题目内容
In place of the king, two chief executives were chosen annually by the whole body of citizens. These were known as praetors, or leaders, but later received the title of consuls. The participation of a colleague in the exercise of supreme power and the limitation of the tenure to one year prevented the chief magistrate from becoming autocratic. The character of the Senate was altered by the enrollment of plebeian members, known as conscripti, and hence the official designation of the senators thereafter was partes conscripti (conscript. fathers). As yet, only patricians were eligible for the magistracies, and the discontent of the plebs led to a violent struggle between the two orders and the gradual removal of the social and political disabilities under which the plebs had labored.
In 494 BC a secession of plebeian soldiers led to the institution of the tribuni plebis, who were elected annually as protectors of the plebs; they had the power to veto the acts of patrician magistrates, and thus served as the leaders of the plebs in the struggles with the patricians. The appointment of the decemvirate, a commission of ten men, in 451 BC resulted in the drawing up of a famous code of laws. In 445 BC, under the Canuleian law, marriages between patricians and members of the plebs were declared legally valid. By the Licinian-Sextian laws, passed in 367 BC, it was provided that one of the two consuls should thenceforth be plebeian. The other magistracies were gradually opened to the plebs: in 356 BC the dictatorship, an extraordinary magistracy, the incumbent of which was appointed in times of great danger; in 350 BC, the censorship; in 337 BC, the praetorship; and in 300 BC, the pontifical and augural colleges.
These political changes gave rise to a new aristocracy, composed of patrician and wealthy plebeian families, and admission to the Senate became almost the hereditary privilege of these families. The Senate, which had originally possessed little administrative power, became a powerful governing body, dealing with matters of war and peace, foreign alliances, the founding of colonies, and the handling of the state finances. The rise of this new nobilitas brought to an end the struggles between the two orders, but the position of the poorer plebeian families was not improved, and the marked contrast between the conditions of the rich and the poor led to struggles in the later Republic between the aristocratic party and the popular party.
The external history of Rome during this period was chiefly military. Rome had acquired the leadership of Latium before the close of the regal period. Assisted by their allies, the Romans fought wars against the Etruscans, the Volscians, and the Aequians. The military policy of Rome became more aggressive in the 60 years between 449 and 390 BC. The defeat of the Romans at Allia and the capture and burning of Rome by the Gauls under the leadership of the chieftain Brennus in 390 BC were great disasters, but their effect was temporary. The capture of the Etruscan city of Veil in 396 BC by the soldier and statesman Marcus Furius Camillus spelled the beginning of the end for Etruscan independence. Other Etruscan cities hastened to make peace, and by the middle of the 4th century BC all southern Etruria was kept in check by Roman garrisons and denationalized by an influx of Roman colonists. Victories over the Volscians, the Latins, and the Hernicans gave the Romans control of central Italy and brought them into conflict with the Samnites of southern Italy, who were defeated in a series of three wars, extending from 343 to 290 BC. A revolt of the Latins and Volscians was put down, and in 338 BC the Latin League, a long-established confederation of the cities of Latium, was dissolved. A powerful coalition was at this time formed against Rome, consisting of Etruscans, Umbrians, and Gauls in the north, and of Lucanians, Bruttians, and Smites in the south; this coalition endange
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Today, this folklore remedy is getting new attention from scientists. A team of researchers from Australia's Adelaide Women's and Children's Hospital is trying to find out, once and for all, if the flightless bird truly possesses healing powers, and they've been encouraged by previous tests that have demonstrated the oil's value, especially in the treatment of arthritis.
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禁止私自印制、伪造、变造发票。()
未办理工商营业登记的，从事生产、经营的纳税人可暂不办理税务登记。()
SECTION B INTERVIEW
Directions: In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions.
Now listen to the interview.
听力原文：C: Now let's meet Kevin, one of Britain's top industrialists, and hear about his experiences and ideas on improving company performance. Welcome, Kevin.
K: Thanks, Cathy. Good to be here.
C: Kevin, you're famous for your unique approach when called in to advise companies.
K: Well, I'm certainly very generous with my advice! I always acknowledge genuine effort wherever possible—it is important to do so; but my job isn't to manage the company, it's to hunt down underlying weaknesses in the systems; that's what I'm trained to do.
C: Your visit to Manson's received a very mixed response, didn't it？
K: Well, yes. Following my first visit, they'd researched the market more deeply and had improved product quality considerably, but, on my return, I blamed their failures on the ancient assembly line which they'd still done nothing about, despite my report, and which by now had led to a ten-year waiting list for their customers. The company was so upset by the comments I made during my second visit that they didn't invite me back!
C: Another of your consultations took you to Criterion Glass, a family-run business.
K: Yes. Their troubles started with an over-concentration on the actual making of the product, on the craftsmanship involved, without asking themselves whether there was still enough of a market for that type of product. Prices needed to be more competitive too, something they hadn't considered sufficiently.
C: As you said, you're famous for your advice to industry, but for a long time you were not at all successful in business yourself, were you？
K: True! The first two organizations I headed went into liquidation! They were both relatively new companies, though, without a long history and were trying to establish their brand name. People had tried to warn me, of course. The resources were there— that wasn't the problem—but I just couldn't get things to work—basically because financial services just isn't my field.
C: You enjoy a strong public image, with your unusual choice of clothes, etc... Why did you start to cultivate this original style？
K: Well, many people think I've developed this style. just to get myself noticed, but it's really because I think my ability is what matters in business—more than my image. I like to do my own thing, so why shouldn't I please myself how I look？ I know many other business people prefer to follow convention and dress more seriously—that's up to them.
C: Did this help you to get one of the top jobs in the country—the chairmanship of LBI？
K: That's not really for me to say.., the company was in serious trouble when I joined... I think they recognized the risk-taker in me and they needed someone who wasn't afraid of change. The management had preferred to play safe until then—and this, together with their rather poor reputation, was the cause of their problems.
C: Your record in the second half of your career speaks for itself, of course. Now, when you look at managers today, how effective do you think they are？
K: Well—there's great emphasis now on making money, which I know is what business is about, but too many managers today are interested in making money for themselves. There are a lot of strong personalities around, too, in leadership positions. But people forget that the sort of success which lasts requires close attention to every single aspect of the company, however unimportant it may appear.
C: Well, you're full of energy yourself, and working harder than ever at the age of seventy... as you reflect on your long career, have you any advice for those just starting？
K: Well, I've taken risks
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