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Passage Five It was possible to define male and female roles easily by the division of labour. Men worked outside the home and earned the income to raise their families. While women cooked the meals, there was not much opportunity for men or women to exchange their roles. But by the middle of this century, men’s and women’s roles were becoming less firmly fixed. In the 1950s, economic and social success was the aim of the typical American. But in the 1960s a new force called the counterculture (反主流文化) developed. The people involved in this movement did not value the middle-class American goals. The counterculture presented men and women with new role choices. Taking more interest in child care, men began to share child-raising tasks with their wives. Actually some young men and women moved to communal homes or farms where the economic and child care responsibilities were shared equally by both sexes. In addition, many Americans did not value the traditional male role of soldier. Some young men refused to be drafted as soldiers to fight in the war in Vietnam. In terms of numbers, the counterculture was not a very large groups of people. But its influence spread to many parts of American society. Working men of all classes began to change their economic and social patterns. Industrial workers and business executives alike cut down on "overtime" work so that they could spend more leisure time with their families. Some doctors, lawyers, and teachers turned away from high paying situations to practice their professions in poorer neighborhoods. In the 1970s, the feminist movement, or women’s liberation, produced additional economic and social changes. Women of all ages and at all levels of society were entering the work force in greater numbers. Most of them still took traditional women’s jobs such as public school teaching, nursing, and secretarial work. But some women began to enter traditionally male occupations: police work, banking dentistry, and construction work. Women were asking for equal work, and equal opportunities for promotion. Today the experts generally agree that important changes are taking place in the roles of men and women. Naturally, there are difficulties in adjusting to these changes. In the passage the author suggests that the counterculture （）.
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Passage Three In the 1840s, the Mormons (摩门教信徒), who are a religious group, travelled west searching for a new home. Many Mormons lived in the state of Illinois, but they had been badly treated and finally were forced to leave. As the Mormons travelled through the desert, they became discouraged. Then they saw a strange tree. The tree’s branches stretched out like arms. The Mormons thought the tree looked like Joshua, a hero from the Bible. The Mormons thought the arms of the tree were telling them to continue on their way; so they did. They found a new home in what is now the state of Utah. In Utah they saw trees like the one in the desert. They called them "Joshua trees." The Joshua tree was very useful. The Native Americans of the West used almost all its parts. They ate not only the fruit of the tree, but also its seeds and white blossoms. They used its leaves for shoes. From its roots they made baskets and got colours for their clothes. Settlers in the West used the Joshua tree for firewood and fences. Unfortunately, they often needed to cut down the trees. Some of the trees were as tall as 50 feet (15.6 metres). These trees were 700 or 800 years old. The Joshua tree grows very slowly. It grows only about one inch (2.54 centimetres) a year. By the beginning of the 1900s, most Joshua trees had been cut down. People were sad that this strange tree had almost disappeared. In 1936, the Joshua Tree National Park was established in California. It has many kinds of interesting desert plants, including, of course, many Joshua trees. None of these Joshua trees are 50 feet. But perhaps some day they will be. From the first paragraph we can get to know that ______ .
语句cout＜＜setprecision (3)＜＜3.1415926＜＜end1；的输出为 【8】 。
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THE DIFFICULTIES OF MANAGING A SMALL BUSINESS"The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic." Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small businesses has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big businesses. In part this is because those involved in gathering expertise about businesses and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true--that people, particularly those who make the important decisions, are business’ most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader’s problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or businesswoman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered. What does the writer say is an additional problem for entrepreneurs in the fourth paragraph（）
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