求两个英文故事要好背的、简短的、简单的两个儿童小故事.最好有英汉对照，三四行就可以了，不要再多了！

求两个英文故事要好背的、简短的、简单的两个儿童小故事.最好有英汉对照，三四行就可以了，不要再多了！
求两个英文故事
要好背的、简短的、简单的两个儿童小故事.
最好有英汉对照，三四行就可以了，不要再多了！

求两个英文故事要好背的、简短的、简单的两个儿童小故事.最好有英汉对照，三四行就可以了，不要再多了！
小鼹鼠和妈妈The Mole and His Mother
A MOLE,a creature blind from birth,once said to his Mother:"I am sure than I can see,Mother!" In the desire to prove to him his mistake,his Mother placed before him a few grains of frankincense,and asked,"What is it?' The young Mole said,"It is a pebble." His Mother exclaimed:"My son,I am afraid that you are not only blind,but that you have lost your sense of smell.
参考译文：小鼹鼠和妈妈
传说鼹鼠的眼睛是瞎的,可小鼹鼠却对妈妈说他能看得见.妈想试验他一下,便拿来一 小块香喷喷的食物,放在他面前,并问他是什么.他说是一颗小石头.母亲说：“啊,不幸 的孩子,你不但眼睛看不见,连鼻子也没用了.” 这故事是说,那些爱吹牛说大话的人,常常夸海口能做大事,却在一些微不足道的事情 上暴露了本质.
双语格林童话：狼和人
Once upon a time the fox was talking to the wolf about the strength of man,how no animal could withstand him,and how all were obliged to employ cunning in order to protect themselves from him.
The wolf answered,"If I could see a man just once,I would attack him nonetheless."
"I can help you to do that," said the fox."Come to me early tomorrow morning,and I will show you one."
The wolf arrived on time,and the fox took him out to the path which the huntsman used every day.First an old discharged soldier came by.
"Is that a man?" asked the wolf.
从前有只狐狸向狼谈起人的力量,说没有动物能抵挡得了,所以他认为所有动物都必须施展计谋才能保护自己.可狼回答说：“假如我有机会碰到一个人,我就扑上去让他无法抵挡.”狐狸说：“我可以帮你碰到人啊.明早你早点来我家,我把他指给你看.”
第二天,狼很早就来了,狐狸带它来到猎人每天的必经之路.
他们碰到的第一个人是个退役老兵,狼问：“那是个人吗?”
The Latecomers Surpass the Old-timers（后来居上）
Ji An lived at the time of Emperor Wudi of the Western Han Dynasty (206 B.C.-A.D.24).He was respected for being upright and just and for daring to speak the truth.He did not bother about small matters in personal behavior and in being an official.He was particular about actual effects and,although he did not cause a stir,he could keep the prefecture he governed in perfect order.Because of this,the imperial court transferred him to the central government from being the perfect of the Donghai Prefecture to being a commander in charge of the appointment and dismissal of the local officials.

Just for today
Just for today I will try to live through this day only and not tackle my whole life problem at once. I can do
something for twelve hours that would appall me if I had to keep ...

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Just for today
Just for today I will try to live through this day only and not tackle my whole life problem at once. I can do
something for twelve hours that would appall me if I had to keep it up for a lifetime.
Just for today I will be happy. This assumes to be true what Abraham Lincoln said, that "Most folks are as happy as
they make up their minds to be."
Just for today I will adjust myself to what is, and not try to adjust everything to my own desires. I will take my
"luck" as it comes.
Just for today I will try to strengthen my mind. I will study. I will learn something useful. I will not be a mental
loafer. I will read something that requires effort, thought and concentration.
Just for today I will exercise my soul in three ways. I will do somebody a good turn and not get found out: If
anybody knows of it, it will not count. I will do at least two things I don't want to do-just for exercise. I will
not show anyone that my feelings are hurt: they may be hurt, but today I will not show it.
Just for today I will be agreeable. I will look as well as I can, dress becomingly, talk low, act courteously,
criticize not one bit, and try not to improve or regulate anybody but myself.
Just for today I will have a program, I may not follow it exactly, but I will have it. I will save myself from two
pests: hurry and indecision.
Just for today I will have a quiet half hour all by myself and relax. During this half hour, sometime, I will try to
get a better perspective of my life.
Just for today I will be unafraid. Especially I will not be afraid to enjoy what is beautiful, and to believe that
as I give to the world, so the world will give to me.
Heads you win, tails you win
Pay freezes. Unpaid leave. Mass redundancies. For many workers, the past year has been fraught with insecurity. And
for those lucky enough to hang on to their jobs in the recession, wage increases are getting stingier: average
earnings in the private sector were rising at 3.1% year on year at the end of 2008,and the rate slipped to 2.1%
(including bonuses) by this summer. Compare that with the view from the boardroom. As we report today, over the past
financial year, directors of FTSE-100 companies have seen a 10% jump in their basic pay. No recession here.
As delegates gather in Liverpool today for the TUC conference, our survey is a reminder of the widening gulf between
the boardroom and the shopfloor or open-plan office. Sure, directors' bonuses are shrinking and the choppiness of
the stock market means that fewer share options are getting cashed in – but amid the bleakest business conditions
in decades their basic salaries are still rising at a rate well above that of the typical private-sector employee.
Then there are the directors who, when they struggle to meet their own targets, shift the goalposts and hand out the
cash anyway. Last year, FTSE-250 housebuilder Bellway decided to award its top three executives more than 55% of
their combined salaries for "very good" performance in "extremely challenging conditions". On pay, the cynical logic
of the corporate boardroom seems to be "Heads you win, tails you still win."
So much for the common-or-garden FTSE executive; above them sits a corporate super-elite earning not hundreds of
thousands, but millions a year. Take Bart Becht, who, as chief executive of Reckitt Benckiser, is Britain's best-
paid FTSE boss. His package last year was worth £36.8m – a 65% rise on the year before. Mr Becht and others in the
millionaires' club would defend their gigantic rewards as a just return for outstripping competitors. Are they
right? No. First, Reckitt shareholders – the ultimate owners of the company – are clearly not convinced their
manager should be paid so much, which is why an unusually large proportion of votes were cast last time in protest
at his pay packet. Second, the conventional measures of management's value to shareholders – earnings per share and
total shareholder return (or share performance plus dividends) – are generally agreed not to be particularly
telling. Third, the evidence shows that a company focused on shareholder value – rather than the quality of its
products or service, or the sustainability of its business – actually performs worse for its shareholders in the
long run. The sub-prime crisis surely rams that point home. Ultimately, it is unhealthy for a society to have
runaway pay at the top and the rest left behind. Literally unhealthy, as the recent book The Spirit Level by Richard
Wilkinson and Kate Pickett demonstrates: a big income gap breeds a variety of social evils, from more murders to
worse mental health.
The remedy conventionally prescribed for boardroom plunder is that shareholders must slap down their executives, but
that is not working. According to the corporate-governance advisers Manifest, even after a terrible year for
investors, the proportion of shareholders who voted against boardroom pay in the last round of AGMs was dismally low
at 12%. Perhaps ignorance is partly to blame: the proportion of those voting against the performance-linked payouts
– the bit that yields the telephone-number money – was below 8%. or perhaps it is well-padded complacency: the
City professionals who manage our pension funds are often on equally stratospheric wages. One easy way to sharpen up
institutional investors would be to mandate them, to state how they voted on each pay resolution – and why. Another
measure worth examining would be to shake up company boards, by installing workers and others – consumers, business
partners - who deal with the firm. Our boardrooms often resemble cosy clubs carving out mutually agreeable pay and
pension deals; it is time to change that.

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