题目内容
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The new presidential home was painted white to ______.
A．cover the marks of fire
B．attract tourists from France
C．to please Mrs. John Adams
D．keep it warm in winter
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更多“The new presidential home was …”相关的问题
Originally the White House was gray and was called the Presidential Palace. It was built from 1792 to 1800. At this time, the city of Washington itself was being built. It was to be the nation's new capital city. George Washington, the first President, and Pierre Charles L'Enfant, a French engineer, chose the place for the new city. L'Enfant then planned the city. The President's home was an important part of the plan.
A contest was held to pick a design for the President's home. An architect named James Hoban won. He designed a large three-story house of gray stone.
President Washington never lived in the Presidential Palace. The first President to live there was John Adams, the second President of the United States, and his wife. Mrs. Adams did not really like her new house. In her letters, she often complained about the cold. Fifty fireplaces were not enough to keep the house warm.
In 1812 the United States and Britain went to war. In 1814 the British invaded Washington. They burned many buildings, including the Presidential Palace.
After the war James Hoban, the original architect, partially rebuilt the President's home. To cover the marks of the fire, the building was painted white. Before long it became known as the White House.
The White House is one of the most popular tourist attractions in the United States. Every year more than 1. 5 million visitors go through the five rooms that are open to the public.
The White House was built in Washington______.
A．because a French engineer was invited to design it
B．because President George Washington liked to live in it
C．because the British invaders lived in it in 1812—1814
D．because it was to be the nation's capital city
Thomas Jefferson was inaugurated (举行就职典礼) on March 4, 1801. He was the first President to take the oath of office (宣誓就职) in the nation's permanent capital, Washington, D.C. Although Washington was a new city, it was already familiar to President Jefferson. In fact, Jefferson had helped plan the capital's streets and pubic buildings. (79) Besides being a city planner and architect, the new President was a writer, a scientist, and the inventor of several gadgets (小装置) and tools.
After his inauguration, Jefferson moved into the Presidential Palace. The Palace was more than a home; it contained offices for the President and some of his staff and advisors. It also included dining and reception rooms, where the President could entertain congressmen. However, President Jefferson did not give many formal parties. This was partly because there was no First Lady; Jefferson's wife died in 1782. But it was also because Jefferson liked to live in a simple fashion. Once, he showed up for an important meeting wearing old clothes and down-at-the-heel slippers! Neither Washington nor Adams would ever have dressed so casually.
Jefferson was different from the first two Presidents in other ways, too. (80) He disagreed with them about how the country should be run, and about what part a President should play in running it.
Which of the following statements about Washington, D.C. can be correctly inferred from the passage？
A．The Presidential Palace was not located there.
B．It contained many old buildings in 1801.
C．It was not the first capital of the United States.
D．Thomas Jefferson was a newcomer there in 1801.
The Presidential Palace was______.
A．painted gray and white
B．made of gray stone
C．made of white stone
D．made very warm in winter
presidential suite应译为()。
A.豪华套间
B.商务套间
C.总统套间
D.双套套间
According to the passage, the Presidential Palace was built to be ______.
A．a hotel for visiting kings
B．an office building and home
C．a museum for colonial American tools and gadgets
D．a meeting place for newspaper reporters
B. doesn’t believe a word of the stories
C. is not sure whether the stories are true
D. is telling the stories just for fun
According to the first story, the term “OK”________________.A.was approved of by President Jackson
B.was the title of some official documents
C.was first used by President Jackson
D.was an old way to spell “all correct”
According to the passage, President Jackson________________.A.couldn’t draw up any documents at all
B.didn’t like to read important papers by himself
C.often had his assistants sign documents for him
D.wasn’t good at reading or spelling
According to the second story, the term “OK”______________.A.was the short way to say “Old Kinderhook Club”
B.meant the place where President Van Buren was born
C.was the name of Van Buren’s club
D.was used to call Van Buren’s supporters in the election
According to the second story, the term “OK” was first used____________.A.by Van Buren
B.in a presidential election
C.to organize the Old Kinderhook Club
D.by the members of the “Old Kinderhook Club”
请帮忙给出每个问题的正确答案和分析，谢谢！
Passage One
The phrase almost completes itself: midlife crisis. It&39;s the stage in the middle of the journey when people feel youth vanishing, their prospects narrowing and death approaching.
There’s only one problem with the cliche (套话).It isn&39;t true.
“In fact, there is almost no hard evidence for midlife crisis other than a few small pilot studies conducted decades ago,” Barbara Hagerty writes in her new book, Life Reimagined. The vast bulk of the research shows that there may be a pause, or a shifting of gears in the 40s or 50s, but this shift “can be exciting, rather than terrifying”.
Barbara Hagerty looks at some of the features of people who turn midlife into a rebirth. They break routines, because “autopilot is death”. They choose purpose over happiness一having a clear sense of purpose even reduces the risk of Alzheimer’s disease. They give priority to relationships, as careers often recede(逐渐淡化).
Life Reimagined paints a picture of middle age that is far from gloomy. Midlife seems like the second big phase of decision-making. Your identity has been formed; you’ve built up your resources; and now you have the chance to take the big risks precisely because your foundation is already secure.
Karl Barth described midlife precisely this way. At middle age, he wrote, “the sowing is behind; now is the time to reap. The run has been taken; now is the time to leap. Preparation has been made; now is the time for the venture of the work itself.”
The middle-aged person, Barth continued, can see death in the distance, but moves with a “measured haste” to get big new things done while there is still time.
What Barth wrote decades ago is even truer today. People are healthy and energetic longer. We have presidential candidates running for their first term in office at age 68, 69 and 74.A longer lifespan is changing the narrative structure of life itself What could have been considered the beginning of a descent is now a potential turning point—the turning point you are most equipped to take full advantage of.
What does the author think of the phrase “midlife crisis”？
A.It has led to a lot of debate
B.It is widely acknowledged
C.It is no longer fashionable
D.It misrepresents real life
How does Barbara Hagerty view midlife？
A.It may be the beginning of a crisis
B.It can be a new phase of one&39;s life
C.It can be terrifying for the unprepared
D.It may see old-age diseases approaching
According to Karl Barth, midlife is the time_______.
A.to relax
B.to mature
C.to harvest
D.to reflect
How is midlife pictured in the book Life Reimagined？
A.It can be quite rose
B.It can be burdensome
C.It undergoes radical transformation
D.It makes for the best part of one&39;s life
What does the author say about midlife today？
A.It is more meaningful than other stages of life
B.It is likely to change the narrative of one&39;s life
C.It is more important to those with a longer lifespan
D.It is likely to be a critical turning point in one&39;s life
请帮忙给出每个问题的正确答案和分析，谢谢！
看资料，回答题
The Impossibility of Rapid Energy Transitions
[ A ] Politicians are fond of promising rapid energy transitions．Whether it is a transition from imported to domestic oil or from coal-powered electricity production to natural-gas power plants， politicians love to talk big．Unfortunately for them （and often the taxpayers）， our energy systems are a bit like an aircraft carrier: they are unbelievably expensive， they are built to last for a very long time， they have a huge amount of inertia （meaning it takes a lot of energy to set them moving ）， and they have a lot of momentum once they are set in motion．No matter how hard you try， you can"t turn something that large on a dime （10美分硬币 ）， or even a few thousand dimes．
[ B ] In physics， moving objects have two characteristics relevant to understanding the dynamics of energy systems: inertia and momentum．Inertia is the resistance of objects to efforts to change their state of motion．If you try to push a boulder （大圆石 ）， it pushes you back．Once you have started the boulder rolling， it develops momentum， which is defined by its mass and velocity．Momentum is said to be "conserved，" that is， once you build it up， it has to go somewhere．So a heavy object， like a football player moving at a high speed， has a lot of momentum-that is， once he is moving， it is hard to change his state of motion．If you want to change his course， you have only a few choices: you can stop him， transferring （possibly painfully） some of his kinetic energy （动能） to your own body， or you can approach alongside and slowly apply pressure to gradually alter his course．
[ C ] But there are other kinds of momentum as well．After all， we don"t speak only of objects or people as having momentum; we speak of entire systems having momentum．Whether it"s a sports team or a presidential campaign， everybody relishes having the big momentum， because it makes them harder to stop or change direction．
[ D ] One kind of momentum is technological momentum．When a technology is deployed， its impacts reach far beyond itself．Consider the incandescent （白炽灯的） bulb， an object currently hated by many environmentalists and energy-efficiency advocates．The incandescent light bulb， invented by Thomas Edison， which came to be the symbol of inspiration， has been developed into hundreds， if not thousands， of forms．Today， a visit to a lighting store reveals a stunning array of choices．There are standard-shaped bulbs， flame-shaped bulbs， colored globe-shaped bulbs， and more．It is quite easy， with all that choice， to change a light bulb．
[ E ] But the momentum of incandescent lighting does not stop there．All of those specialized bulbs ledto the building of specialized light fixtures， from the desk lamp you study by， to the ugly but beloved hand-painted Chinese lamp you inherited from your grandmother， to the ceiling fixture in your closet， to the light in your oven or refrigerator， and to the light that the dentist points at you．It is easy to change a light bulb， sure， but it is harder to change the bulb and its fixture．
[ F ] And there is more to the story， because not only are the devices that house incandescent bulbs shaped to their underlying characteristics， but rooms and entire buildings have been designed in accordance with how incandescent lighting reflects off walls and windows．
[ G ] As lighting expert Howard Brandston points out， “ Generally， there are no bad light sources， only bad applications．" There are some very commendable characteristics of the CFL [ compact fluorescent （荧光的） light bulb ]， yet the selection of any light source remains inseparable from the luminaire （照明装置 ） that houses it， along with the space in which both are installed， and lighting requirements that need to be satisfied．The lamp， the fixture， and the room， all three must work in concert for the true benefits of end-users．If the CFL should be used for lighting a particular space， or an object within that space， the fixture must be designed to work with that lamp， and that fixture with the room．It is a symbiotic （共生的 ） relationship．A CFL cannot be simply installed in an incandescent fixture and then expected to produce a visual appearance that is more than washed out， foggy， and dim．The whole fixture must be replaced-light source and luminaire-and this is never an inexpensive proposition．
[ H ] And Brandston knows a thing or two about lighting， being the man who illuminated the Statue of Liberty．
[ I ]Another type of momentum we have to think about when planning for changes in our energy systems is labor-pool momentum．It is one thing to say that we are going to shift 30 percent of our electricity supply from， say， coal to nuclear power in 20 years．But it is another thing to have a supply of trained talent that could let you carry out this promise．That is because the engineers，designers， regulators， operators， and all of the other skilled people needed for the new energy industry are specialists who have to be trained first （or retrained， if they are the ones being laid off in some related industry）， and education， like any other complicated endeavor， takes time．And not only do our prospective new energy workers have to be trained， they have to be trained in the right sequence．One needs the designers， and perhaps the regulators， before the builders and operators， and each group of workers in training has to know there is work waiting beyond graduation．In some cases， colleges and universities might have to change their training programs，
adding another layer of difficulty．
[ J ] By far the biggest type of momentum that comes into play when it comes to changing our energy systems is economic momentum．The major components of our energy systems， such as fuel production， refining， electrical generation and distribution， are costly installations that have lengthy life spans．They have to operate for long periods of time before the costs of development have been recovered．When investors put up money to build， say， a nuclear power plant， they expect to earn that money back over the planned life of the plant， which is typically between 40and 60 years．Some coal power plants in the United States have operated for more than 70 years!
The oldest continuously operated commercial hydro-electric plant in the United States is on New York"s Hudson River， and it went into commercial service in 1898．
[ K ] As Vaclav Smil points out， "All the forecasts， plans， and anticipations cited above have failed so miserably because their authors and promoters thought the transitions they hoped to implement would proceed unlike all previous energy transitions， and that their progress could be accelerated in an unprecedented manner．"
[ L ] When you hear people speaking of making a rapid transition toward any type of energy， whether it is a switch from coal to nuclear power， or a switch from gasoline-powered cars to electric cars， or even a switch．from an incandescent to a fluorescent light， understanding energy system inertia and momentum can help you decide whether their plans are feasible．
Not only moving objects and people but all systems have momentum．
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A 20-year bull market has convinced us all the CEOs are geniuses, so watch with Astonishment the troubles of Donald Rumsfeld and Paul O'Neill. Here are two highly regarded businessmen, obviously intelligent and well-informed, foundering in their jobs.
Actually, we shouldn't be surprised. Rumsfeld and O'Neill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disappointment. In fact, with the exception of Robert Rubin, it is difficult to think of a CEO who had a successful career in government.
Why is this？ Well, first the CEO has to recognize that he is no longer the CEO. He is at best an adviser to the CEO, the president. But even the president is not really the CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The secretary might think he's in charge of his agency. But the chairman of the congressional committee funding that agency feels the same. In his famous study "Presidential Power and the Modern Presidents," Richard Neustadt explains how little power the president actually has and concludes that the only lasting presidential power is "the power to persuade."
Take Rumsfeld's attempt to transform. the cold-war military into one geared for the future. It's innovative but deeply threatening to almost everyone in Washington. The Defense Secretary did not try to sell it to the Joint Chiefs of Staff, Congress, the budget office or the White House. As a result, the idea is collapsing.
Second, what power you have, you must use carefully. For example, O'Neill's position as Treasury Secretary is one with little formal authority. Unlike Finance Ministers around the world, Treasury does not control the budget. But it has symbolic power. The secretary is seen as the chief economic spokesman for the administration and, if he plays it right, the chief economic adviser for the president.
O'Neill has been publicly critical of the IMF’s bailout packages for developing countries while at the same time approving such packages for Turkey, Argentina and Brazil. As a result, he has gotten the worst of both worlds. The bailouts continue, but their effect in holstering investor confidence is limited because the markets are rattled by his skepticism.
Perhaps the government doesn't do bailouts well. But that leads to a third rule: you can't just quit. Jack Welch's famous law for re-engineering General Electric was to be first or second in any given product category, or else get out of that business. But if the government isn't doing a particular job at peak level, it doesn't always have the option of relieving itself of that function. The Pentagon probably wastes a lot of money. But it can't get out of the national-security business.
The key to former Treasury secretary Rubin's success may have been that he fully understood that business and government are, in his words, "necessarily and properly very different.' In a recent speech he explained, "Business functions around one predominate organizing principle, profitability…Government, on the other hand, deals with a vast number of equally legitimate and often potentially competing objectives---for example, energy production versus environmental protection, or safety regulations versus productivity.”
Rubin's example shows that talented people can do well in g
A．regard the president as the CEO
B．take absolute control of his department
C．exercise more power than the congressional committee
D．become acquainted with its power structure
