The average cost of one day in a hospital in that country can run as high as $400. 在那個國家里一天的平均住院費用可高達(dá)400美元.5 as soon as 一--就I will ting you up as soon as I get there. 我一到那里就給你打電話.5)as well as 既--又He has experience as well as knowledge.他既有知識又又經(jīng)驗.要點18 表示相似.類同的幾種方法? 主語 alike the same similar The two brothers are very much alike. 兄弟倆非常相像.The two books are the same. 這兩本書是一樣的.The methods used by the three teachers are similar. 這三位教師使用的方法相類似. the same as 2) 主語+be+ { similar to } +名詞 like John's hat is very much like mine in style/size. 約翰的帽子的款式很像我的 . Your opinion is similar to ours in many ways. 你的觀點在許多方面與我們相似.The price is the same as last year. 這價格與去年相同. age 3)主語+be+the same { size } +as+名詞 colour weight The suitcase is the same size as that one. 這衣箱與那個一樣大小.He is the same age as his wife. 他與他的妻子同年.4) 在以上句型中.也可常用動詞look來替代be動詞. The pen looks like mine. 這筆看上去像我的.The two houses look alike. 這兩幢房子看上去相似.要點19 表示相異.不同1) differ from 與--不同.Nylon differs from silk in cost. 尼龍和絲綢在成本方面不同.2) be different from 與--不同.Their house is different from ours in style. 他們的房子風(fēng)格跟我們的不同. 3) unlike 不同.不像.My son is unlike me in every respect. 我的兒子沒有一處像我.要點20 無比較級.最高級的詞circular,silent,east,empty,false,first,golden,matchless,perfect,right.round,square,true,unique.wrong.absolute.mere.atomic.daily.monthly.yearly.physical.wooden--五.介詞介詞又叫前置詞.是一種虛詞.介詞分為三種.一種是簡單介詞.如at, in, on, beside, to , for等,另一種是短語介詞.即由兩個以上的詞組組成的短語.如in front of, because of, out of, instead of等,還有一種叫二重介詞.如until after, from behind等.(一)介詞的句法功能介詞不能獨立在句中做成份.介詞后必須與名詞.代詞.或動名詞構(gòu)成介詞短語在句中充當(dāng)一個成份.表示人.物.事件等與其它人.物.事件等之間的關(guān)系. 查看更多

 

題目列表(包括答案和解析)

Narayana Hrudayalaya, a complex of health centers based in southern India, offers low-cost, high-quality specialty care in a largely poor country of 1.2 billion people. By thinking differently about everything from the unusually high number of patients it treats to the millions for whom it provides insurance, the hospital group is able to continually reduce costs. Narayana Hrudayalaya’s operations include the world’s largest and most productive cardiac (心臟病的) hospital, where the average open-heart surgery runs less than $2,000, a third or less what it costs elsewhere in India.
Narayana Hrudayalaya’s origins date back to 2001, when it built its massive cardiac center on the outskirts (市郊)of Bangalore. But it has expanded since then into what founder Dr. Devi Shetty calls a "health city," a series of centers specializing in eye, trauma, and cancer care. Narayana Hrudayalaya now manages or owns hospitals in 14 other Indian cities.
Expanding access is paired with a ongoing focus on efficiency. Typically, says Shetty, private hospitals in India focus on patients who can easily afford treatment. "We did it the other way around," he says. "This hospital is for poor people, but we also treat some rich people. We don’t look at people who are sgabbily dressed and have trouble paying as outsiders. "  Narayana Hrudayalaya’s flagship hospital has 3,000 beds and negotiates for better prices and buys directly from manufacturers, cutting out distributors.
In addition to cost-cutting, Narayana Hrudayalaya finds creative ways to make the economics work. The company started a micro-insurance program backed by the government that enables 3 million farmers to have coverage for as little as 22 cents a month in premiums(保險費). Patients who pay discounted rates are in effect compensated by those who pay full price
Doing something--doing more, actually--is the point. By 2017, Shetty, 58, plans to expand from 5,000 beds throughout India to 30,000. Before becoming one of India’s best-known health-care entrepreneurs, Shetty was its best-known heart surgeon. He was interrupted in surgery one day during the 1990s by a request to make a house call. "I said, 'I don’t make home visits,'?" Shetty says, "and the caller said, 'If you see this patient, the experience may transform your life.'?" The request was from Mother Teresa. Inspired by the her work with the poor, he then set out to create a hospital to deliver care based on need, not wealth.  "One lesson she taught me," he says, quoting a saying he keeps framed in his office, "is 'Hands that sew are holier than lips that pray.'?"
【小題1】Narayana Hrudayalayastarted a micro-insurance to _______.

A.cut down on the cost of the treatmentB.get the support of the government
C.make the company run smoothlyD.a(chǎn)ttract more people to its hospital
【小題2】We can infer from the passage that _______.
A.the cost of medicine care in India is very low
B.Shetty wouldn’t have succeeded without Mother Teresa
C.Shetty and his colleagues are likely to make home visits now
D.Shetty has expanded his hospitals to most of other cities in India
【小題3】Why did Shetty build the massive cardiac center in 2001?
A.He wanted to build a health city.
B.He was motivated and decided to help more people.
C.He intended to develop his career in different areas.
D.He meant to help more poor people get free treatment.
【小題4】How would you understand the underlined sentence in the last paragraph ?
A.It’s doing something and doing more that really matters.
B.It’s not easy to take positive action to contribute to society.
C.Healthcare workers are the holiest persons in the world.
D.Praying alone is of no significance in face of difficult situation.

查看答案和解析>>

Narayana Hrudayalaya, a complex of health centers based in southern India, offers low-cost, high-quality specialty care in a largely poor country of 1.2 billion people. By thinking differently about everything from the unusually high number of patients it treats to the millions for whom it provides insurance, the hospital group is able to continually reduce costs. Narayana Hrudayalaya’s operations include the world’s largest and most productive cardiac (心臟病的) hospital, where the average open-heart surgery runs less than $2,000, a third or less what it costs elsewhere in India.
Narayana Hrudayalaya’s origins date back to 2001, when it built its massive cardiac center on the outskirts (市郊)of Bangalore. But it has expanded since then into what founder Dr. Devi Shetty calls a “health city”, a series of centers specializing in eye, trauma(創(chuàng)傷), and cancer care, Narayana Hrudayalaya now manages or owns hospitals in 14 other Indian cities.
Expanding access is paired with a ongoing focus on efficiency. Typically, says Shetty, private hospitals in India focus on patients who can easily afford treatment. “We did it the other way around,” he says. “This hospital is for poor people, but we also treat some rich people. We don’t look at people who are shabbily dressed and have trouble paying as outsiders.” Narayana Hrudayalaya’s flagship hospital has 3,000 beds and negotiates for better prices and buys directly from manufacturers, cutting out distributors(分銷商).
In addition to cost-cutting, Narayana Hrudayalaya finds creative ways to make the economics work. The company started a micro-insurance program backed by the government that enables 3 million farmers to have coverage for as little as 22 cents a month in premiums(保險費). Patients who pay discounted rates are in effect compensated by those who pay full price
Doing something—doing more, actually—is the point. By 2017, Shetty, 58, plans to expand from 5,000 beds throughout India to 30,000. Before becoming one of India’s best-known health-care entrepreneurs, Shetty was its best-known heart surgeon. He was interrupted in surgery one day during the 1990s by a request to make a house call. “I said, ‘I don’t make home visits,’?” Shetty says, “and the caller said, ‘If you see this patient, the experience may transform your life.’”The request was from Mother Teresa. Inspired by her work with the poor, he then set out to create a hospital to deliver care based on need, not wealth. “One lesson she taught me,” he says, quoting a saying he keeps framed in his office, “is ‘Hands that sew are holier than lips that pray.’”

  1. 1.

    Narayana Hrudayalaya started a micro-insurance to _______

    1. A.
      cut down on the cost of the treatment
    2. B.
      get the support of the government
    3. C.
      make the company run smoothly
    4. D.
      attract more people to its hospital
  2. 2.

    We can infer from the passage that _______

    1. A.
      the cost of medicine care in India is very low
    2. B.
      Shetty wouldn’t have succeeded without Mother Teresa
    3. C.
      Shetty and his colleagues are likely to make home visits now
    4. D.
      Shetty has expanded his hospitals to most of other cities in India
  3. 3.

    Why did Shetty build the massive cardiac center in 2001?

    1. A.
      He wanted to build a health city
    2. B.
      He was motivated and decided to help more people
    3. C.
      He intended to develop his career in different areas
    4. D.
      He meant to help more poor people get free treatment
  4. 4.

    How would you understand the underlined sentence in the last paragraph ?

    1. A.
      It’s doing something and doing more that really matters
    2. B.
      It’s not easy to take positive action to contribute to society
    3. C.
      Healthcare workers are the holiest persons in the world
    4. D.
      Praying alone is of no significance in face of difficult situation

查看答案和解析>>

Narayana Hrudayalaya, a complex of health centers based in southern India, offers low-cost, high-quality specialty care in a largely poor country of 1.2 billion people. By thinking differently about everything from the unusually high number of patients it treats to the millions for whom it provides insurance, the hospital group is able to continually reduce costs. Narayana Hrudayalaya’s operations include the world’s largest and most productive cardiac (心臟病的) hospital, where the average open-heart surgery runs less than $2,000, a third or less what it costs elsewhere in India.

Narayana Hrudayalaya’s origins date back to 2001, when it built its massive cardiac center on the outskirts (市郊)of Bangalore. But it has expanded since then into what founder Dr. Devi Shetty calls a "health city," a series of centers specializing in eye, trauma, and cancer care. Narayana Hrudayalaya now manages or owns hospitals in 14 other Indian cities.

Expanding access is paired with a ongoing focus on efficiency. Typically, says Shetty, private hospitals in India focus on patients who can easily afford treatment. "We did it the other way around," he says. "This hospital is for poor people, but we also treat some rich people. We don’t look at people who are sgabbily dressed and have trouble paying as outsiders. "  Narayana Hrudayalaya’s flagship hospital has 3,000 beds and negotiates for better prices and buys directly from manufacturers, cutting out distributors.

In addition to cost-cutting, Narayana Hrudayalaya finds creative ways to make the economics work. The company started a micro-insurance program backed by the government that enables 3 million farmers to have coverage for as little as 22 cents a month in premiums(保險費). Patients who pay discounted rates are in effect compensated by those who pay full price

Doing something--doing more, actually--is the point. By 2017, Shetty, 58, plans to expand from 5,000 beds throughout India to 30,000. Before becoming one of India’s best-known health-care entrepreneurs, Shetty was its best-known heart surgeon. He was interrupted in surgery one day during the 1990s by a request to make a house call. "I said, 'I don’t make home visits,'?" Shetty says, "and the caller said, 'If you see this patient, the experience may transform your life.'?" The request was from Mother Teresa. Inspired by the her work with the poor, he then set out to create a hospital to deliver care based on need, not wealth.  "One lesson she taught me," he says, quoting a saying he keeps framed in his office, "is 'Hands that sew are holier than lips that pray.'?"

1.Narayana Hrudayalayastarted a micro-insurance to _______.

A.cut down on the cost of the treatment       B.get the support of the government

C.make the company run smoothly            D.a(chǎn)ttract more people to its hospital

2.We can infer from the passage that _______.

A.the cost of medicine care in India is very low

B.Shetty wouldn’t have succeeded without Mother Teresa

C.Shetty and his colleagues are likely to make home visits now

D.Shetty has expanded his hospitals to most of other cities in India

3.Why did Shetty build the massive cardiac center in 2001?

A.He wanted to build a health city.

B.He was motivated and decided to help more people.

C.He intended to develop his career in different areas.

D.He meant to help more poor people get free treatment.

4.How would you understand the underlined sentence in the last paragraph ?

A.It’s doing something and doing more that really matters.

B.It’s not easy to take positive action to contribute to society.

C.Healthcare workers are the holiest persons in the world.

D.Praying alone is of no significance in face of difficult situation.

 

查看答案和解析>>


同步練習(xí)冊答案