What do Chinese college graduates have in common with ants? The recent 36 Ant Tribes about the life of some young people 37 flock （群集） to Beijing after 38 university，describes the graduates，like ants，as smart but 39 as individuals，drawing strength from living together in communities.

The book，which is based 40 two years of interviews with about 600 low-income college graduates in Beijing， 41 in mid-September，about a month ahead of an announcement by the Ministry of Human Resources and Social Security that 74% of the 6.11 million new graduates from universities and colleges had been 42 by Sept．1.

The book’s chief editor，Lian Sir，tells that piece of statistic says 43 about the real situation for many of these graduates．“I am always 　44　 how many of these employed college graduates are leading a happy life,” Lian said．“I hope this book could offer a window on these graduates，whose stories are 45　 known.”

The setting of the book is several so-called “settlement villages for college students” in the outskirts （市郊） of Beijing，where a large 46 of college graduates 47 ．Most of these graduates work for 48 or medium-sized businesses， 49 less than 2,000 Yuan a month．They live together because it’s 50: The rent in these communities is only around 350 Yuan a month．Many of them travel several hours a day for short-term jobs or job interviews.

Tangjialing，a small 51 20 kilometers from Tian’anmen Square，has around 3,000 52 villagers，but has become a 53 for more than 50,000 migrants （移民），most of whom 54 from universities or colleges all over the country．Lian describes the students’ 55 as five or six-storey buildings built by local farmers with 12 rooms on each floor and two or three people crammed （挤） together in each room of about 10 square meters．Up to 70 or 80 people share the same toilet and kitchen.

36．A．film 　　　　　　　　　 B．story 　　　　　　　　　 C．book　 　　　　　　　　 D．magazine

37．A．who 　　　　　　　　　 B．what 　　　　　　　　　　 C．which 　　　　　　　　 D．whose

38．A．leaving　 　　　　　　 B．entering 　　　　　　　 C．visiting 　　　　　　　　 D．enjoying

39．A．necessary 　　　　　 B．meaningless 　　　　 C．important 　　　　　 D．strong

40．A．in 　　　　　　　　　　　 B．on　 　　　　　　　　　 C．at　 　　　　　　　　　　 D．for

41．A．came up 　　　　　　　 B．came on 　　　　　　　 C．came along 　　　　　 D．came out

42．A．fired　 　　　　　　　　 B．interviewed 　　　　 C．employed 　　　　　　 D．trained

43．A．much 　　　　　　　　 B．little　 　　　　　　　　　 C．some 　　　　　　　　　 D．more

44．A．wondering　 　　　　　　 B．researching 　　　　 C．studying 　　　　　　 D．telling

45．A．seldom　 　　　　　　 B．well　　 　　　　　　　 C．always 　　　　　　　　 D．often

46．A．deal　 　　　　　　　　 B．plenty　 　　　　　　　 C．amount 　　　　　　　　 D．number

47．A．work　 　　　　　　　　 B．go　 　　　　　　　　　 C．relax 　　　　　　　　　 D．live

48．A．small　 　　　　　　　　 B．big　 　　　　　　　　 C．famous 　　　　　　　 D．unknown

49．A．earning　 　　　　　　 B．thinking 　　　 C．shopping 　　　　　　　 D．paying

50．A．expensive 　　　　　　 B．comfortable 　　　　　 C．cheap 　　　　　　　　 D．convenient

51．A．city　　 　　　　　　　 B．town　　 　　　　　　 C．community 　　　　　 D．village

52．A．original 　　　　　　　 B．young　 　　　　　　 C．rich 　　　　　　　　　　 D．poor

53．A．school 　　　　　　　　 B．hotel　　 　　　　　 C．home　 　　　　　　　 D．company

54．A．come　 　　　　　　　 B．differ　 　　　　　　　　 C．graduate 　　　　　　 D．suffer

55．A．lives　 　　　　　　　　 B．dormitories 　　　　 C．buildings 　　　　　　　 D．restaurants

       Culture is one of the most challenging elements of the international marketplace. This system of learned behavior patterns characteristic of the members of a given society is constantly shaped by a set of dynamic variables: language, religion, values and attitudes, manners and customs, aesthetics, technology, education, and social institutions.』① To cope with this system, an international manager needs both factual and interpretive knowledge of culture. To some extent, the factual knowledge can be learned; its interpretation comes only through experience.

　　The most complicated problems in dealing with the cultural environment stem from the fact that one cannot learn culture—one has to live it. Two schools of thought exist in the business world on how to deal with cultural diversity. One is that business is business the world around, following the model of Pepsi and McDonald’s. In some cases, globalization is a fact of life; however, cultural differences are still far from converging.

　　The other school proposes that companies must tailor business approaches to individual cultures. Setting up policies and procedures in each country has been compared to an organ transplant; the critical question centers around acceptance or rejection. The major challenge to the international manager is to make sure that rejection is not a result of cultural myopia or even blindness.

　　Fortune examined the international performance of a dozen large companies that earn 20 percent or more of their revenue overseas. The internationally successful companies all share an important quality: patience. They have not rushed into situations but rather built their operations carefully by following the most basic business principles. These principles are to know your adversary, know your audience, and know your customer.

8. According to the passage, which of the following is true?

　 A. All international managers can learn culture.

　 B. Business diversity is not necessary.

　 C. Views differ on how to treat culture in business world.

　 Ｄ. Most people do not know foreign culture well.

9. According to the author, the model of Pepsi .

　Ａ. is in line with the theories of the school advocating the business is business the world around

　Ｂ. is different from the model of McDonald’s

　Ｃ. shows the reverse of globalization

　Ｄ. has converged cultural differences

10. The two schools of thought .

　　Ａ. both propose that companies should tailor business approaches to individual cultures

　　Ｂ. both advocate that different policies be set up in different countries

　　Ｃ. admit the existence of cultural diversity in business world

　　Ｄ. Both Ａ and Ｂ

11. This article is supposed to be most useful for those .

　　A. who are interested in researching the topic of cultural diversity

　  B. who have connections to more than one type of culture

　　C. who want to travel abroad

　　D. who want to run business on International Scale

12. According to Fortune, successful international companies .

　  Ａ. earn 20 percent or more of their revenue overseas

　  Ｂ. all have the quality of patience

　  Ｃ. will follow the overseas local cultures

　　Ｄ. adopt the policy of internationalization

It is difficult to __________ one twin from the other. They almost don’t _________ from each other.

A. differ; distinguish　

B. distinguish; different　

C. distinguish; differ　

D. tell; different