51.The third sentence of paragraph 1 implies that _____ .
A）people would be happy if they shut their eyes to reality
B）the blind could be happier than the sighted
C） overexcited people tend to neglect vital things.
D）fascination makes people lose their eyesight
52.In paragraph 5,"the powerless"probably refers to _____ .
A）areas short of electricity
B）dams without power stations
C）poor counrtries around India
D）common people in the Narmada Dam area
53.What is the myth concerning giant dams?
A）They bring in more fertile soil.
B）They help defend the country.
C）They strengthen international ties.
D）They have univeral control of the waters.
54.What the author tries to suggest may best be interpreted as _____ .
A）"It's no use crying over spilt milk"
B）"More haste, less speed"
C）"Look before you leap"
D）"He who laughs last laughs best"
Passage 2
Well, no gain without pain, they say. But what about pain without gain? Everywhere you go in America, you hear tales of corporate revival. What is harder to establish is whether the productivity revolution that businessmen assume they are presiding over is for real.
The official statistics are mildly discouraging. They show that, if you lump manufacturing and services together, productivity has grown on average by 1.2% since 1987. That is somewhat faster than the average during the previous decade. And since 1991, productivity has increased by about 2% a year, which is more than twice the 1978 87 average. The trouble is that part of the recent acceleration is due to the usual rebound that occurs at this point in a business cycle, and so is not conclusive evidence of a revival in the underlying trend. There is, as Robert Rubin, the treasury secretary, says, a"disjunction"between the mass of business anecdote that points to a leap in productivity and the picture reflected by the statistics.
Some of this can be easily explanied. New ways of organizing the workplace all that re engineering and downsizing - are only one contribution to the overalll productivity of an economy, which is driven by many other factors such as joint investment in equipment and machinery, new technology, and investment in education and training. Moreover, most of the changes that companies make are intended to keep them profitable, and this need not always mean increasing productivity:switching to new markets or improving quality can matter just as much.
Two other explanations are more speculative. First, some of the business restructuring of recent years may have been ineptly done. Second, even if it was well done, it may have spread much less widely than people suppose.
Leonard Schlesinger, a Harvard academic and former chief executive of Au Bong Pain, a rapidly growing chain of bakery cafes, says that much"re engineering"has been crude. In many cases, he believes, the loss of revenue has been greater than the reductions in cost. His colleague, Michael Beer, says that far too many companies have applied re engineering in a mechanistic fashion, chopping out costs without giving sufficent thought to long term profitability. BBDO's Al Rosenshine is blunter. He dismisses a lot of the work of re engineering consultants as mere rubbish -"the worst sort of ambulance cashing."
