Reading became difficult for the old lady, so the optician______her a pair of glasses to make her reading possible.

A stateless young man may have felt______after having been denied asylum and right of residence by many countries.

He has failed me so many times that I no longer place any______on what he promises.

The company was financially ______ and almost went to bankruptcy during last year's economic recession.

If a person talks about his weak points

If sustainable competitive advantage depends on work force skills, American firms have a problem. Human management is not traditionally seen as a central to the competitive survival of the firm in the United States. Skill acquisition is considered as individual responsibility. Labor is simply another force of production to be hired/rented at the lowest possible cost, which is a must as one buys raw material or equipment. The lack of importance attached to human resource management can be seen in the corporate pecking order. In an American firm the chief financial officer is almost always the second in command. The post of head of human resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer. By way of contrast, in Japan the head of human resource management is central—usually the second most important executive, after the CEO, in the firm's hierarchy. While American firms often talk about the vast amounts spent on training their work force, in fact, they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional or managerial employees. And the limited investments that made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies. As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do), the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at the speed with which new equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half can't effectively staff the processes that have to be operated, the management and professional jobs that go with these processes will disappear. Which of the following applies to the human resource management of American companies?

According to sociologists

Information technology that helps doctors and patients make decisions has been around for a long time. Crude online tools like WebMD get millions of visitors a day. But Watson is a different beast. According to IBM, it can digest information and make recommendations much more quickly, and more intelligently, than perhaps any machine before it—processing up to 60 million pages of text per second, even when that text is in the form of plain old prose, or what scientists call "natural language." That's no small thing, because something like 80 percent of all information is "unstructured." In medicine, it consists of physician notes dictated into medical records, long-winded sentences published in academic journals, and raw numbers stored online by public-health departments. At least in theory, Watson can make sense of it all. It can sit in on patient examinations, silently listening. And over time, it can learn and get better at figuring out medical problems and ways of treating them the more it interacts with real cases. Watson even has the ability to convey doubt. When it makes diagnoses and recommends treatments, it usually issues a series of possibilities, each with its own level of confidence attached. Medicine has never before had a tool quite like this. And at an unofficial coming-out party in Las Vegas last year, during the annual meeting of the Healthcare Information and Management Systems Society, more than 1,000 professionals packed a large hotel conference hall, and an overflow room nearby, to hear a presentation by Marty Kohn, an emergency-room physician and a clinical leader of the IBM team training Watson for health care. Standing before a video screen that dwarfed his large frame, Kohn described in his husky voice how Watson could be a game changer—not just in highly specialized fields like oncology but also in primary care, given that all doctors can make mistakes that lead to costly, sometimes dangerous, treatment errors. Drawing on his own clinical experience and on academic studies, Kohn explained that about one-third of these errors appear to be products of misdiagnosis, one cause of which is "anchoring bias": human beings' tendency to rely too heavily on a single piece of information. This happens all the time in doctors' offices, clinics, and emergency rooms. A physician hears about two or three symptoms, seizes on a diagnosis consistent with those, and subconsciously discounts evidence that points to something else. Or a physician hits upon the right diagnosis, but fails to realize that it's incomplete, and ends up treating just one condition when the patient is, in fact, suffering from several. Tools like Watson are less prone to those failings. As such, Kohn believes, they may eventually become as ubiquitous in doctors' offices as the stethoscope. "Watson fills in for some human limitations," Kohn told me in an interview. "Studies show that humans are good at taking a relatively limited list of possibilities and using that list, but are far less adept at using huge volumes of information. That's where Watson shines; taking a huge list of information and winnowing it down." What is Watson?

We were running out of money and things were looking ______.

In the past decade skyscrapers have developed ______ in this newly emerging city,

If you don't want to talk to him

The rain looked as if it had______for the night.

The rain looked as if it had ______ for the night.

One of Freud's great______into the human personality was the discovery of how it is influenced by unconscious processes.

It is believed that the authorities are thinking of ______ new taxes to raise extra revenue.

Your proposal that they ______ their conversation in French is quite reasonable.

I guess Jones didn't have a chance to win the election. Almost all of the people in the city voted for his ______.

Metis, the innermost ______ of Jupiter

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