If, for some reason, you had 2,010 empty plastic bottles, what would you do? You’d probably sell them cheaply, right? But Xia Yu collected 2,010bottles and built a boat with them, As you read this, Xia is, in fact, on a river somewhere in Anhuai, slowly going towards his destination: the Expo Garden in Shanghai．2,010 plastic bottles was to celebrate Expo (世博会) 2010 Shanghai．On the opening day of the Expo, Xia, together with five friends, went on a 1,500 – km journey from Xiangtan to the Expo Garden, in spite of the doubt whether they’ll make it．After all, the boat they are on can hardly be called a boat．It cost only 2,000 yuan to build in a month.

What’s keeping Xia going is a major cause behind the trip．“We are examining water pollution through our journey and trying to promote a low – carbon (低碳) lifestyle．Before we started, no one believed we could sail the boat to the Dongting Lake．But we made it.” But as they expected, the journey has not always been smooth．Of the six from Xiangtan, four gave up．As of the press time (到发稿时), only Xia and his friend Huang Ying were on the boat．Huang suffered from a disease when they reached Jiujiang, Jiangxi province, Xia said, “There are so many things that can stop up from making it to Shanghai, like the weather, health, and sometimes swift rive water.”

“The boat was produced in a factory according to our design, and perhaps it’s not in a very good condition．But,” Xia said, “we are wearing life jackets”．“Some boats passing by offered help.” What is more of a reward for Xia and Huang is that the Yangtze Rive truned out much cleaner than they had expected．Although Xia and Huang are uncertain about the journedy ahead, they are “quite happy” with what they have already achieved．“After all, it’s not the destination that counts．It’s always the course that matters the most.”

小题1:Xia Yu doubts the success of the journey because of        .

A．such a 1ong journey on the river

B．the poor boat and the bad weather

C．few people taking part in the journey

D．the seriously polluted river in some parts小题2:Which of the following is NOT the purpose of the journey?

A．To examine water pollution．

B．To celebrate Expo 2010 Shanghai.

C．To win a race on the water．

D．To promote a low－carbon lifestyle.小题3:From the text we know that      .

A．They stay on the boat at night．

B．Three people gave up due to their bad health.

C．Xia Yu and his mate have arrived in Shanghai

D．Huang suffered from a disease on the journey.小题4:The last paragraph tells us Xia Yu and Huang Ying         .

A．pay more attention to the process.

B．are sure to arrive at the destination.

C．helped turn the Yangtze River cleaner.

D．are happy because of their final success.

"WHAT’S the difference between God and Larry Ellison" asks an old software industry joke. Answer: God doesn’t think he’s Larry Ellison. The boss of Oracle is hardly alone among corporate chiefs in having a reputation for being rather keen on himself. Indeed, until the bubble burst and the public turned nasty at the start of the decade, the cult of the celebrity chief executive seemed to demand bossly narcissism, as evidence that a firm was being led by an all-conquering hero.

Narcissus met a nasty end, of course. And in recent years, boss-worship has come to be seen as bad for business. In his management bestseller, "Good to Great", Jim Collins argued that the truly successful bosses were not the serf-proclaimed stars who adorn the covers of Forbes and Fortune, but instead self-effacing, thoughtful, monkish sorts who lead by inspiring example.

A statistical answer may be at hand. For the first time, a new study, "It’s All About Me", to be presented next week at the annual gathering of the American Academy of Management, offers a systematic, empirical analysis of what effect narcissistic bosses have on the firms they run. The authors, Arijit Chatterjee and Donald Hambrick, of Pennsylvania State University, examined narcissism in the upper levels of 105 firms in the computer and software industries.

To do this, they had to solve a practical problem: studies of narcissism have hitherto relied on surveying individuals personally, something for which few chief executives are likely to have time or inclination. So the authors devised an index of narcissism using six publicly available indicators obtainable without the co-operation of the boss. These are: the prominence of the boss’s photo in the annual report; his prominence in company press releases; the length of his "Who’s Who" entry; the frequency of his use of the first person singular in interviews; and the ratios of his cash and non-cash compensation to those of the firm’s second-highest paid executive.

Narcissism naturally drives people to seek positions of power and influence, and because great self-esteem helps your professional advance, say the authors, chief executives will tend on average to be more narcissistic than the general population. How does that affect a firm Messrs Chatterjee and Hambrick found that highly narcissistic bosses tended to make bigger changes in the use of important resources, such as research and development, or in spending and leverage; they carried out more and bigger mergers and acquisitions ; and their results were both more extreme (more big wins or big losses) and more transient than those of firms run by their humbler peers. For shareholders, that could be good or bad.

Although (oddly) the authors are keeping their narcissism ranking secret, they have revealed that Mr Ellison did not come top. Alas for him, that may be because the study limited itself to people who became the boss after 1991--well after he took the helm. In every respect Mr Ellison seems to be the classic narcissistic boss, claims Mr Chatterjee. There is life in the old joke yet.

We can infer from the passage that（）

A. the results of the new study has already been publicized

B. the researchers think Mr. Ellison is more classic than narcissistic

C. the joke about Mr. Ellison is actually adapted from real life

D. the ranking might be different if the survey focused on an earlier period