单选题In a negotiation, if neither side is ready to ______ what is necessary for peace, hostility will be resumed.

单选题In the last 10 years we have all witnessed an Uimpressive/U growth in our knowledge about the environments.

单选题When the plane was flying up to the normal height, ______ and immediately the pilot had to fly it back to the airport. A. somewhere was on the blinks B. somewhere had a strange noise C. something became abnormal D. something was on edge

单选题A professor of economic and history at Atlanta University, W．E．B．Du Bois, promoted full racial equality. A. economy B. economics C. economical D. economic

单选题Japan and the newly industrialized countries are passing labor-intensive sects as garment-making over to less developed nations and moving into advanced technology and services.

单选题Nearly everyone in Britain would like to own their own home and, whether they do or not, they are prepared to put time and money into decorating and furnishing it or even to making structural change to it.

单选题Following the new discovery, the scientists had finally precluded the doubts on the validity of the theory. A. cleared up B. fired away C. put aside D. put together

单选题I don't know if the story is true, but I'll try to ______ it. A. verify B. reinforce C. identify D. confirm

单选题No matter how hard you try, you can find no {{U}}parallel{{/U}} existing between them.

单选题You might include a couple of heady growth stocks ______ with your more pedestrian investments. A. apart B. beside C. as well as D. side by side

完形填空The worlds greatest snow-capped peaks， which run in, a chain from the Himalayas to the Tianshan Mountains on the border of China and Kyrgyzstan, have lost no ice over the last decade, new research shows

完形填空There is a myth out there that too many people believe: that when we reach a certain age, we can no longer be happy, independent and productive members of society

完形填空Thirty years ago, when Christian Boer was first learning how to read while growing up in the Netherlands，he made a lot of mistakes

完形填空Sir Martin Sorrell, the chief executive of the advertising conglomerate WPP, was at Kensington Wade, Britains first primary school to offer full Chinese immersion for its pupils, on a recent evening, for a reception to celebrate the Chinese mid-autumn festival

完形填空China is the top source country of international students in the world: Recent statistics have shown a ________ 【A1】trend for Chinese students to study abroad at a younger age

问答题Read the following English passage and then write a Chinese summary of approximately 300 words that expresses its main ideas and basic information. Deceptively small in column inches, a recent New York Times article holds large meaning for us in business. The item concerned one Daniel Provenzano, 38, of Upper Saddle River, N.J. Here is the relevant portion: When he owned a Fort Lee printing company called Advice Inc., Mr. Provenzano said he found out that a sales representative he employed had stolen $9,000. Mr. Provenzano said he told the man that "if he wanted to keep his employment, I would have to break his thumb." He said another Advice employee drove the sales representative to Holy Name Hospital in Teaneck, broke the thumb with a hammer outside the hospital, and then had a car service take the man home after the thumb was repaired. Mr. Provenzano explained that he "didn"t want to set an example" that workers could get away with stealing. The worker eventually paid back $4,500 and kept his job, he said. I know that you"re thinking: This is an outrage. I, too, was shocked that Provenzano was being prosecuted for his astute management. Indeed, I think his "modest proposal" has a lot to teach managers as they struggle with the problems of our people-centered business environment. Problems such as.... Dealing with the bottom 10%. GE made the system famous, but plenty of companies are using it: Every year you get rid of the worst-evaluated workers. Many managers object that this practice is inhumane, but not dealing with that bottom 10% leads to big performance problems. Provenzano found a kinder, gentler answer. After all, this employee would have been fired virtually anywhere else. But at Advice Inc., he stayed on the job. And you know what? I bet he became a very, very—very—productive employee. For most managers Provenzano"s innovative response will be a welcome new addition to their executive tool kit. And by the way, "executive tool kit" is clearly more than just a metaphor at Advice Inc. Being the employer of choice. With top talent scarce everywhere, most companies now want to be their industry"s or their community"s most desirable employer. Advice Inc. understood. The employee in question wasn"t simply disciplined in his supervisor"s office and sent home. No, that"s how an ordinary employer would have done it. But at Advice Inc., another employee—the HR manager, perhaps? —took time out his busy day and drove the guy right to the emergency room. And then—the detail that says it all—the company provided a car service to drive the employee home. The message to talented job candidates comes through loud and clear: Advice Inc. is a company that cares. Setting an example to others. An eternal problem for managers is how to let all employees know what happens to those who perform especially well or badly. A few companies actually post everyone"s salary and bonus on their intranet. But pay is so one-dimensional. At Advice Inc., a problem that would hardly be mentioned at most companies—embezzlement— was undoubtedly the topic of rich discussions for weeks, at least until the employee"s cast came off. Any employee theft probably went way, way—way—down. When the great Roberto Goizueta was CEO of Coca-Cola he used to talk about this problem of setting examples and once observed, "Sometimes you must have an execution in the public square!" But of course he was speaking only figuratively. If he had just listened to his own words, Goizueta might have been an even better CEO. Differentiation. This is one of Jack Welch" s favorite concepts—the idea that managers should treat different employees very differently based on performance. Welch liked to differentiate with salary, bonus, and stock options, but now, in what must henceforth be known as the post-Provenzano management era, we can see that GE"s great management thinker just wasn"t thinking big enough. This Times article is tantalizing and frustrating. In just a few sentences it opens a whole new world of management, yet much more surely remains to be told. We must all urge Provenzano to write a book explaining his complete managerial philosophy.

问答题Read the following Chinese passage and then write an English summary of approximately 250 words that expresses its central ideas and main viewpoints.

问答题Read the following English passage and then write a Chinese summary of approximately 300 words that expresses its main ideas and basic information. Deceptively small in column inches, a recent New York Times article holds large meaning for us in business. The item concerned one Daniel Provenzano, 38, of Upper Saddle River, N.J. Here is the relevant portion: When he owned a Fort Lee printing company called Advice Inc., Mr. Provenzano said he found out that a sales representative he employed had stolen $9,000. Mr. Provenzano said he told the man that "if he wanted to keep his employment, I would have to break his thumb." He said another Advice employee drove the sales representative to Holy Name Hospital in Teaneck, broke the thumb with a hammer outside the hospital, and then had a car service take the man home after the thumb was repaired. Mr. Provenzano explained that he "didn"t want to set an example" that workers could get away with stealing. The worker eventually paid back $4,500 and kept his job, he said. I know that you"re thinking: This is an outrage. I, too, was shocked that Provenzano was being prosecuted for his astute management. Indeed, I think his "modest proposal" has a lot to teach managers as they struggle with the problems of our people-centered business environment. Problems such as.... Dealing with the bottom 10%. GE made the system famous, but plenty of companies are using it: Every year you get rid of the worst-evaluated workers. Many managers object that this practice is inhumane, but not dealing with that bottom 10% leads to big performance problems. Provenzano found a kinder, gentler answer. After all, this employee would have been fired virtually anywhere else. But at Advice Inc., he stayed on the job. And you know what? I bet he became a very, very—very—productive employee. For most managers Provenzano"s innovative response will be a welcome new addition to their executive tool kit. And by the way, "executive tool kit" is clearly more than just a metaphor at Advice Inc. Being the employer of choice. With top talent scarce everywhere, most companies now want to be their industry"s or their community"s most desirable employer. Advice Inc. understood. The employee in question wasn"t simply disciplined in his supervisor"s office and sent home. No, that"s how an ordinary employer would have done it. But at Advice Inc., another employee—the HR manager, perhaps? —took time out his busy day and drove the guy right to the emergency room. And then—the detail that says it all—the company provided a car service to drive the employee home. The message to talented job candidates comes through loud and clear: Advice Inc. is a company that cares. Setting an example to others. An eternal problem for managers is how to let all employees know what happens to those who perform especially well or badly. A few companies actually post everyone"s salary and bonus on their intranet. But pay is so one-dimensional. At Advice Inc., a problem that would hardly be mentioned at most companies—embezzlement— was undoubtedly the topic of rich discussions for weeks, at least until the employee"s cast came off. Any employee theft probably went way, way—way—down. When the great Roberto Goizueta was CEO of Coca-Cola he used to talk about this problem of setting examples and once observed, "Sometimes you must have an execution in the public square!" But of course he was speaking only figuratively. If he had just listened to his own words, Goizueta might have been an even better CEO. Differentiation. This is one of Jack Welch" s favorite concepts—the idea that managers should treat different employees very differently based on performance. Welch liked to differentiate with salary, bonus, and stock options, but now, in what must henceforth be known as the post-Provenzano management era, we can see that GE"s great management thinker just wasn"t thinking big enough. This Times article is tantalizing and frustrating. In just a few sentences it opens a whole new world of management, yet much more surely remains to be told. We must all urge Provenzano to write a book explaining his complete managerial philosophy.

问答题Read the following English passage and then write a Chinese summary of approximately 300 words that expresses its main ideas and basic information. Deceptively small in column inches, a recent New York Times article holds large meaning for us in business. The item concerned one Daniel Provenzano, 38, of Upper Saddle River, N.J. Here is the relevant portion: When he owned a Fort Lee printing company called Advice Inc., Mr. Provenzano said he found out that a sales representative he employed had stolen $9,000. Mr. Provenzano said he told the man that "if he wanted to keep his employment, I would have to break his thumb." He said another Advice employee drove the sales representative to Holy Name Hospital in Teaneck, broke the thumb with a hammer outside the hospital, and then had a car service take the man home after the thumb was repaired. Mr. Provenzano explained that he "didn"t want to set an example" that workers could get away with stealing. The worker eventually paid back $4,500 and kept his job, he said. I know that you"re thinking: This is an outrage. I, too, was shocked that Provenzano was being prosecuted for his astute management. Indeed, I think his "modest proposal" has a lot to teach managers as they struggle with the problems of our people-centered business environment. Problems such as.... Dealing with the bottom 10%. GE made the system famous, but plenty of companies are using it: Every year you get rid of the worst-evaluated workers. Many managers object that this practice is inhumane, but not dealing with that bottom 10% leads to big performance problems. Provenzano found a kinder, gentler answer. After all, this employee would have been fired virtually anywhere else. But at Advice Inc., he stayed on the job. And you know what? I bet he became a very, very—very—productive employee. For most managers Provenzano"s innovative response will be a welcome new addition to their executive tool kit. And by the way, "executive tool kit" is clearly more than just a metaphor at Advice Inc. Being the employer of choice. With top talent scarce everywhere, most companies now want to be their industry"s or their community"s most desirable employer. Advice Inc. understood. The employee in question wasn"t simply disciplined in his supervisor"s office and sent home. No, that"s how an ordinary employer would have done it. But at Advice Inc., another employee—the HR manager, perhaps? —took time out his busy day and drove the guy right to the emergency room. And then—the detail that says it all—the company provided a car service to drive the employee home. The message to talented job candidates comes through loud and clear: Advice Inc. is a company that cares. Setting an example to others. An eternal problem for managers is how to let all employees know what happens to those who perform especially well or badly. A few companies actually post everyone"s salary and bonus on their intranet. But pay is so one-dimensional. At Advice Inc., a problem that would hardly be mentioned at most companies—embezzlement— was undoubtedly the topic of rich discussions for weeks, at least until the employee"s cast came off. Any employee theft probably went way, way—way—down. When the great Roberto Goizueta was CEO of Coca-Cola he used to talk about this problem of setting examples and once observed, "Sometimes you must have an execution in the public square!" But of course he was speaking only figuratively. If he had just listened to his own words, Goizueta might have been an even better CEO. Differentiation. This is one of Jack Welch" s favorite concepts—the idea that managers should treat different employees very differently based on performance. Welch liked to differentiate with salary, bonus, and stock options, but now, in what must henceforth be known as the post-Provenzano management era, we can see that GE"s great management thinker just wasn"t thinking big enough. This Times article is tantalizing and frustrating. In just a few sentences it opens a whole new world of management, yet much more surely remains to be told. We must all urge Provenzano to write a book explaining his complete managerial philosophy.

问答题Read the following English passage and then write a Chinese summary of approximately 300 words that expresses its main ideas and basic information. Deceptively small in column inches, a recent New York Times article holds large meaning for us in business. The item concerned one Daniel Provenzano, 38, of Upper Saddle River, N.J. Here is the relevant portion: When he owned a Fort Lee printing company called Advice Inc., Mr. Provenzano said he found out that a sales representative he employed had stolen $9,000. Mr. Provenzano said he told the man that "if he wanted to keep his employment, I would have to break his thumb." He said another Advice employee drove the sales representative to Holy Name Hospital in Teaneck, broke the thumb with a hammer outside the hospital, and then had a car service take the man home after the thumb was repaired. Mr. Provenzano explained that he "didn"t want to set an example" that workers could get away with stealing. The worker eventually paid back $4,500 and kept his job, he said. I know that you"re thinking: This is an outrage. I, too, was shocked that Provenzano was being prosecuted for his astute management. Indeed, I think his "modest proposal" has a lot to teach managers as they struggle with the problems of our people-centered business environment. Problems such as.... Dealing with the bottom 10%. GE made the system famous, but plenty of companies are using it: Every year you get rid of the worst-evaluated workers. Many managers object that this practice is inhumane, but not dealing with that bottom 10% leads to big performance problems. Provenzano found a kinder, gentler answer. After all, this employee would have been fired virtually anywhere else. But at Advice Inc., he stayed on the job. And you know what? I bet he became a very, very—very—productive employee. For most managers Provenzano"s innovative response will be a welcome new addition to their executive tool kit. And by the way, "executive tool kit" is clearly more than just a metaphor at Advice Inc. Being the employer of choice. With top talent scarce everywhere, most companies now want to be their industry"s or their community"s most desirable employer. Advice Inc. understood. The employee in question wasn"t simply disciplined in his supervisor"s office and sent home. No, that"s how an ordinary employer would have done it. But at Advice Inc., another employee—the HR manager, perhaps? —took time out his busy day and drove the guy right to the emergency room. And then—the detail that says it all—the company provided a car service to drive the employee home. The message to talented job candidates comes through loud and clear: Advice Inc. is a company that cares. Setting an example to others. An eternal problem for managers is how to let all employees know what happens to those who perform especially well or badly. A few companies actually post everyone"s salary and bonus on their intranet. But pay is so one-dimensional. At Advice Inc., a problem that would hardly be mentioned at most companies—embezzlement— was undoubtedly the topic of rich discussions for weeks, at least until the employee"s cast came off. Any employee theft probably went way, way—way—down. When the great Roberto Goizueta was CEO of Coca-Cola he used to talk about this problem of setting examples and once observed, "Sometimes you must have an execution in the public square!" But of course he was speaking only figuratively. If he had just listened to his own words, Goizueta might have been an even better CEO. Differentiation. This is one of Jack Welch" s favorite concepts—the idea that managers should treat different employees very differently based on performance. Welch liked to differentiate with salary, bonus, and stock options, but now, in what must henceforth be known as the post-Provenzano management era, we can see that GE"s great management thinker just wasn"t thinking big enough. This Times article is tantalizing and frustrating. In just a few sentences it opens a whole new world of management, yet much more surely remains to be told. We must all urge Provenzano to write a book explaining his complete managerial philosophy.