单选题More and more, the operations of our businesses, governments, and financial institutions are controlled by information that exists only inside computer memories. Anyone clever enough to modify this information for his own purposes can reap substantial rewards. Even worse, a number of people who have done this and been caught at it have managed to get away without punishment. It"s easy for computer crimes to go undetected if no one checks up on what the computer is doing. But even if the crime is detected, the criminal may walk away not only unpunished but with a glowing recommendation from his former employers. Of course, we have no statistics on crimes that go undetected. But it"s disturbing to note how many of the crimes we do know about were detected by accident, not by systematic inspections or other security procedures. The computer criminals who have been caught may been the victims of uncommonly bad luck. For example, a certain keypunch operator complained of having to stay overtime to punch extra cards. Investigation revealed that the extra cards she was being asked to punch were for dishonest transactions. In another case, dissatisfied employees of the thief tipped off the company that was being robbed. Unlike other lawbreakers, who must leave the country, commit suicide, or go to jail, computer criminals sometimes escape punishment, demanding not only that they not be charged but that they be given good recommendations and perhaps other benefits. All to often, their demands have been met. Why? Because company executives are afraid of the bad publicity that would result if the public found out that their computer had been misused. They hesitate at the thought of a criminal boasting in open court of how he juggled the most confidential records right under the noses of the company"s executives, accountants, and security staff. And so another computer criminal departs with just the recommendations he needs to continue his crimes elsewhere.

单选题The first sentence in Paragraph 3 can be best interpreted as______

单选题I can't go to bed with an ______ mind until I know she's safe.A. easyB. softC. hardD. simple

单选题Want a glimpse of the future of health care? Take a look at the way the various networks of people involved in patient care are being connected to one another, and how this new connectivity is being exploited to deliver medicine to the patient—no matter where he or she may be. Online doctors offering advice based on standardized symptoms are the most obvious example. Increasingly, however, remote diagnosis (telemedicine) will be based on real physiological data from the actual patient. A group from the University of Kentucky has shown that by using an off-the-shelf PDA (personal data assistance) such as a Palm Pilot plus a mobile phone, it is perfectly feasible to transmit a patient"s vital signs over the telephone. With this kind of equipment in a firs aid kit (急救包), the cry asking whether there was a doctor in the house could well be a thing of the past. Other medical technology groups are working on applying telemedicine to rural care. And at least one team wants to use telemedicine as a tool for disaster response-especially after earthquakes. Overall, the trend is towards providing global access to medical data and expertise. But there is one problem. Bandwidth is the limiting factor for transmitting complex medical images around the world—CT scans being one of the biggest bandwidth consumers. Communications satellites may be able to cope with the short-term needs during disasters such as earthquakes, wars or famines. But medicine is looking towards both the second-generation Internet and third-generation mobile phones for the future of distributed medical intelligence. Doctors have met to discuss computer-based tools for medical diagnosis, training and telemedicine. With the falling price of broadband communications, the new technologies should usher in (迎来) an era when telemedicine and the sharing of medical information, expert opinion. and diagnosis are common.

单选题After a few short but interminable seconds, U. S. Astronaut Neil Armstrong placed his foot firmly on the fine-grained surface of the moon. The time was 10.. 56 pm, July 20,1969. A. inseparable B. fast C. indelible D. long

单选题The problem is not ______ so easy as you think. It's far from being settled. A. hardly B. almost C. nearly D. scarcely

单选题One of the driving forces behind the recent prevalence of Customer innovation is

单选题 Lucky is the man who has no "skeleton in his closet". When a man has done something in his life that he is ashamed of, that he wants to hide, he is said to have a "skeleton in his closet". Some people may have more than one skeleton. As we have noted many times, it is hard to find out how these expressions begin. Sometimes, we get some hard facts. But more often we have to depend on guesswork. And that is true of this phrase, which came from England. Before 1932, English law did not permit a doctor to cut open a dead human body for scientific examination, unless it was the corpse (尸体) of an executed (处决) criminal. But when it became legal, more and more doctors demanded skeletons for a more scientific study of medicine. It was helping in the advance of modern medicine. The demand had become so strong that men began to rob tombs and sell skeletons to doctors at high prices. We are told that a doctor would usually buy just one skeleton for scientific study. It became very important in his work. But he had to keep it hidden because most people objected to keeping such a thing. As a rule, the doctor would keep his skeleton in some dark corner where it could not be seen, or hide it in a closet. After a time, people began to suspect (怀疑) every doctor of hiding a skeleton in the closet. From this suspicion, the phrase "a skeleton in the closet" took on a broader, more general meaning to describe anything that a man wanted to keep others from discovering. It could be proof of a criminal act, or something much less serious. Well, that is one theory. One writer, however, believes that the phrase might have come from something that really happened. It is his guess that a hidden closet in some old English country home may have turned up a real skeleton, clear proof of some old family shame or crime. Well, one man's guess is as good as another. But this sounds like a story by the great French novelist, Balzac. Baizac tells us of a man who suspected his wife of having a lover. The husband comes home by surprise. But she hears him and quickly hides her lover in the closet of her bedroom. He enters her room and asks her if she is hiding her lover. He says he will not open the door to the closet if she promises him there is no one there; He will believe her. She answers firmly that she is not hiding anyone in the closet. The husband then begins to build a solid brick wall against the closet. His wife watches, knowing that her lover will never come out alive. But she will not change her story and admit her guilt.

单选题The letter you write is your personal representative. It takes your place when circumstances make it impossible for you to be there in person. It goes to the hospital to cheer a sick friend. It goes to your hostess to thank her for entertaining you. It conveys your best wishes, congratulations, condolences-when you are not able to do so in person. A friendly letter is like a visit on paper. If you "hate to write letters", it's simply because you have not yet discovered the fun it can be to write and receive letters that are good talk on paper. Many people neglect to answer letters from relatives and friends. To a letter unanswered is like saying, "I don't think you are worth the time and effort it takes to write a letter./

单选题They have two teams, and ______ have a good chance of winning. A. all B. either C. both D. each

单选题The town ______ a monument to the memory of its heroes who had lost their lives during the war.

单选题 Every day, employees make decisions about whether to act like givers or like takers. When they act like givers, they contribute to others without seeking anything in return. They might offer assistance, share knowledge, or make valuable introductions. When they act like takers, they try to get other people to serve their ends while carefully guarding their own expertise and time. Organizations have a strong interest in fostering giving behavior. A willingness to help others achieve their goals lies at the heart of effective collaboration, innovation, quality improvement, and service excellence. In workplaces where such behavior becomes the norm, the benefits multiply quickly. But even as leaders recognize the importance of generous behavior and call for more of it, workers receive mixed messages about the advisability of acting in the interests of others. As a matter of fact, various situations put employees against one another, encouraging them to undercut rather than support their colleagues' efforts. Even without a dog-eat-dog scoring system, strict delineation of responsibilities and a focus on individual performance metrics can cause a "not my job" mentality to take hold. As employees look around their organizations for models of success, they encounter further reasons to be wary of generosity. A study by the Stanford professor Frank Flynn highlighted this problem. When he examined patterns of favor exchange among the engineers in one company, he found that the least- productive engineers were givers-workers who had done many more favors for others than they'd received. I made a similar discovery in a study of salespeople: The ones who generated the least revenue reported a particularly strong concern for helping others. This creates a challenge for managers. Can they promote generosity without cutting into productivity and undermining fairness? How can they avoid creating situations where already-generous people give away too much of their attention while selfish coworkers feel they have even more license to take? How, in short, can they protect good people from {{U}}being treated like doormats{{/U}}? Part of the solution must involve targeting the takers in the organization-providing incentives for them to collaborate and establishing repercussions for refusing reasonable requests. But even more important, my research suggests, is helping the givers act on their generous impulses more productively. The key is for employees to gain a more subtle understanding of what generosity is and is not. Givers are better positioned to succeed when they distinguish generosity from three other attributes-timidity, availability, and empathy-that tend to travel with it.

单选题I"m sorry Andy didn"t want to go to the conference. ______ willing to go, we would have paid all his expenses.

单选题The views of Kass and O. T.A. on cloning research are

单选题The tailor made him a new ______.A. clothes B. wearC. dress D. suit