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1 Week 3 Day No. Unit No. CD 1 11 The Next Steps for Medicare Reform 242 2 12 Corporate "wa"-- a benefit to everyone 440 -- 3 13 Reinventing our Company for the 21st Century 592 4 14 Plain Language Action Network 826 -- 5 15 Business Letter 2: Business Remainder NA -- 6 -- Grammar Review 3 -- -- * Day 1 2 3 4 5 6 * 1 1000

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Page 1: Week 3 - someya-net.com1 Week 3 Day No. Unit No. CD 1 11 The Next Steps for Medicare Reform 242 2 12 Corporate "wa"-- a benefit to everyone 440 -- 3 13 Reinventing our Company for

1

Week 3 �

����������� ���������

DayNo.

Unit No.

������� ��� CD

1 11 The Next Steps for Medicare Reform 242

2 12 Corporate "wa"-- a benefit to everyone 440 --

3 13 Reinventing our Company for the 21st Century 592

4 14 Plain Language Action Network 826 --

5 15 Business Letter 2: Business Remainder NA --

6 -- Grammar Review 3 � ��!�"�# -- --

��$��%����� &'�)(+* ,-��� �����.��/.0�1

*

Day �������

��� 243�5

1

2

3

4

5

6

* 687:9 1 ; 1000 <�=�>

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Week 3 - Day 1 / Unit 11 Date: [ ]-[ ]-[ ]

Task 1: =.?�@ AB#%C�D�E�C�F�GHJILK SG MONJPRQ�SJT�UVHRW$X'Y�Z�[�\�]wpm ^ C`_�aRUcb4dJY

The Next Steps for Medicare Reform by Peter J. Ferrara, (c) 2000 The Cato Institute

he Balanced Budget Act of 1997 / made extensive Medicare reforms � to delay the impending financial collapse of the system � for a few years. /

But those changes / do not sufficiently address the long-term problems of the program. / In fact, / Medicare’s long-term problems � remain deep and intractable. / Even after the 1997 reforms, / by the time today’s young workers retire, / Medicare’s current sources of funding / will likely be sufficient � to finance only 50 percent or less of the promised benefits. / Such an enormous financial gap / cannot be closed � by raising taxes and cutting benefits, / which would greatly harm working people and retirees. / The only solution / is to reform the system � by taking advantage of the efficiencies, / incentives, / competition, / and productivity of the private sector. / Every retiree � should be free to use his share of Medicare funds / to purchase private health insurance. / In addition, / every worker should be free to put his Medicare taxes � into a personal health savings account rather than the Medicare program, / using the accumulated funds � to pay for health care and health insurance � during retirement. / Because of the high returns � that result from investing in private capital markets, / those privately invested accounts / would be able to pay significantly higher benefits than Medicare. / Essentially, / these proposed reforms would shift control over Medicare / from Washington to individual retirees and workers across the country. / That Medicare reform would ensure / that workers and retirees / achieve more freedom and prosperity � than are possible under the current system.

T

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eReading time = ( ) seconds e242 words f ( ) seconds g 60 = ________ wpm

hVikjVlkmOn�okp$qOr`s$tVu`v�w�xzy|{~} �|h$�c�O���z�����������Bv~�z�|�O�$���c�4���� h$�~�J�z� ��� (�$���z��x�� Words & Phrases �¡ $¢ )£

Task 2: =.?.@�¤�¥.¦`§ ¨�HRW$Xª©¬«B­�¥�®%¦�¯�X.°.±�²�®.#�@B³�´R¦4µ¶K�U°�·L¸$¹Bº¼»½�¾�¿ ÀB¸�@�CVÁBÂ.Ã�Y 1. Which of the following is the equivalent adjective of impending?

a. important b. insufficient c. insignificant d. imminent

2. “Something offered to encourage effort in work” is a possible definition of: a. efficiency b. incentive c. competition d. productivity

3. The Balanced Budget Act of 1997:

a. raised taxes and cut benefits. b. made extensive Medicare reforms possible. c. sufficiently addressed the long-term problems of Medicare programs. d. delayed the financial collapse of the Medicare system for a few years.

4. Which of the following is NOT true?

a. Medicare’s current sources of funding will likely be sufficient for years to come. b. The financial gap in the Medicare system cannot be closed simply by raising

taxes and cutting benefits. c. Privately invested accounts will be able to pay higher benefits than Medicare. d. Medicare reforms should shift control over the system from the government

to individual retirees and workers. 5. The author suggests that:

a. every retiree should not use his share of Medicare funds privately. b. every retiree should put his Medicare taxes only into the Medicare program. c. the Medicare reforms should focus on the short-term problems. d. the only solution to the current Medicare problems is to take advantage of

the efficiencies and productivity of the private sector.

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Task 3: ².®�# ¦J¯�X�°�=�?�@�Ä�ÅÆC�Ç�X�HLW`XBY8È�É�@�¾.ʼK�HBX�<�Ë ¦¯�X�°�±JÌ�ÍR¦ Words & Phrases C�Î�µ¼U °4Ï�ÐÑU�°�Ò ÓJbJd�Y Ô�Õ�Ö

CD CJ×�Ó�H.IØK²�®�#ÆC�Ù�Z.Y Ú ²�®�#¶C 2 ÛBÜ�Z.Y ÝßÞ�à

@�á�âRã 1 Û¼6 2 Û¼6 ä�»Bå�»�æ�ç�SÑè

×RÓ�Z�é

�Z

� Words & Phrases e

Balanced Budget Act ê ëJì í�îðïòñ ó'ôöõ÷ì í ê�ë�î4øùõ¬ú'û�ê�ë�î4ø`ü�ý�þVÿ���������=> � �����~û���� 1997 ��� ��� ��� ó`î���� e

make NP1 to delay NP2 [[NP1 � NP2 ! ��" �#%$ �&� ] ')(*�+! � ] => ,-�.0/2143�5 ôðõ7698�: ; " 3�5 þ 32< ø4=�>4� eMedicare [------------] ï@?BA "0��C0D�E�FHG4IBJ4K�L => ?BA " M�N ü FHG4IBJ4KL ��ô9O+P�Q0R2S (Medicare) þ�O+P�Q0R4TVU (Medicaid)

"2 W9X��2Y � �2Z E ô

65 [�\9] "4C0D�E�^2_9`ba4c0E ü�ý��Hd2! � û4e "2FHG4IBJ4K�L�f�gih4E ôHj�k9lE þ _9`ba4c0E � mbn0o9pLþ FHG4IBJ Hq�r ��FHG�s9t�K�L�f Y � � eimpending [------------][ u ] ï@v J ü�ýi� �xw -zy�{ ó (= to be about to occur; imminent)

=> in- (= not) + pend (= to hang) eintractable [------------] |���}&r`ü . g�~ . ��� . (= not easily relieved or cured) =>

in- � tract � able (=> tract > tractare (= to handle, treat)) � ebenefits [------------] ï IBJ�� �9��ü�ý "0�9�4� � g0s9t � eenormous [----------] �2�Jü (= exceedingly great in size, number, or degree; huge) eretiree [----------] ��� E => retir(e) � -ee eincentive [----------] ï��9� �������2� �)� ���&� ób� "0�����4g����Bg��9� => e.g.

The company offered a bonus as an incentive. eprivate sector ï û4e���' ��Mb� [ �9� ] �B�9�Hd2! ���� �¡ �B� esignificantly ¢�ü�£ (= to a significant degree; in a meaningful way) eensure [-----------] 磻�þ . (��Jþ � �¦b§B�+! � (= to make certain) eprosperity [------------] ¨9© g ��ª

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Week 3 - Day 2 / Unit 12 Date: [ ]-[ ]-[ ]

Task 1: =.?�@ AB#%C�D�E�C�F�GHJILK SG MONJPRQ�SJT�UVHRW$X'Y�Z�[�\�]wpm ^ C`_�aRUcb4dJY

Corporate "wa"— a benefit to everyone by Kenichiro Makimura, asahi.com

n Europe, / patrons of the arts and culture / traditionally fell under the exclusive domain of royalty and the aristocracy. / But things changed / when

multimillionaire philanthropists � appeared on the scene in the 20th century. / From around the 1960s, / foundations and private corporations � became increasingly active in their patronage, / which led to the concept of corporate philanthropy as we know it today. / In feudal Japan, / successful Edo Period businessmen � took artists under their protective wings. / Corporate support began to grow � as Japan pulled off its post-World War II economic miracle, / culminating in the establishment of the Association for Corporate Support of the Arts in 1990. / Today, it is common for Japanese corporations to jointly sponsor cultural or artistic activities. For instance, four giants of Japanese industry—Nomura Securities Co., Ltd., Matsushita Electric Industrial Co., Ltd., Japan Airlines and Toyota Motor Corp.— co-sponsor the Pacific Music Festival, an annual summer event held in Sapporo for the benefit of young musicians. The festival was the brainchild of conductor Leonard Bernstein. The four companies bankroll about 50 percent of the operating expenses. Bunkamura, a cultural-arts complex in Tokyo's Shibuya district, is co-sponsored by five companies including Tokyu Corp. The primary reason why corporations prefer to collaborate in their patronage of the arts, rather than go it alone, is so they can share the cost burden as well as know-how. There is another advantage, too. When one sponsor drops out, the others can combine their resources to keep a project going. For example, Sony Corp. was initially one of the founding sponsors of the Pacific Music Festival, but Matsushita took over when Sony dropped out.

I

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A corporate insider once told me, "If you tell your company's bean counter that such-and-such a company is also sponsoring the project, that usually makes it easier to obtain the necessary budget." Chobei Nemoto, senior director of the Association for Corporate Support of the Arts, noted that while it is common in Europe and America for several local companies to support a major exhibition, their role invariably is limited to supporting the organizer, not calling the shots as is the case in Japan. In Europe and America, Nemoto continues, each corporation or foundation has to have its own, unique policy if it hopes to sell its idea to the public. How it plans to spend its money, and on what, also comes under scrutiny. In short, Nemoto claims, there is competition even in the dispensation of corporate philanthropy. In Japan, on the other hand, the "group" comes before the individual, and group harmony is deemed more important than individualism. This is all-too-apparent in the Japanese concept of corporate philanthropy. e

Reading time = ( ) seconds e440 words f ( ) g 60 = ________ wpm

«0¬*­H®°¯�±�²*³ ´�µ0¶ ·H¸0¹»ºB¼�½*¾i¿�ÀzÁiÂ�Ã9ÄHÅ4ÆÈÇ�É�«HÊiË�Ì�Í4ÎÐÏ ( ÑHÒ0Ó�ÔB¼�ÕWords & Phrases Ä�ÖH× ) Ø4Í�Ùi®4Ú�Û�ÁiÂ�Ã4ÓiÀ CD Ü Ý0Ài·2ÞÐßzà�á�Ø

Task 2: =�?�@�¤R¥�¦�§Ø¨BHÆW`X © «�­R¥4®¶¦�¯�X�°�±'²�®�# @�³4´Æ¦Jµ�KU °�·Ø¸�¹�º-»`½�¾�¿ØÀ�¸�@�C Á�Â�Ã�Y 1. “People interested in promoting human welfare and are willing to offer financial help for such purposes” are called:

a. multimillionaires b. philanthropists c. aristocrats d. sponsors

2. In the third paragraph, the noun brainchild means:

a. a very brilliant child. b. a product of one's creative imagination. c. a piece of art work. d. a brain-dead child.

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3. The music festival mentioned in the third paragraph was first proposed by: a. four giants of Japanese industry b. Bunkamura c. Leonard Bernstein d. Tokyu Corp.

4. Why Japanese corporations prefer to collaborate in their patronage of the arts? a. Because they can share the cost burden. b. Because one can drop out without causing any financial damage to others. c. Because they can share business opportunities. d. Because any one of them alone does not have the necessary know-how.

5. According to Chubei Nemoto:

a. it’s not easy in Japan to get the necessary funding for a philanthropic project from your company if other companies are also involved in it.

b. the role of Japanese corporate sponsors in their philanthropic activities is usually not limited to simply supporting the organizer.

c. there is no competition in the dispensation of corporate philanthropy. d. the individual comes before the group in Japan.

Task 3: =B?B@�â�CÎ�ã�¦�] ²4®B#�CHä'#æå7ç9è è�é�èzê'S�ë%ì8N�í%îcS+ï%U$HW~X ©7ð&ñR¦9òôó�°�Ì�ÍR¦ Words & Phrases C�Î�µ.Ã�Y õ@ö

1 ÷�ø ù9ø�ú�û+ü�ý *In Europe, /

þ�T�ÿ�� ��f ô

patrons of the arts and culture / (traditionally fell...)

1������ "+h���E

<" ���

> ô

traditionally fell under the exclusive domain of royalty and the aristocracy. /

��� N � g���� ����� " �����! bf Y { ó0�

But things changed / (when...) - ¢ - g ��"Bô�#�$�£

when multimillionaire philanthropists � appeared on the scene in the 20th century. /

%'&!( E&" philanthropists � � 20 )�*���ü {!+�,�- -.+0/ ó��

* 132�Û54.6�± 74À+Ú�Û�8HÛ:9 ;=<iÁiÂ�Ûz± 7�¹»± >.? (pp.??) ÖH×�Ø

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� Words & Phrases e

patron [-----------] h���EBg+I p EBg ïA@ �CB�D�E ü�ý "0�!F .G/ H e

the exclusive domain of royalty and the aristocracy ��� ��� " �����!

emultimillionaire [-----------] %G&( E => multi � millionaire ephilanthropist [---------------] I!J4�9��K g�L�M�NO4E (humanitarian) => � "P �Q T " 1�R f ô õ �S��°1���T �B"�U���E ø "�V�W �YX[Z!\���ô.]_^�üS`S\B�4ü .ób� g�h!a�" õ O�b Q ø�þ . (dc!e���f\B¢)$ ".g m!\B� -=h�-=h=i $ ��� � e

appear on the scene ïAj�k�l�� � ,�- ! � efoundation [-----------] únm epatronage [-----------] o�p g�h���gU�� ecorporate philanthropy [-----------] p��B��' � ���°1�� U�� T � ïqp��BO�b Q � efeudal [-----------] [ u ] r�s NOB" eEdo Period businessmen t!u�vw etake NP1 under NP2's protective wings NP1 NP2

" I p ïqo�p ��x �y&� epull off ( ñ�� ^ £{zG| � (= complete successfully) eculminate [-----------] in ï }!~ g��!� ü�ýi� � ¤ f��bC�� ���9! �Hg ���BN ��¤2�ü � (= to reach the highest or a climactic or decisive point) e

the Association for Corporate Support of the Arts �Gm`î�w�p��BO Q b��S�!� =>

õ O Q b�øJôðõ �21���� p � U�� ø� V�W ! � c!e���f\9� ebrainchild [ � ] ï��!� " w ^ m `�"0����bN ü ��� ���������S��"���� ebankroll [

�] ���9! � e

operating expense �9����� ea cultural-arts complex

1�� � ���!  ` ïA¡  £¢5E � ecollaborate �S¤b! �Hg ��¥9! � ecost burden �!¦ ( ��� )}�§ ebean counter => bean ôS¨S© f õAª � ��ø " �JþH =« - g bean counter

f -=h�-=hõ ( �) S� -­¬ � ) ��®�§0^ E ø "�V�W9f i $ ��� � esuch-and-such a company � � � ��" p�� einvariably [---------] ¯°�� g± ñ {S+ => in- (= not) + variably (vary + able + ly) ecall the shots ²!³ ��U!´ �) =µ�¶ g «�·�! � ecome under scrutiny ¸¹ ﺸS» � «!¼ ��x ��½�¢ ��� edispensation [---------]

´�� (= distribution) e

all-too-apparent ¾0¿ü

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Week 3 - Day 3 / Unit 13 Date: [ ]-[ ]-[ ]

Task 1: =.?�@ AB#%C�D�E�C�F�GHJILK SG MONJPRQ�SJT�UVHRW$X'Y�Z�[�\�]wpm ^ C`_�aRUcb4d Y

Reinventing our Company for the 21st Century by James R. Bauernschmidt

ood evening. Several years ago a friend of mine was pursuing a rather lucrative career in the United

States’ military. His credentials were perfect. As a graduate of the Navy’s War College, he was a lieutenant commander in the U.S. Navy reserves. Trained as a Russian linguist, /he worked as an intelligence officer. In other words, he was a spook, a spy. /� In the 1980s, when Ronald Reagan was advocating ever more defense spending, my friend’ s career ambitions were rapidly coming to fruition. But then, the environment which provided such fertile ground for this career changed. The Cold War ended. So did my friend’ s military career. It wasn’ t his fault that Congress cut the defense budget. He had always done his best. Today, in his mid-40s, he is slowly getting reestablished in another profession. /� Well, my fellow executives and managers, today I would like to talk to you about change, about changing environments, about anticipating changing environments and reinventing our company so that we will remain competitive in them. /� Our company has developed over the past few decades in an environment of unprecedented mass markets of easy buying and selling. There was plenty of business to go around for everyone. Likewise, our company’ s organizational structure, operation principles and procedures all evolved in this environment of relaxed competition. /�

G

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But the world is changing. Competition is becoming more intense than ever before. The 21st century is already being referred to as the "digital age." For example, in just the past few years alone, the Internet has seen explosive growth. This new digital world will eventually be the main infrastructure underlying commerce and community. Have we anticipated this transition? Have we already considered implementing fundamental changes to our structure, operations, or procedures in response to this digital age? Probably not. /� By nature people are averse to change. History has numerous examples of societies whose reluctance to change eventually led to their demise. There once was a tribe of Eskimos in Alaska who hunted only whales. For a long time the whales were plentiful. But eventually the Eskimos killed off too many of them, so the whales could not reproduce fast enough. Instead of learning to hunt other animals, such as moose, the Eskimos refused to change their ways. Today you can only read about this ancient Eskimo tribe, because they died of starvation. /� History also shows that the society which is the most adaptable to changing circumstances has the best chance of long-term survival. What happened to the friend I mentioned earlier could easily happen to our company if we stick to our old ways. /� What other changes might occur within the next couple of decades? Will we have another oil crisis? Will the American dollar be replaced by Europe’ s new currency as the international medium of exchange? Will the United States remain a stable market for our goods? Will space exploration become the next focus of human endeavor? /� With these thoughts in mind, I want us now to consider reinventing our company for the 21st century. Let’ s pretend that we are starting from scratch. Forget about old job titles, departments, divisions, groups and so on. /� Considering the demands of today’ s market, customers, and competitors and the powers of today’ s new technologies, we want to create a brand new company.

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We want to reinvent how work is to be done, how to operate more efficiently, and how to serve our customers more effectively. Only through reinvention can we hope to succeed in tomorrow’ s world. Thank you. //� À

Reading time = ( ) seconds À592 words Á ( ) Â 60 = ________ wpm

Ã�Ä5Å.ÆÈÇdÉÊ5Ë ÌdÍ�Î Ï.Ð�ÑÓÒGÔÖÕ5×3ØÙ­Ú3Û=Ü�Ý.ÞSßáàdâ=Ã.ã3ä�å{æSçéè ( ê.ë�ì{íGÔÖîWords & Phrases Ý{ï.ð ) ñ�æ�ò=Æ­ó ô�õdö õ3÷{ødùSì=Ï.Ð � ú.û�Ù5Æ3ü�ý�þ�ý�ÿ�������ì��.û� Ê��dîdèSÐ=ÿ�Ñ Ý �Gå����3ñ�ÿ[ýÙ�Æ�ÿ��­Ú3Û Ü�Ý ��dÕ�� ��������������Þ��=Î��dñ �å !­Ù�ÿ��#"�$�%'&(�)�*���dÚ3Û+�­É�,GÑáÉ�-�� (p. ??) Ý{ï.ð�åÖî�!�.�ç[è5ñ

Task 2: /1032547638:9<;>=@?+ACBEDGF76'HI85JGA1K3LNMOH3PQ2SR'T@8VUXWY K5Z<[�\S]_^+`1a5b<cS[52ed�fSg1hOi 1. Which of the following is the closest in meaning to “ to speak, plead, or argue in favor of ” ?

a. advocate b. anticipate c. come to fruition d. implement

2. Which of the following is the best definition of the adjective unprecedented?

a. unexpected b. unnecessary c. having no previous example d. having many previous examples

3. The speaker believes that:

a. people are averse to change by nature. b. the next century shall be referred to as the “ digital age.” c. Alaskan Eskimos died of starvation due to ignorance. d. the world is changing so rapidly that we are not able to catch up with it.

4. History tells, according to the speaker, that:

a. the society which is the most adaptable to changing circumstances has the best chance of long-term survival.

b. there will be another oil crisis sooner or later.

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c. the United States will remain a stable market for many years. d. there will be plenty of business to go around for everyone in the coming

digital age. 5. This speech was made to:

a. the public audience. b. the executives and managers of a company. c. the students of a business college. d. prospective investors.

Task 3: MjH3PQ8VJGA3KO/30125kSl@d�meAe=n?+A>i#o1p12SajqrW�=>AOsStQ8J3A3K3LVuSv78 Words & Phrases d:weU Y K'xGy Y KOzQ{V|V}Si ~S�G�

CD dV�e{O=j�<W�MOH1P@d:�G�ji � MOH3PId 2 ��B�/G�Shj�S�Si ���G�

25�O�7� 1 �r� 2 �r� �X^>�1^O�5�1���

�7{:�3�

�G�

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� Words & Phrases Àpursue [---------] �5�����:�S�� ��'¡��O¢N� Àlucrative [-----------] £j¤V�� �¥'¦O§+¨5©V� (= profitable) Àcredential [-----------] ª¬«>©'­5�'®>¯�� °<±³²'´�µN¶�·'§�¸:¹�º1»½¼�¾¿ªÁÀ�µNÂ+Ã

§�ÄNÅ5Æ'Ç�È>É_ÊÌË'Íί�ÇV�'Ï�§+¸ => Ð�ÑV �Ò'Ó'ÔVÕ×Ö'ª¬«'ØG»Á¹�ºj²�Ù'¡N·'§�¸ÈVÉ+Ú' ³Û�ÜNÝNÞ (= evidence or testimonials concerning one's right to credit, confidence, or

authority) §�ß'à�á His credentials were perfect. Ö*âj§�¼�¾SÂ5ã>ä�å>§:Ç�¡jÏ�§�æN¶�µ�Þ ÀNavy's War College çVè [ é�ê ] ë'ì (Naval War College => http://www.nwc.navy.

mil/) => í>î:§ War College ²:Â+ j®�§'ï�¤'² Army War College, Air War College,

Marine Corps War College ðOñ ò National War College ©:­N�óá Àlieutenant commander [-------- ----------] ô�õ => í>î+è5ö�ÕNÂ�÷O»øç1»�ùV§�Ã�úNû

ú5Õ�üný §�þ�ÿ����>©'­���  lieutenant commander Â�çVèNÕ'§ Ö¬ô�õVÞV²��S´��S�þ�ÿO§��'á>Ç�ð:  lieutenant  lieu ( � ���#² ) + tenant (���'�S� ) ©����VÕ� +íî:§��������>ÕN Ö������VÞ�²'´+µ>��þ�ÿG���'�GñS±³²+ ³ÏV¯�ÏV¯nÖ ( ¨� V§ ) ��!G»��õ)Ê#"� 'Þ5§�ß5à:Õ�$%��úS� á À

U.S. Navy reserves í>î�çVè�&('jö ªÁÀ�µNÂ(&('*)+¸ Àintelligence officer +�, ª�-j´�¸�.�/ Àspook [-----------] [ 0 ] 132�4N 5�6�7�,���8 Àadvocate [-----------] ª�9�:1»<;�=VÇ?>���¸A@��'�S�� CB�DN�S�� #9FE��S� (= to speak,

plead, or argue in favor of) Àcome to fruition GH����I�J Àfertile [-----------] KV¤:Ç Àget reestablished in ª�LQäó¡(M�N�O�P�Qj²�¸�RG��S%TVU?W'�� (L>µN²�X3Y�� Àanticipate [-----------] &�Z'�S�� �&3[N�S�� ([�\N�S� Àcompetitive [-----------] ]�ê�^O§'­5� => remain competitive _�`3�a��TVb?W'� Àunprecedented [-----------] [ Ô ] c:Ñ>§'Ç�¡ Àmass markets of easy buying and selling => ë�d�e3f�¼�g Àintense [-----------] ªih��>©�¸3jnäó¡: (kQäó¡ Àinfrastructure [-----------] 4%l�m�n�  ªio�p5 +¼�gVÇ?> §�¸�q�r Àimplement [-----------] ªs;�=G»s:jÇ?>���¸�G�°j²�t5�N (u:°N�S�� �v�wN�S� Àaverse [-------] to �5� ªyxz>�{³¸�|j¶�·� N�'² ªy}�{³¸�~��VÕ Àreluctance [-----------] �����VÕ'Ç�¡j®V¯ó ��������>§ (= unwilling) Àdemise [--------] [ � ] e(� (= extinction; ceasing of existence or activity) À(be) adaptable to �N²����5�S� Àfrom scratch �N¤%�³ ���5¤��� ��3Ï�Ç+¡G¯�®3��¤%�

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Week 3 - Day 4 / Unit 14 Date: [ ]-[ ]-[ ]

Task 1: /j0S2��>PÎd��*�3d�����=V�nW SG �V�����O��� Y =7?�ANiO�?���� wpm ¡Qd3¢�£ Y |'}Vi

Part 1 WRITING USER-FRIENDLY DOCUMENTS

Introduction The traditional way of writing government documents / has not worked well. / Too often, / it has produced complicated, jargon-filled documents / that have resulted in frustration, / lawsuits, / and a lack of trust between citizens and their government. / To overcome this legacy, / the documents writers / have a great responsibility � to communicate clearly. /

Studies show / that clearly written regulations / improve compliance and decrease litigation. / Writing � that considers our readers' needs / and draws them into the regulatory process / improves the relationship between the government and the public it serves. / Clear correspondence / reduces the burden on the public. / It also reduces the burden on the agency / because we don't have to deal with the consequences � of unclear communication. / How can we be better writers? We believe that the most important goals are these: • Engage your reader • Write clearly • Write in a visually appealing style

The next several pages summarize some of the best techniques to achieve these three goals. Following the summary, you'll find detailed suggestions for applying these techniques to your writing. You will also find a letters button on various pages of the plain English handbook on letters and regulations. Click the letters button to read about the guidance.

¤

¥

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Engage your readers Engaging your readers sends a message that you have considered who they are and what they need to know. When you communicate a concern for your readers' needs, they are more likely to be receptive to your message. When your document is plainly written, your readers are more likely to: • Understand what you want and take appropriate action • Focus on key information • Believe that you are concerned with their needs

How can you engage your readers? You engage readers by speaking to them directly and clearly and by organizing your message in a structure that reflects their interests. Here are some key ways: • Identify your audience Identify your audience early and think about why the reader needs to read the document. Identify people who will be interested, even if they are not directly affected. Write to everyone who is interested, not just to technical or legal experts. Keep in mind the average reader's level of technical expertise. (For more about identifying your audience, see "Identify Your Audience," page 7.) • Organize to meet your reader's needs People read documents to get answers. They want to know how to do something or what happens if they don't do something. Organize your document to respond to these concerns. Frequently this means describing events as they occur -- you fill out an application to get a benefit, you submit the application, the agency reviews the application, the agency makes a decision on the application. Think through the questions your readers are likely to ask and then organize them in that order. For regulations, you can organize them into a comprehensive table of contents that will be an outline of the document. (For more information about organizing, see "Organize Your Documents Carefully," page 8.) • Use a question-and-answer format As much as possible, write section headings as questions. Try to ask the questions your readers would ask. Answer each question immediately.

¦

§

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Using the question-and-answer format helps readers to scan the document and find the information they want. It also increases the chances that they will see a question that they didn't have, but need to know the answer to. This format is enormously helpful to readers. (For more about this format, see "Use a Question-and-Answer Format," page 9.) • Use "you" and other pronouns to speak directly to readers "You" reinforces the message that the document is intended for your reader in a way that "he," "she," or they" cannot. More than any other single technique, using "you" pulls readers into your document and makes it relevant to them. (For more about using "you," see "Use 'You' to Speak to the Reader," page 10.) Using "we" to refer to your agency economizes words and makes your document more accessible to the reader. (For more about using the pronouns "I" and "we," see "Use Pronouns to Represent the Reader and to Refer to Your Agency," page 11.) • Use the active voice Active voice makes it clear who is supposed to do what. It eliminates ambiguity about responsibilities. Not: "It must be done." But, "You [or someone else] must do it." (For more about active voice, see "Use Active Voice," page 12.) • Use the appropriate tone In regulations, tone is not really an issue. But the tone of a letter affects how well the reader takes in your message. A cold tone can cause the reader to tune out the message. In some cases, it causes them to put down the letter rather than attempting to read it at all. The tone of your letter will be determined by who your reader is and what his or her circumstances are. For more information about how to determine the appropriate tone and how to create it, see -- "Tone in Your Letters"

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Ã�Ä5Å Æ�ÇdÉÊ5Ë ÌdÍ�Î Ï.Ð�ÑÓÒGÔÖÕ5×3ØÙ­Ú3Û=Ü�Ý.ÞSßáàdâ=Ã.ã3ä�å{æSçéè ( ê.ë�ì{íGÔÖîWords & Phrases Ý{ï.ð ) ñ

ÀReading time = ( ) seconds À826 words Á ( ) Â 60 = ________ wpm

Task 2: /1032547638:9<;>=@?+ACBEDGF76'HI85JGA1K3LNMOH3PQ2SR'T@8VUXWY K5Z<[�\S]_^+`1a5b<cS[52ed�fSg1hOi 1. Which of the following is the closest in meaning to the noun correspondence?

a. Communication by the exchange of letters or other documents. b. Information given by government agencies. c. Compliance to rules and regulations. d. Accountability of government personnel.

2. Which of the following is the best definition of the noun jargon?

a. The specialized or technical language of a trade, profession, or similar group. b. The rules and regulations of a government agency. c. The vocabulary and grammar characteristic of a specific geographic area or

locality. d. The everyday language spoken by a people as distinguished from the literary

language. 3. Which of the following is NOT true?

a. When your document is plainly written, your readers are more likely to focus on key information.

b. You can engage readers by speaking to them directly and clearly. c. Using the question-and-answer format helps readers to scan the document

and find the information they want. d. One of the best ways to pull readers into your document and make it relevant

to them is to avoid using the pronoun "you" as much as possible.

4. Which of the following is NOT ? a. Using the first-person plural pronoun "we" to refer to your agency or

organization makes your document more accessible to the reader. b. Active voice makes it clear who is supposed to do what, and can eliminate

ambiguity about responsibilities.

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c. Tone is not really an issue in general correspondence. d. The tone of your correspondence is to be determined by who your reader is

and what his or her circumstances are. 5. What you read was Part 1 of the web document provided by the Plain Language Action Network. If you want to know what other topics are dealt with in other parts of the document, what should you do?

a. Write to the owner of this website. b. Bookmark this website. c. Click on the CONTENTS button at the end of the current webpage. d. Click on the NEXT button at the end of the current webpage.

Task 3: MjH3P@d1[�¨a©%ª�«S� Y  ­¬�®72�¯±°Od 300 ²eq<W 400 ² ³�ªÎ2�´P¶µS|I^�·O=n?�A Bs¸1�72�¹Qaº�+8�»�¼�¯%½�µÎ[�¾�Ajhji

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� Words & Phrases Àuser-friendly => Y�¿:�:ú À Öi$�Á�ÂS²�Ã�Ä>Æ'Ç (_näó¡ ) Þ�á�Å�lFÆ3Ç�È É'��Êj¢¯³�S����Ë�Ì�Í�Î%Ï'§�Ð�Ñ Ç3ÒÓO©�Ô�ÕOæN¶�µO®>¯ ¤?�# $FÁ�Âj§�Ö3×O²�Ö5¶�µ��¤���O'�N¡ ªEÙ5À�� “ user-friendly” Ç�¸�Ð�Ñ�Ç3Ò�Ó�ØÙ���%Ú­�Îä#·�$%��ú5µOÏ�§�á À

complicated [-------------] [ Ô ] Ò�ÛjÇ Àjargon-filled [-------------] [ Ô ] ªÜ�:¤��#²%{#¡�¸�ÝFÞ�Á�ßS��à�ÁÎä#µ Àlawsuit [-------------] á�â Àlegacy [------------] ã�äN æå�Ø5 æå�ç (= Something handed down from an ancestor or a

predecessor or from the past.) Àregulations [------------] è�é' 3è�hV 3è�ê Àcompliance [------------] ª�è�êjÇ?> §�¸�ë�ì Àlitigation [------------] [ m3í3È�Ð(Ó ] á�â Àregulatory process î3ïe»ðè�êj§�u:°*ñ�ò�ó�1 Àcorrespondence [------------] ª�ôNÚV²Vñ���¸:Ð�ÛV NÀ�µNÂ�Ð�Û�ôNÚ Àburden [----------] õ�-5 �ö�÷ Àagency [----------] ®:®�ÕN Ö'ª�ø�ù�ú�û>§�¸3ü�ýV :ðjñ�ò'ÃN§�X�c�5�úV»sþ�85Þ Àengage [------------] ªø«G��M�N>Ç�>�² [ ÿ��OÆ Ê���Å5Æ5² ] ¸*ú�� Ê���� �1� (to

induce to participate)  Fú��>������Ù*W'� (to hold the attention of) Àa letters button => ®:®�ÕNÂ=���¨V²�����óúS����ÉÈ5§�Ò(4?Å�l:���'��á Àreceptive to �'²��'�S����WVwNú���>©'­5�� 3!�Õj©��'¡ Àidentify [------------] ªÁ��ÕN­5�>¯�Ä'Å5ÆN²�¸���é��S� Àbenefit [------------] ª! �" Ê �$#NÇ?> §�¸�%'&�"V �¥'¦1»)(�* Àcomprehensive [------------------] +'Åj�-,�.�Èeä µ� �/0>Æ Ê�1325Æ'Ç Àenormously [------------] ¤:Ç��� �à�ë>² Àpronoun [------------] ���34 Àreinforce [------------] 5�6�798 :relevant [------------] to ;3<=?>A@3B�8DC�;3<9E?F'G�=�H$I�J9K�L9M N :economize O�P�Q�<-798DC'R'STIVU�K :accessible [------------] W�XDY3Z�['\�N => ]�]D^�_ “ friendly and readable” Ea`�Mb�ced

:active voice \�f3g => h�f3g$_ passive voice :eliminate [------------] ikj�798 :ambiguity [------------] l�mTn

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Week 3 - Day 5 / Unit 15 Date: [ ]-[ ]-[ ]

Task 1: o3pAq�r�sAt9u$v 1 wyx 5 v�zT{A|�}�~'���e���D���Ar�|3q��A�Av'��A� ~��T�k�3��������q����9����v�{��T|��������D�����k��|k���A���A�'�A�|e ¢¡-��£¤�|'� �A� |¥����$w$o��Ao�¦�§��

Dear Subscriber: Your last copy of International Business was posted today. Perhaps your renewal order has already been sent to us. If so, we will adjust our records accordingly and keep sending International Business to you each month. If not, we urge you to renew your subscription now, while we can still offer International Business at considerable savings -- 70% off the regular newsstand price on five-year, 50% on three-year and 30% on one-year subscriptions. This is the maximum price reduction possible, and we can offer it only to our present subscribers. Make sure you don't miss even a single issue of International Business, which contains most up-to-date and comprehensive coverage of business news around the world. We've enclosed a handy card that you can fill out and return in time to assure uninterrupted delivery. Send it today, and let us continue to keep you informed! Sincerely yours, ����������Alan Harvey Subscription Director International Business P.S. If you have already renewed, thank you and please disregard this reminder.

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1. Which of the following is the closest in meaning to “ being large in amount, extent, or degree” ?

a. considerable b. updated c. comprehensive d. expressive

2. Which of the following is the closest in meaning to the verb urge?

a. to request strongly b. to ask for help c. to threat d. to interrupt

3. This letter is about:

a. an employment inquiry b. a request for renewal order c. a remainder of late payment d. questionnaire

4. Who is the sender of this letter?

a. a newspaper company b. a business magazine publisher c. a newsstand owner d. a lawyer with the publisher of International Business

5. What should you do if you do not want to renew your subscription?

a. send e-mail. b. send a refusal letter. c. do nothing. d. go to the police.

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� Words & Phrases :

subscriber [----------] ¨�©'ª :renewal order «'¬�­�®�¯?°3± :accordingly [----------] ²'³$<?´yµVG :urge [----------] 5�K·¶k¸�8DC-¹�º�798 :considerable saving »�N�¼a@D½�¬ :newsstand price ¾¿®kÀÂÁÄÃ3ÅkNTÆ�@eÇÈÉÊ3Ë :subscription [-------------] ¨�© :updated [ Ì ] Í®k@ :comprehensive [-------------] Î3Ï�Q3N'CeÐ3Ñ�Q3N'CÒ'Ó�` :in time ¾Ô;3<-Ç�Õ3<�ÖAF'GCe×kØ3Ù�< => on time _ÛÚ ( Ü�Ý�@Þ3Õ ) ß$à$MeÆ?<eá@ b�c :

assure [----------] â�ã�798 :uninterrupted [-------------] ä'å�³�N'`�C-æ3ç$Q3N :keep NP informed ¾éèk<-Ç�ê�<DÍ®k@eë�ìAIDíkîeGï�KVC�ð�ñ9I�ä'å�³�n òkN'` :disregard [-------------] R'ó�798 :remainder [-------------] ô'º�õ�C'öAîD±k÷

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Week 3 / Answers to Exercises ø�ù�úüûyý9þ�ÿ���þ��

Unit 11. The Next Steps for Medicare Reform Task 1 ]-@�����$@���� A_ 242 � d������ F'G�C��A<-©��3< 2 � (120 � ) »�»F � E 798$E 242 words � 120 � 60 �� �� 120 wpm ^C��× �"!�#k@ 140 $ 10 wpm I&%%�'�($8 d ^�÷�³*) 100 � (= 145 wpm) +$Ù'^�©,�-Aî383L9M·< ��� ` d

Ù&.$Q�<�_0/*1�@ Medicare ¾3254ª7608'â*9�:�;3Ç�@�<&�*=�<5>3`3G�?�@ �BA @^�CCe³*Ce³$<3_�B�D�¼aN�µE,�@�N'`GFIHJeXe^�B�8 dK���� F'G�C�L��$Q�<�M�N� <AKV`�= � B�F � E � G A C�]�³$_�O�K0P&Q$@$]�EV^�B�8$ESRAîeGkL�` dT��UV� C

©,�-�C3F � B9EaC�W�@ 3 >�@5X�<3<�O�KZY�[A<&\TîB] ³98�^�;k<�_�Ù&.TI_M�Nk^÷eG`�Na`�³*)Nb]�N'` d

1. FIHJ-X'_&ck»

2. d�e$@5f�g E�N�8_h�i�D � _�<&�*=�_&ck»

3. j�ªA@'ï A N�k�l�_&ck»

`�m�³$<�ò�L�C Task 1 »b] Task 3 D^5n�oA<&pAF'G�q�rAIts9¸�G` ��U ` � E 7�³)�C�]-@�MVß�@'`�m�³�»3<5>3`3G�\Tî'<&u�798$Ea`�M?]�E?_N'`�_�m�^�B�8 d N'ï�C]-@�����k_ Cato Policy Analysis, No. 305 ((c) 1998 The Cato Institute) @ Executive

Summary »V]�@�J�v�^CVwtx�yGF @�z��k_5+'3@ URL ^5{|7983]�E � ^�÷38 d

http://www. cato.org/pubs/pas/pa-305es.html

ß�N�,�<�C�]-@�����$@a}�Ék@��k_0%�%*C�»�¼V<AK � C�W�@$L9M·< [A make [B to

delay C for a few years]]. Ea`�M�~�$<0�7`eG�RAî38$EtC�»�¼�%37�` d >aD�¼ C [B to

delay C for a few years] Ea`�M to �3�������z�� � make @��aQ5��^C����k�L�^�_B (= extensive Medicare reforms)

�delay @�k�� Ea`�M�~��^�B�8 d 1)

[The Balanced Budget Act of 1997 [ made [extensive Medicare reforms / to delay the

impending financial collapse of the system for a few years]]].

[1997 �A@5���*�����k_ [ ;An·ò � [ ����Q�N��5�7����W���� � / ]e@�:�;k@5� �� F �0�� Q����TIt ��kÕ���] ò�8 ( Ea`�M?]�EDI ) ]]]d

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[1997 �k@����������$_ [ �V�eQ3N������5�3W ¾���254ª7608'â*9�:�;3Ç&��� � ]-@:�;$@�� � � F �0�� Q����TIt ��kÕ���] ò�8 ] Ea`�M� �¡TI A0� ] ��� ]

d

Task 2 N�\A_�W�@TEa� d 1= d, 2 = b, 3 = d, 4 = a, 5 =d

<&� 1 _ impending E&¢9µ b�c @�£��9I�<�MS<&� d ]�³$_ Ú3¾¥¤a9�NTÆ � Ç�� � �F � (= to be about to occur) áüEa`�M b�c N�@^C d @ imminent (= about to take place) �5¦ N d b @ insufficient _ Ú§��¨��$N'á C c @ insignificant _ Ú§©�ª�^3N'`áa@ b�ced<&� 2 _¢Ú¬«*­�I5®¯A7�8 � ¸�<°b±B²5y n�³�8 A @3á�E�` Maݳ9^kBA8�»�]�Cb @ incentive

��¦ N d <&� 3 _�´ 1 µ·¶a¸*¶�±�<�¹�P'7ü8�ºB? � B ¼�C d ��¦

N d <&� 4 _&»��$@�º�?�E Ú¿Ö¼ � N'`á A @�I_½�¾�@^�B�8e»b]aC a �5¦ Nk^�B

8�¾¿´ 1 µV¶�¸�¶�±_À�Ák< “ Medicare’ s current sources of funding will likely be sufficient

to finance only 50 percent or less of the promised benefits.” E?B�8e@^CTÂb]�»3< a @�º?�E�Ã�Ä�798?Ç d <&� 5 _ d

�5¦ N d ´ 2 µb¶�¸�¶�±_ÅaÆ�L�^�Â�Ç�<�?�@·] ³�G`8$Eaï�¼ C5Ȫ9_ Medicare I�É�Ê�6�7�@A÷e^�B�8$EEk�l � G`k8 d

Task 3 Ë�©aÌ*rT@ax�Í�ÎÏF <�>$`$Gk_ Unit 1, Task 3 (Week 1) ïAL_Ð Unit 6,

Task 3 (Week 2) @&NÑ9I_{| d N'ï�C$]@���B��@�Òa�ÓBË*Ô9@�Õtya����Î*¸ZH�y×Ö·_3ï�L�² 127 wpm ^ABA8 d

---------------------

1) ØSÙZÚ_Û�ÜIÝ&Þ&ßSà*áãâ�ä�å�æ�ç&è5é�ê [B to delay C] é�ÞBë to ì&í�î_ï_ð5ñ make Ù�ò�óô5õ&ö è�é�ÞBë÷Ù&øIêSùtú�èEÜ make ñZû_ü�åþý0ÿ����aá�ê�ð�� ����Ü_ø IP = Inflection Phrase)

å�� � �_ú�è�é�ÞBë���� õ_ö è�� => a) ��� ����Ø���Ü��aá�ß�ê Þ�����è�� "!"#$���&% (raising

analysis) é('�)���è(��� õ øEê b) Ü$*&ú,+�ë�ÜEê.-0é�-�éãï_ð"/ ô�0&1 Ü ö 2 3$4 î�5 B ñEêD 6�7"8:9 S 6�7�;�Ù�<�=�> ? õ /�@�Ù�ò ó ô�0"1 ;� �AB!0ñ 2 3 -SÙ�éBC�ç&è(�

a) [VP make [IP B to delay C]]

b) [VP make [NP B]i [IP ti to delay C]].

SOR (Subject-to-Object Raising)

ØSÙ 2 Ý0Ù�����Ù�ë�DSÞ�E���ñ�F G õ&ö è�8&ø$H�I5Ù��"8���è�éEØ�J õ&ö èSñ�ê÷Þ�E��5Ü$KL+M�N õ ø�Oaá PZø�Q"DSRT9SUIÞ��&V�W0Ù ö è�X�øEê�Y Z�[�=]\_^]`Sa b (2001: 99-106) åS���c � 3 Þ��

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Unit 12. Corporate "wa" -- a benefit to everyone

Task 1 ]-@�����$@���� A_ 440 � d������ F'GC�]�³kI 3 � 10 �ed9ÆV^�©�� ��&f ÖA<�_�C 440 words � 190 � 60 �� �� 140 wpm ^�C��× �"!�#k@ 140 $ 10 wpm +$ÙEa`�M?]�E?<N�8 d 3 � 30 � U E 440 words � 210 � 60 �� �� 125 wpm ^C �"!�#�Lk¼%�%��A¸�^�B�8 d

Flesch Reading Ease Score _ 38 ^C “ difficult for most readers” Ea`�M�g�Ý�^�B�8 � C]�³$_�k�< multimillionaire % philanthropist NTÆ�@ih�Ë'½���C�ïAL_ÐijLkilANTÆ�@,mn l�� � h�KSo�Ce³�G`k8 � ¸�^C�Ù&.$Q�<�_kn�d9Æp � ` A @^�_N'` dT��UV� Cphilanthropy ED` M�q�ysr�y×Ö·@ b9c*� ��»·]eN�`yE�%*%*MN � <üK-`�E�t�C³ü8 dþA FüE A C ]-@ f Ö$^ A C ´ 3 µb¶�¸�¶�±�@a}�ÉA<�B�8 Today, it is common for

Japanese corporations to jointly sponsor cultural or artistic activities. I�©vu U Þ�=3^Cphilanthropy

� Ú¿�6 ÁxwiyTI_Å]z�7983]�E·á�^�B�¼ C']�³ � ]-@i{�JaY�y�z���@�k�k^�B�83]�E � M�Nk^�÷38�_�m�^�B�8 d N'ï�C�´ 1 ïAL_Ð�´ 2 µb¶�¸�¶�±'<�_0{�RD^�<�ZB¶�J�|~}�I���îeGï�` �ed ´ 3 µb¶�¸�¶�±0+L��<5>3`3G�_�C�²'³L�'³��Z�N�¼V<����9I SG O�E?<,�?å ¼aN � ] ©,5s�u^` ��U ÷ � ` d

Task 2 N�\A_�W�@TEa� d 1 = b, 2 = b, 3 = c, 4 = a, 5 = b

< 1 _ Ú��v�ü<�=3H � B ¼�C�s�u�^ �B� Q$N:�~z�I � LüM3E�7ü8-èkáyED` M·Ý³9^ABA8�»·]�C b v philanthropists

��¦ N d N�ï�C�]@��·Õ�|e�i�,��@a£��_ phil- (= love) � anthrop (=human) � -ist E�` M 3 >A@�ªv�A»�]-N98DÖv�*�T^kB8 d ]@���@�½v�T�T@ bAc <�>$`kGk_ Words & Phrases {B| d < 2 _ brainchild@ bTc I<�M&<�� d ´ 3 µ�¶�¸�¶�±�<$B98 The festival was the brainchild of

conductor Leonard Bernstein. ED` MSºB?�ED²A@�f�Å�@��Î:��X�Z×F »�]�g�� �G�C b

��¦ N�^kBA8$]9Ee_�.T��<i���$7ü8$]9E � ^9÷$8 d < 3 _ c��¦ N d"� �����¡ ¢L£e¤T¥~¦v£s§�¨&©Tª]«~£�¬�­�®~¯�°,±,­L²�³v´Lµ¶¡�·T¸�¹�º�µv»v�L¼

½~¾,¿�À]ÁsÂT±"Ã�Ä Å~§L�,Æ

Ç 4 È�É&Ê�Ç 5Å,ËL¼�ÌL¼TÍ

4 Î�Ï~ÐTÏvÑ ©eÒ"Ó�² È�ÉiÊ Í 5 Î�ÏvÐTÏ~ÑLÔÕ�Ö]×s±"ØTÙ�­TÚ�±"Æ Ç 5Å~¾:¿

Chubei Nemoto¡��ÜÛ�ª]«L£T¬�­�¨:Ý Ô ®L¯°:±,Þe¹&ßáà�¯~²TË�©]âvã ©]Ø�Ù�¹&ä�å~×v¼�½sæ ¿ç¡ è,éê¹iëv×�Ý�¡"­v»�³T±

Task 3Í

2 ΠÏ]Ð,Ï]Ñ ¡�Í 3 ΠÏ]Ð,Ï]Ñ ©íì�î�ïñð Ï�ò ©"ó�¹�ôLõ Ô�ö ×]ÆT§È ²�Í 1 ΠÏ]Ð,Ï]Ñ ©&÷]ó�ø"²$ù:ú�©�û�©&÷e¹üì_ý þ:ÿ���© philanthropists

­ � 20��� Ô §��,¯���çà�¯�³� ò ¡và�¯ È ��]Æ Words & Phrases

»�é��áà��¡ È� ²philanthropy

Å�����© ì�������� ò ¡�� Û����,»~Úv±&­]²eÝ,Ý"»~Å philanthropists

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26

¹ ì���������� ò ¡�÷:×v©,Å! eÖi»LÅ]§��iÆ"�#�à�²�Ý"©�$�%,»LÅ ì ¸�&�')(+*-,.�/ ©�0�1�� ò ¡�2�3 ¹546��¯i÷:× Ýv¡ ­]»v³,±�#�7i©"8�9v­,Ú~±":�7&»LÅ]§��iÆÝ&© É Û�§��;eÅi²�<�=6>T§�?�@ç¡và�¯~²ê¡ Ú�Âi¿�A�B�¹]Ë�©v¾~¾]¸�C Ô Ö¯�Å�DT±�Ee»�F�Gv×�±:©~­ É �H* Ý"¼�¹ ì º6Ivõ�à ÷ ò ¡��ÜÛ / ÆLôTõv©:÷Ló»eÅ,×�J�¯�©�B�K¶¹ML�·6B Ô�N à"¯v��±,­~²�OQP�©~î~ï ð Ï »eÅ Ý:© É Û�§ì º�Ivõ¶à�÷ ò�R�S ¹�Têài��U�VQ> Ô ,�Wçà�¯vÞ~¾�:~§,�:Æ

2 ΠÏ]Ð,Ï]Ñ ]

From around the 1960s, /

1960 X�Y[Z �iÞ]\ /

foundations and private corporations / (became...)

6_]ÈeÉ�Ê�` À!a��TÅ /

became increasingly active in their patronage, / (which...)

<¸�&�')(�, . ©

> 0�1 Ô�b Í Ô ·�c ¹edL¼�fgD /

which led to the concept of corporate philanthropy � as we know it today. / Ý ¼v­�²"hiL�jçÛ&¡&Ý��i© �

ìka���l"m�n ò ¡:à�¯"o�p�à�¯v³",©]»LÚ~± Æ In feudal Japan, /

q�r $ Y ©sL�·T»LÅ /

successful Edo Period businessmen / (took...)

t�u §"v�w�xi¢T­

took artists under their protective wings. / ')(���¹50�1êà�¯]��&Æ/

Corporate support / (began...) a�� ÔvÉ ±e0�1�­ /

began to grow � as Japan pulled off its post-World War II economic miracle, / (culminating...) y Ê ]©:Å � LB·T­�Í

2 b p�z�ú~©!{"|�>]§!}�~"�:ÿ�¹e���i¯]Þg\�»:Ú / culminating in the establishment of the Association for Corporate Support of the Arts in 1990.

¤v­i¯i²

1990 XTÔ a���l"n�m����,¥T­����]��¼�±&¾]» Ô §���,©]»LÚ~± Æ /

3 ΠÏ]Ð,Ï]Ñ ]

Today, /

hiL�»LÅ

/

it is common for Japanese corporations � to jointly sponsor cultural or artistic activities. /

L�·�©!a��v­

� ��� à�¯&¸�&���')(�, . ¹50�1L×�±&©,Å Z °��)��>,§TÝv¡�»LÚ~± Æ / For instance, /

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27

ó�Â�½

/

four giants of Japanese industry /—

4 � ©"p�a�� /

Nomura Securities Co., Ltd., � Matsushita Electric Industrial Co., Ltd., � Japan Airlines and� Toyota Motor Corp. — / (co-sponsor...)

� ¾ ²��������~²"�Tõ)�)�T²ML�·����L² ÈeÉ�Ê ð��!��­ /

co-sponsor the Pacific Music Festival, / ì����)�� �¡)¢ ò ¹���£�à�¯]��± Æ /

an annual summer event � held in Sapporo / for the benefit of young musicians. / Ý ¼TÅi²�¤ X�¥�Ô � ¦�§ »�¨:Þ&¼�± / © �� �¡��T©��D�© < �¡)¢�»LÚ~±

/ The festival / (was...) Ý"©" �¡)¢�Å

/

was the brainchild of conductor Leonard Bernstein. / ª�«��­¬�®�m)¯±°6�³²�´6µ�¶���ïgµi©�·�¸ Ô §v±�¹"©]» /

The four companies / (bankroll...) º]ØT©4a��v­

/

bankroll about 50 percent of the operating expenses. /

ÈeÉ Ë 50 Î ´�n6µêð�©�}�»�¹e1�¼êà�¯]��± Æ /

Bunkamura, / (a cultural-arts complex...) ¸�&��6½ /

a cultural-arts complex in Tokyo's Shibuya district, / (is...) ¡��êÛ ¸�&¾�¿')(�À�;�n6µ���´~­

Á� ©�Ã�ÄLÄ6Å Ô Ú~±&­ /

is co-sponsored by five companies � including Tokyu Corp. // Ý ¼TÅ5 � ©!a��v­�0�1êà�¯ È� �

Ý"©~ø Ô Å Á�Æ * ­!Çe¾&¼~¯]��± Æ

//

* Tokyu Corporation = È5É5ÊeË!Ì�ÍeÎ�Ï�ÐeÑ

=> Ò SG Ó5Ô�Õ×Ö5Ø�ÙÛÚ)Ü (...) Ý�Þ"ß�à�á�â�ãäßæå�ç�Õ�è�éëêeì�íeîeï�ð"à�á�â�ãäßæñ�òó�ôöõ�÷!ó×ø!ù�úëû�ü�ý éÛþ�ÿ�����é���� ú���ý [...] Ý��� ����"Õ ñ�Ó��eí�î��5Ü�Ý�������� ���������é��5í���� ó Õ� "!$#�%&'� ê�(�)$*,+-&�.�/"05ß�1eï����32 ú���ý54 ... 6 Ý�� 5Õ"7�Ü�8�%5ß�9":��� ú��5ý�<; Ý×î Þ�ß��= ×à5á)â�ã ú�> %?�@BA=C�D�E"0eß�F�ßëñ5ò"C�Dú û5üæý é Ü�Gæß���� ó ��H ü (suspension)

úI�eý�

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28

Unit 13. Reinventing our Company for the 21st Century Task 1

Ý"©=J�KL¸T©=L�B�MeÅ592B:ƶà�,­���¯]²eÝ ¼e¹

4 N (240 O )»iºvµ�#

¡�×:¼T½592 words P 240 Q 60 RR RR 148 wpm

»:²TS�UWVTX'Y�©140 Z 10 wpm

ô�[�¡��êÛÝv¡ Ô §v± Æ 4 N 30 O #�¡ 592 words P 270 Q 60 RR RR 132 wpm

¡ § ²\VTX'Y ¹iÞ~�Û�]�¯$^`_a à�¯]��±&­�²�Ý"©Q¬�b�¯�©3c,¸T§]\�d�§�°,¡"¹140 wpm

ô'e~©�f�g�Å2ih~×�± É Û Ô à�]�iÆ

Flesch Reading Ease Score Å

52»]²

“ fairly difficult” ¡��êÛIj�=L»LÚ~± Æ��#�à�²

��k:¸:ÿ�Å12.6

Bv»]²�Bil�> Ô ¹��3m�¨�n à��g¹"©,Å�og:&¼~¯]�L§��eÝv¡ Þ]\�²�pÞ�7i©3Mrq É6 ¹eO�P,©"nrsig�Å3t~��Æ�´i§�I Ô ²�Ý"©=J�KL¸T©�Bil�¬�b�¯ ¹ Word

Level Checker*-u�Ä

1998/ » N�v ×�±T¡�² ÈeÉ Ë]ôLõ,© É Û Ô §v± Æ�Bil�nrg�¬�b¯eÅ

JACET*�p'w�c�Bixryiw�¥ / © ì

JACET z ·�B 4000 ò (1983/ Ô"{ ��¯]² 1000B Z ¡ Ô 5 |$} » N 7"6¹"©]»LÚ~± *��#�à�²

5000B�¬�b�¯eÅ:ª�«�£,¬ ÈeÉ�Ê'~ B

Ô Öi¯� / Æ

�i���r�'����� � � %

1 ��� 1,000 � 438 73.99

2 ��� 2,000 � 50 8.59

3 ��� 3,000 � 32 5.50

4 ��� 4,000 � 21 3.61

5 ��� 5,000 � 11 1.89

5+ 5,000 �r�i� 40 6.76

TOTAL 592 100.00

Ý ¼e¹3pL¯6¹�::Þv±T¡ È� ²�Ý"©=J�KL¸�øi©�BilT© ÈeÉ Ë 93 Î ´�n6µêð(Åi² ��k�>L(·,¢T­)p'w�d�w�$ Ô=��� ~�IL»LÚ~±�¡�U'����¼v¯]��± z�� 4000B~ô$[]©��)B¶¡

��° � Þ,©,ª�«]£,¬eÞ]\ §���¯:��± Æêà�,­���¯:²)Bil Ô"� �,¯LÅ�²�m�¡�µ ¨�©&º�e­'m�� Ç Ke§�°æF�Gv»v³"6¹"© ¡5��:&¼�± Æ~§ È ² z�� 5000BLôie

(5+) ©�Bil

¡,à�¯ Ni� ��¼����B�Å È�É Ë:ôLõ,©�¡ È� »LÚv±&­�² È Ës\]°�²�O�P Ô ÅvÝ&©�Û´�©:Þ:§ ©3Me­&×v» Ô w � ~�IL©�¹&©]»LÚv±T¡���:&¼ ± *��)BT©&úT©3M�qTÅ�Ë�¼Ì�¼v©�Bil�¬�b�¯ ¹ ö × / Æ

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29

adaptable_17, advocating_11, becoming_06, circumstances_17, competitors_06,

creden-tials_17, demise_17, digital_06, effectively_06, efficiently_06, evolved_06,

fruition_17, implementing_06, infrastructure_21, lieutenant_11, likewise_11, linguist_17,

long-term_11, lucrative_17, moose_17, organizational_11, plentiful_11, reluctance_06,

selling_06, spending_06, spook_21, starvation_06, survival_06, transition_06,

underlying_11, united_06, unprecedented_17

�)� Ô ²�w � �e­&¸�C`[]»3����BT©)���v¹��'�L×�±��D Ô Åi²��i�$��^"¶ ð��'�© È�É Ë 95 Î ´�n]µáðÞ \ 98 Î ´�n]µáð�¹���²�´L×�±!B�lr �­�¡�¢¶¡���¼�±

(Coady, et al,. 1993; Laufer, 1992; Nation, 1990)Æ

Nation (1990) Åi²~Ú~±3��^�¶ ð ÔiÈ7,±��r��BT©3£'gT­

20B Ô 1

B * �r��B'¤5 Î ´�n6µêð /�¥ gv»LÚ"¼T½=¦ N�Ô �r�B�©"���T¹��'�êà §,­]\�º�T�ÝT¡ ­�§�¨~»LÚv±T¡�Ù�J~¯:��±�Æ�º:ÙT© ¡ ÈM ²�Ý"©J�KL¸�Å z�� 4000

BLô$[]©��)Bª©�ª�«�£,¬T»��'�v©93 Î ´�n6µêðS¹=�)²�´sà�²]�\ Ô"« ©��)BT©�Û�´�O�P Ô]Ç K ¡ § ËêÛ�§�¹"©,Å advocating, credentials, demise,

fruition, implementing, infrastructure, lieutenant, likewise, lucrative, reluctance, spook,

unprecedented§ ¨ Z °�¬]\�¼���)Bv»LÚ~± Æ ¡�×:¼�½i²eÝ�¼�\�©��)B�©"���LÅ *-­ Ô SQDi¯�pe±3��B�#����¡,à�¯6¹ / 쮦 N

Ô ¸�C�Þ[\��'�$§�¨ ò #�¡��êÛ�Ýv¡ Ô §v± Æ�§ È ² ì-�r��§�¨ ò ¡��êÛ�©LÅi²�ó�½ demise

¡�� Û���B�­ ì�¯�° ò ¡�� Û ���,»~Ú~±�¡�±�² Ô j$³L»T³,±�¡�� Û�ÝT¡»�ÅT§¶°"²History has numerous examples of societies whose reluctance to change

eventually led to their demise. ¡��êÛ�¸i�'� * ÈeÉ�Ê ËL©"º]úT©"¸�C / Þ]\�² ì-´­\ Þ

©�µ�¶i�¸·�¹:§�º�» ò ¹����i× ±T¡�� Û ¥ g�© Z °æp�¼r½�§ ì-­�� ò ¹�¾v³�®&× Ý¡ ­�§�¨�#�¡��êÛ ���:»LÚ~± Æ

Task 2é'¿eÅ b © ¡ È� Æ 1= a, 2 = c, 3 = a, 4 = a, 5 = b

Ç 1Å�¢]×�± Ô ì ½ Ô «�À Ô §v± É Û Ô=Á Â"²�ÂTà��,¯T± ò ¡��êÛ ���:»LÚ~±&Þ]\�²

a ©

advocate ­&èiéLÆT§ È ² advocate

Å ad- (= forward)

©voc (= voice)+ -ate ¡��êÛÄÃrÅ~» ì®Æ�¹�®�à�¯�¸TÂ,± ò ­!A�� *

-ateÅ

“ to make” ©)���v¹Ç�Â,± . ¬

&iÈ'É�Ê / Æb. ©

anticipate Ë “ ant- (º Ô )+ cip (L.capere= � Þ)T )+-ate”

» ì Ú\ ÞÌ]�D � Þ:µ]» È ° => Í UL×�± ò ©"���&Æ Ç 2

Åunprecedented

© � ��B�¹ Ç ÛÇ KLÆ unprecedented

Åun- (= not)

©pre- (= before, previous)

©ced (= go)

©-ent (

E�Î,¬&'ÈrÉiÊ

-ed ¡�� ÛIÃ�Åv»]² ìÐÏ Ô3Ñ °�¹&©,­,§]� =>

Ï,ó�­,§]� ò ¡�� Û����iÆà�,­���¯]²c ­&èiéLÆ Ç 3

Å"Í6 ΠÏ]Ð,Ï]Ñ Í 1

¸ Ô ÕeÖ�×�± Ø,Ùv­,Ú ² a­&è

éLÆi§ È ²5­ Ô averse ©"���,­ N Þ]\ §:Þ����¡:à�¯6¹�²�º]úT©"¸�C�Þ]\ Þ:§ è2 Ô ËL©"���v¹��'�,×�±,Ýv¡ ­]»v³,±iÅ"¿~»LÚ~± Æ 2)

Page 30: Week 3 - someya-net.com1 Week 3 Day No. Unit No. CD 1 11 The Next Steps for Medicare Reform 242 2 12 Corporate "wa"-- a benefit to everyone 440 -- 3 13 Reinventing our Company for

30

§ È ² 3cÅ

Alaskan Eskimos�'�v­�¯�° à��:�7&»LÅ]§��L©]»�Ò� eÖ�*Я�° à�,©

Å “ a tribe of Eskimos”

»~Ú~± / Æ ¾�]² ËL©!A¸Ó�¹ ignorance

*ÕÔ�� / ¡��êÛ É6 “ due

to lack of adaptability to changing circumstances”*ÕÖ�&r×v©3Ø�Ùi �©3ÚiÛT©��D / ¡$×�J

³T¡�Ý&�"»:ÚL±�Æ Ç 4Å"Í

7 ΠÏ]Ð,Ï]Ñ�Ô ÕeÖ�×�± Ø,Ùv­,Ú ² a­&èiéLÆ

dÅ�ìÝÜ�ÞvÞ]\ � \�¼�±�x�ß ò ¡��êÛ×:�7&»LÅ]§���Æ Ç 5Å"Í

3 ΠÏ]Ð,Ï]Ñ Ò Ó Ô “ Well,

my fellow executives and managers...” ¡ ÚL±]ÝL¡�Þg\�²

b­"è"éT»:Ú,±:ÝL¡ Å�±g\�Þ�»

Ú~± Æ

Task 3  vº�à � ©�á,ï µÜð Ô�� �T¯�Å Unit 1, Task 3 (Week 1) ÈeÉ�Ê Unit 6,

Task 3 (Week 2) ©�é���¹�äLå�ÆT§ È ²�Ý:©�JrK�¸ ©'â$ã�¯6 �Æ�©ä_e´�ãå·�µ ж\æ"´�°�Å È�É Ë 140 wpm

»LÚ~± Æ��)� Ô ²�ç�»�>,§�¶ªæe´'èL©=é'fTÅ 120-140

wpm¡���¼~¯ È� ²eÝ"©�¶ªæe´'èg¹�m���ËL©3ê¸ë:©�f�g¶¡ §���¯]��± Æ� :º�à �

Ô Ú����¯6¹:Ý"©3ê¸ë:©�f�g�¹`V�ì Ô à�¯]���#v³"]�iÆ

íïîiðiñ'ò'ó��$ô"¶ ðS¹3p]¿ Ô Unit 13 ©=J�KL¸T©

CD¹�õ~³"² ΠÏ]Ð,Ï]Ñ �=ö�»]Ë©'["Π¹¸÷SÓ�¢]÷�à §g� �iÆ�ø ΠÏ]Ð,Ï]Ñ ©=ùiÉ *

�©"ö�@ / Ô Å�3$ú� v­!dg��¯�L¾&×v©]»]²eÝ"©"ö�@~»

CD¹!��$3ûrü¶à ¾&×]Æ

íïñ'ò'ýiþ'ÿ�����ó Ý"©�� � Åi��:��~± ΠÏ]Ð,Ï]Ñ �=öe©3ciL� b� ÷�à � ¡��êÛ�Ý¡ Ô §v±�Æ��#�à�²�Ý:Ý�»~Å ����je¹�×�J~¯:ËL©,¾:¾&÷�®"× ±&©]»~Å]§�° ²"AL¸T©��� * ¡�²L»v³�¼T½iËL©< � ë � >

/ ¹�pe³T°��T§�Û�Ýv¡ ©:§�� ¥ g Ô��$~ &êà�¯i÷®"×�±,Ýv¡�¹`VTX Ô ×�± Æ:ä��v¾]» Ô ²�Í 1 ΠÏ]Ð,Ï]Ñ ©&÷]ó�¹�ôLõ Ô�ö ×]Æ

� Í1 ΠÏ]Ð,Ï]Ñ��

Good evening. Several years ago a friend of mine was pursuing a rather lucrative career in

the United States’ military. His credentials were perfect. As a graduate of the Navy’ s War

College, he was a lieutenant commander in the U.S. Navy reserves. Trained as a Russian

linguist, he worked as an intelligence officer. In other words, he was a spook, a spy. /�

---------------------

2) ������Õ�î�� ß�.! Õ ñ#"#$&%�?i@T05ß(' ) ú*�+ #�Ü-,�ê���î1#.&/ ú0 %�1&2�Õ�354ß76×ßi��#�%(/-8�ÙÛÚ�éæÜ3G�Õ5Ýæî &�.�0 5 9"?�@ 16 9�ß�:&;��=<"� >i�eÙ Ú�%-?)é (Huckin

and Coady, 1999) 6���@(A�îB,=�!é:&;�9�C)ß�D�Ù��(E&F�G�ß(H-I ú <�J ó Õ� LK ý é(M�N�í

Ý���?3��î 05ß-O ù-P �(:-;�9(C"ß�D�Ù Õ�Q-R�SUT-V�WYX Z([#\L]�^Y_ `Ya=b�c#d�e�f g#X�h(ij&k�l(m!n=o W5p�Z(q�r&s#a�tvu#w x X�y5z&{�|&}&~Y�#��g���� [#\ Z�_ `a���^��#[7��X�hg-t!_U��a-��� �#[#d(�&� nY�-� SYX�hLq�r&s��B�L��X _ `[#\ Z�i

Page 31: Week 3 - someya-net.com1 Week 3 Day No. Unit No. CD 1 11 The Next Steps for Medicare Reform 242 2 12 Corporate "wa"-- a benefit to everyone 440 -- 3 13 Reinventing our Company for

31

�����L�����������������&�7 �¡�¢�£�¤�¥�¦�§�¨�©7ª�«�¬�­�®!§�¦7¯�°�¡�±³²�´ µ¶�· ®!§�¸ · ¦7��¹!º���» ·=¼¾½�¿ ¢�À�²!Á³Â¾¥ Ã!Ä · ¦³Å���¢ À�²�Æ�Ç�È!��É�Ê£�Ë�¥ · ®!§³¸ · ¦��³Ì�¸�Í�¢�Î7Ï�Ð�ѳÒ�¦�Ó�Ô��7 !�

=> Õ!�(XÖ�×-Ø-Ù => he was a lieutenant commander; Trained as a Russian linguist,...; _�d�Ú&Û�tÜ2 Ý nßÞ m#à Ú!áBâLd7_ `U[(p g-t�ã�d�ä#å�g�æLç s�è-é�SUT-h���Sq�i�ê�d(ë�ì!a&í�î&dï ^Bs=ðL×�ñ�p!Z�_ `(��[Lò�ZUi#q#ó�S�tYô7õ#s#ö-q�÷-T-t-\!øÛ!ù=r�ád=ú#û7d=ð ×�ñ n�üý p�Û�s�þ�hLT�Õ ï �#d�ÿ�� n�� T#T-Õ�W�_ `�i

Unit 14. Plain Language Action Network Task 1

� ��������7¢� �������������������!Á������ �"!$#���%�¡�&�' · ®�(Ò³¦

Plain English )+*-,�.0/�132 �345 � · ®�6�( ¬#­�¦07�8�93��� “ Writing

User-Friendly Documents” :<; ��=�>@? ½BA ¢���� ,�.3/1B2 ���3�+C�D�´�E�Ò�®January 19, 2001

´�FHG · ¦³¡�¢708�9B�I����J3���http://www.blm.gov/nhp/NPR/

pe_toc.html��K�L� �M����&¡!�+N3M�O!�

P�Q ���7¢+RLÐS�T� A U�V�W3X3Y+Z�· ¥\[^]7® 826 Q � · ¦�¡�Ò�®!¢��&­�¥ 6¼

(360 _ ) ��`�©!Ñ �� �­�a

826 words b 360 c 60 d 138 wpm�!¢��Be�fBgihkj3l¾�

140 m 10 wpm��nHo�´ p�¸+M����#´ ½ M&��¦�Ñ · ¢-� � q3�¾�7§³Ó3r0M

Plain English �Bs : ­�® A Í(¢ Q3t !vu� ��w�´�x3y0zI{ ¬ · § w ��¡�|�Ó�­�®�§HM&� · ¦³¡�Ò®!¢�}-~ · ®�`�©!Ñ �� �­�a7¢ A�� ; ¿ J3��¥ 5¼ �B����`+G!�+N�¦��!�³� ½ § :����Ó�­�M&� � ���B��¢

826 words b 300 c 60 d 165 wpm�-§��#���#´ ½ M&�

Flesch Reading Ease Score �

60�!¢<�

standard” (= preferred level for most readers) �

§��$��³�³Å0M&�B�������-w11.9 Q ��¢ J3��´+� ¿�� §B�H����� Î�¥�~���´Is : ­®!§HM�? W3X3Y+Z�· �����sHN�� ¼ ¥�= :   � 13.9 Q � ½ M&�³¦�Ñ · ¢��&­��Hw�4� z ½I� �����������

17 Q ��x���®I�3��´ � §����#´ D�Ó�Í-� ½ §�O!� ����z³´�� “ Writing User-Friendly Documents”

�-§���RLÐS�T�¾¡ �³  � A Í�¢ ¼ :Í�{� ³§��s���sHN� �´�̳§�®�¡���¦ w �!��¢�¢¾�I'�£0���³Å���¢�¤��¦¥ U §�sHN§3¨ ´ ½ M�¦+]!��©�Ð��i�#� · ®

3Ì���ª ¥I«³®�¢ � �¬��­��I®3f¾��ª

(“ Engage

Your Readers” ) ´�Ì�§�®I¯ A U�V�° � U Ͳ±�³¾´�¡���ML¢���§��´u�µ�´ ½ Ò�®!§HM#�

½�A ¢���~7��¢�¤�¯ ��§��·¶�¸��7¢�¹º���»3�0¼���­ ; � ½-¾�¦Hw �!�³Å0M&� ¿ Ò�� Y ¦ �7��À�¢�� ¿ ´�¹3Á�´��#¸��+� U � ½ �¾� Y ��¦ ; ½ §³¡�¢�¢��I 2Ï 1B/31Bà  2�¾�7¢´Ä�� U �(´Å�ƾ�

Writing that considers... �I� ¼ �

that ÇÈ ¡

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32

&B��´ É�] Ê�¸7­�¦0Ë�Ì3Í3u3���³Å0M³���&¡�Ó :-; ½ § �+�(¸ ¿ ���¡��(­ ½ §���#´ ½ M&� 3)

[S Writing that considers our readers' needs and draws them into the regulatory process

[V improves

[O the relationship between the government and the public it serves]]].

[S `Î § �B8�Ï3Ð�¥�ÑBÒ¾´�£³­³¢ : ÌIÓ ; ¥���Ô��IÕBÖ3×�(¾� ,+. ��Î�´ Ø�½ ¬�ÙM U �(´Is : ­�¦I�s��

[V Ú�Û  �M

[O ��Ô�� � ­�¡�Ü3ݳ �MIÞ�ß��&�3Ë�Ì ¥

]]].

½�A ¢�� ������¾´�� Ø3Ñ�¸!�³´Å�ƾ�IÂ1Ï 1B/31Bà �� 2

Ï 1B/31Bà ´7Î 1à�á 9�¥\½-¾�® A §�¦��3 3

Ï 1B/31Bà Çâ ´�Ì�§�®³�7¢��&­�¸!�������� ��ã�äU �(´7¢ � ­å!­¬æ ¼�½ Í&´�ç��¥ � � Î / �0Ï , ����´3è�é Í ½ ¡ ; `0Î * ©!�§�¦�Ñ+N�¦!§7�

Task 2

¹3ê���Ä���� A Í�1= a, 2 = a, 3 = d, 4 = c, 5 = c ë �

1�

correspondence �I�0ì�¥ ë � ë �³���&­��i¥

(�s�´ U M

) íBî ¨ ¸!¦³��¥ íî3ï ¨ �I�0ì��³Å0M :^; ¢ð¹3ê�� a

��§��#���#´ ½ M&�\­ ½ Î�´7¢�� ��ñ Q � con- (=

together) ò respond � U �(´ ¼ ¹� �M����&¡!�+N3MH?ôó�Æ�õ

con- �

r�Iö�¸+M ñ Q ����³�

cor- ´ ½ M�O!�

ë �2�

jargon��÷3� / �0Ï , ? · a · a�ø0ù ú�}Hû�OB���Iü�§ ; ­�M�ý�¹ ½ ü Q�����L¥�þ · ¢ íBÿ ¢�¥ Ó�Ô7��Ó :^; ½ §���� ¨ ��§����0�z ½ �0ì�� |�Ó�­�M (e.g.

business jargon, legal jargon)� · ¦�¡�Ò�®!¢

a¡���¹³�

c�

d� � ­å�­ ¥  �� ¨

(dialect)A U�V ¥� Q ¨ (colloquial expression, spoken language) ������ ë �

3� ��������

¡���� ��4� ·&½ § w ��¥����!�4Ì����������¬�\­ ¢

a :^; c��� ¿ ´ ë ��� ½

---------------------

3) [S Writing that [V considers [O our readers... d ï ^5X����7[��!r�q���� t#��d���s#õ&T�W�Z ��! improves d�`�_-]([-h#"�$ Z Þ %�&(' î (garden path) s*)#h7Z�_ `Ys&X ZUi�(÷!`(�Yt_�d�+�,#Ý7[�aYÝ�-&s&\!øÛ!ù=r�.0/�132(4�g�5�6�T�\LZ(qLr-s�t=_�d ï ^5X %(&�' s*)7Z378�9 a#\�øÛ�ùYr;:0<�=B��T�h�Z�i

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33

§�¡�¢d� ° ��®3���  �´�Å0M

“ Use ‘you’ and other pronouns to speak directly to

readers” ��§��²�H á?> �7���3¡�����´#@ · ®!§HM&�ã�ä ¿ ¢ ë � 4

�³�c¡

“ Use

the appropriate tone” ��§��²�H á?> �7���3¡�����´#@ · ®!§HM&�3Õ0A{�� ÿ ¢�Ö�B½ �#´�Ì�§�®³� ¥ � ÏH� ¨ �¾¬L����C�D ½ ë �¾�³� ½ §³¡�¢ í�î3ï (letter) A §�®³��C�D ½ ©7Ð�������E ��̳�³Å+M���§i����¡�¢�����78+9������B&�F · ®!§

M����-�³Å0M&� ë5� ¥ � ��738+9�� �¾��� : ��GÏIH!� �&� U � U � ½ ��J à ¡�K¾Ó�­�®!§HM : ¥(L�Í(¦�§����������U �­Ha7§�§ : ¨ ��§i�NM ë �³Å0M#����¹��wB­�À7©

c? ®3F�G0ÏIH���®3FB(�´�Å0M

“ CONTENTS” �-§i�3O0R3��¥� � à � 

­�a U §�O!�

Task 3 ¥300 P?QSR 400 PUTWV�XZY*[]\?^]_a`IQSR�bdcfe]b�ghV#ikjdlnmpo

100 PaQSR 150 Pfq]rs^tcuV�vIb;w?j�xWyIzhV#{kjt|�}So�~��0jdPf��j��k�|U^plp�?�S`��Uxk�����I{kj]|I}So]�I�kypc�V�vs`]�aV�yU�k`d�pbS�U��^�I�a^]y��U�U�kj����k����T�^pw]jU|�}k�I�t��ydl��h���a��Xn`U�?V�QSR�b����o�  ü� �M����-� ÇÈ � U � ½ D0¡3��¥(¢�M����&¡!�+N3M&�

¥ 4 � ´�¢�£�¤����0s��!Ó : Í&´ ¿ §����-��¥�¦�¥�§�Ò!®!§ M�¡�¢0Þ�ß�´ U Í U�¿Üݳ �M ¦+]!´���¢��+N3M�Ñ�Ô ¼ : Ͳ{³ ³§ “ user-friendly” ½ �0s¾¥(¢�µ� �M U �

´(¨^] ½ Ô�­�a ½ ; ½ §7� � ��¦0]!´�� ¥ `0Î § ¥0©0N ̾ÔM ¦0]!��ª�« ¨ ¥­¬0®½ �3� ¨ ¥°¯�±0z³´�²�³�´¾��Å0MLÎ+RLÐ�� ¨ �

3Ì�¡�C�D ½ ©7Ð ���U´ ½ M&� � �

��­�®�f¾�B©7Ð����Y¥(µ3�+z³´�¶�·� ^M ¦0]!��¸�Õ � · ®!¢1) `0¹

( º ) ¥�µ�0z

´�÷3� · ¢2) � �B8�Ï3Ð�¥(» ¼ ´#¼�¹� �M�����¢

3) Q&A ½�¾ ���3¡³Î+RLÐ���¥#¿Ík£³­�M����#´ U Ò�® ¼ Ͳ{� �¬�¥�À� �����¢4) �+N3M Ñ�Ô

You {

We ½ �&� °Á D�Â3Í�¥\| �#���-��`Î § ´0ÃIófÄ V : Ô3M U �(´  �M�����¢ 5) Å�Æ�Ç ¥\|ü� M����#´ U Ò�® ¥ÉÈ�¡ ¨(Ê ¥� �M�� : ¬0®�´�¡���M�����¢ 6) Ë é ½ � ÏH��¥ÍÌ�Ò�®ÎIÏ0Ð ¥�Ñ�¦�Ù-M�����¢ ½ �&¡�Å0M&� ¨ ?Ò¡

337 Ó O

Unit 15. Business Letter 2: Business Remainder

Task 1 ¹3ê���Ä���� A Í�

1= a, 2 = a, 3 = b, 4 = b, 5 = c ë1� ¥ÕÔ

( Ö )!vnHo !Ø×�Ù ½ �#´ A §�®7Á N §

( Ú § ) ��� ¨ ��§����!�³Å0M :

; ¢ a �

considerable ¡0��¹³� ½�A ¢�� � ½ ��Í���Â3Í�¥�ÃIó�´(Û�Ü� �M����&¡!�N ½ §³�!�

a considerable number of mistakes� U �(´ ü�§HM&� ë

2�

urge��§�� ÆÍ�� 1 ��� Q urgere (= to press hard) :^; �#Ý�£ Q � ¥ÕÞ ¿ ³H]M ¨ �I�0ì�� · ¦�¡

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34

Ò�® a ¡���¹³� ¥àß�á¾� ¨ �I�0ì��

urgent�

urge� ½ ��Í ½ � ë 3

��� �tâ R�Ï�#ã�ä"!�h�z�¥ ë � ë �¾�!¢

b¡���¹³� ë

4��� �tâ R�Ï���å Í § �#È : ¥ ë � ë�¾�!¢

b¡���¹�� ë

5� ¥Òæ0`�¥#ç0è

(renew) · ¦ ¿#½ §��B�����+�U �­�a7§�§ : ¨�-§�� ë §��³Å+M�¡!¢ w�­3À7©¾� ������� Ê w& ^M�é�D�� ½ § ? ñ�´�� �Uâ RIϾ¥ê�¯³ �­�a U §�O!� · ¦�¡�Ò�®

c¡���¹���§��#���#´ ½ M&�

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35

Week 3 / Grammar Review 3 ëuìîí;ïuìWð�ñ�ònóuôhõ÷ö

(3) øuùsúì

Å0M��H����� γ¡�Ó : Í-´ ¿�¿#½ MÍû�ü��0E �(Ì�´7¢�§³Ó3r0MÍý�£�u3��¡�Å0M&���~�¨�� ç�þ�Û�Ü Q�ÿ �#ý�£��7¢0é��+z³´ � æ�� ½�� ­�¥��³ ����#´ ½ M�¡�¢��&­�´U Ò�®I����´I40þ¾��ß�F�Ð ¥H¾3M�� �¾¡�Å0M ¦0]�¢�Ê ����{���º�� ½ �-���¾©!�ü�§ ; ­�MÍÛ�õ�¸�Õ��0E �(̳�³Å0M&��ý�£�u3�¾´��¾¬�¸ ¿ ¸ ½ Ï R�ÏH�7¡�Å0M�¡�¢���L�³�+w�Ò��Iw\D ��z ½ ý�£�u3���0E �(̳�³Å0M�ã(ä�Â3Í ÿ �#ý�£ ��¢ � ­ Ç����¢�{�{�� ]�����Bºf¬�¥�����7 A U�V�� à�á 9�¥\|�Ò�®I��~�´(ý�£ · ¦ ÿ ¥#¿ ͼ��0M&�

1) ������� �!�"$#

[ ÿ 1] Yoshiaki Nezu, vice president of Axis Communications, a developer of access

point devices, sees WPAN as serving Japan's present needs best. (Unit 18, Week 4)

[ % 1] �+��³Î©�Ð��i�'&$(��)�*�Ä�¹���Å+M��+ á Î,+-�/.�9�8$0BÏ áa> �����

1 � 2�3/4�¬I%��7¢WPAN*

¡�·�5��7698¾�B8�ÏÐ�´+w�Ò��Iw�7 à;: · ®!§HM¾��Ѿ�®!§HM&�

(* WPAN = Wireless Personal Access Network)

[ ÿ 2] Given its large trade deficit and low domestic savings, the U.S. economy — the

most important driver of recent global growth— is vulnerable to a loss of

international confidence in its growth prospects. (Unit 2, Week 1)

[ % 2] � �<�Á ½>= ?�@ Ó ��A�§Þ3�CB�D�E$F�¥�Ñ ¾3M���¢�G H�¹$I���w�Ò��Iw�CD ½�J ©�´��³Å+M&±HÞ ¹$I¾�7¢7�3����¹$I�µ��� Y í · ´�Ë · ®3Þ�K�z ½ î�L ¥NM§ :�O ½ §�P$Q�´�Å0M&�

ý�£¾�¬�\­ ¢ w�Ò��Iw Ú ¿�Y ; ­�M�����¢ [ ÿ 1] A�U�V

[ ÿ 2] ´ Y ; ­^M U � ½ ¢ Ã!���(ÂÍ A U�V ÂÍ�R�� Q�ÿ ¥�S¾�#Â3Í A�U�V Â3Í�R^� Q�ÿ ¡���0z³´�ºf¬7 �M��§�� ½ � ¥ ã(ä ¨ �#ý�£�u3���³Å0M&�

[ ÿ 1] �³�

Yoshiaki Nezu ¥ � �����

vice

president of Axis Communications¡���0z³´ ºf¬ · ¢³¬ ; ´��&­�¥ a developer of

access point devices¡���Bºf¬� �M���§��

2C�u�*�´ ½ Ò�®!§HM&�

[ ÿ 2] �³�

the

U.S. economy¥ � �����

the most important driver of recent global growth¡���

z�´ ºf¬ · ®!§ M&��§�T�­-w�¢�Â3Í ÿ ¥ÍÂ3Í ÿ ´ U Ò�®��³§�U�¾�® A Í�¢+ã�ä��3Õä ? � �I�B����&�ä0O�¥�Ñ�Ì���� � U �(´7¢3&�ä ½ ; &0ä�¢¬h�z�ä ½ ; h\z�ä ¥wÌ ¥ ã(ä ¨ �(ÂÍ ? ÿ O����³§�U�¾3M7��¡���� u���I÷ V���Å0M&� í�W �/���I7�´U Ò�®0è�é ; ­�M�¡�¢ [ ÿ 2] � U �(´ � à�á 9�¥\| �#���IwYX ½�¿#½ §7��Z�� 1 Ð

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�7�³��`�¹�´��¦�Ò!®���¢ � ­0å!­3Ä���`�Î È · %�ÿ � U ��´�¢���Æ :-; � ��Î /�+Ï , ���#´C[�´#¼B¹ ¥;\HÎ�C O ®!§ ¿ ���#¡!��N3M ¦+]�¢ íBÿ ¢ ¬L���(Á N ½ ë����]¬ä ½ §7�

[ ÿ 1`Î È · %Bÿ ] Yoshiaki Nezu

�/ vice president of Axis Communications

/ ã 1 �

a developer of access point devices�³Å0M��!Ñ�¡

/ (� �

Nezu%��

)

WPAN ¥

as serving Japan's present needs best Ñ ��Ñ ¾�®!§HM&�

[ ÿ 2`Î È · %Bÿ ] [...] U.S. economy ^ �&­�� the most important driver of recent

global growth�³Å0M��!Ñ�¡ ^ / (

� �U.S. economy

�) [is] in its growth prospects´ A §�®

vulnerable to a loss of international confidence��§��9P Ç ´�Å0M&�

2) _�`�a�b$c>d7egf�h�i/j"$#

[ ÿ 3] [So it is not surprising that] i today, with the oil fires still burning and a return

to normal life nowhere in sight, Kuwait's greatest effort involves merchandising its

destitution. (TIME, Aug. 5, 1991. p. 13)

[ %Bÿ ] [...]i �k6=¢ l�m�n�o�¡p^N ¢ í�W ]   ¨��q$r�� Y í · ¡�¸�Ò�¦ ¿ «�¦ ½ §P�Q�´�Å�Ò�®!¢H,sut�Ï �U¡ � �$vCw�P Ç æ���¥�¿I©Cx�y � · ®z0ü� �M³����´ ®Á��(¨�´�¥N{¾Ò�®!§HM

[���#� ½ © ;}| ¿ ´3� ; ½ § ]i

� � ÿ �³�7¢ So it is not surprising that today Kuwait's greatest effort involves

merchandising its destitution. ��§��9~ 83�

1) �

that � ~�´7¢ with ÇÈ ��{�{�� ]�7����Í ÿ ¡�É�] Ê�¸�­�®�§HM#����¡��3ã(ä��#ý3£ ����Ò�®�¢�� � U � ½ ý�£��I4��� Ï RIÏH��´ · ¦³¡�Ò�®I(¾Ó7­�M�Ó�Ô��³� ½ §³¦0]�¢i�(Ò : ÍY ^M������HË�Ì ¥Y M�§³¡0­��³Å0M&� í�W �7¢ � � ÿ � U �(´(ý�£��¥�����7��0è�é�Ò�®�¬ �³ �M�¡�¢�B��7���¬ � ¬-­�®�§ ½ §0ý�£ ÿ wYX ½�¿#½ §7��Å0M���¥�`�©!�!§³®!¢��(¸ ¿ Ì ½¡ ; ½ §���¤¾¡ Z ®+N�¦ ; ¢-�³Í-žCT�ý�£ ÿ ? � OU����5 ¥N�¾Ò�®BÎHM���¡ U §7�½�A ¢ %Bÿ �0Å�Æ�´�Å0M [...]i �7¢

So it is not surprising that ��§��k� ¼ ¡�¢�£�´ ¬

­�¦�� �³�³������´�� Q � ¬�­$T ? 40��z³´��$� ¬�­�O�¢��$��¸!�>��Ò�®���· ¬�­M����L¥�� · ®!§HM&�

---------------------

1) ï,�g�$� s³a!t [NP That today Kuwait's greatest effort involves merchandising its

destitution [VP is not surprising]]. `�h¾^ SVC ����g���N���N�$��� ����� It...that �Y�; �����}¡$¢C£�¤�¥g¦�§�¨�©�ª¬«®­C¯°±��g²�§�³9��´ µu�¶���¨¸· It...that �Y���¹;º�ª�£�»Grammar Review 5 (Week 5) ¼½u·

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37

3) ¾/¿>À$Á�ÂNÃÅÄÆ Ç�È�É�ÊÌË�Í>ÎÐÏ�Ñ/ÏÒ/ÂCÓ$Ô

[ Õ 4] Confident to the point of arrogance when it comes to his work—he insisted

that HarperCollins publish Los Gusanos without making any editorial

changes— Sayles is decidedly restrained in his personal life. (TIME, Aug. 5, 1991. p.

46)

[ Ö 4] ×$ØNÙ�Ú/Û�Ü$ÝÅÞ�ß�à$áãâNäÅåuæ$çèâuéÐê�ß,ëì$ì�áãåCÜã×�íÅîCï,ê ß�ìðCñ ò�ó�ô�õ à ö [ ÷�ø�ù�Ü ] ú¬à�û�ü�ý�þ ð Los Gusanos îNÿ�� � ������� ô���� �� ð Ü�� ê ß���Ù����,Ü����,Ù���,î�� ��ø ì"!$#uÜ�%�&7Þ;ß�ì ð [ áãå�ýþ ð � ] ö '�(�),Ü*$ì$ß�à�+", ø�- ý�Ü*�-ãÞYì.ÌØ�ÞîÐÞ;ß ì ð0/

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[ Õ 5] Prince Charles, whose career as an architectural critic has carried him deep

into the jungle of British cultural controversy, has plunged into the same dangerous

terrain— this time as an artist in his own right. (Newsweek, Oct. 7. 1991. p. 61)

[ Ö 5] ���<� ó/ô��5��  à � ý�Ü���Ù<¡3¢�£�¤�¥Ìâ$Þ�ß�Ù<¦�§ÐÜ$ÝãÞNߨ"©�ý�>ª Y$ø<¤�«,Ü�¬a­�A�- K ß�ì ð � S�- L - L�® g�!�#uÜ<¯°#�ì±,Ü�²Ðî8³,ê<A/ä ýÞ8-�ê L ö ´�µ,à�S�¶�·�¥èâ$Þ�ß�Ùã×$ØNÙ¸�¹ÐÜ�ÝãÞ�ß [ ¤�«,Ù<ºÅî�»5¼ Þ L Ùý�þ ð ]

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38

2�Ù�Õ�>�ý�à�S<%�à (Prince Charles) âIá5� (has plunged) � Ý8â���P/ýu�ã ��K S� ØÜ�%5> � >�ä�Y�Üå�æ Þ L þÅâCÜ5S���Ù��<�Åî�W�X�Y�ÜZ"[ � ð�ç ��M (this

time as an artist in his own right) � |$r��a�ÐØ K ß ì ð0/�è�é Ù<ê   â�ø ð Ù$à

[NP Prince Charles [VP has plunged into the same dangerous terrain]]. âYìx#8ë�`Iìí ø ñ �<î��<C$ý�þ ð � S"2 K Ü�W�X�Y$ø�ï5ð�à�M � 2 ñ/Üò� ��K ß ì ð L @S1�1�ó E F;Ü"`�`Nø�ê�ß ì ð0/ L�ô Þ�S"2 K ë�\ E Øöõ¬Ü�S5÷�Ù�!$#uÜ�ø�ùÌâNø ðú�û�í<ü ý�]�ù�_ÅÞ;ß ì�r�s�S�ý/Ü5þ û ø�`^���Ðý3­ ð à<ÿ�ý�þ ð0/

[1] Prince Charles’s career as an architectural critic has carried him deep into the

jungle of British cultural controversy. / [2] (And now he ) has plunged into the

same dangerous terrain. / [3] This time (he did so) as an artist in his own right. //

5) ¾/¿>À$Á�� ��� Ï�� � Ï���Â�� à ËuÆ�����É�Ó$Ô5�,ÂÔ ��

[ Õ 6] For 42 years— the entire lifetimes of two thirds of the U.S. population— the

bombers of the Strategic Air Command have been on either airborne or "strip"

alert: armed and fueled, with pilots standing by, so that the final act in the history

of human idiocy could take place with the mechanical efficiency of a pit crew

changing a tire. (Newsweek, Oct. 7, 1991. p. 11)

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