B
Some people have the feeling that nothing can be done about their poor reading ability (能力). They feel hopless about it. Can you learn to read better, or must you agree that nothing can be done about it?
To be sure, people are different. You cannot expect to do everything as well as certain other people do. If all the students in a class tried out for basketball, some would be very good players; others would be very poor; and many would be in between. But even the very poor players can become much better players if they are guided in the right way, and with plenty of practice. It is the same with reading. Some seem to enjoy reading and to read well without any special help. Others find reading a slow and tiring jobIn between, there are all degrees of reading ability.
Many experiments have shown that just about every poor reader can improve his reading ability. In these experiments, the poor readers were given tests of reading ability. After some of the causes of their poor reading were discovered, they were given special instructiong and practice in reding. After a few months, another test of the same kind was given. In nearly all cases, these people had raised their reading scores.
【題組】48. The experiments mentioned in the text show that .
(A)good readers seem to enjoy reading
(B)almost all poor reders can make progress
(C)causes of poor reading are difficult to find out
(D)tests help people improve their reading ability
C
Odiand remembers like it was yesterday working in an expensive French restaurant in Denver. The ice cream he was serving fell onto the white dress of a rich and important woman.
Thirty years have passed, but Odiand can' t get the memory out of his mind, nor the woman' a kind reaction ( fsi^L). She was shocked, regained calmness and, in a kind voice, told the young Odiand, " It' s OK. It wasn' t your fault. " When she left the restaurant, she also left the future For¬tune 500 CEO (^.lHO with a life lesson: You can tell a lot about a person by the way he or she treats the waiter.
Odiand isn't the only CEO to have made this discovery. Rather, it seems to be one of those few laws of the land that every CEO learns on the way up. It' s hard to get a dozen CEOs to agree about anything, but most agree with the Waiter Rule. They say how others treat the CEO says noth¬ing. But how others treat the waiter is like a window into the soul.
Watch out for anyone who pulls out the power card to say something like, " I could buy this place and fire you," or "I know the owner and I could have you fired" Those who say such things have shown more about their character (!m) than about their wealth and power.
The CEO who came up with it, or at least first wrote it down, is Raytheon CEO Bill Swanson. He wrote a best-selling book called Swanson' s Unwritten Rules of Management.
"A person who is nice to you but rude to the waiter, or to others, is not a nice person," Swan-son says. " I will never offer a job to the person who is sweet to the boss but turns rude to someone cleaning the tables. "
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