对主人的招待表示感谢。主人则要表示再次相聚的愿望。 在中国，送别客人所花费的时间要多得多。事实上，许多好客的主人会坚持把客人送出居民区，一直送到停车场或公共汽车站。而客人则要再三劝主人不必如此客气，而他们的努力自然是不会奏效的，因为双方的做法都是在遵循传统的礼仪规范。事实上，主人要等到客人再也看不见了才可以离开。在新疆，多数当地少数民族居民认为客人在门口道别离开后还要转身再次向主人表示感谢和祝福。 鞠躬在日本是一种非常重要的习俗。日本人总是不停地鞠躬。最普通的现象是他们在彼此问候及道别时以鞠躬代替握

20、手。不论谁向你鞠躬，不回礼是无礼的表现。身体接触会令 日本人不自在，但是，他们已经习惯与西方人握手了。 4 如果你是那种看着别人的生活就羡慕，对自己的生活提不起精神的人，也许你需要把握生活，做些改变。很多人每天从早到晚做同样的事情，对现状感到非常满足并很快乐。但是，如果你觉得自己的潜能被浪费，内心深处渴望更活跃刺激的生活，你就需要采取一些积极的行动。 你会觉得如果你处在另一种环境，你肯定会掌握好局面，为更宏大目标而努力。如果你真这样想过，那就不应该被无法改变的现状所难倒，不要为自己为什么不开始行动找借口，也不要为自己找为什么不去充分发挥潜能 的理由了。 如果人满腹激情，也有能力干一番事业，就不

21、要浪费自己的才能。停止抱怨命运掌握在自己手里 !现在该是人停止自欺欺人、认识到岸上的安全可能要比你所想的更具有破坏性的时候了。 笔译二级实务模拟试卷 26答案与解析 SECTION 1 Compulsory Translation (30 points) 1 【正确答案】 纽约爱乐乐团决定聘请 Alan Gilbert作为下一任的音乐总监，这个决定自从 2009年宣布这项任命时就成为了古典音乐界议论的热点。退一步说，在很大程度上，反 应是积极的。 Anthony Tommasini是一个冷静的古典音乐评论家，他这样写道： “好啊，终于好了 !” 然而，这个任命之所以令人惊讶，原因之一就是：相对

22、而言， Gilbert少有人知。甚至是在纽约时报上用户 Gilbert任命的 Tommasini都称其为 “一位谦逊的音乐家，从他身上找不到一点令人敬畏的指挥家的气质 ”。迄今为止，纽约爱乐乐团一直是由像 Gustav Mahler和 Pierre Boulez那样的著名音乐家指挥的。如今，如此描述这个乐团的下一任指挥，至少对于纽约时报的某些读者而言， 这是一种贬低。 就我看来，我不知道 Gilbert是否是一个伟大的指挥家或者只是一个好指挥。但有一点我能确定，尽管他能表演出很多有趣的乐章且是人印象深刻，但是我却没必要去艾维费雪音乐厅或其他地方去听一场有趣的交响乐。我要做的事情就是去翻我的 C

23、D架，或者打开电脑从 iTunes上下载更多的唱片。 音乐会的忠实听众会回答说唱片永远不能代替现场演出，但他们忽略了重点。现在，为了赢取艺术爱好者的时间、关注度和金钱，古典乐器演奏家们不仅要和剧院、舞蹈团、电影公司和博物馆竞争，还要和那些记录了 20世纪伟大的 古典音乐家演出的唱片竞争。唱片便宜且随处可买，而且常常比如今的现场音乐会的艺术质量要高。另外，听众可以任意选择唱片的时间和地点。唱片的随处可得给传统音乐演出机构带来了危机。 一种可能的回应是，古典音乐演奏者需表演新颖且具吸引力的曲目，而且曲目必须不能在唱片中听到。人们已经广泛关注 Gilbert对新音乐的独有兴趣：古典音乐的批评家 Al

24、exRoss把他描述为一个可以把交响乐变为 “一种迥然不同，而且更具活力的音乐 ”。但是那种差异的性质是什么呢 ?仅仅增加乐团的演出曲目还不够。如果Gilbert和他的乐团要想 成功的话，他们就必须首先改变美国最古老的乐团和他们想吸引的新观众之间的关系。 2 【正确答案】 8月份，当 Liam McGee以美国银行总裁的身份离职时，他给出的解释直白得令人惊讶。他没有像以往那样以模棱两可的理由掩饰自己的离开，而是坦然说出自己即将离职 “追求新的目标开家公司 ”。 McGee说宣布这一目标正是自己的决定。两周内，他和哈特福德金融服务集团董事会进行了首次会谈，该公司于 9月 29日任命他为 CEO兼

25、董事会主席。 McGee说没有找好工作就离职可以给他时间反思自己到底想经营何种公司。 这也使外界明确他的愿望和决心。并不只是 McGee一个人这样做。最近几周，雅芳和美国快递这两家公司的一些高管们纷纷离职，并解释说想寻求一个 CEO的职位。当董事会迫于股东的压力仔细审查继任计划时，那些被否定的高管们也会想离开。混乱的商业环境同样使得高管们十分谨慎，害怕模糊的声明会有损他们的声誉。 当经济开始复苏时，副职高管们可能更愿意在没有找到新工作时跳槽。据Liberum调查，第三季度， CEO的换任比一年前减少了 23，原因在于紧张的董事会抓住现有的领导层不放。随着经济逐渐好转，有抱负的领导们又会充满 希

26、望。 辞去高层职位寻找一个更好的职位，此决定非同寻常。多年来，高管和猎头们一直坚持一个原则：最具吸引力的 CEO候选人是那些必须通过挖墙脚才能得到的人。 Korn Ferry高级搭档 Dennis Carey说道： “在我做的所有调查中，董事会都让我把在任的 CEO作为优先考虑人选。 ” 找不到工作就离职的人并不总是很快就能找到高层职位。 10年前，当纯果乐被百事可乐公司收购时， Ellen Marram以经理的身份离职了，说她想当 CEO。一年后，她才成为一家商品交易所的老板，那是一家以互联网为基础的小型 公司。 2005年， Robert Willumstad怀着要成为 CEO的梦想离开了

27、花旗集团。可是历经三年，他才在一家主要的金融机构达到那个职位。 很多招聘人员都说高管以往的羞耻心已经慢慢变弱了。金融危机已经使得人们更可以接受跳槽了，待业或者辞去一份不好的工作。一个猎头说： “传统的规则是待在原地比较安全，但是现在情形已经完全改变了。呆的时间太长就会受伤越深。 ” SECTION 1 Compulsory Translation (20 points) 3 【正确答案】 Farewell is an essential part of social etiquette and signifies the conclusion of a social activity. In

28、Britain, America and other western countries, to conduct farewell needs certain procedural form. The specific pattern depends upon the specific time, spot, object and culture. In general, the visitor should initiate the farewell. If there are two visitors at the same occasion, there is no requiremen

29、t on which of whom should put forth the farewell first. Amusingly, in western countries, the guest will not depart immediately after saying the farewell but instead linger for another 10 or 15 minutes to leave actually. Out of courteousness, the guest may repeat the farewell twice or more so as to e

30、xpress the reluctance for the parting. The host will practice the farewell with the quest at the doorway. Most importantly, the guest must extend the gratitude for the sincere treat offered by the host, and the host will show the expectation for the next reunion. In China, to conduct farewell requir

31、es much more time. Actually, many hospitable hosts will insist to escort their guests directly till to outside the residential area, till to the parking lot or bus station; and their guests will suggest repeatedly that there is no need for the hosts to be so courteous. But all of their efforts will

32、not make any effect in reality, because the practice of both sides is just to observe the norms of social etiquette. In fact, the hosts should turn back only when the guests are out of sight. In Xinjiang province, many residents of local national minority hold that the guests should turn back to say

33、 farewell once again in order to express the heartfelt gratitude and best wishes after the farewell spoken at the doorway. To make a bow is a major part of the custom in Japan. The Japanese are constantly making bows. When greeting each other or conducting farewell with each other, the bows will be

34、adopted instead of the handshakes, which is the most common phenomenon in Japan. Whoever making a bow to you, it will be extremely impolite for you not to greet back a bow. Physical contact makes Japanese feel uncomfortable, however, they have been accustomed to the handshakes with the western peopl

35、e. 4 【正确答案】 If you are that kind of person who admire others lives and is low-spirited to your own life, perhaps you need to hold your life and make some changes. Many people repeat the same thing from morning till night and feel very contented with the status quo happily. However, if you consider y

36、our potential is squandered and you long for more active and exciting life deeply in your heart, you need to take some positive action. You would feel that if you are in another environment, you will be sure to predominate the complexion and make great efforts for more magnificent target. If you rea

37、lly thought about this, you shouldnt be daunted by unalterable status quo, find excuses for the reason why you dont make a move and exert your potential fully. If a person is full of passion, and is capable of making a career, he shouldnt waste his capacity. Stop complaining and you are in control of your own destiny! It is high time that you should stop your self-delusion and become aware of the safty on the shore that is possibly more devastating than you can imagine.