单选题{{B}}Text 3{{/B}} Real policemen hardly recognize any resemblance between their lives and what they see on TV. The first difference is that a policeman's real life revolves found criminal law. He has to know exactly what actions are crimes and what evidence can be used to prove them in court. He has to know nearly as much law as a professional lawyer, and what is more, he has to apply it on his feet, in the dark and-rain, running down a street after someone he wants to talk to. Little of his time is spent in chatting, he will spend most of his working life typing millions of words on thousands of forms about hundreds of sad, unimportant people who are guilty of stupid, petty crimes. Most television crime drama is about finding the criminal: as soon as he's arrested, the story is over. In real life, finding criminals is seldom much of a problem. Except in very serious cases like murders and terrorist attacks little effort is spent on searching. Having made an arrest, a detective really starts to work. He has to prove his case in court and to do that he often has to gather a lot of difference evidence. The third big difference between the drama detective and the real one is the unpleasant pressures, first, as members of a police force they always have to behave absolutely in accordance with the law~ secondly, as expensive public servants they have to get results. They can hardly ever do both. Most of the time some of them have to break the rules in small ways. If the detective has to deceive the world, the world often deceives him. Hardly anyone he meets tells him the truth. And this separation the detective feels between himself and the rest of the world is deepened by the simple-mindedness--as he sees it--of citizens, social workers, doctors, law-makers, and judges, who, instead of eliminating crime punish the criminals less severely in the hope that this will make them reform. The result, detectives feel, is that nine-tenths of their work is recatching people who should have stayed behind bars. This makes them rather cynical.

单选题What does the word "they" (Par

单选题What is the author's attitude towards current financial rules and free-market policies?

单选题The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed " intuition " to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process to thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an " Aha! " experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that " thinking " is inseparable from acting. Since managers often " know " what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. Given the great uncertainty ofmany of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.

单选题{{B}}Directions:{{/B}} Read the following text. Choose the best word(s) for each numbered mark A, B, C or D on ANSER SHEET 1. Deflation is an economic theory relating changes in the price levels to changes in the quantity of money. In its developed {{U}}(1) {{/U}}, it constitutes an analysis of the {{U}}(2) {{/U}} underlying inflation and deflation. As {{U}}(3) {{/U}} by the English philosopher John Locke in the 17th century, the Scottish {{U}}(4) {{/U}} David Hume in the 18th century, and {{U}}(5) {{/U}}, it was a weapon {{U}}(6) {{/U}} the mercantilists, who were thought to equate wealth with money. If the {{U}}(7) {{/U}} of money by a nation merely raised {{U}}(8) {{/U}}, argued the quantity theorists, then a "favourable" balance of trade, {{U}}(9) {{/U}} desired by mercantilists, would increase the supply of money but would not in-crease {{U}}(10) {{/U}} . In the 19th century the quantity theory {{U}}(11) {{/U}} to the ascendancy of free trade over protectionism. In the 19th and 20th centuries it played a part in the {{U}}(12) {{/U}} of business cycles and in the theory of foreign {{U}}(13) {{/U}} rates. The {{U}}(14) {{/U}} theory came under attack during the 1930s, {{U}}(15) {{/U}} monetary expansion seemed ineffective in combating deflation. Economists argued that the levels of investment and government spending were more important than the money supply in determining economic activity.The tide of opinion {{U}}(16) {{/U}} again in the 1960s, when experience {{U}}(17) {{/U}} post-World WarⅡ inflation and new empirical {{U}}(18) {{/U}} of money and prices— {{U}}(19) {{/U}} A Monetary History of the United States (1963) by Milton Friedman and Anna Schwartz—restored much of the quantity theory' s lost prestige. One implication of this theory is that the size of the stock of money must be considered when shaping governmental policies {{U}}(20) {{/U}} to control prices and maintain full employment.

单选题Until about four decades ago, crop yields in agricultural systems depended on (1) resources, recycling organic matter, built-in biological control mechanisms and rainfall patterns. Agricultural yields were (2) but stable. Production was (3) by growing more than one crop or variety in space and time in a field as insurance against pest (4) or severe weather. Inputs of nitrogen were (5) by rotating major field crops with legumes. In turn, rotations suppressed insects, weeds and diseases by effectively (6) the life cycles of these pests. A typical corn belt farmer grew corn (7) with several crops including soybeans, and small grain production was intrinsic to maintain livestock. Most of the labor was done by the family with occasional hired help and no (8) equipment or services were purchased from off4arm sources. In these type of farming systems the link between agriculture and ecology was quite (9) and signs of environment degradation were seldom evident. But as agriculture modernization (10) the ecology-farming linkage was often broken as ecological principles were (11) . In fact, several agricultural scientists have arrived at a (12) consensus that modem agriculture confronts an environment crisis. A growing number of people have become concerned about the long-term (13) of existing food production systems. Evidence has shown that (14) the present capital-and-technology-intensive fanning systems have been extremely productive and competitive, they also bring a (15) of economic, environmental and social problems. Evidence also shows that the very nature of the agricultural structure and prevailing polices have led to this environmental (16) by favoring large farm size, specialized production, crop monocultures and mechanization. Today as more and more farmers are integrated (17) international economies, imperatives to (18) disappear and monocultures are rewarded by economies of scale. In turn, lack of rotations and diversification (19) key self-regulating mechanisms, turning monocultures into highly (20) agro-ecosystems dependent on high chemical inputs.

单选题We can infer from the third paragraph that the dating agency

单选题An analysis of workplace trends shows that employee perks, a reliable indicator of job market strength, are beginning to make a comeback. While not as Extravagant as those offered in the late 1990s, companies clearly are shifting their focus from workforce reduction to workforce retention. Firms realize that they require a foundation of experienced, trained, and motivated workers. These employers are improving and/ or adding perks to prevent an exodus of workers that could occur as the economy continues improving. They also may be looking further down the road when severe labor shortages are expected to return. An analysis of perks offered in today's workplace shows that many of the 1990s-style benefits, such as game rooms and luxury car leases, have been abandoned. The perks that remain popular with employers and employees are those that help workers stay healthy, career focused, and financially stable. Perhaps the most appreciated are those that help individuals maintain work-life balance. Work-life balance is just one part of the growing concern companies have about the overall emotional and physical health of their workers. Employees who are stressed out or depressed because they do not feel as if they are giving enough attention to the nonwork aspects of their lives ultimately are unproductive. More and more companies also are learning that workers desire the opportunity to grow professionally in the workplace. HewlettPackard, for instance, has boosted its employee education and development budget by 20%. Nationwide Insurance, based in Columbus, Ohio, established a career-planning website in 2003. The site provides information on company job opportunities, career development, and an in-house mentoring program. Nationwide also is helping to educate its employees in financial matters, acknowledging that workers distracted by such issues on the job are not giving their full attention to the company's priorities. It is adding classes and seminars on personal finance issues and 401(k) investments. Sometimes perks simply are about keeping employee morale elevated. Knowing that an improving economy might prompt valued employees to seek new opportunities, the owner of Ticketcity. com has lavished his best performers with tickets to the Masters golf tournament (锦标赛), access to country clubs, and invitations to a management retreat in Sedona, Ariz. Moreover, even companies that cannot afford to institute costly perks can find ways to make sure current employees are happy. Doug Dorman, vice president of human resources for the Greenville (S.C.) Hospital System explains that there is a definite sense of urgency when it comes to employee retention, knowing that labor shortages are returning. Dorman notes, however, that they have not focused on perks, "but rather on creating a culture of recognition and appreciation. Employees stay when they have good two-way communication with management and are truly appreciated and recognized for their contributions./

单选题Where is the experimental AIDS vaccine tested?

单选题For years Internet merchants have poured millions of dollars into new technologies to make their sites easier to use. So why aren't online customers happier? Customer satisfaction levels have remained almost flat through the last several years. The problem, according to Larry Freed, chief executive of a consulting and research firm called ForeSee Results, is not so much that consumers have ignored the many improvements made in recent years. Rather, he said, they still expect more from Internet shopping than it has delivered. "If we walk into a local store, we don't expect that experience to be better than it was a couple years ago," Mr. Freed said. "But we expect sites to be better. The bar goes up every year." In ForeSee's latest survey, released last month, just five e-commerce sites registered scores higher than 80 out of 100, and no site scored higher than 85. It was much the same story a year ago, when just five scored higher than 80, with no site surpassing 85. "Scores have inched up over time for the best e-commerce companies, but the overall numbers haven't moved drastically," Mr. Freed said. "At the same time though, if you don't do anything you see your scores drop steadily." That dynamic has been a challenge for online merchants and investors, who a decade ago envisioned Internet stores as relatively inexpensive (and therefore extremely profitable ) operations. Now some observers predict a future where online retailers will essentially adopt something like the QVC model, with sales staff pitching the site's merchandise with polished video presentations, produced in a high-tech television studio. QVC. com is evolving in that direction. The Web site, which sold more than $1 billion in merchandise' in 2006, has for the last five years let visitors watch a live feed of the network's broadcast. But in recent months, QVC. com has also given visitors the chance to watch archives of entire shows, and in the coming months visitors will be able to find more video segments from recent shows, featuring individual products that remain in stock. Bob Myers, senior vice president of QVC. com, said the Web site's video salesmanship is especially effective when combined with detailed product information, customer reviews and multiple photographs. About eight months ago, for instance, a customer said that she could not determine the size of a handbag from the photographs on the site because she could not tell the height of the model who was holding it. Within two weeks the site tested and introduced a new system, showing the bags with women of three different heights. The results were immediate: women who saw the new photographs bought the bags at least 10 percent more frequently than those who had not. Still, Mr. Myers said, video is a critically important element to sales. "E-commerce started with television commerce," he said. "The sites who engage and entertain customers will be winning here in the near future." Such a prospect is not necessarily daunting to other e-commerce executives. Gordon Magee, head of Internet marketing for Drs. Foster & Smith, based in a Rhinelander, Wis. said a transition to video "will be seamless for us." The company, Mr. Magee said, has in recent weeks discussed putting some of its product on video "so customers could see a 360-degree view they don't have to manipulate themselves.

单选题In a purely biological sense, fear begins with the body's system for reacting to things that can harm us—the so-called fight-or-flight response. "An animal that can't detect danger can't stay alive," says Joseph LeDoux. Like animals, humans evolved with an elaborate mechanism for processing information about potential threats. At its core is a cluster of neurons deep in the brain known as the amygdala. LeDoux studies the way animals and humans respond to threats to understand how we form memories of significant events in our lives. The amygdala receives input from many parts of the brain, including regions responsible for retrieving memories. Using this information, the amygdala appraises a situation—I think this charging dog wants to bite me—and triggers a response by radiating nerve signals throughout the body. These signals produce the familiar signs of distress: trembling, perspiration and fast-moving feet, just to name three. This fear mechanism is critical to the survival of all animals, but no one can say for sure whether beasts other than humans know they're afraid. That is, as LeDoux says, "if you put that system into a brain that has consciousness, then you get the feeling of fear." Humans, says Edward M. Hallowell, have the ability to call up images of bad things that happened in the past and to anticipate future events. Combine these higher thought processes with our hardwired danger detection systems, and you get a near-universal human phenomenon: worry. That's not necessarily a bad thing, says Hallowell. "When used properly, worry is an incredible device," he says. After all, a little healthy worrying is okay if it leads to constructive action—like having a doctor look at that weird spot on your back. Hallowell insists, though, that there's a right way to worry. "Never do it alone, get the facts and then make a plan." He says. Most of us have survived a recession, so we're familiar with the belt-tightening strategies needed to survive a slump. Unfortunately, few of us have much experience dealing with the threat of terrorism, so it's been difficult to get fact about how we should respond. That's why Hallowell believes it was okay for people to indulge some extreme worries last fall by asking doctors for Cipro and buying gas masks.

单选题According to Dr. Marcie Schneider and Erica Leon

单选题{{B}}Directions:{{/B}}Read the following text. Choose the best word(s) for each numbered blank and mark A, B, C or D on ANSWER SHEET 1. By almost every measure, Paul Pfingst is an unsentimental prosecutor. Last week the San Diego County district attorney said he fully intends to try{{U}} (1) {{/U}}Charles Andrew Williams, 15, as an adult{{U}} (2) {{/U}}the Santana High School shootings. Even before the{{U}} (3) {{/U}} Pfingst had stood behind the controversial California law that{{U}} (4) {{/U}}treating murder suspects as young as 14 as adults. So nobody would have wagered that Pfingst would also be the first D. A. ( district attorney) in the U. S. to{{U}} (5) {{/U}} his very own Innocence Project. Yet last June, Pfingst told his attorneys to go back over old murder and rape{{U}} (6) {{/U}}and see ff any unravel with newly developed DNA-testing tools. In other words, he wanted to revisit past victories—this time playing for the other team. "I think people misunderstand being conservative{{U}} (7) {{/U}}being biased," says Pfingst. "I consider myself a pragmatic guy, and I have no interest in putting{{U}} (8) {{/U}}people in jail." Around the U. S. , flabbergasted defense attorneys and their jailed clients cheered his move. Among prosecutors,{{U}} (9) {{/U}}, there was an awkward pause.{{U}} (10) {{/U}}, each DNA test costs as much as $ 5,000. Then there's the{{U}} (11) {{/U}}risk: if dozens of innocents (12 , the D.A. will have indicted his shop. {{U}} (13) {{/U}}nine months later, no budgets have been busted or prosecutors ousted. Only the rare case merits review. Pfingst's team considers convictions before 1993, when the city started{{U}} (14) {{/U}}DNA testing. They discard cases if the defendant has been released. Of the 560{{U}} (15) {{/U}}files, they have re-examined 200, looking for cases with biological evidence and defendants who still{{U}} (16) {{/U}}innocence. They have identified three so far. The most compelling involves a man{{U}} (17) {{/U}}12 years for molesting a girl who was playing in his apartment. But others were there at the time. Police found a small drop of saliva on the{{U}} (18) {{/U}}shirt—too small a{{U}} (19) {{/U}}to test in 1991. Today that spot could free a man. Test results are due any day.{{U}} (20) {{/U}}by San Diego, 10 other counties in the U.S. are starting DNA audits.

单选题The theory that ocean basins were caused by meteoroid impact______.