单选题The biggest problem facing Chile as it promotes itself as a tourist destination to be reckoned with, is that it is at the end of the earth. It is too far south to be a convenient stop on the way to anywhere else and is much farther than a relatively cheap half-day"s flight away from the big tourist markets, unlike Mexico, for example. Chile, therefore, is having to fight hard to attract tourists, to convince travelers that it is worth coming halfway round the world to visit. But it is succeeding, not only in existing markets like the USA and Western Europe but in new territories, in particular the Far East. Markets closer to home, however, are not being forgotten. More than 50% of visitors to Chile still come from its nearest neighbor, Argentina, where the cost of living is much higher. Like all South American countries, Chile sees tourism as a valuable earner of foreign currency, although it has been far more serious than most in promoting its image abroad. Relatively stable politically within the region, it has benefited from the problems suffered in other areas. In Peru, guerrilla warfare in recent years has dealt a heavy blow to the tourist industry and fear of street crime in Brazil has reduced the attraction of Rio de Janeiro as a dream destination for foreigners. More than 150,000 people are directly involved in Chile"s tourist sector, an industry which earns the country more than US $ 950 million each year. The state-run National Tourism Service, in partnership with a number of private companies, is currently running a worldwide campaign, taking part in trade fairs and international events to attract visitors to Chile. Chile"s great strength as a tourist destination is its geographical diversity. From the parched Atacama Desert in the north to the Antarctic snowfields of the south, it is more than 5,000km long. With the Pacific on one side and the Andean mountains on the other, Chile boasts natural attractions. Its beaches are not up to Caribbean standards but resorts such as Vina del Mar are generally clean and unspoilt and have a high standard of services. But the tromp card is the Andes mountain range. There are a number of excellent ski resorts within one hour"s drive of the capital, Santiago, and the national parks in the south are home to rare animal and plant species. The parks already attract specialist visitors, including mountaineers, who come to climb the technically difficult peaks, and fishermen, lured by the salmon and trout in the region"s rivers. However, infrastructural development in these areas is limited. The ski resorts do not have as many lifts and pistes as their European counterparts and the poor quality of roads in the south means that only the most determined travelers see the best of the national parks. Air links between Chile and the rest of the world are, at present, relatively poor. While Chile"s two largest airlines have extensive networks within South America, they operate only a small number of routes to the United States and Europe, while services to Asia are almost non-existent. Internal transport links are being improved and luxury hotels are being built in one of its national parks. Nor is development being restricted to the Andes. Easter Island and Chile"s Antarctic Territory are also on the list of areas where the Government believes it can create tourist markets. But the rush to open hitherto inaccessible areas to mass tourism is not being welcomed by everyone. Indigenous and environmental groups, including Greenpeace, say that many parts of the Andes will suffer if they become over-developed. There is a genuine fear that areas of Chile will suffer the cultural destruction witnessed in Mexico and European resorts. The policy of opening up Antarctica to tourism is also politically sensitive. Chile already has permanent settlements on the ice and many people see the decision to allow tourists there as a political move, enhancing Santiago"s territorial claim over part of Antarctica. The Chilean Government has promised to respect the environment as it seeks to bring tourism to these areas. But there are immense commercial pressures to exploit the country"s tourism potential. The Government will have to monitor developments closely if it is genuinely concerned in creating a balanced, controlled industry and if the price of an increasingly lucrative tourist market is not going to mean the loss of many of Chile"s natural riches.

单选题Birthdays axe such happy ______ when all your old friends can get together and have a good time.

单选题We may infer from the passage that dreaming ______.

单选题Baroque has been the term used by art historian for almost a century to______ the dominant style of the period 1600~1750. (2004年西南财经大学考博试题)

单选题I had no idea he was there, I met him______.

单选题______ his surprise, the manager found nobody in the meeting room. A) At B) To C) For D) With

单选题With a series of well-timed deals, private-equity firms are giving traditional mediamanagers cause to be envious, The Warner Music transaction, in which Edgar Bronfman junior and three private-equity firms paid Time Warner $ 2.6 billion for the unit in 2003, is already judged a financial triumph for the buyers. Their success is likely to draw still more private-equity into the industry. And the investments are likely to get bigger: individual privateequity funds are growing—a $10 billion fund is likely this year—so even the biggest media firms could come within range, especially ff private-equity investors club together, Some private-equity firms have long put money in media assets, but mostly reliable, relatively obscure businesses with stable cash flows. Now, some of them are placing big strategic bets on the more volatile bits, such as music and movies. And they are currently far more confident than the media old guard that the advertising cycle is about to turn sharply upwards. One reason why private-equity is making its presence felt in media is that it has a lot of money to invest. Other industries are feeling its weight too. But private-equity's buying spree (狂购乱买) reveals a lot about the media business in particular. Media conglomerates (联合公司) lack the confidence to make big acquisitions, after the last wave of deals went wrong. Executives at Time Warner, for instance, which disastrously merged with AOL in 2000, wanted to buy MGM, a movie studio, but the board (it is said) were too nervous. Instead, private-equity firms combined with Sony, a consumer-electronics giant, to buy MGM late last year. Private-equity's interest also reflects the fact that revenue growth in media businesses such as broadcast TV and radio is now hard to come by. The average annual growth rate for 12 categories of established American media businesses in 1998-2003, excluding the internet, was just 3.4% , says Veronis Suhler Stevenson, an investment bank. Private-equity puts a higher value on low-growth, high cashflow assets than the public stockmarket, says Jonathan Nelson, founder of Providence Equity Partners, a media-focused private-equity firm. What private-equity men now bring to the media business, they like to think, is financial discipline plus an enthusiastic attitude towards new technology. Old-style media managers, claim the newcomers, are still in denial about how technology is transforming their industry. Traditional media managers grudgingly agree that, so far, private-equity investors are doing very nicely indeed from their entertainment deals. The buyers of Warner Music have already got back most of their $ 2.6 billion from the farm by cutting costs, issuing debt and making special payouts to shareholders. This year, its investors are expected to launch an initial public offering, which could bring them hundreds of millions more.

单选题After several nuclear disasters, a______has raged over the safety of nuclear energy.(电子科技大学2005年试题)

单选题The touch excites no defensive response unless the approach is from above where the spider can see the motion, ______on its hind legs, lifts its front legs, opens its fangs and holds this threatening posture as long as the object continues to move.

单选题Weve got two TV sets, but we still cant watch anything because ______ woks properly. A) each B) either C) neither D) be

单选题When was English only spoken in England?

单选题Over the past decade, American companies have tried hard to find ways to discourage senior managers from feathering their own nests at the expense of their shareholders. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses' pay to various performance measures, and giving bosses share options, so that they have the same long-term interests as their shareholders. These reforms have been widely adopted by America's larger companies, and surveys suggest that many more companies are thinking of following their lead. But have they done any good? Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. Start with those independent boards. On the face of it, dismissing the boss's friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a study by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsiders spend much of their time building alliances, doing personal favors and generally pleasing the outsiders. All too often, these seductions succeed. Mr. Westphal found that, to a remarkable degree, "independent" boards pursue strategies that are likely to favor senior managers rather than shareholders. Such companies diversify their business, increase the pay of executives and weaken the link between pay and performance. To assess the impact of performance-related pay, Mr. Westphal asked the bosses of 103 companies with sales of over $1 billion what measurements were used to determine their pay. The measurements varied widely, ranging from sales to earnings per share. But the researcher's big discovery was that bosses attend to measures that affect their own incomes and ignore or play down other factors that affect a company's overall success. In short, bosses are quick to turn every imaginable system of corporate government to their advantage--which is probably why they are the people who are put in charge of things. Here is a paradox for the management theorists: any boss who cannot beat a system designed to keep him under control is probably not worth having.

单选题Many American colleges permit foreign students to live in college housing or housing not owned by the university, such as an apartment. College housing is usually in a dormitory, or dorm for short. Many foreign students say that the dorms are less costly than apartments. They say dorms offer quiet study areas and areas for social activities or sports. They say dorms are close to places they go every day, like the library, computer center and classrooms. They also say that living in the room provides the best chance to get to know other students. Dormitories may have as few as twelve students or as many as one thousand. Some dorms are organized into areas called suites. Suites have several bedrooms, a large, living area and a bathroom. Six or more people may live in one suite. Other dorms have many rooms along a hallway. Two students usually live in each room. On each floor there is a large bathroom for all the students who live on that floor. Sometimes there is also a kitchen for preparing food. In most universities, males and females live in the same dorm. They may even live on the same floor. But they usually may not live in the same room or suite. Most universities have some dorms for men and women.

单选题As soon as she entered the room, the girl caught sight of the flowers ______ by her mother.

单选题Everybody is here, ______?A. isn't everybodyB. isn't itC. isn't heD. aren't they

单选题A : Do you mind my taking this seat? B:______ A. Yes, sit down please. B. No, of course not. C. Yes, take it please. D. No, you can't take it.

单选题Discoveries in science and technology are thought by "untaught minds" to come in blinding flashes or as the result of dramatic accidents. Sir Alexander Fleming did not, as legend would have it, look at the mold on a piece of cheese and get the idea for penicillin there and then. He experimented with antibacterial substances for nine years before he made his discovery. Inventions and innovations almost always come out of laborious trial and error. Innovation is like soccer; even the best players miss the goal and have their shots blocked much more frequently than they score. The point is that the players who score most are the ones who take the most shots at the goal — and so it goes with innovation in any field of activity. The prime difference between innovators and others is one of approach. Everybody gets ideas, but innovators work consciously on theirs, and they follow them through until they prove practicable or otherwise. What ordinary people see as fanciful abstractions, professional innovators see as solid possibilities. "Creative thinking may mean simply the realization that there's no particular virtue in doing things the way they have always been done," wrote Rudolph Flesch, a language authority. This accounts for our reaction to seemingly simple innovations like plastic garbage bags and suitcases on wheels that make life more convenient: "How come nobody thought of that before?" The creative approach begins with the proposition that nothing is as it appears. Innovators will not accept that there is only one way to do anything. Faced with getting from A to B, the average person will automatically set out on the best-known and apparently simplest route. The innovator will search for alternate courses, which may prove easier in the long run and are bound to be more interesting and challenging even if they lead to dead ends. Highly creative individuals really do march to a different drummer.