Key Chinese Characters and words of HSK 2 Reading Comprehension Essay
- 给 公共汽车 公司 贵 过
HSK 2 Essay title (标题)
给公共汽车公司的“贵”过账单
HSK 2 Reading Comprehension Essay, Questions and Answers
1. 故事标题
《给公共汽车公司的“贵”过账单》
2. 中文故事
在城市的一角，有一家公共汽车公司，它承担着市民日常出行的重要任务。公司的经理是个认真负责的人，一直努力确保车辆的正常运行和乘客的舒适体验。
有一天，公司收到了一份来自供应商的账单。当经理仔细查看账单时，发现上面列出的配件价格贵得离谱，远远超出了市场正常水平。他皱起了眉头，心里想着：“这价格也太‘贵’过了，我们可不能当冤大头。”
经理立刻安排工作人员进行调查，发现供应商存在恶意抬价的行为。原来，供应商以为公共汽车公司财大气粗，不会在意这点价格差异，便想趁机大赚一笔。
经理没有坐视不管，他亲自联系了供应商，严肃地指出：“你们给出的价格贵得过分了，我们公司虽然需要这些配件，但也不会接受不合理的报价。如果你们不调整价格，我们将终止合作，寻找更合适的供应商。”
供应商一开始还试图狡辩，但在经理有理有据的反驳下，最终不得不承认错误，并重新给出了合理的报价。公共汽车公司成功避免了经济损失，也维护了自身的权益。从那以后，公司更加注重采购环节的监督，确保每一笔支出都合理透明。
3. 客观类型问题及答案
问题 1：公共汽车公司收到的是什么账单？
A. 员工工资账单
B. 供应商的配件账单
C. 水电费账单
D. 广告宣传费账单
答案：B
问题 2：经理看到账单后有什么反应？
A. 觉得价格很合理
B. 认为价格贵得离谱
C. 觉得价格有点高但能接受
D. 没有在意账单
答案：B
问题 3：供应商为什么恶意抬价？
A. 供应商自己成本增加了
B. 以为公共汽车公司不会在意价格差异
C. 市场上配件普遍涨价
D. 供应商想为公共汽车公司提供更好的配件
答案：B
问题 4：经理是如何处理供应商恶意抬价问题的？
A. 直接支付了高价账单
B. 安排工作人员调查后亲自联系供应商要求调整价格
C. 向上级部门反映等待指示
D. 更换了公司其他管理人员处理
答案：B
问题 5：供应商一开始面对经理的指责有什么表现？
A. 立刻承认错误并调整价格
B. 试图狡辩
C. 拒绝沟通
D. 提出增加其他服务来弥补高价
答案：B
问题 6：公共汽车公司最终避免了什么？
A. 车辆损坏
B. 乘客投诉
C. 经济损失
D. 员工离职
答案：C
问题 7：从那以后公司更加注重什么环节的监督？
A. 车辆维修环节
B. 采购环节
C. 乘客服务环节
D. 广告宣传环节
答案：B
问题 8：以下哪项说法不符合故事内容？
A. 公共汽车公司经理认真负责
B. 供应商重新给出合理报价后合作继续
C. 公共汽车公司一开始就接受了供应商的高价
D. 公司维护了自身权益
答案：C
English Interpretation of the Chinese HSK 2 Reading Comprehension Essay
4. 英文故事
In a corner of the city, there was a public bus company that played a crucial role in the daily commute of citizens. The company’s manager was a conscientious and responsible person who always strived to ensure the smooth operation of the buses and a comfortable experience for the passengers.
One day, the company received a bill from a supplier. When the manager carefully examined the bill, he found that the prices of the spare parts listed were outrageously high, far exceeding the normal market levels. He frowned and thought to himself, “This price is way too ‘expensive’. We can’t be taken for a ride like this.”
The manager immediately arranged for the staff to conduct an investigation and found that the supplier had engaged in malicious price-gouging. It turned out that the supplier thought the public bus company was wealthy and wouldn’t care about such price differences, so they tried to make a huge profit.
The manager didn’t sit idly by. He personally contacted the supplier and sternly pointed out, “The prices you’ve given are way over the top. Although our company needs these spare parts, we won’t accept unreasonable quotes. If you don’t adjust the prices, we’ll terminate the cooperation and look for a more suitable supplier.”
At first, the supplier tried to make excuses, but under the manager’s well-reasoned rebuttals, they finally had to admit their mistake and offer a reasonable quote again. The public bus company successfully avoided financial losses and safeguarded its own rights and interests. From then on, the company paid more attention to the supervision of the procurement process to ensure that every expenditure was reasonable and transparent.
