忠实与通顺，作为翻译的标准，应该是统一的整体，不能把两者割裂开来。与原意 ________的文字，不管多么通顺，都称不上翻译，同样，译文词不达意也起不到翻译的作用。填入划横线部分最恰当的一项是：

新古典经济学以市场为导向的主张在西方环境政策的形成中起到了重要作用，但其研究方法也受到广泛的________，有人认为，完全市场化的环境政策其结果会适得其反，由人类活动引起的环境损害将有增无减。
填入划横线部分最恰当的一项是

在为学，不管学什么的道路上，________来说，并不存在可以________的“捷径”， 但是，我们却________避免或者少走弯路。这就需要有人给初学者指点门径，告诉他们正确的学习方法和步骤。
依次填入划横线部分最恰当的一项是

在一个如此欧洲化的地方，欧盟宪法理所当然成为了当地的一个焦点话题，令人感到 ________的是，这里不是赞成的声音最响亮的地方，而是反对者的天下。
填入划横线部分最恰当的一项是

傅雷的家教如此之严，望子成龙的心情如此之热烈。他要把自己的儿子塑造成符合他的理想的人物，这种家庭教育是相当________的，没有几个人能成功，________傅雷成功了。
依次填入划横线部分最恰当的一项是

历史是前进的历史，历史也是革命的历史、辉煌的历史、悲哀的历史。人们总会在________之后，认认真真地________历史的是非功过。然而，无论什么样的历史，什么时段 的历史，当它面对一个人的时候，总是会毫不留情地________他的灵魂。
依次填入划横线部分最恰当的一项是

总需求曲线向右上方移动的原因是(    )

下列是总需求的构成部分的是(    )

长期总供给曲线表示(    )

影响需求的因素包括：  

金融市场的构成要素包括：

按照性质不同，金融工具可分为：

根据下列资料回答下面5题。
2004年某省种植业结构继续调整，粮食作物的种植面积占农作物种植总面积比例由上 年的60.2%调整为58.4%，全年粮食作物种植面积147.11万公顷，比去年减少9.0万公顷，粮食总产量713.16万吨其中春、夏、秋粮产量所占比例如下图所示。与去年相比春粮减产5.31万吨,粮减产2.37万吨,秋粮减产42.38万吨,总产量下降50.06万吨。非粮食作物中油料、蔬菜、药材种植面积分别增长1.3%、3.0%和15.9%，烟叶和甘蔗种植面积分别减少8.7%和1.1%，蔬菜、瓜果、油料、甘蔗等产量均有不同程度的增长。

根据下列资料回答下面5题。
地球上有多少水？地球很大。要精确地回答这个问题是不太可能的。科学工作者粗略地测算认为,整个地球的水量包括大气水、地表水和地下水,总共将近十四亿立方公里。其中海洋中的水占97%以上，剩余不足3%的水量分布在江河、湖泊、大气圈中、雪和冰及地下。由此可见，地球上绝大部分水集中在海洋里。如果把全部海水聚成一个大水球，它的直径大约有一千五百公里。难怪海洋的面积占地球表面面积的70%以上，除海洋外、陆地上还有约16%的江河、湖泊、塘堰、水库以及冰川、永久积雪等水域面积。地球上的水很多，据估计，水的总体积约为13.8亿立方公里。如果将这些水平均分布于地球表面相当于地球整个表面覆盖着一层平均深度为2650米的水。但是十分可惜，这些水98%是咸水主要分布在海洋中。淡水只占地球总水量的2%，约有3000万立方公里，而这2%的淡水也不能全为人类所饮用，因为它的88%被冻在两极的冰帽和冰川里下的12%即河流湖泊和能开采的浅层地下水才可为人类饮用，其中绝大多数又为地下水，不能开采不能饮用，可直接饮用的河流湖泊中的水，只占这其中的约三百分之一。在我国，可供利用的水量年约1.1万亿立方米。地球上的水，总是处在变化之中，海洋和陆地上的水蒸发到大气中，再形成雨或雪落回大地，滋养万物，补充河流、湖泊或注入大海。水还会渗入地下，汇入地下蓄水层。极深的地下水不能补充，也不能开采，被称为原生水，因而不能再生。正因为水资源的这种流动性 质，因而形成陆地的水涝或干旱，造成水资源分布不均衡，世界上每年约有65%的水资源集 中在10个国家里，而人口共占世界总人口的40%的80个国家却严重缺水，另有26个国家 ，共有2.3亿人口的水资源也很少。我们称这些国家为缺水国家。国际上对缺水国家的标准是依据瑞典水文学家马林、法尔肯马克所下的定义，如果一个国家所拥有的可更新的淡水，供应量在每人每年1700吨以下，那么这个国家就会定期或经常处于少水的状况，如果每人 每年水供应量在1000吨以下，那就会感到水紧缺。目前平均每年每人供应水1000立方米以下的国家有15个，预计到21世纪中，这些国家的水将比石油还贵。

Over the past decade, American companies have tried hard to find ways  to discourage senior from feathering their own nests at the expense of their  shareholders. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses’pay to various performance measures, and giving bosses share options, so that they  have the same long-term interests as their shareholders.
These reforms have been widely adopted by American’s larger companies, and surveys suggest that many more companies are thinking of following their  leaD. But have they done any good? Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. As is usually  the case with boardroomtinkering, the consequences have differed from those intendeD.    Start with those independent boards. On the face of it, dismissing the boss’s friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a study by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsides spend much of their time building alliances, doing  personal favors and generally pleasing the outsiders.
All too often, these seductions succeeD. Mr.Westphal found that, to a  remarkable degree, “independent” boards pursue strategies that are likely to favor seniormanagers rather than shareholders. Such companies diversify their business, increase the pay of executives and weaken the link between pay and performance.
To assess the impact of performance related pay, Mr.Westphal asked the bosses of 103 companies with sales of over $1 billion what measurements were used to determine their pay. The measurements varied widely, ranging from sales to earnings per share. But the researcher’s big discovery was that bosses attend to measures that affect their own incomes and ignore or play down other factors that affect a company’s overall success.
In short, bosses are quick to turn every imaginable system of corporate government to their advantage—which is probably why they are the people who are put in charge of things. Here is a paradox for the management theorists:  any boss who cannot beat a system designed to keep him under control is probably not worth having.

U.S. college students are increasingly burdened with credit card debt, according to a study released Tuesday, and the consequences can be serious--ranging from higher drop-out rates to future employment problems and ven suicide.
Based on hundreds of face-to-face interviews and surveys with students, sociologist Robert Manning of Georgetown University concluded both the number with credit card debt and their indebtedness had been "systematically  underreported" in previous studies  which failed to reflect the "survival  strategies" many used to copewith their debts. These included the use of federal student loans to pay off credit cards, effectively shifting the debt, appeals to parents for loans, cutting backon course work to increase time at paid jobs, or even dropping out altogether to work full time. "Official drop-out rates include growing numbers of students who are unable to cope with the stress  of their debts and/or part time jobs for servicing their credit cards," the  study saiD.
Even then, debts can haunt students. "Student credit card debts are increasingly scrutinized during the recruitment process and may be an important factor in evaluating prospective. employee," it noteD. And the stress can also manifest in far more tragic ways. Janne O'Donnell's 2g-year-old son, a junior at the University of Oklahoma, committed O'Donnell and Manning agreed students  should bear some responsibility for reckless use of credit, but said credit  card companies also had to be held accountable for making it so easy for them  to get into debt. Manning said one of the most disturbing aspects of the student  credit card issue was "the seduction of college and university administrators  by the credit card industry." Card issuers were sponsoring school programs, funding activities and even entering into business partnerships with schools involving college-branded "affinity" cards, he saiD.  "As a result, rather than protecting the economic and educational interests of their students, college administrators are playing an active and often disingenuous role in promoting the prominence of credit cards in collegiate life."

In the first year or so of Web business, most of the action has revolved around efforts to tap the consumer market. More recently, as the Web proved to be more thana fashion, companies have started to buy and sell products and services with one another. Such business-to-business sales make sense because businesspeople typically know what product they're looking for.
However, many companies still hesitate to use the Web because of doubts about its reliability. "Businesses need to feel they can trust the pathway between them and the supplier," says senior analyst Blane Erwin of Forrester Research. Some companies are limiting the risk by conducting online transactions only with established business partners. Another major shift in the model for
Internet commerce concerns the technology available for marketing. Until recently, Internet marketing activltie8 have focused on strategies to "pull" customers into sites.  In the past year, however, software companies have developed tools that allow companies  to "push" information directly out to customers, transmitting marketing messages directly to targeted customers. Most notably, the Point cast Network uses a screen saver to deliver a continually updated stream of news and advertisements to subscribers' computer monitors. Subscribers can customize the information they want to receive and proceed directly to a company's Web site.
Companies such as Virtual Vineyards are already starting to use similar technologies to push messages to customers about special sales, product offering,  or other events.  But push technology has earned the contempt of many Web users. Inline culture thinks highly of the notion that the information flowing onto the screen comes there by specific request. Once commercial promotion begins to fill the screen uninvited, the distinction between the Web and television fades.
But it is hardly inevitable that companies on the Web will need to resort to push strategies to make money. The examples of Virtual Vineyards, Amazon: com and other pioneers show that a Web site selling the right kind of products with the right mix of interactivity, hospitality, and security will attract online customers. And the cost of computing power continues to fall, which is a good sign for any enterprise setting up shop in silicon. People looking back 5 or 10 years from now may well wonder why so few companies took the online plunge.