2023復習正是強化復習階段，在考研英語中占了40分，所以考研英語閱讀是英語科目中重要的一項。名師老師曾建議過考研生需要堅持每天泛讀10-15分鐘的英文原刊。強烈推薦了雜志《經濟學人》.雜志中的文章也是考研英語的主要材料來源.希望考研考生認真閱讀，快速提高考研英語閱讀水平。 　　Corporate governance in Germany 　　德國公司的管理 　　Diversifying the board 　　董事會的多元化 　　German boards have long been cosy men s clubs.But things are changing 　　德國的董事會曾一度是享樂者的天堂，但是現在不一樣了。 　　HERMANN JOSEF ABS liked to joke, What s the differencebetween a doghouse and the supervisory board? 　　HERMANN JOSEF喜歡開玩笑：狗屋和監事會有什么不同? 　　The doghouse is for the dog; the supervisory board is for the cat. 　　狗屋是給狗的，監事會是給貓的， 　　For those unfamiliar with the nuances of German humour, for the cat is slang for somethinglike trash. 　　這是德國式幽默，貓在俚語里通常指代廢物。 　　The late banker would know: while running Deutsche Bank from 1957 to 1967, he also sat ondozens of supervisory boards. 　　已故的銀行家或許知道，在1957到1967年間主管德意志銀行時，HERMANN JOSEF ABS還是幾十個監事會成員里的一個。 　　This was the peak of Deutschland AG, a clique of long-serving bosses, autocratic chairmen,do-nothing board members and their financier friends. 　　過去，監事會是德國公司的頂層，他們是由一群長期擔任老板的小團體，獨裁主席，游手好閑的董事會成員以及他們金融界的朋友們組成。 　　Big German companies supervisory boards are supposed to act as a check on theirmanagement boards. 　　大型德國公司的監事會應該管理董事會， 　　But in practice their relations were too cosy for this. 　　但是實際上他們的關系過于親密。 　　This past year the stumbles of two titans seemed to highlight how much corporate power isstill concentrated in few hands in the Germanspeaking world. 　　去年這兩大巨頭的過失似乎在過于強調企業大權仍掌控在少數德國人手里。 　　As 2023 began Gerhard Cromme was chairman of the supervisory boards of both Siemens, anindustrial conglomerate, and ThyssenKrupp, a steelmaker. 　　2023年伊始，Gerhard Cromme成為西門子及鋼鐵制造商蒂森克努伯兩家企業的監事會主席。 　　But big losses at foreign mills and heavy fines over a cartel case cost him the chairmanship atThyssenKrupp. 　　但是卡特爾事件中國外鋼廠的巨大損失及高額罰款讓他失去了蒂森克努伯公司監事會主席一職。 　　Then in July, a boardroom bunfight at Siemens ended with the departure of Peter Lscher,the chief executive. 　　同年7月，西門子董事會舞會事件以其首席主管Peter Lscher的離職而告終。 　　Mr Cromme belatedly called for his firingbut only after hiring him and protecting him foryears. 　　Cromme請求延遲他的解雇，但也只是在雇傭和保護了他幾年之后。 　　Josef Ackermann, a Swiss former boss of Deutsche Bank and a Siemens board member, haddefended Mr Lscher. 　　德意志銀行前瑞士分行行長兼西門子董事Josef Ackermann力挺Lscher。 　　When Mr Lscher went, so did he. 　　當Lscher走后他也離職了。 　　Shortly before this he had quit as chairman of Zurich, a Swiss insurer, whose chief financialofficer had committed suicide, leaving a note berating Mr Ackermann. 　　在這之前不久他還辭去了瑞士保險公司蘇黎世董事長一職。該公司的首席財務官自殺了，只留下一張便條斥責Ackermann。 　　Now he has no big corporate job, there have been reports that Mr Ackermann may have tostep down as a trustee of the World Economic Forum after its gabfest in Davos this week. 　　現在他沒有大公司工作，有報道稱本周在達沃斯會議進行冗長的談話后，Ackermann只能降職為世界經濟論壇的受托人。 　　At first glance, corporate power in Germany still looks male, German and concentrated. 　　乍一看，企業大權仍集中在德國男性手里。 　　But its boardrooms are slowly getting more diverse. 　　但是董事會正慢慢變得多樣化。 　　In 2003 the average supervisory-board member at a public company sat on 1.9 boards; nowthe figure is 1.6. 　　2003年監事會成員中上市公司平均占了1.9席。 　　A 2001 cut in tax on sales of shares let banks and insurance companies, which played bigroles as lenders and part-owners, start disentangling themselves from companies. 　　然而現在這個數據是1.6。2001年銷售股份削減稅被放款及合伙大戶銀行和保險公司承包，并開始解決糾紛。 　　Into the gaps, and onto the boards, has come a new generation of more active members. 　　為了填補空缺，也有很多新一代的有活力的成員加入董事會。 　　Boards have little choice but to be sharper, says Christoph Schalast of Frankfurt School ofFinance and Management. 　　法蘭克福金融管理學院的Christoph Schalast表示董事會別無選擇，只有變得更加銳利。 　　Many companies are now paying fines and settlements for their behaviour before the financialcrisis. 　　現在許多公司都在金融危機到來之前為他們的行為支付罰款和理賠款。 　　A 2010 change in the law doubled the statute of limitations for such misdeeds to ten years. 　　2010年修改法律訴訟時效等罪行翻了一倍，達10年了。 　　Progress on making boards more international is slower. 　　董事會的國際化進程變緩了。 　　Eight of the largest 30 public companies have foreign bosses, but the rest of their boards members are predominantly German, even at the country s most multinational firms. 　　規模最大的30家上市公司中有8家老板都是國外的，但是即使在大多數跨國公司，其董事會其他成員主要還是德國人。 　　But Burkhard Schwenker, the boss of Roland Berger, a consulting firm, says that countingpassports is simplistic: what matters more is international experience, which German firmsincreasingly look for when recruiting both management-and supervisory-board members. 　　咨詢公司Roland Berger的董事長Burkhard Schwenker卻表示哪個國家的其實不重要，在招募管理及董事成員時更看重的是德國公司急需的國際經驗。 　　If boards are becoming more professional and diverse, is accumulation of board seats abad thing in itself? 　　如果董事會變得越來越專業越來越多樣化，積累董事會職位本身是壞事嗎? 　　Jrg Rocholl, the president of the European School for Management and Technology, says thatstudies disagree on whether busy board members are better or worse for profits. 　　歐洲管理與技術學院的院長Jrg Rocholl表示繁忙的董事會對企業收益是利是弊仍意見不一。 　　But he agrees that boards are becoming more capable, and says this has been a factor inGermany s economic revival. 　　但可以肯定的是董事們正變得越來越能干，這也是德國公司經濟復蘇的原因之一。 　　Pay for German board members is going up; but these days, members are earning it. 　　董事成員的工資上漲了，但是這段日子是他們應得的。 　　詞語解釋 　　1.familiar with 熟悉的;友好的 　　No country is more familiar with nuclear peril thanjapan. 　　日本比世界上的任何國家都更熟悉核危害。 　　A person familiar with the case offered furtherdetails. 　　一位知情人士提供了進一步的詳情。 　　2.suppose to 認為 　　I suppose to go there on my honeymoon. 　　我本來想去那里度蜜月。 　　Would you suppose to meet the people on the boat. 　　你認為是那些在船上的人嗎? 　　3.concentrate in 集中于 　　Most accounting personnel concentrate in the financial department. 　　大部分的會計人員都是集中在財務部門的。 　　Because of his somnolent voice students find it difficult to concentrate in his classes. 　　由于他的聲音十分催眠，學生覺得很難在他的課上集中思想。 　　4.call for 需要;要求 　　A few relatively infrequent situations also call for a semicolon. 　　有幾個比較少見的的情況也要求使用分號。 　　Finally, higher food prices will call for tighter monetary policy. 　　最后，食品價格上漲會要求各國收緊貨幣政策。

　　2023復習正是強化復習階段，在考研英語中占了40分，所以考研英語閱讀是英語科目中重要的一項。名師老師曾建議過考研生需要堅持每天泛讀10-15分鐘的英文原刊。強烈推薦了雜志《經濟學人》.雜志中的文章也是考研英語的主要材料來源.希望考研考生認真閱讀，快速提高考研英語閱讀水平。 　　Corporate governance in Germany 　　德國公司的管理 　　Diversifying the board 　　董事會的多元化 　　German boards have long been cosy men s clubs.But things are changing 　　德國的董事會曾一度是享樂者的天堂，但是現在不一樣了。 　　HERMANN JOSEF ABS liked to joke, What s the differencebetween a doghouse and the supervisory board? 　　HERMANN JOSEF喜歡開玩笑：狗屋和監事會有什么不同? 　　The doghouse is for the dog; the supervisory board is for the cat. 　　狗屋是給狗的，監事會是給貓的， 　　For those unfamiliar with the nuances of German humour, for the cat is slang for somethinglike trash. 　　這是德國式幽默，貓在俚語里通常指代廢物。 　　The late banker would know: while running Deutsche Bank from 1957 to 1967, he also sat ondozens of supervisory boards. 　　已故的銀行家或許知道，在1957到1967年間主管德意志銀行時，HERMANN JOSEF ABS還是幾十個監事會成員里的一個。 　　This was the peak of Deutschland AG, a clique of long-serving bosses, autocratic chairmen,do-nothing board members and their financier friends. 　　過去，監事會是德國公司的頂層，他們是由一群長期擔任老板的小團體，獨裁主席，游手好閑的董事會成員以及他們金融界的朋友們組成。 　　Big German companies supervisory boards are supposed to act as a check on theirmanagement boards. 　　大型德國公司的監事會應該管理董事會， 　　But in practice their relations were too cosy for this. 　　但是實際上他們的關系過于親密。 　　This past year the stumbles of two titans seemed to highlight how much corporate power isstill concentrated in few hands in the Germanspeaking world. 　　去年這兩大巨頭的過失似乎在過于強調企業大權仍掌控在少數德國人手里。 　　As 2023 began Gerhard Cromme was chairman of the supervisory boards of both Siemens, anindustrial conglomerate, and ThyssenKrupp, a steelmaker. 　　2023年伊始，Gerhard Cromme成為西門子及鋼鐵制造商蒂森克努伯兩家企業的監事會主席。 　　But big losses at foreign mills and heavy fines over a cartel case cost him the chairmanship atThyssenKrupp. 　　但是卡特爾事件中國外鋼廠的巨大損失及高額罰款讓他失去了蒂森克努伯公司監事會主席一職。 　　Then in July, a boardroom bunfight at Siemens ended with the departure of Peter Lscher,the chief executive. 　　同年7月，西門子董事會舞會事件以其首席主管Peter Lscher的離職而告終。 　　Mr Cromme belatedly called for his firingbut only after hiring him and protecting him foryears. 　　Cromme請求延遲他的解雇，但也只是在雇傭和保護了他幾年之后。 　　Josef Ackermann, a Swiss former boss of Deutsche Bank and a Siemens board member, haddefended Mr Lscher. 　　德意志銀行前瑞士分行行長兼西門子董事Josef Ackermann力挺Lscher。 　　When Mr Lscher went, so did he. 　　當Lscher走后他也離職了。 　　Shortly before this he had quit as chairman of Zurich, a Swiss insurer, whose chief financialofficer had committed suicide, leaving a note berating Mr Ackermann. 　　在這之前不久他還辭去了瑞士保險公司蘇黎世董事長一職。該公司的首席財務官自殺了，只留下一張便條斥責Ackermann。 　　Now he has no big corporate job, there have been reports that Mr Ackermann may have tostep down as a trustee of the World Economic Forum after its gabfest in Davos this week. 　　現在他沒有大公司工作，有報道稱本周在達沃斯會議進行冗長的談話后，Ackermann只能降職為世界經濟論壇的受托人。 　　At first glance, corporate power in Germany still looks male, German and concentrated. 　　乍一看，企業大權仍集中在德國男性手里。 　　But its boardrooms are slowly getting more diverse. 　　但是董事會正慢慢變得多樣化。 　　In 2003 the average supervisory-board member at a public company sat on 1.9 boards; nowthe figure is 1.6. 　　2003年監事會成員中上市公司平均占了1.9席。 　　A 2001 cut in tax on sales of shares let banks and insurance companies, which played bigroles as lenders and part-owners, start disentangling themselves from companies. 　　然而現在這個數據是1.6。2001年銷售股份削減稅被放款及合伙大戶銀行和保險公司承包，并開始解決糾紛。 　　Into the gaps, and onto the boards, has come a new generation of more active members. 　　為了填補空缺，也有很多新一代的有活力的成員加入董事會。 　　Boards have little choice but to be sharper, says Christoph Schalast of Frankfurt School ofFinance and Management. 　　法蘭克福金融管理學院的Christoph Schalast表示董事會別無選擇，只有變得更加銳利。 　　Many companies are now paying fines and settlements for their behaviour before the financialcrisis. 　　現在許多公司都在金融危機到來之前為他們的行為支付罰款和理賠款。 　　A 2010 change in the law doubled the statute of limitations for such misdeeds to ten years. 　　2010年修改法律訴訟時效等罪行翻了一倍，達10年了。 　　Progress on making boards more international is slower. 　　董事會的國際化進程變緩了。 　　Eight of the largest 30 public companies have foreign bosses, but the rest of their boards members are predominantly German, even at the country s most multinational firms. 　　規模最大的30家上市公司中有8家老板都是國外的，但是即使在大多數跨國公司，其董事會其他成員主要還是德國人。 　　But Burkhard Schwenker, the boss of Roland Berger, a consulting firm, says that countingpassports is simplistic: what matters more is international experience, which German firmsincreasingly look for when recruiting both management-and supervisory-board members. 　　咨詢公司Roland Berger的董事長Burkhard Schwenker卻表示哪個國家的其實不重要，在招募管理及董事成員時更看重的是德國公司急需的國際經驗。 　　If boards are becoming more professional and diverse, is accumulation of board seats abad thing in itself? 　　如果董事會變得越來越專業越來越多樣化，積累董事會職位本身是壞事嗎? 　　Jrg Rocholl, the president of the European School for Management and Technology, says thatstudies disagree on whether busy board members are better or worse for profits. 　　歐洲管理與技術學院的院長Jrg Rocholl表示繁忙的董事會對企業收益是利是弊仍意見不一。 　　But he agrees that boards are becoming more capable, and says this has been a factor inGermany s economic revival. 　　但可以肯定的是董事們正變得越來越能干，這也是德國公司經濟復蘇的原因之一。 　　Pay for German board members is going up; but these days, members are earning it. 　　董事成員的工資上漲了，但是這段日子是他們應得的。 　　詞語解釋 　　1.familiar with 熟悉的;友好的 　　No country is more familiar with nuclear peril thanjapan. 　　日本比世界上的任何國家都更熟悉核危害。 　　A person familiar with the case offered furtherdetails. 　　一位知情人士提供了進一步的詳情。 　　2.suppose to 認為 　　I suppose to go there on my honeymoon. 　　我本來想去那里度蜜月。 　　Would you suppose to meet the people on the boat. 　　你認為是那些在船上的人嗎? 　　3.concentrate in 集中于 　　Most accounting personnel concentrate in the financial department. 　　大部分的會計人員都是集中在財務部門的。 　　Because of his somnolent voice students find it difficult to concentrate in his classes. 　　由于他的聲音十分催眠，學生覺得很難在他的課上集中思想。 　　4.call for 需要;要求 　　A few relatively infrequent situations also call for a semicolon. 　　有幾個比較少見的的情況也要求使用分號。 　　Finally, higher food prices will call for tighter monetary policy. 　　最后，食品價格上漲會要求各國收緊貨幣政策。