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2012年度職稱英語(yǔ)理工類B級(jí)考前沖刺輔導(dǎo)試題(五)

來源:本站原創(chuàng) 更新:2012-2-13 職稱英語(yǔ)考試論壇

2012年度職稱英語(yǔ)理工類理工類B級(jí)級(jí)考前沖刺輔導(dǎo)試題(五)

概括大意與完成句子(第1-8題,每題1分,共8分)
  閱讀下面這篇短文,短文后有2項(xiàng)測(cè)試任務(wù):(1)第1-4題要求從所給的6個(gè)選項(xiàng)中為第2-5段每段選擇1個(gè)正確的小標(biāo)題;(2)第5-8題要求從所給的6個(gè)選項(xiàng)中選擇4個(gè)正確選項(xiàng),分別完成每個(gè)句子。
  Ford
  1 Ford's great strength was the manufacturing process——not invention. Long before he started a car company, he was a worker, known for picking up pieces of metal and wire and turning them into machines. He started putting cars together in 1891. Although it was by no means the first popular automobile, the Model T showed the world just how creative Ford was at combining technology and market. 醫(yī) 學(xué)全,在線.搜集.整理52667788.cn
  2 The company's assembly line alone threw America's Industrial Revolution into overdrive (高速運(yùn)轉(zhuǎn)). Instead of having workers put together the entire car, Ford's friends, who were great toolmakers from Scotland, organized teams that added parts to each Model T as it moved down a line. By the time Ford's Highland Park plant was humming(嗡嗡作響) along in 1914, the world's first automatic conveyor belt could turn out a car every 93 minutes.
  3 The same year Henry Ford shocked the world with the $5-a-day minimum wage scheme, the greatest contribution he had ever made. The average wage in the auto industry then was $2.34 for a 9-hour shift. Ford not only doubled that, he also took an hour off the workday. In those years it was unthinkable that a man could be paid that much for doing something that didn't involve an awful lot of training or education. The Wall Street Journal called the plan "an economic crime", and critics everywhere laughed at Ford.
  4 But as the wage increased later to daily $10, it proved a critical component of Ford's dream to make the automobile accessible (可及的)to all. The critics were too stupid to understand that because Ford had lowered his costs per car, the higher wages didn't matter except for making it possible for more people to buy cars.

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