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Oseola McCarty

LATE ONE SUNDAY AFTERNOON in September 1999, Oseola McCarty, an elderly cleaning lady passed away in the little wooden frame house where she had lived and worked most of her life.  It may seem like an ordinary end to a humble life,  but there was something quite exceptional about this woman. 1

In the summer of 1995, McCarty gave $150,000, most of the money she had saved throughout her life, to the UniversityofSouthern Mississippiin her hometown.  The money was tohelp other African Americans through university. She had started her savings habit as a young child when she would return from school to clean and iron for money which she would then save.

    She led a simple, frugal existence, never spending on anything but her most basic needs. 2 Her bank also advised her on investing her hard-earned savings.

    When she retired, she decided that she wanted to use the money to give children of limited means the opportunity to go to university. 3 She had wanted to become a nurse, but had to leave school to look after ill relatives and work.  When asked why she had given her life savings away, she replied, "I"m giving it away so that children won"t have to work so hard, like I did.” After news of her donation hit the media, over 600 donations were made to the scholarship fund.  One was given by media executive, Ted Turner, who reputedly gave a billion dollars.

    She didn"t want any fuss made over her gift, but the news got out and she was invited all over theUnited Statesto talk to people. Wherever she went, people would come up to her to say a few words or to just touch her.  She met the ordinary and the famous, President Clinton included.  In the last few years of her life, before she died of cancer, McCarty was given over 300 awards: she was honoured by the United Nations and received the Presidential Citizen"s Medal. Despite having noreal education, she found herself with two honorary doctorates: one from theUniversityofSouthern Mississippiand the other fromHarvardUniversity. Her generosity was clearly an inspiration to many and proof that true selflessness does exist.

 

词汇:

frugal /"fru:gəl/ adj. 节约的，俭朴的，花钱少 的，物质的，廉价的 fuss /fʌs / n. 慌乱，小题大做，抱怨争吵 V. 忙

donation /dəv’neifə n/ n. 捐赠，捐款，捐赠的 乱，(为小事)烦恼抱怨

 

注释：

1. It mayseem like an ordinary end to a humble life, but there was something quite exceptionalabout this woman.这位老妇人看似平凡的一生却有着非同寻常的意义。

2.  She led a simple, frugal existence, never spending on anything but her most basic needs.她一生过着简单、节俭的生活，除了生活必需品外她从不在其他事情上花钱。

3. When she retired, she decided that she wanted to use the money to give children of limitedmeans the opportunity" to go to university.当她退休的时候，她决定用钱给那些条件有限的孩子提供上大学的机会。

She gave her money away because____.

A:she wanted to help the university B:she wanted others to have the chance to become nurses C:she wanted others to have the opportunity to escape a hard life D:she want to be remembered after her death

I don't regret ______ even if it might have upset her.

A:to tell her what I thought B:to have told her that I thought C:telling what I thought D:telling her what I thought

{{B}}第二篇{{/B}}

{{B}}? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? Really Equal Partnership{{/B}}
? ?Rodney Mace, 36, is married with two young children, and is a part time teacher of architectural history, "I am constantly surprised by other people’s, when they come to the house and see me cleaning a floor or hanging out the washing. Their eyes open wide at the sight of it! Much of the comment comes from men. But I am even more surprised at the number of women who comment too."
? ?His wife Jane, an Oxford graduate in modern languages, has a demanding full-time job. She is director of the Cambridge House literacy scheme for adults in South London. Her working week involves several evenings and Saturdays, and at these times her husband is in sole charge of home and family. Apart from this, they share household jobs and employ a child-minder for the afternoons. This enables him to teach two days a week and to do what he considers his principal work: writing. He has written several books and spends much of his time in the British Museum Reading Room, cycling there from his home in Brixton.
? ?People ask the Maces if they think their children miss them. One can argue that satisfied parents generally have satisfied children, but in any case the Maces are careful to reserve time and energy to play with their children. "And they have now developed relationships with other adults and children."
? ?Previously, Rodney Mace worked full-time and Jane only part-time. Then 18 months ago, the director of the literacy scheme left. "It seems to me that Jane was very well suited to do this job. She was very doubtful about it. But I urged her to apply. She did, and she got it." Jane Mace confirms that she needed this encouragement, as so many women initially do.
? ?Did his male ego(自我，自己) suffer from the change-over? Nothing like that occurred. But he still seems amazed at the way it hanged his thinking. "I felt that we were finally going to be partners. I felt enormous relief, I wasn’t avoiding responsibility, but changing it. Our relationship is so much better now. It has been a change for the good for both of us—think for all of us, in every aspect of our lives. I cannot overemphasize that: in every aspect, I thing it is fundamental tat the woman works. The idea of equal partnership is an illusion if one partner doesn’t work."
Jane finally decided to apply for her present job because ______.

A:she thought she had better qualification than others B:her husband had persuaded her to C:it was very well paid D:some of her friends encouraged her to

More Than Just Money

When Patricia Rochester decided to go back to school after ten years as a staff nurse at Toronto Western Hospital, her employer not only cheered her on, but also paid her tuition and gave her a day off with pay every week to study. Throughout her years at the hospital, Rochester has also taken workshops on everything from coaching peers to career development-courses that she believes have helped her advance at work. "I’m now head of the mentoring (指导) program for new hires, students and staff nurses," she says. "There’s a lot of room for personal improvement here."
Perhaps as important, Rochester says her employer supports and values her work. "If you put in overtime," the nurse points out, "you get your meals-they’ll order in pizza or Greek food or Chinese. " And if staffers feel stiff and stressed from too many hours on the ward, they can call for a free 15-minute shoulder-and-neck massage (按摩) or even sign up for an eight-week evening course on meditation skills and stress-relief. If that’s not enough, employees can take advantage of five family days a year that can be used if the kids come down with the flu or an aging parent needs ferrying to an important doctor’s appointment. And they have access to a range of perks (好处) such as special rates on hotel rooms, drugstore purchases, and scholarships for employees’ children.
You might wonder how an organization can provide such resources and still survive. But University Health Network is one of a number of progressive employers in Canada that have discovered that investing in staff is good business.
If such initiatives help companies cut down on turnover (人员更替) alone, they’re well worthwhile, says Prem Benimadhu, a vice-president at the Conference Board of Canada. It costs anywhere from $3, 300 to rehire support staff, an average $13, 300 for technical staff and a whopping (巨资) $43, 000 for an executive position, according to one study of Conference Board members.
Innovative initiatives help companies attract talented employees, cut down on sick days (which cost Canadian businesses an estimated $17 billion a year. or an average of $3, 550 per employee) and keep employees more interested in their work. With the substantial talent shortage that already exists in Canada and the prospect of mass retirement over the next five years-as many as 50 or 60 per cent in some sectors-Benimadhu says that intelligent employers are putting a renewed focus on the people who work for them.
When Rochester decided to go to school, her employer

A:persuaded her to change her mind. B:fired her. C:cheered her on. D:discouraged her.

More Than Just Money

When Patricia Rochester decided to go back to school after ten years as a staff nurse at Toronto Western Hospital, her employer not only cheered her on but also paid her tuition and gave her a day off with pay every week to study. Throughout her years at the hospital, Rochester has also taken workshops on everything from coaching peers to career development courses that she believes have helped her advance at work. "I’m now head of the mentoring program for new hires, students and staff nurses, "she says, "There’s a lot of room for personal improvement here."
Perhaps as important, Rochester says her employer supports and values her work, "If you put in overtime, "the nurse points out, "you get your meals they’ll order in pizza or Greek food or Chinese." And if staffers feel stiff and stressed from too many hours on the ward, they can call for a flee 15-minute shoulder-and-neck massage or even sign up for an eight-week evening course on meditation skills and stress relief. If that’s not enough, employees can take advantage of five family days a year that can be used if the kids come down with the flu or an aging parent needs ferrying to an important doctor’s appointment. And they have access to a range of perks (好处) such as special rates on hotel rooms, drugstore purchases, and scholarships for employees’ children.
You might wonder how an organization can provide such resources and still survive. But University Health Network is one of a number of progressive employers in Canada that have discovered that investing in staff is good business.
"If such initiatives help companies cut down on turnover (人员更替) alone, they’re well worthwhile", says Prem Benimadhu, a vice-president at the Conference Board of Canada, "it costs anywhere from $3,300 to rehire support staff, an average $13,300 for technical staff and a whopping (巨资) $43,000 for an executive position, according to one study of Conference Board members."
Innovative initiatives help companies attract talented employees cut down on sick days (which cost Canadian businesses an estimated $17 billion a year, or an average of $3,550 per Employee) and keep employees more interested in their work. With the substantial talent shortage that already exists in Canada and the prospect of mass retirement over the next five years, as many as 50 or 60 percent in some sectors, Benimadhu says that intelligent employers are putting a renewed focus on the people who work for them.
When Rochester decided to go to school, her employer ______.

A:persuaded her to change her mind. B:fired her. C:cheered her on. D:discouraged her.

{{B}}第三篇{{/B}}

{{B}}? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? More Than Just Money{{/B}}
? ?When Patricia Rochester decided to go back to school after ten years as a staff nurse at Toronto Western Hospital, her employer not only cheered her on, but also paid her tuition and gave her a day off with pay every week to study. Throughout her years at the hospital, Rochester has also taken workshops on everything from coaching peers to career development — courses that she believes have helped her advance at work. ’Tm now head of the mentoring (指导) program for new hires, students and Staff nurses," she says. "There’s a lot of room for personal improvement here."
? ?Perhaps as important, Rochester says her employer supports and values her work. "If you put in overtime," the nurse points out, "you get your meals — they’ll order in pizza or Greek food or Chinese." And if staffers feel stiff and stressed from too many hours on the ward, they can call for a free 15-minute shoulder-and-neck massage (按摩) or even sign up for an eight-week evening course on meditation skills and stress-relief. If that’s not enough, employees can take advantage of five family days a year that can be used if the kids come down with the flu or an aging parent needs ferrying to an important doctor’s appointment. And they have access to a range of perks (好处) such as special rates on hotel rooms, drugstore purchases, and scholarships for employees’ children.
? ?You might wonder how an organization can provide such resources and still survive. But University Health Network is one of a number of progressive employers in Canada that have discovered that investing in staff is good business.
? ?It such initiatives help companies cut down on turnover (人员更替) alone, they’re well worthwhile, says Prem Benimadhu, a vice-president at the Conference Board of Canada. It costs anywhere from $3,300 to rehire support staff, an average $13,300 for technical staff and a whopping (巨资) $43,000 for an executive position, according to one study of Conference Board members.
? ?Innovative initiatives help companies attract talented employees, cut down on sick days (which cost Canadian businesses an estimated $17 billion a year, or an average of $3,550 per employee) and keep employees more interested in their work. With the substantial talent shortage that already exists in Canada and the prospect of mass retirement over the next five years — as many as 50 or 60 percent in some sectors — Benimadhu says that intelligent employers are putting a renewed focus on the people who work far them.
When Rochester decided to go to school, her employer

A:persuaded her to change her mind. B:fired her. C:cheered heron. D:discouraged her.

第三篇 More Than Just Money When Patricia Rochester decided to go back to school after ten years as a staff nurse at Toronto Western Hospital．her employer not only cheered her on．but also Paid her tuition and gave her a day off with pay every week to study．Throughout her years at the hospital，Rochester has also taken workshops on everything from coaching peers to career development——courses that she believes have helped her advance at work．“I’m now head of the mentoring(指导)program for new hires．students and staff nurses．”she says．“There’s a lot of room for personal improvement here．” Perhaps as important，Rochester says her employer supports and values her work．‘‘If you put in overtime．”the nurse points Out．“you get your meals—they’11 order in pizza or Greek food or Chinese．”And if staffers feel stiff and stressed from too many hours on the ward．they can call for a flee 15-minute shoulder-and-neck massage(按摩)or even sign up for an eight-week evening course on meditation skills and stress-relief．If that’s not enough，employees can take advantage of five family days a year that can be used if the kids come down with the flu or an aging parent needs ferrying to an important doctor’s appointment And they have access to a range of perks(好处)such as special rates on hotel rooms，drugstore purchases，and scholarships for employees’children． You might wonder how an organization can provide such resources and still survive．But University Health Network is one of a number of progressive employers in Canada that have discovered that investing in staff is good business． If such initiatives help companies cut down on turnover(人员更替)alone，they’re well worthwhile．says Prem Benimadhu，a vice—president at the Conference Board of Canada．It costs anywhere frmn$3．300 to rehire support staff，an average$13，300 for technical staff and a whopping(巨资)$43，000 for an executive position，according to one study of Conference Board members Innovative initiatives help companies attract talented employees，cut down on sick days(which cost Canadian businesses an estimated$17 billion a year,or an average of$3，550 per Employee)and keep employees more interested in their work．With the substantial talent shortage that already exists in Canada and the prospect of mass retirement over the next five years—as many as 50 or 60 percent in some sectors—Benimadhu says that intelligent employers are putting a renewed focus on the people who work for them． When Rochester decided to go to school，her employer

A:persuaded her to change her mind B:fired her． C:cheered her on． D:discouraged her．

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