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In the past 35 years, hundreds of millions of Chinese have found productive, if often exhausting, work in the country’s growing cities. This extraordinary mobilization of labour is the biggest economic event of the past half-century. The world has seen nothing on such scale before. Will it see anything like it again The answer lies across the Himalayas in India. India is an ancient civilization but a youthful country. Its working-age population is rising by about 12m people a year, even as China’s shrank last year by 3m. Within a decade India will have the biggest potential workforce in the world. Optimists look forward to a bumper "demographic dividend", the result of more workers per dependant and more saving out of income. This combination accounted for perhaps a third of the East Asian miracle. India "has time on its side, literally," boasted one prominent politician, Kamal Nath, in a 2008 book entitled "India’s Century". But although India’s dreamers have faith in its youth, the country’s youngest have growing reason to doubt India. The economy raised aspirations that it has subsequently failed to meet. From 2005 to 2007 it grew by about 9% a year. In 2010 it even grew faster than China (if the two economies are measured consistently). But growth has since halved. India’s impressive savings rate, the other side of the demographic dividend, has also slipped. Worryingly, a growing share of household saving is bypassing the financial system altogether, seeking refuge from inflation in gold, bricks and mortar. The last time a Congress-led government liberalized the economy in earnest—in 1991—over 40% of today’s Indians had yet to be born. Their anxieties must seem remote to India’s elderly politicians. The average age of cabinet minister is 65. The country has never had a prime minister born in independent India. One man who might buck that trend, Rahul Gandhi, is the son, grandson and the great-grandson of former prime ministers. India is run by gerontocrats (老年统治者) and epigones (子孙): grey hairs and groomed heirs. The apparent indifference of the police to the way young women in particular are treated has underlined the way that old India fails to protect new India. The fourth paragraph shows us that ______.
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It’s 2:45 p.m. on a Wednesday, and Los Angeles Mayor Eric Garcetti is in the backseat of a black Chevy Tahoe that’s inching its way to city hall along the 101 freeway. This stretch of the often clogged road is eight lanes, but there are so many cars on it that everyone is moving at about 30km/h, a single mass of steel and glass lurching toward downtown. Just a few hours earlier, Garcetti was traveling a lot faster. To get to an event in University City, about 16 km from his office, Garcetti took the city’s Red Line subway, which can reach speed of up to 110km/h—a pace L.A.’s rush-hour drivers can only dream about. Persuading more Angelenos to take the train could go a long way toward solving one of L.A’s most intractable problems. "We don’t need people to completely give up their cars," he says while holding onto a pole on the Red Line. "But right now, we average 1.1 people per car. If we could get that to 1.6, the traffic problem would go away." In L.A., cars are a source of smog, billions of dollars in lost productivity every year and endless frustration for residents. "Every working person plans their life around traffic in this town," says Zev Yaroslavsky, a Los Angeles County supervisor and longtime friend of Garcetti’s. "Building a transportation infrastructure is something that needs to be focused on, and Eric gets that." Should Garcetti, 43—who was elected in May as the youngest mayor of L. A. in more than a century—ever manage to get the freeways flowing, it would be a triumph. And it would only begin to cure what ails L.A. Los Angeles’ structural problems are daunting. The city has fewer jobs now than it did in 1990, with a regional unemployment rate that is more than 2 points higher than the national average. L.A. is also buckling under health care and pension costs and is scaling back public services to compensate. The 2014-2015 budget is projected to be $242 million in the red. As the Los Angeles 2020 Commission, a group of business, labor and public-sector leaders charged by the city council with diagnosing the region’s ills, put it in a December report, "Los Angeles is barely treading water while the rest of the world is moving forward." L.A. has all these problems except ______.
It’s a safe bet that David Joyce knows more than you did when you were his birth age. That’s not hard, since what you knew back then was pretty much nothing at all. You knew warmth, you knew darkness, you knew a sublime, drifting peace. You had been conceived 29 weeks earlier, and if you were like most people, you had 11 weeks to go before you reached your fully formed 40. It was only then that you’d emerge into the storm of stimuli that is the world. No such luck for David. He was born Jan. 28—well shy of his April 16 due date—in an emergency cesarean (剖腹产的) section after his mother had begun bleeding heavily. He weighed 2 lb. 11 oz., or 1,200g, and was just 15 in. (38cm) tall. An American Girl doll is 3 in. (8cm) taller. Immediately, he began learning a lot of things—about bright lights and cold hands, needle sticks and loud noises. He learned what it feels like to be hungry, to be frightened, to be unable to breathe. What all this meant was that if David wanted to stay alive, he’d have to work hard at it, and he was. Take drinking from a bottle—which he had never tried until a morning in late March, at the neonatal intensive care unit (NICU) of the Children’s Hospital of Wisconsin in Milwaukee. David had spent every day of his then seven-week life there, in the company of 58 other very fragile babies being looked after by a round-the-clock SWAT team of nearly 300 nutritionists, pharmacologists, pulmonary specialists, surgeons, nurses and dietitians and, for when the need arises, a pair of chaplains. Under their care, he had grown to 18.1 in (46cm) and weighed 5lb. 11.5 oz. (2594g), nourished by breast milk from his mother, which was fed to him through a nasogastric tube (鼻胃管) threaded through his nose to his stomach. David’s father and mother live 90 minutes away in Randolph, Wis. They had been at the hospital every day after work for 51 days straight at that point—a three-hour round-trip—to spend a few more hours with David. In the SWAT team, there are all of the following except ______.
Directions: Read the following text and choose the best answer from the right column to complete each of the unfinished statements in the left column. There are two extra choices in the right column. Mark your answers on the ANSWER SHEET.A young consultant’s life is tiring. A typical week starts before dawn on Monday, with a rush to the airport and a flight to wherever the client is based. A typical brain-for-hire can expect to stay in hotels at least three nights a week, texting a distant lover. "It’s quite normal to spend a year living out of a suitcase," sighs one London-based consultant. An ex-McKinseyite in New York adds that 15 to 18-hour weekdays are normal and six to eight-hour Saturdays and Sundays common. It can be draining, she admits. So the job appeals to "insecure over-achievers"—a phrase widely used in the industry—"who are always worried that they haven’t done enough work," jokes a former employee of Bain & Company. Some 60-65% of consultants are recent college-leavers. Most drop out within a few years and take more settled jobs elsewhere in the business world, where their experience and contacts allow them to do better than their less-travelled counterparts. The elite consultancies have offices in big cities, which is where ambitious young people want to live. The best-paid jobs are in places like London, New York and Shanghai. Such cities are also where the culture and dating opportunities are richest. "Everything that happens, happens in London," says Lina Paulauskaite of the Young Management Consultancies Association, speaking of Britain. Other countries are less unipolar, but all have a divide between the big city and the remote areas. Companies based outside the big cities also need "clever people doing clever stuff", as one consultant puts it. "But", he adds, citing a litany of dull suburban towns in which he has managed projects, "there is no way in hell I’d have taken a permanent job in one of those places." A recent graduate working at a rival firm agrees: "I wouldn’t have considered working for a firm outside London." Such attitudes are frustrating for firms in Portsmouth or Peoria. But consultancies benefit from remote areas. They recruit bright young things in the metropolis and then hire out their brains to firms in the sticks. This is one reason why consultants have to travel so much. The system works, more or less, for everyone. Firms in the provinces get to borrow talent they could not easily hire. And young consultants get to experience life in the real world before returning to the capital to party with their friends at the weekend. They have it all; except enough sleep. A．holds that consultants have to travel much B．claims that everything may happen in London C．says that it is not uncommon to have long working hours D．states that consultants always worry they have done too little E．admits that it is regretful to work for a company outside London F．argues that small cities also need smart people to do smart things G．thinks that young consultants get to experience life in the real world An ex-McKinseyite in New York ______.
It’s a safe bet that David Joyce knows more than you did when you were his birth age. That’s not hard, since what you knew back then was pretty much nothing at all. You knew warmth, you knew darkness, you knew a sublime, drifting peace. You had been conceived 29 weeks earlier, and if you were like most people, you had 11 weeks to go before you reached your fully formed 40. It was only then that you’d emerge into the storm of stimuli that is the world. No such luck for David. He was born Jan. 28—well shy of his April 16 due date—in an emergency cesarean (剖腹产的) section after his mother had begun bleeding heavily. He weighed 2 lb. 11 oz., or 1,200g, and was just 15 in. (38cm) tall. An American Girl doll is 3 in. (8cm) taller. Immediately, he began learning a lot of things—about bright lights and cold hands, needle sticks and loud noises. He learned what it feels like to be hungry, to be frightened, to be unable to breathe. What all this meant was that if David wanted to stay alive, he’d have to work hard at it, and he was. Take drinking from a bottle—which he had never tried until a morning in late March, at the neonatal intensive care unit (NICU) of the Children’s Hospital of Wisconsin in Milwaukee. David had spent every day of his then seven-week life there, in the company of 58 other very fragile babies being looked after by a round-the-clock SWAT team of nearly 300 nutritionists, pharmacologists, pulmonary specialists, surgeons, nurses and dietitians and, for when the need arises, a pair of chaplains. Under their care, he had grown to 18.1 in (46cm) and weighed 5lb. 11.5 oz. (2594g), nourished by breast milk from his mother, which was fed to him through a nasogastric tube (鼻胃管) threaded through his nose to his stomach. David’s father and mother live 90 minutes away in Randolph, Wis. They had been at the hospital every day after work for 51 days straight at that point—a three-hour round-trip—to spend a few more hours with David. What can we infer from the second paragraph
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