南京財經(jīng)大學(xué)817英語翻譯與寫作2010年入學(xué)考試試題.docx

咨詢翻碩考研 點擊加入跨考獨家整理最全翻碩考研知識資料庫，您可以在這里查閱歷年翻譯碩士考研真題和知識點等內(nèi)容，加入我們的翻碩考研交流群還可以獲得翻碩學(xué)長免費答疑服務(wù)，幫你度過最艱難的考研年。以下內(nèi)容為跨考網(wǎng)整理，如您還需更多考研資料，可選擇翻碩考研一對一咨詢進行解答。南京財經(jīng)大學(xué)817英語翻譯與寫作2010年入學(xué)考試試題What kind of translation skills are used in the following italicized sentences?(共5題，每題4分，共計20分)1.There was no haste or restlessness in his manner but a poised friendliness.他從容不迫，和藹可親。2.All of his purchases of recent years had to be liquidated at a great sacrifice both to his health and his pocketbook.近年來所購買的全部東西都不得不用來清償債務(wù)。這對他的健康和經(jīng)濟都是個很大的損失。3.The lifetime dream of every mature artist in the United States was a Lathrop Prize.在美國，每個有成就的藝術(shù)家一生的夢想，便是得一次拉索普獎金。4.She wondered at the magnitude of this life and at the inportance of knowing much in order to do anything in it at all.她對這種生活景象的偉大很是吃驚，也想到在這樣的地方做事，必需有豐富的知識。5.She was concentrating herself too thoroughly what she did really required less mental and physical strain.她的注意力集中得過分了她做這工作，精神上肉體上都用不著那樣緊張。二、Answer the following question.(You may use both English and Chinese) (共1題，每題20分，共計20分)Giving examples to illustrate the three functions of repetition .三、Translate the following from Chinese into English and vice versa. (共10題，每題1分，共計10分)1、莊周故里辯2、魂斷藍橋3、苦海余生4、養(yǎng)心殿5、莫愁湖6、Pour water off a steep roof7、He who keeps company with the wolf will learn to howl.8、No respecter of persons9、The tailor makes the man10、Handle with care四、Translate the following Chinese passage into English.(共1題，每題25分，共計25分)此乾隆乙未七月十六日也。是年冬，值其堂姊出閣，余又隨母往。蕓與余同齒而長余十月，自幼姊弟相呼，故仍呼之曰淑姊。時但見滿室鮮衣，蕓獨通體素淡，僅新其鞋而已。見其繡制精巧，詢?yōu)榧鹤鳎贾浠坌牟粌H筆墨也。其形削肩長項，瘦不露骨，眉彎目秀，顧盼神飛，唯兩齒微露，似非佳相。一種纏綿之態(tài);令人之意也消是夜送親城外，返已漏三下，腹饑索餌，婢嫗以棗脯進，余嫌其甜。蕓暗牽余袖，隨至其室，見藏有暖粥并小菜焉。余欣然舉箸，忽聞蕓堂兄玉蘅呼曰：“淑妹速來!”蕓急閉門曰：“已疲乏，將臥矣”玉蘅擠身而入，見余將吃粥，乃笑睨蕓曰：“頃我索粥，汝曰盡矣，乃藏此專待汝婿耶”蕓大窘避去，上下嘩笑之。余亦負氣，挈老仆先歸。五、Translate the following English passage into Chinese.(共1題，每題25分，共計25分)A Legal characteristic is the coordination of a number of near-synonyms, such as altered, modified or transformed, and of singular and plural forms of the same noun, such as the Trustees or Trustee. There are long sentences and intricate systems of cross-reference. The prefixing and suffixing of prepositions is a common feature of legal English, and words like aforesaid, hereby, hereof, hereunder and hereinafter are freely used. The use of such words is necessary if precision is to be achieved. The fondness of legal draftsmen for these words makes them unsuitable for use in other contexts, because the use of legal-sounding language to a correspondent who is expecting an informal letter suggests that we dont trust him. It is usually an easy matter to replace legal terminology by more colloquial language; thereof becomes of it, therein becomes in it, and some of the longer words can be omitted altogether.六、Writing. (共1題，每題30分，共計30分)Suppose you are writing an essay of about 400 words on this topic: The Value of Englsih Speaking Contest.You should argue from the following three aspects: history; city and culture (30 points)a) Write the introductory paragraph of this essay. This paragraph should contain a thesis statement and should not be too long.b) Write down the topic sentences for the three body paragraphs.c) Write out the entire paragraph that presents you most important argument. The paragraph should have a topic sentence and should have supporting evidence. It should not be too long. (Note the entire essay is only about 400 words.)(Warning: you will not get any score if you write out the entire essay.)七.Read the following passage. Write a shortened form of a piece of writing of about 80 words.(共1題，每題20分，共計20分)The Cost of SurvivalIn the go-go years of the late 1990s, no economic theorist looked better than Joseph Schumpeter, the Austrian champion of capitalism who died in 1950. His distinction? A theory he called “creative destruction.”The idea was straight-forward: in with the new, out with the old. Companies had life cycles, just as people do. They were born, they grew up. And when a better competitor came along, they died due to capital starvation. It was the way things were, and the way they should be. The markets had no sentiment. Capitalism was relentless, unforgiving.In their book “Creative Destruction” (367 pages. Doubleday. $27.50), Richard N. Foster and Sarah Kaplan of the consulting firm McKinsey & Co. apply Schumpeters logic in the context of a technology-driven economy. They want their corporate readers to understand the implications of one basic idea: there is an inescapable conflict between the internal needs of a corporation and the total indifference capital markets have for those needs. Managers care desperately about the survival of their companies. Investors dont give a hoot. This was always true, the authors say, but until recently nobody really noticed because of the relatively languid pace of economic change. No more. In the 1920s, when the first Standard & Poors index was compiled, a listed company had a life expectancy of more than 65 years. In 1998 the annual turnover rate of was nearly 10 percent, implying a corporate lifetime of only 10 years.How does anyone manage in this environment? Foster and Kaplan argue that companies today must embrace “discontinuity,”the idea that everything they have always done is now irrelevant. Consider Intel: by its top executives own accounts, the company had to kill its ground-breaking memory-chip business once it became clear that Japanese companies could deliver essentially the same product at a lower price. Intel then moved into the much more lucrative microprocessor business. It was an obvious decision, but one that was hard to make. Memory chips were Intels core competence. They were at the heart of the companys self-image. The transition was wrenching, said Intel chief Andrew Grove. But as a result, the company survived and prospered.From now forgotten automobile companies like Studebaker to early technology leaders like Wang, the corporate landscape is littered with the bones of companies that couldnt adapt to change. At bottom, say Foster and Kaplan, “corporations are managed for survival.” They presume continuity in the business environment. They fail to introduce new products for fear of cannibalizing current product lines. They turn down acquisition opportunities to keep from diluting earnings. They prize rational decision making and internal control systems. They resist contrary information, and often punish managers who voice it. And all the while, capital markets are dedicated to finding and funding new competitors. Incumbents ignore this fact to their peril: if they dont cannibalize their product lines, someone else will do it for them. Even the greatest of brand names are not immune. As the authors ask rhetorically, would IBM even exist today had it stuck to its core business in mainframe computers? “Unless the corporation can learn to overcome the natural bias for denial,” they write, “it will, in the long term, fail, or at best underperform.”The successful company, Foster and Kaplan conclude, is one that manages for discontinuity. It presumes change. It is comfortable with fluid and even vague decision making. It has relatively flat hierarchies. In short, it adopts the fearlessness of capital markets themselves. And it doesnt ha