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One afternoon in January 1989, Susan Sharp, 43, and her 8-year-old son, David, were walking hard【C1】______an icy parking lot,【C2】______Susan's cane slid on the ice. She【C3】______face first into the mud. David【C4】______to his mother's side.
'Are you all right, Mom?'
【C5】______, Susan pulled herself up. 'I'm okay, honey, 'she said.
It had been nearly two years since Susan had trouble walking. She was falling more【C6】______now. Every inch of ice was a【C7】______danger for her. 'I wish I could do【C8】______,' the boy thought. '
David, too, was having【C9】______of his own. The boy had a speech defect. At school he【C10】______asked questions or read aloud.
One day David's teacher announced a【C11】______assignment. 'Each of you is going to come up with an invention,' she said. This was for' INVENT AMERICA!', a national competition to encourage creativity in【C12】______
An idea hit David one evening.【C13】______only his mother's cane didn't slip on the ice, he thought. 'That's it ! 'David realized.
'What if I fixed your cane so a nail stretched out of the bottom?' he asked his mother.
'【C14】______the sharp end would scratch floors,' Susan said.
'No, Mom. I could make it like a hall-point pen. You take your hand【C15】______the button and the nail returns back up. 'Hours later the cane was finished. David and his father, Jeff,【C16】______as Susan used it to walk 50 feet across the【C17】______'It works!' she said.
In July 1989, David was declared national winner at the annual 'INVENT AMERICA!' ceremony in Washington D. C.
As David began to make【C18】______appearances, he was forced to communicate more closely. Today, David is nearly【C19】______of his speech defect, and his cane is waiting to be widely used.【C20】______the boy who once people had trouble talking now hopes to start making canes for people who have trouble walking.
【C1】
A.at
B.in
C.over
D.across

A.
B.
C.
D.【C13】______only
E.
F.
G.
H.
I.
J.【C20】______the
K.
【C1】
A.at
B.in
C.over

【参考答案】

D
解析:从句意看,讲的是Susan与她的儿子David正在通过停车场,因此选across,意为“横过,穿过”。
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If Sustainable competitive advantage depends on work force skills, American firms have a problem. Human management is not traditionally seen as a central to the competitive survival of the firm in the United States. Skill Acquisition is considered as individual responsibility. Labor is simply another force of production to be hired rented at the lowest possible cost, which is a must as one buys raw material or equipment. The lack of importance attached to human resource management can be seen in the corporate pecking order. 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. 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 force, 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 or managerial employees. And the limited investments that 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 the speed with which new equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks 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 bottom half of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear.Which of the following applies to the human resource management of American companies?A.They hire people with the least possible money regardless of their skills.B.They see skill gaining as their employees' own business.C.They prefer to hire self-trained workers.D.They only hire skilled workers because of keen employment competition.