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  3. When next year’s crop of high-school graduates arrive at Oxford University in the fall, they’ll be joined by a new face; Andrew

When next year’s crop of high-school graduates arrive at Oxford University in the fall, they’ll be joined by a new face; Andrew

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问题     When next year’s crop of high-school graduates arrive at Oxford University in the fall, they’ll be joined by a new face; Andrew Hamilton, the 55-year-old provost of Yale will become Oxford’s vice chancellor-a position equivalent to university president in the United States, with responsibility for the day-to-day running of the prestigious institution. Hamilton, a distinguished chemist, isn’t the only educator crossing the pond. Schools in France, Egypt, Singapore and elsewhere have also recently made top-level hires from abroad.
    Higher education has become a big and competitive business these days, and like so many businesses, it’s gone global. Yet the talent flow isn’t universal. High-level personnel tend to head in only one direction; outward from the United States. The chief reason is that American schools just don’t tend to seriously consider looking abroad. For example, when the board of the University of Colorado searched for a new president to oversee its three campuses or a 52,000 students, it wanted a leader familiar with the state government, the source of a hefty chunk of the university’s budget. The board ultimately picked a businessman or a political activist who is likely to excel at the main task of modern university presidents; fund-raising.
    Fund-raising is a distinctively American thing. This strength is largely a product of experience and necessity, since U. S. schools rely heavily on philanthropy. At Harvard last year, philanthropy made up 40 percent of the total budget. Many European universities, meanwhile, are still mostly dependent on government funding. But state support has failed to keep pace with rising student numbers. In Britain, for example, government contributions dropped from $14,000 per student in 1990 to $9,000 in 2006. This decline has made fund-raising an increasingly necessary ability among administrators, and has hired committees clamoring for Americans.
    In the past few years, prominent schools around the world have joined the trend. In 2003, when Cambridge University appointed Alison Richard, another former Yale provost, as its vice chancellor, the university publicly stressed that in her previous job she had overseen " a major strengthening of Yale’s financial position". Her hiring was part of a larger initiative—in 2005 Cambridge launched a 10-year, $2 billion development plan, and this year Oxford followed suit with its own $2. 5 billion campaign. Both schools have opened development offices in the United States in order to tap wealthy alumni in a country already accustomed to giving.
    Of course, fund-raising isn’t the only skill outsiders offer. The globalization of education means more universities will be seeking heads with international experience of some kind to bolster international programs and attract a global student body. Foreigners can offer a fresh perspective on established practices. In this area of the global economy, at least, U. S. exports still rule.
Which of the following is an essential ability of American university presidents?
选项 A、Remaining active in both business and politics.
B、Practising as an educator for more than ten years.
C、Raising money to improve the financial position.
D、Establishing a good relationship with the government.
答案C
解析 推理题。由题干关键词American university presidents定位至第三段。该段首先继续第二段提及的美国高校校长的首要任务是集资这一话题，介绍了欧美高校的资助来源不同。接下来举例说明：由于英国高校扩招，政府对所有学生的资助已是杯水车薪。在这种情况下，雇用善于筹款的大学管理者已迫在眉睫，而美国高校管理者往往兼具做学问和管财务两种能力，因此，各国高校对美国高校的顶级管理人才求贤若渴。因此，[C]为美国高校管理者的必备素质，故为正确答案。此题跨越两个自然段，因此有一定难度。结合题干关键词an
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