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问题 多项选择题

牛汉的《早熟的枣子》中，早熟的枣子这一中心意象所体现的特点和意蕴是（）。

A.因虫蛀而早熟，其红色为苦难所催生

B.生命的全部能量在短暂时间内英勇悲壮地耗尽

C.是作者在痛苦中更执著于理想追求的一份宣言

D.是作者遭受政治磨难的“命运的图腾”

E.是作者及与其有着同样经历的一代中国知识分子命运的写照

答案

参考答案：A, B, C, D, E

阅读理解与欣赏
阅读下面的现代文，完成文后各题
田园哪有风光美
刘红旗
（1）一次聚会上，唯一来自农村的我突然成为众人羡慕的对象，一大群我深深仰望的城里人纷纷问我，农村的空气有多新鲜，农村的天空有多湛蓝，农村的野菜有多淳香，甚至有人想去租种一片土地……他们对农村的田园生活“虽不能至，而心向往之”的神情明明白白写在了脸上。
（2）一心向往都市生活的我被一群生活在都市的人向往着，我仿佛是从桃花源走出的那个渔人。
（3）而我这人偏偏心笨嘴拙，直来直去实打实一句：你们有谁愿意去农村住一辈子?像是给本已熊熊燃烧的火焰泼了一盆冷水，众人面面相觑，最终长吁短叹，短暂的小憩尚可，长期的居住不行。
（4）对田园生活的倾心，不过是对令人身心疲惫的都市生活的一种厌倦和回避的自然流露，而绝不是否定与放弃!正如农村的新鲜空气、湛蓝天空和淳香野菜是植根于落后贫穷和苦难的土壤，都市里的紧张浮躁和喧嚣的背后链接的是便利繁华和舒适，忙碌和辛苦是享受和挥霍的成本也是代价，追名逐利是过程也是结果，他们当然不会为了一片蓝天几缕白云小桥流水斜风细雨一时冲动而拒绝荣华富贵和车水马龙。
（5）可以想象的是，如果能把这些蓝天白云青山绿水带到城里去，他们绝不会俯首屈身长途颠簸到乡下来，哪怕只是片刻的停留，这种判断远远不似在鱼和熊掌之间进行的选择那样艰难。这简直是一定的，因此我也暗自庆幸，这些东西不会被都市掠夺走，真是我们农村的一大幸事。古时有个笑话，媒婆为一家女儿寻找婆家，一个小伙子貌美而家贫，另一个则是家富而面丑，这家小姐羞羞答答地说，那就白天去富家吃饭，晚上在穷家睡觉吧。
（6）都市人何尝不是如此，一方面拥有现代化的各种先进设施，穷奢极欲，一方面心里却又梦想占有农村的恬淡和宁静。两者都是所欲，于是陷入又一轮的不能兼得的遗憾和迷茫，徒增烦恼。
（7）原来，貌似放松身心的优雅活动的深处，隐藏着的竟是都市人的贪婪，所谓纵情自然愉悦山水，也不过是做一次心情的奖赏和刷新，为进入下一轮争名夺利的熙熙攘攘所做的刻意调整和精心准备。
（8）在大自然的青山秀水面前，你突然感到的美不胜收心驰神往，其实这是一种心境,为环境所转换的最原始最本能的审美体验，山水云烟花草树木，不过是激活你内心美感的那只鼠标轻轻的点击，是唤起你内心情趣的那声悄悄的暗示。是先有你放松的心才有的山水的美丽，而非是因为山水的美丽才有你心灵的放松。真正美丽的是你的心灵，而非山山水水本身。明代有一位文化大师王阳明说过：“你未看此花时，此花与汝同归于寂；你看此花时，则此花颜色一时明白起来。”设若在此时此地，你接到上司下达任务的电话，或是收到下属汇报工作的请示，这些公务的纷争一旦侵入你的心里，山水便非山水，风光亦无风光了。
（9）田园哪有风光美?美其实就在你的心里。
（10）苏东坡在被贬黄州期间，写过一则小品《记承天寺夜游》：　　
“元丰六年十月十二日，解衣欲睡。月色入户，欣然起行。念无与为乐者，遂至承天寺，寻张怀民。怀民亦未寝，相与步中庭。庭下如积水空明，水中藻、荇交横，盖竹柏影也。何夜无月?何处无松柏?但少闲人如吾两人者耳。”
（11）何夜无月?何处无竹柏?

1,3,5

 
（12）只要有一颗坡老般的“闲”心，则夜夜有月明，处处有松柏!又何须苦苦寻觅到农村到田园到山山到水水?

（出自《散文百家》2006年第5期，个别地方略有改动）
小题1:在第（2）段画横线的句子中，作者自比从桃花源走出的渔人，结合上下文来看，他们有哪些相似之处？（4分）
小题2:为什么城里人向往田园生活却不能舍弃城市生活？（6分）
小题3:第（8）段中画横线的句了应当如何理解？（6分）
小题4:文章最后引用苏轼《记承天寺夜游》有何作用？（6分）
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单项选择题

If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired—rented at the lowest possible cost—much as one buys raw materials or equipment.

The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central--usually the second most important executive, after the CEO, in the firm’s hierarchy.

While American firms often talk about the vast amounts spent on training their work-forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.

As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do ) , the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottle-necks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top half. If the bottom half can’t effectively staff the processes that have to he operated, the management and professional jobs that go with these processes will disappear.

Comparing with Japan and Germany, American companies（）

A. pay more attention to human-resource management

B. put the head of human-resource in higher position

C. spend less money in training workers

D. train workers to master the basic skills
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