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.

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.... {{B}}Dealing with the bottom 10%.{{/B}} 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. {{B}}Being the employer of choice.{{/B}} 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. {{B}}Setting an example to others.{{/B}} 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. {{B}}Differentiation.{{/B}} 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.

问答题越是对原作体会深刻，越是欣赏原文的美妙，越觉得心长力绌，越觉得译文远远的传达不出原作的神韵。返工的次数愈来愈多，时间也花得愈来愈多，结果却总是不满意。……例如句子的转弯抹角太生硬，色彩单调，说理强而描绘弱，处处都和我性格的缺陷与偏差有关。自然，我并不因此灰心，照样“知其不可为而为之”，不过要心情愉快也很难了。工作有成绩才是最大的快乐：这一点你我都一样。 另外有一点是肯定的，就是西方人的思想方式同我们距离太大了。不做翻译工作的人恐怕不会体会到这么深切。他们刻画心理和描写感情的时候，有些曲折和细腻的地方，复杂繁琐，简直与我们格格不入。我们对人生琐事往往有许多是认为不值一提而省略，有许多只是罗列事实而不加分析的；如果要写情就用诗人的态度来写：西方作家却多半用科学家的态度，历史学家的态度(特别巴尔扎克)，像解剖昆虫一般。译的人固然懂得了，也感觉到它的特色，妙处，可是要叫思想方式完全不一样的读者领会就难了。思想方式反映整个的人生观，宇宙观，和几千年文化的发展，怎能一下子就能和另一民族的思想沟通呢?你很幸运，音乐不像语言的局限那么大，你还是用音符表达前人的音符，不是用另一种语言文字，另一种逻辑。(《傅雷家书》)

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.

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.

Scientists studying the activity of the living brain with widely used new imaging techniques have been missing some of the earliest steps in brain activity because those changes are subtle and are masked by reactions that happen seconds later, Israeli scientists say. The imaging techniques — positron emission tomography scanning and magnetic resonance imaging, known as PET and functional M. R. I. scans — are used prominently in studies of brain activity. The most active brain areas appear to light up on the scans as specific tasks are performed. The two techniques do not measure nerve-cell activity directly; they measure the extra flow of blood that surges to the most active brain areas. Researchers at the Weizmann Institute of Science in Rehovot, Israel, have monitored these changes in blood flow in anesthetized cats by removing parts of the skull and observing how the nerve cells in activated regions fuel their activities by rapidly removing oxygen from nearby red blood cells. This rapid uptake of oxygen, made evident by visible changes in the color of the red cells, proves that early oxygen transfer gives these neurons the energy to do their work, the researchers said. They also found that subtle changes in blood flow began significantly earlier than was detected by PET and functional M. R. I. scans, which lack sufficient {{U}}resolution{{/U}} and do not form their images quickly enough to follow such rapid changes. Dr. Amiram Grinvald published the findings in the Journal Science. "The initial event is very localized and will be missed if you don't look for it soon enough and use the highest possible resolution," Dr. Grinvald said. "Now people are beginning to use our results with other imaging methods." Working on the exposed brain lets researchers follow electrical activity and the accompanying blood flow in greater detail than is possible by using indirect imaging methods that track neural activity through the skull. However, opportunities for open-skull studies of humans are limited to some kinds of neurosurgery, and researchers must mostly rely on PET and functional M. R. I. images for studies linking behavior with specific brain activity. By directly observing exposed cat brains and in similar work with a few human cases, Dr. Grinvald and his associates have been able to observe the first evidence of electrical activity and other changes in brain cells after a light has been seen or a limb moved. The newest research showed that it took three seconds or more after an event for the flow of blood to increase to an area of the brain dealing with a stimulus. That is the blood-flow increase usually pictured in brain-function studies with PET or functional M. R. I techniques, the Israeli researchers said. However, the initial reaction observed in the Weizmann research by directly imaging the exposed brain — the direct transfer of oxygen from blood cells to neurons — occurred in the first-tenth of a second and was lost to conventional imaging, they said. The later increase in blood flow to the area, Dr. Grinvald said, was obviously an attempt by the body to supply more oxygen for brain activity. But the increase in blood was so abundant that it covered an area much larger than the region directly involved in the activity being studied, masking some of the subtle changes, he said. The body's reaction, the researchers said in the paper, was like "watering the entire garden for the sake of one thirsty flower." Dr. Kamil Ugurbil, said that the Israeli research provided clues that allowed the use of functional M. R. I. scans to picture earlier events in the activity of brain cells. "Dr. Grinvald's observations are very important, and they have significant implications for functional imaging with high resolution," Dr. Ugurbil said in an interview. "We have actually been able to look at the early changes with magnetic resonance imaging, but you need to use higher magnetic fields to see them clearly because they are small effects." By timing their images more carefully and by using stronger magnetic fields than normal, he said, researchers have used Dr. Grinvald's findings to study early neuronal responses to stimuli at smaller, more specific sites in the brain.

Another critical factor that plays a part in susceptibility to colds is age. A study done by the University of Michigan School of Public Health revealed {{U}}particulars{{/U}} that seem to hold true for the general population. Infants are the most cold-ridden group, averaging more than six colds in their first year. Boys have more colds than girls up to age three. After the age of three, girls are more susceptible than boys, and teenage girls average three colds a year to boys' two. The general incidence of colds continues to decline into maturity. Elderly people who are in good health have as few as one or two colds annually. One exception is found among people in their twenties, especially women, who show a rise in cold infections, because {{U}}people in this age group{{/U}} are most likely to have young children. Adults who delay having children until their thirties and forties experience the same sudden increase in cold infections. The study also found that economics plays an important role. As income increases, the frequency at which colds are reported in the family decreases. Families with the lowest income suffer about a third more colds than families at the upper end. Lower income generally forces people to live in more {{U}}cramped{{/U}} quarters than those typically occupied by wealthier people, and crowding increases the opportunities for the cold virus to travel from person to person. Low income may also adversely influence diet. The degree to which poor nutrition affects susceptibility to colds is not yet clearly established, but an inadequate diet is suspected of lowering resistance generally.

The sun today is a yellow dwarf star. It is {{U}}fueled{{/U}} by thermonuclear reactions near its center that convert hydrogen to helium. The sun has existed in its present state for about 4 billion, 600 million years and is thousands of times larger than the Earth. By studying other stars, astronomers can predict what the rest of the sun's life will be like. About 5 billion years from now, the core of the sun will shrink and become hotter. The surface temperature will fail. The higher temperature of the center will increase the rate of thermonuclear reactions. The outer regions of the sun will expand approximately 35 million miles, about the distance to mercury, which is the closest planet to the sun. The sun will then be a red giant star. Temperatures on the earth will become too hot for life to exist. Once the sun has used up its thermonuclear energy as a red giant, it will begin to shrink. After it shrinks to the size of the earth, it will become a white dwarf star. The sun may {{U}}throw off{{/U}} huge amounts of gases in violent eruptions called nova explosions as it changes from a red giant to a white dwarf. After billions of years as a white dwarf, the Sun will have used up all its fuel and will have lost its heat. Such a star is called a black dwarf. After the Sun has become a black dwarf, the earth will be dark and cold. If any atmosphere remains {{U}}there{{/U}}, it will have frozen onto the earth's surface.

IBM has just announced the invention of the PAN—Personal Area Network — a set of devices that use humans as conductors to relay detailed textual information from one person to another, simply by touch. It is a relatively small conceptual step from the PAN processor that relays a written message through one's body by a shake of the hand to a microcell sensory transmission system that relays ideas and sensations directly to and from the most powerful processor in the world, the human brain. Within a few decades, PAN-type research will transform the Internet into the Life Net, a comprehensive sensory environment for human habitation. Our minds will be afforded wireless direct sensory interfacing with other people and various databases. A dramatically enhanced version of what we now call virtual reality will become as common as air conditioning. Telephones, TVs, PCs, and other media will be replaced by wireless sensory feeds from and to communal microcells. People return to the Internet each day not from addiction, but because they can craft a new identity for themselves—any identity they choose. Or they can participate in experiences that are otherwise beyond their reach. Consider the impact of a technology affording a lifestyle in which you can go wherever you want to go and be whoever you want to be. Today's office and service workers have diminished physical capabilities, but are better educated. The Life Net will accelerate this trend. The need to survive while spending weeks, months, or years on the Net would be drastically reduced. Resource depletion resulting from overpopulation will cease to be a major issue when we are subsisting on 600 calories a day in a sensory reality where we can eat all we want. Our mansions will be built in our minds, and our future Ferrairs will be driven along the roads of our collective imaginations. Our minds will work and play in ways now beyond our {{U}}conception{{/U}}. Time constraints dissolve when we can communicate effortlessly anywhere in the world. Humans will require less sleep, since we will need only the time to file and store the information that our brains have collected, and not to rest physical bodies. The physical body will deteriorate to a state where a return to robust health would take months—if {{U}}possible{{/U}} at ail. These technologies will be inexpensive. Life Net participation will consume far fewer resources than an automobile, and reduce our housing and other needs. This will help the Life Net expand into Third World countries. The equipment required for the microcellular sensory transmission technology will be modular, redundant, and like that for the Internet, incrementally inexpensive. Countries with overcrowding and famine would embrace the Life Net. Their resources would be extended, and planners would likely program the system to minimize the population's reproductive drive. People will still have jobs. There will be lots of work to do. People will want to consume the newest experiential sensations. Some food will need to be prepared, and equipment manufactured. Government will be divided into Geographical, Physical and Communicative. The responsibilities of the geographic governments will be to defend land masses and keep order in the physical world as much as they do today. The responsibilities of the communicative governments will be to administer, regulate and defend cyberspace. The communicative government will also be responsible for maintaining the input-output microcells. Various online services are already functioning as a form of communicative government today—with their monthly fees as taxes. As they mature, these communicative governments will develop better defenses against cyberspace terrorism, which may come from large and potentially violent anti-technology cults. Some people will have to remain physically active and strong, because of the nature of their labor. Tools and equipment will always break down and need repair, and some operations and experiments will require a hands-on approach. Manufacturers, natural resource harvesters and explorers of all sorts are likely to be visitors to the Life Net, rather than residents. Manufacturing will be dramatically reduced, because few people will need cars, clothing, physical tools, or countless other physical objects. Natural resource harvesters will work in every field from farming to mining. Yet as with manufacturing, the need for harvesting will decrease. Fifty years from now, reality will consist of some wonderful things, some beautiful things, and some deeply frightening things.

Lichens may grow on the bark of a tree in a steaming tropical rain forest, on the bricks of big city buildings, on rocks in hot springs, on wind-swept mountaintops, and in the driest desserts. In the arctic, they provide the principal food for caribou, and they are one of the few plants that grow in Antarctica. They are pioneers, appearing in {{U}}barren{{/U}} rocky areas and starting the formation of soil in which mosses, then ferns, and then other plants can take root. Lichens are a partnership of two plants — fungi and algae. The lichen body is made up of a network of fungal strands. In the upper layers of these grow groups of algae. The two organisms live together to the benefit of both, a relationship known as symbiosis. The fungi provide support, absorb water, and shelter the tender algae from direct sunlight. The algae carry on photosynthesis and provide the fungi with food. The algae can live independently and are recognizable as a species that grows alone. The fungi, on the other hand, cannot live apart from their partners. They can be placed in known classes of fungi but are unlike any species that lives independently. So definite are the form, color, and characteristics of these double organisms that for hundreds of years, they were classified as one. More than 15,000 "species" were named. If these organisms are classified as separate species, it is difficult to fit them into the existing system of classification. But if they are classified separately, these species of fungi seem rather strange. Lichens are a {{U}}splendid{{/U}} example of the difficulties faced by taxonomists in classifying species.