大學英語分級閱讀(第三冊)（簡體書）

《高等教育"十二五"部委級規劃教材:大學英語分級閱讀(第3冊)》是高等教育“十二五”部委級規劃教材，適合學習英文的大學生及相關人員使用閱讀。

Unit 1 Good old days
Text A One Small Stone, Unforgotten
Text B Hard Times, a Helping Hand-A Yuletide Story
Supplementary Exercises
Unit 2 Elite Education and Top University
Text A Elite Education and Top University
Text B Final Countdown: Top 10 Common Errors when Building a World-Class University
Supplementary Exercises
Unit 3 Computer Testing
Text A Working with the Chaos Monkey
Text B How to Write Without Writing
Supplementary Exercises
Unit 4 Business World
Text A Another Digital Gold Rush
Text B The Symbolic Power of the Euro
Supplementary Exercises
Unit 5 Body Talks
Text A Headache
Text B Hypertension
Supplementary Exercises
Unit 6 War and Terrorism
Text A Terrorized by 'War on Terror' ...How a Three-Word Mantra Has Undermined America
Text B Iraq: Who Won the War？
Supplementary Exercises
Unit 7 One Way to Achieve Humanity
Text A Pros & Cons of the Death Penalty
Text B What is Law？
Supplementary Exercises
Unit 8 The Science of Our Lives
Text A The Nature of Science and Biology
Text B Smallpox the Weapon-You Shall Reap What You Have Sewn
Supplementary Exercises
Key
References

5. Delay putting in place the board and appointing the leadership team.
8 Given that the establishment of a new university requires passion and drive to create a new organizational culture, it cannot be built by a disinterested committee. A project of such magnitude must be fully owned and carried out by a dynamic leadership team, working under the authority of an independent board with the capacity to offer guidance and empowerment. The first order of business of the new board has to be the identification, selection and installation of institutional leadership. Putting in place an appropriate governance framework from the outset is a key factor of success.
6. Stack the board with political appointees.
9 Founders need to choose a governing board that brings together a range of essential expertise that can evolve over time. The governing board should start out small and grow very gradually to accommodate more expertise as needed. The common oversight is that people are appointed to boards on the assumption that they "represent" their institution or represent a constituency, when really they should represent an area of expertise needed in the management of the new and growing institution （legal expert, financial expert, infrastructure expert, academic experts, retired institutional leaders, etc.）. Another, related misstep is to appoint governing board members who have too little time. It is better to have the board skewed toward recently retired university presidents or experts than to have too many members with too little time and dedication to the endeavor.
7. Plan for up-front capital costs, but pay little attention to long-term financial sustainability.