【正文】 e and provide the support your child needs. If a supportive adult isn’t available, an expert named Martin remends you find an afterschool program led by experienced professionals who will engage them in creative activities, nourish them with healthy snacks, and assist them with their schoolwork. If you are at home on the contrary, to take some break after the guys get started on diversions, because it’s hard to stop and do something like homework. “If that little bit of downtime is television, good luck ... getting them to do their homework.” says a professor of child development at California State University, “TV is addictive.” A better way to help your child unwind is with a healthy snack. “Wait until dinner, make a plate full of energizing food. You could even dish up part of the dinner you’re preparing a little early for the kids,” she says. While you’re sharing a snack, you can make a list of what your kids will get to do during their study breaks. The types of breaks remended include shooting baskets, getting a drink, using the bathroom, or even playing a quick card game with parents. Your kids can be the ones to decide which breaks they’d like to take. But, as Freimuth says, your children will have to be honest about what kind of break will energize them and not upset their momentum. 66. The main purpose of this passage is _______.A. to provide some advice for the parents about children’s educationB. to explain how to prepare a pretty snack for your childrenC. to explain why the parents spoil their childrenD. to describe children’s lives after school67. The words “this way” in the sentence “But most homes aren’t run this way” in the first paragraph most possibly means _______.A. to stay on the taskB. to arrange everything in detailsC. to give some lessons to childrenD. to behave in the structured school68. According to the passage, the expert named Martin, appearing in the second paragraph, most probably takes up the following jobs EXCEPT _______.A. a specialist in children educationB. a professional consultant in an afterschool programC. the leader of a research group about sports, such as basketballD. mostly the same as what Freimuth (in the last paragraph) does69. According to the last two paragraphs, the appropriate snacks that the parents provide will _______.A. upset the children’s momentumB. exhaust them by lots of dirty dishesC. make the children get addicted to TVD. bring more energy to children70. Which of the following is NOT remended for the break during the children’s study after class?A. Shoot baskets.B. Play some games with parents.C. Go out to drink some beverage in a bar for a long time.D. Relax a bit by using the bathroom.Passage ThreeAn Asian engineer was assigned to a laboratory and almost suffered a nervous breakdown. A Japanese manager was promoted by his British president, but within six months asked for a transfer.Each of these reallife cases involved people who were regarded as superior employees, but were illequipped to cope with the plexities and dangers of intercultural management.“Multinational panies have studied everything else, now they are finally looking at culture”, says Clifford Clarke, founder and president of the Californiabased IRI International Inc, one of a small but growing number of consulting firms that specialize in teaching business people from differing cultures how to municate and work with each other. “Never show the shoe to an Arab, never arrive on time for a party in Brazil, and in Japan, don’t think YES means YES”, advises . consultant Lennie Copland, who has produced a series of films, and a book to help managers improve their international business skills. But simply learning the social “dos” and “don’ts” is not the answer, according to the new culture specialists. The penalties for ignoring different thinking patterns, they point out, can be disastrous.For example, the American manager who promised to be fair thought he was telling his Japanese staff that their hard work would be rewarded, but when some workers received higher salary increases than others, there were plains. “You told us to be fair, and you lied to us,” accused one salesman. “It took me a year and a half”, sighed the American, “to realize that FAIR, to my staff, meant being treated equally.” The Asian engineer who suffered in America was the victim of mistaken expectations. “He was accustomed to the warm group environment so typical in Japan,” said his . manager. “But in our pany, we’re all expected to be selfstarters, who thrive on working alone. For him, it was emotional starvation. He’s made the adjustment now, but he’d be humiliated if I told you his name, that’s another cultural difference.”The Japanese manager who failed to respond to his promotion couldn’t bring himself to use the more direct language needed to municate with his Londonbased superiors. “I used to think all this talk about cultural munication was a lot of baloney,” said Eugene J. Flath, president of Intel Japan Ltd, a subsidiary of the American semiconductor maker. “Now