沒有付出，就沒有收獲，人只有上坡路才是最難走的，相信自己能成功，今天小編給大家?guī)砹?020上半年翻譯資格考試二級筆譯備考試題，希望能夠幫助到大家，下面小編就和大家分享，來欣賞一下吧。

2020上半年翻譯資格考試二級筆譯備考試題

Consumers: The Wild, Wild East(節(jié)選)

A booming middle class is creating the world’s most dynamic consumer market

消費者：狂野東部(節(jié)選)

中產(chǎn)階級的興起正在造就世界上最具活力的消費市場

Are you being served?

Much of this new economy is moving on from supplying goods to providing services. In most rich countries services make up at least three-quarters of GDP, but in China they account for only half. The rising middle class is demanding better services in everything from health care to finance to entertainment. Both foreign and local investors are rushing in to fill the gap.

Two decades ago films made by Walt Disney, an American entertainment giant, were banned on the Chinese mainland, but now China is Disney’s most promising market. The company’s latest “Avengers” film earned over $200m in local theatres in its first two weeks. In May Disney opened its largest-ever retail store in Shanghai. And next year Shanghai Disney, a $5.5 billion theme park, will be ready to receive the crowds. Dalian Wanda, which made its fortune in property, is building a massive $8 billion film studio in Qingdao and will be spending over $30 billion on theme parks across China, confronting Disney head on.

Kai-fu Lee of Innovation Works believes that service startups are capable of creating billion-dollar industries. He points to Helijia, a firm valued at $300m that provides pedicures in people’s homes. “They can train workers affordably; Chinese love getting pampered; and our urban density allows this… you can’t do this in Kansas.” His firm is funding firms delivering services ranging from haircuts to car maintenance.

Jean Liu, president of Didi Kuaidi, thinks the sharing economy will allow scarce resources to be used more efficiently. Her ride-sharing firm counts both Tencent and Alibaba as investors. It offers everything from fancy cars and taxis to shuttle buses and car pools – or even someone on a bicycle to drive you home in your own car. It clocks up 6m rides a day, far outpacing Uber.

Neusoft, based in Shenyang, a city in China’s gritty industrial north-east, was started in 1991 with just $3,000 by Liu Jiren, an erstwhile academic. It is now one of China’s biggest IT-services providers. Having created a computer operating system that quickly got ripped off, his firm nearly went under. That taught him the value of protecting intellectual property. When he was a visiting scholar at an American government laboratory, he noticed that academics worked closely with corporate researchers. That inspired him to invest heavily in R&D. Among many other things, Neusoft makes systems that allow medical records to be viewed on mobiles. It is also developing a shared-services business model for medical equipment that will allow users to pay by transaction.

What helped Neusoft take off, says Mr Liu, was that there were no SOEs to block new software firms. “The Chinese state today is technologically sophisticated… but that was not the case at the start of the IT boom,” says Mr Liu. “We got lucky because the IT sector was so new, so driven by talent, that the government didn’t understand how it worked.”

你在享受服務(wù)嗎?

這一新經(jīng)濟的很大部分正從提供產(chǎn)品轉(zhuǎn)向提供服務(wù)。在大多數(shù)富裕國家，服務(wù)業(yè)至少占到GDP的四分之三，但在中國，這一比例只有一半。崛起的中產(chǎn)階級在各方面都要求更好的服務(wù)，從醫(yī)療保健到金融服務(wù)，再到休閑娛樂。外國和本土投資者都蜂擁而至，填補空白。

二十年前，中國大陸還禁止上映美國娛樂巨頭迪士尼公司發(fā)行的影片，而如今，中國已成為迪士尼最具潛力的市場。該公司最新一部《復(fù)仇者聯(lián)盟》在國內(nèi)院線上映的頭兩周票房就超過2億美元。5月，迪士尼有史以來最大的零售店在上海開業(yè)。明年，投資55億美元的上海迪士尼樂園將建成迎客。以地產(chǎn)起家的大連萬達(dá)正在青島建設(shè)投資達(dá)80億美元的影視基地，還將投入超過300億美元在全國各地建立主題公園，與迪士尼針鋒相對。

創(chuàng)新工場的李開復(fù)認(rèn)為，服務(wù)業(yè)創(chuàng)業(yè)公司能夠形成多個數(shù)十億美元的產(chǎn)業(yè)。他以河貍家為例，這家提供上門美甲服務(wù)的公司估值為3億美元。“他們以合理的成本培訓(xùn)工人。中國人樂于享受，中國的城市密度也方便上門服務(wù)……你不可能在堪薩斯這樣干?！眲?chuàng)新工場為從理發(fā)到汽車保養(yǎng)的一系列服務(wù)型企業(yè)提供融資。

滴滴快的的總裁柳青認(rèn)為共享經(jīng)濟將可以更有效地利用稀缺資源。她的乘車共享公司背后的投資者包括騰訊和阿里巴巴。該公司提供各類服務(wù)，從豪華車到出租車，從班車到拼車，甚至可以安排人騎自行車趕來提供代駕。它每日訂單達(dá)600萬，遠(yuǎn)超優(yōu)步。

1991年，從前是大學(xué)教授的劉積仁以區(qū)區(qū)3000美元起家，在中國多沙的傳統(tǒng)工業(yè)區(qū)東北的沈陽市創(chuàng)建了東軟集團。該公司如今是中國最大的IT服務(wù)供應(yīng)商之一。東軟曾經(jīng)開發(fā)出一套計算機操作系統(tǒng)，很快就被剽竊，公司幾乎破產(chǎn)，這讓劉積仁知道了保護知識產(chǎn)權(quán)的價值。還在美國的一個政府實驗室做訪問學(xué)者時，他就注意到了那里的學(xué)者和企業(yè)的研發(fā)人員密切合作。受此啟發(fā)，他大量投資于研發(fā)。東軟開發(fā)的很多產(chǎn)品中包括可以在手機上查看病歷的系統(tǒng)。另一種醫(yī)療設(shè)備共享服務(wù)的商業(yè)模式也在開發(fā)之中，它讓用戶可以按交易付費。

劉積仁認(rèn)為，東軟能夠起飛，是因為當(dāng)時沒有國有企業(yè)阻礙新軟件公司?！艾F(xiàn)在中國政府在技術(shù)上很有經(jīng)驗……但在IT剛剛興起時不是這樣，”劉積仁說，“我們運氣很好，當(dāng)時IT產(chǎn)業(yè)太新，太依賴人才推動，政府不懂它的運作?！?/p>

2020上半年翻譯資格考試二級筆譯備考試題

Autonomous Systems: The Computer in the Cockpit

Why partial automation can be more dangerous than none at all

One way to tell who made the aircraft you are boarding is to steal a glimpse of the cockpit. A traditional control yoke in front of the pilots suggests a Boeing; a joystick beside each seat, an Airbus. Pilots argue about which system is better; neither is considered safer than the other. Each exemplifies a different approach to a problem that manufacturers of not just aircraft but also cars, trains and ships must grapple with as long as human operators handle increasingly automated machines.

The challenge of what engineers call the “human-machine interface” has tragically gained attention after the crash of an Ethiopian Airlines Boeing 737 MAX 8 on March 10th. Eyewitnesses reported that shortly after departing Addis Ababa, the aircraft climbed and dived repeatedly. Similarities were drawn with a fatal crash in Indonesia in October last year. That time, the pilots of a Lion Air MAX 8 struggled, also soon after take-off, with an automated safety system that erroneously tried to prevent the aircraft from stalling by lowering its nose.

Although authorities around the world have grounded the model, Boeing insists that it is airworthy. The company is updating the MAX’s automated flight-control software to make it easier for pilots to assume manual control. Boeing and Airbus both pack their planes with computers that do most of the flying. Each, though, espouses a different philosophy on how a pilot reacts to them, says Mudassir Lone of Cranfield University in Britain. Boeings are designed to make the pilot feel like the aviator in charge. Although the control yoke looks and feels like something from the analogue era, the way it behaves – including shaking when approaching a stall – is created digitally by a computer. Airbus’s joystick is seldom used besides take-off and landing. A sound alerts the pilot to trouble; in an Airbus, he is more supervisor than airman.

The big worry is what happens if a sensor feeds the flight-control system the wrong data. This might have happened in the Lion Air crash, according to a preliminary report. Something similar downed an Air France Airbus A330 over the Atlantic in 2009: an airspeed sensor iced over and the ensuing loss of data caused the autopilot to disengage. Unable to work out what was happening, the pilots lost control.

Switching from automatic to manual is not straightforward. Flight-control systems may not disengage entirely. Instead, they might continue to assist the pilot in an attempt to prevent a dangerous manoeuvre. When things do go wrong, it is critical that pilots follow the correct procedures, which are different for each model of aircraft. Pilots learn these and carry checklists spelling them out. Proliferation of systems necessitates frequent retraining. To make life easier for pilots, the MAX 8 employs a system that makes it feel to them like older, more familiar versions of the 737. But this adds another layer of complexity.

Incidents are not confined to aviation. In Washington, DC, automated trains have largely been out of service since 2009, when a faulty circuit made a stationary train invisible to the safety system on the one behind it. The driver was unable to brake in time; the resulting crash killed nine people. Ships may soon face similar problems. Some ferries and offshore support vessels have already replaced ship’s wheels with computer-assisted joysticks. A series of accidents involving self-driving cars may have been caused by sensors’ failure to recognize objects in the road, and drivers failing to respond fast enough.

Studies have shown that when people have to wrest control from an automated system, it can take them around five seconds to grasp what is happening. The monotony of monitoring a semi-automated vehicle may reduce vigilance by provoking what psychologists refer to as “passive” fatigue. Such concerns have led some car makers, Ford among them, to consider skipping semi-automation and go straight to something closer to full autonomy, cutting people out of the loop. That would remove the human-machine interface – but not humans’ machine-induced fears.

自主系統(tǒng)：駕駛艙里的電腦

為何半自動可能比手動更危險

要想知道自己乘坐的飛機是哪家公司出品，一個辦法是偷瞄一眼駕駛艙。操縱桿按傳統(tǒng)方式放在駕駛員座位前方的是波音，放在駕駛員側(cè)方的是空客。至于哪個系統(tǒng)更好，駕駛員們看法不一，他們也不認(rèn)為哪個就更安全些。隨著駕駛員需要操作越來越自動化的機器，無論是飛機，還是汽車、火車和輪船的制造商都必須處理同一個難題。波音和空客展現(xiàn)了不同的解決方案。

本月10日埃塞俄比亞航空公司的一架波音737 MAX 8墜毀后，工程師們所說的“人機界面”難題以悲劇性的方式受到了關(guān)注。目擊者報告稱，飛機離開亞的斯亞貝巴后不久反復(fù)爬升又俯沖，與印尼去年10月發(fā)生的致命事故相似。當(dāng)時，也是在起飛后不久，獅航一架波音737 MAX 8客機的駕駛員無法控制自動安全系統(tǒng)，該系統(tǒng)錯誤地試圖壓低機頭來防止飛機失速。

雖然各國政府已禁飛MAX 8客機，但波音公司仍堅稱該型號客機是適航的。波音正在升級MAX的自動飛行控制軟件，方便駕駛員手動接管飛行。波音和空客的飛機都安裝了自動駕駛系統(tǒng)，控制著大部分的飛行操作。但英國克蘭菲爾德大學(xué)的穆達(dá)希爾·隆內(nèi)認(rèn)為，兩者在處理駕駛員如何對自動駕駛系統(tǒng)做出反應(yīng)上有著不同的理念。波音的設(shè)計令駕駛者感覺自己是操控飛機的飛行員。雖然操縱桿的外觀和感覺都像是模擬信號時代的產(chǎn)物，但其動作方式(包括在接近失速時的抖動)是由計算機以數(shù)字方式生成的。而在空客的飛機上，除了在起飛和降落時，駕駛員很少需要用到操縱桿。出現(xiàn)問題時，系統(tǒng)會發(fā)出警報聲通知駕駛員。在空客飛機上，駕駛員更像指揮官，而不是飛行員。

人們最擔(dān)心的是，萬一傳感器向飛控系統(tǒng)提供了錯誤數(shù)據(jù)會有什么后果。一份初步調(diào)查報告顯示，獅航墜機事件中可能就出現(xiàn)了這種情況。2009年法航的一架空客A330客機也因類似問題墜落大西洋：空速傳感器結(jié)冰，系統(tǒng)無法讀取數(shù)據(jù)，導(dǎo)致自動駕駛儀解除控制。駕駛員搞不清楚發(fā)生了什么情況，沒能控制住飛機。

從自動駕駛切換到手動操作不是一件簡單的事情。飛控系統(tǒng)可能沒有完全解除控制。相反，它可能會繼續(xù)協(xié)助駕駛員以防出現(xiàn)危險操作。一旦真出現(xiàn)了問題，駕駛員按正確步驟處理是至關(guān)重要的。但每種機型的應(yīng)對步驟各不相同，駕駛員必須一一學(xué)習(xí)并帶上列明步驟的操作清單。新系統(tǒng)層出不窮，使得駕駛員需要頻繁再培訓(xùn)。為方便駕駛員操作，MAX 8采用的系統(tǒng)在操作感受上沿襲了駕駛員們更熟悉的波音737舊機型。但這又增添了一層復(fù)雜性。

事故不僅限于航空領(lǐng)域。2009年，美國華盛頓特區(qū)的一輛地鐵列車因電路故障造成安全系統(tǒng)失靈，撞上了前方停著的列車。自那以后，該地區(qū)的自動駕駛列車已基本停運。當(dāng)時列車司機無法及時剎車，事故造成九人死亡。船舶也許很快會遇到類似問題。一些渡輪和近海輔助船已經(jīng)用計算機輔助操縱桿取代舵輪。一系列涉及自動駕駛汽車的事故可能是由于傳感器未能識別道路中的物體造成的，而駕駛員來不及反應(yīng)。

研究表明，當(dāng)人們必須要從自動化系統(tǒng)手上奪回控制權(quán)時，可能需要約五秒的反應(yīng)時間來弄清楚狀況。監(jiān)控半自動駕駛交通工具的那種單調(diào)乏味可能會造成心理學(xué)家所說的“被動”疲勞，導(dǎo)致駕駛者的警覺性下降。出于這方面的擔(dān)憂，福特等部分汽車制造商考慮跳過半自動化，直接采用更接近全自動的方式，將人類完全排除在外。人機界面的問題可能會就此消除，但人們因機器引發(fā)的恐懼依然存在。

2020上半年翻譯資格考試二級筆譯備考試題

Mobile Telecoms: Wireless: The Next Generation

移動通信：無線：下一世代(節(jié)選)

A new wave of mobile technology is on its way, and will bring drastic change

醞釀中的新一代移動技術(shù)將帶來巨變

Evolution or revolution?

漸進還是革命?

Technology divides the industry in another way, says Stéphane Téral of IHS, a market-research firm. One camp, he says, wants 5G “to take an evolutionary path, use everything they have and make it better.” It includes many existing makers of wireless-network gear and some operators, which want to protect their existing investments and take one step at a time. On February 11th, for instance, Qualcomm, a chip-design firm, introduced the world’s first 4G chip set that allows for data-transmission speeds of up to 1 gigabit per second. It does the trick by using a technique called “carrier aggregation”, which means it can combine up to ten wireless data streams of 100 megabits per second.

技術(shù)還以另一種方式分割電信行業(yè)，市場研究公司IHS的斯特凡·泰拉爾(Stéphane Téral)認(rèn)為。他說，一個陣營希望5G“走上漸進的道路，利用現(xiàn)有一切，逐步改善”。這里面包括了許多現(xiàn)在的無線網(wǎng)絡(luò)設(shè)備廠商及部分運營商，它們希望保護已有的投資，逐步改進。比如，2月11日，芯片設(shè)計公司高通(Qualcomm)推出全球首款數(shù)據(jù)傳輸速度高達(dá)1Gbps的4G芯片組。所運用的技術(shù)名為“載波聚合”，意味著每秒可以聚合多達(dá)十個100Mbps的數(shù)據(jù)流。

The other camp, explains Mr Téral, favours a revolutionary approach: to jump straight to cutting-edge technology. This could mean, for instance, leaving behind the conventional cellular structure of mobile networks, in which a single antenna communicates with all the devices within its cell. Instead, one set of small antennae would send out concentrated radio beams to scan for devices, then a second set would take over as each device comes within reach. It could also mean analysing usage data to predict what kind of connectivity a wireless subscriber will need next and adapt the network accordingly – a technique that the 5G Innovation Centre at the University of Surrey wants to develop.

泰拉爾解釋說，另一陣營主張采取革命性的方式：直接躍升至尖端技術(shù)。這可能意味著，舉例說，靠單一天線與基站覆蓋范圍內(nèi)的所有設(shè)備作通信的傳統(tǒng)蜂窩結(jié)構(gòu)移動網(wǎng)絡(luò)將被舍棄。取而代之的是，一組小型天線將發(fā)射集合無線電波束掃描設(shè)備，在搜索到設(shè)備后，第二組天線將逐一接管。這也意味著可能需要分析使用數(shù)據(jù)來預(yù)測無線用戶下一步需要何種連接性能，然后對網(wǎng)絡(luò)做相應(yīng)調(diào)整——這正是薩里大學(xué)的5G創(chuàng)新中心希望開發(fā)的技術(shù)。

One of the most outspoken representatives of the revolutionary camp is China Mobile. For Chih-Lin I, its chief scientist, wireless networks, as currently designed, are no longer sustainable. Antennae are using ever more energy to push each extra megabit through the air. Her firm’s position, she says, is based on necessity: as the world’s biggest carrier, with 1.1m 4G base stations and 825m subscribers (more than all the European operators put together), problems with the current network architecture are exacerbated by the firm’s scale. Sceptics suspect there may be an “industrial agenda” at work, that favours Chinese equipment-makers and lowers the patent royalties these have to pay. The more different 5G is from 4G, the higher the chances that China can make its own intellectual property part of the standard.

這一革命陣營中最直言不諱的代表是中國移動。其首席科學(xué)家易芝玲認(rèn)為，按目前的設(shè)計，無線網(wǎng)絡(luò)難以持續(xù)。要傳輸更多數(shù)據(jù)，天線能耗會越來越大。易芝玲表示，其公司的立場是基于必要性：中國移動是全球最大的通信運營商，擁有110萬4G基站及8.25億用戶(超過歐洲所有運營商的總和)，公司的規(guī)模進一步加劇了現(xiàn)有網(wǎng)絡(luò)結(jié)構(gòu)面臨的問題。持懷疑態(tài)度者猜測其中也許存在一套“產(chǎn)業(yè)化安排”，偏袒中國設(shè)備制造商并降低這些公司須支付的專利使用費。5G與4G的差異越大，中國就越可趁機讓自己的知識產(chǎn)權(quán)成為全球標(biāo)準(zhǔn)的一部分。

Whatever the motivation, Ms I’s vision of how 5G networks will ultimately be designed is widely shared. They will not only be “super fast”, she says, but “green and soft”, meaning much less energy-hungry and entirely controlled by software. As with computer systems before them, much of a network’s specialised hardware, such as the processor units that sit alongside each cell tower, will become “virtualised” – that is, it will be replaced with software, making it far easier to reconfigure. Wireless networks will become a bit like computing in the online “cloud”, and in some senses will merge with it, using the same off-the-shelf hardware.

不論動機如何，大家普遍認(rèn)同易芝玲對5G網(wǎng)絡(luò)最終設(shè)計的展望。她說，這些網(wǎng)絡(luò)不止“超快”，還是“綠色和軟性”的，即耗能低得多，且完全由軟件控制。跟此前的電腦系統(tǒng)一樣，5G網(wǎng)絡(luò)的專用硬件(例如每一基站上的處理器單元)大部分會“虛擬化”，即會由軟件取代，重新配置起來容易得多。無線網(wǎng)絡(luò)將變得有點像在線“云”計算，而且在某種意義上將與之融合，使用相同的現(xiàn)成硬件。

Discussions have already begun about how 5G would change the industry’s structure. One question is whether wireless access will become even more of a commodity, says Chetan Sharma, a telecoms consultant. According to his estimates, operators’ share of total industry revenues has already fallen below 50% in America, with the rest going to mobile services such as Facebook’s smartphone apps, which make money through ads.

有關(guān)5G將如何改變通信行業(yè)結(jié)構(gòu)的討論已經(jīng)展開。一個問題是，“無線接入”服務(wù)會否變得更像是一種日用商品，電信咨詢師切坦·沙爾瑪(Chetan Sharma)認(rèn)為。據(jù)其估計，在美國電信業(yè)的總收入中，運營商所占的份額已跌至50%以下，其余份額為移動服務(wù)商所占據(jù)，比如像Facebook的智能手機應(yīng)用，它們通過廣告盈利。

The switch to 5G could help the operators reverse that decline by allowing them to do such things as market their own video content. But it is easier to imagine their decline accelerating, turning them into low-margin “dumb pipes”. If so, a further consolidation of an already highly concentrated industry may be inevitable: some countries may be left with just one provider of wireless infrastructure, just as they often have only one provider of water.

向5G轉(zhuǎn)型，運營商或許可以通過銷售自有視頻內(nèi)容等方式逆轉(zhuǎn)目前的頹勢。但更可能的是其業(yè)務(wù)加速下滑，淪為低利潤的“啞管道”。倘若如此，這個本來已經(jīng)高度集中的行業(yè)可能難免進一步整合：部分國家也許會只剩一個無線基礎(chǔ)網(wǎng)絡(luò)供應(yīng)商，正如它們往往只有一家供水公司那樣。

If the recent history of IT after the rise of cloud computing is any guide – with the likes of Dell, HP and IBM struggling to keep up – network-equipment makers will also get squeezed. Ericsson and Nokia already make nearly half of their sales by managing networks on behalf of operators. But 5G may finally bring about what has been long talked of, says Bengt Nordstrom of Northstream, another consulting firm: the convergence of the makers of computers and telecoms equipment, as standardisation and low margins force them together. Last year Ericsson formed partnerships first with HP and then with Cisco. Full mergers could follow at some point.

縱觀云計算崛起之后IT行業(yè)近來的發(fā)展(戴爾、惠普、IBM這類公司難以跟上步伐)，如果有所啟示，那就是網(wǎng)絡(luò)設(shè)備制造商也將受到擠壓。愛立信和諾基亞已有近半銷售額是通過為運營商代管網(wǎng)絡(luò)而取得。另一咨詢公司Northstream的本特·諾思通(Bengt Nordstrom)表示，5G可能最終會令人們一直談?wù)摰囊患鲁蔀楝F(xiàn)實：在標(biāo)準(zhǔn)化生產(chǎn)及低利潤的壓力下，計算機制造商和電信設(shè)備商將合二為一。去年，愛立信先后與惠普及思科締結(jié)合作伙伴關(guān)系。日后可能出現(xiàn)全面并購整合。

Big, ugly mobile-phone masts will also become harder to spot. Antennae will be more numerous, for sure, but will shrink. Besides the rectangular array that China Mobile is testing in Shanghai, it is also experimenting with smaller, subtler “tiles” that can be combined and, say, embedded into the lettering on the side of a building. In this sense, but few others, the future of mobile telecoms will be invisible.

巨大而丑陋的移動通信天線桿也將變得蹤影難尋。天線會變多，但體積肯定會縮小。除了中國移動在上海測試中的矩形天線陣列，公司還在試驗采用更小型隱蔽的“瓷片”(tile)天線，可以組合并嵌入建筑物墻面的文字中。在這個意義上，遑論其他，移動通信的前景將變得難以覺察。