单选题If phone calls and web pages can be beamed through the air to portable devices, then why not electrical power, too? It is a question many consumers and device manufacturers have been asking themselves for some time. But to seasoned observers of the electronics industry, the promise of wireless recharging sounds depressingly familiar. In 2004 Splashpower, a British technology firm, was citing “very strong” interest from consumer-electronics firms for its wireless charging pad. Based on the principle of electromagnetic induction (EMI) that Faraday had discovered in the 19th century, the company’s “Splashpad” contained a coil that generated a magnetic field when a current flowed through it. When a mobile device containing a corresponding coil was brought near the pad, the process was reversed as the magnetic field generated a current in the second coil, charging the device’ s battery without the use of wires. Unfortunately, although Faraday’s principles of electromagnetic induction have stood the test of time, Splashpower has not — it was declared bankrupt last year without having launched a single product. Thanks to its simplicity .and measurability, electromagnetic induction is still the technology of choice among many of the remaining companies in the wireless-charging arena. But, as Splashpower found, turning the theory into profitable practice is not straightforward. But lately there have been some promising developments. The first is the formation in December 2008 of the Wireless Power Consortium, a body dedicated to establishing a common standard for inductive wireless charging, and thus promoting its adoption. The new consortium’s members include big consumer-electronics firms, such as Philips and Sanyo, as well as Texas Instruments, a chipmaker. Fierce competition between manufacturers of mobile devices is also accelerating the introduction of wireless charging. The star of this year’s Consumer Electronics Show held in Las Vegas was the Pre, a smart-phone from Palm. The Pre has an optional charging pad, called the Touchstone, which uses electromagnetic induction to charge the device wirelessly. As wireless-charging equipment based on electromagnetic induction heads towards the market, a number of alternative technologies are also being developed. PowerBeam, a start-up based in Silicon Valley, uses lasers to beam power from one place to another. It now seems to be a matter of when, rather than if, wireless charging enters the mainstream. And if those in the field do find themselves languishing in the disillusionment, they could take some encouragement from Faraday himself. He observed that “nothing is too wonderful to be true if it be consistent with the laws of nature.” Not even a wirelessly rechargeable iPhone.

单选题{{B}}Text 4{{/B}} Even for overachievers who are used to multitasking, the idea of watching two versions of the same television show at the same time--one on television and one on a computer—is something that is probably foreign to most people over the age of 30. To the eternally young brains that nm MTV, however, it is the next step in reshaping their business. Beginning this summer with the MTV Video Music Awards and continuing in the fall with the cable channel's live afternoon program, "Total Request Live," MTV will offer two simultaneous versions of each show, one on television and another, focusing on a behind-the-scenes narrative, on its broadband channel, MTV Overdrive. "We do tons of research on our audience, and it shows that they are instant messaging and listening to music and watching TV all at the same time," said Christina Norman, president of MTV. "We've definitely seen them become more adept at navigating through multiple media. They live comfortably in several worlds at once." The Overdrive component, located at mtv.com, will feature a sort of video digression that will continue to stream live while the television show is broadcasting commercials. For example, if a viewer wants to watch an entire music video after a snippet is shown on the "Total Request Live" video countdown, or take a backstage tour with Jamie Foxx after he finishes his onstage appearance on the set of "T.R.L." (as the show is familiarly known), Overdrive will be the place to turn. "Doing three things at once when you're 19 years old is not hard," said Dave Sirulnick, an executive vice president at MTV who oversees multiplatform production, news and music. Last Thursday at MTV's studios in Times Square, Mr. Sirulnick proved adept at doing at least two things at once, dashing between two control rooms that were steps away from each other just down the hallway from the "T.R.L." set. It was the second test-run of simultaneous production, and in each control room-one for Overdrive, one for "T.R.L". —separate sets of directors and producers guided cameramen and the show's hosts, known as V.J.'s, through their paces. "No one that we know has done a live stream of a different signal of an existing show." Mr. Sirulnick said. "It's a live parallel experience, one that very quickly turns into an on-demand experiment" with portions of each show archivcd and kept on the Overdrive site for fans to replay at will.

单选题The IQ is______

单选题{{B}}Text 4{{/B}} "Worse than useless," fumed Darrell Issa, a Republican congressman from California, on March 19th, when the House Judiciary Committee held a hearing on the Immigration and Naturalization Service. "Terrible, and getting worse," added Zoe Lofgren, a Democratic colleague who has kept a watchful eye on the INS for ten years. Committee members lined up to take swings at James Ziglar, the head of the INS. He explained, somewhat pathetically, that "outdated procedures" had kept the visa-processing wheels grinding slowly through a backlog of applications. He also had some new rules in mind to tighten up visas. Speeding up the paperwork--and getting more of it on to computers--is vital, but the September attacks have exposed the tension between the agency's two jobs: on the one hand enforcing the security of America's borders, and on the other granting privileges such as work permits to foreigners. But other people want more radical changes. James Sensenbrenner, a Republican congressman from Wisconsin, wants to split the INS into two separate bodies, one dealing with border security and the other with handling benefits to immigrants. The other approach, favored in the White House, is to treat the two functions as complementary, and to give the INS even more responsibility for security. Under that plan, the INS would merge with the Customs Service, which monitors the 20m shipments of goods brought into America every year, as well as the bags carried in by some 500m visitors. The two agencies would form one large body within the Department of Justice, the current home of the INS. This would cut out some of the duplicated effort at borders, where customs officers and agents from the INS's Border Patrol often rub shoulders but do not work together. Mr Bush--who has said that the news of the visa approvals left him "plenty hot" --was expected to give his approval. The senate, however, may not be quite so keen. The Justice Department could have trouble handling such a merger, let alone taking on the considerable economic responsibilities of the Customs Service, which is currently part of the Treasury. The senate prefers yet another set of security recommendations, including links between the databases of different agencies that hold security and immigration information, and scanners at ports of entry to check biometric data recorded on immigration documents. These ideas are embodied in a bill sponsored by members of both parties, but are currently held up by Robert Byrd, the chairman of the Senate Appropriations Committee, who worries that there has not been enough debate on the subject. Mr Ziglar, poor chap, may feel there Nas been more than enough.

单选题{{B}}Text 4{{/B}} Few people, except conspiracy theorists, would have expected so public a spat as the one this week between the two ringmasters of Formula One (F1) motor racing. Bernie Ecclestone. a very wealthy British motor sport entrepreneur, is at odds. it would seem. with his longstanding associate. Max Mosley, president of Fl's governing body, the Federation International de l'Automobile (FIA). On the surface, the dispute has broken out over what looked like a done deal. Last June. the FIA voted unanimously to extend Mr. Ecclestone's exclusive fights to stage and broadcast Fl racing, which expire in 2010, by t00 years. For these favourable rights, Mr. Ecelestone was to pay the FIA a mere $360 million in total, and only $60 million immediately. The FIA claims that Mr. Ecclestone has not made the payment of $60 million, a claim denied by Mr. Ecclestone. who insists the money has been placed in an escrow account. Mr. Mosley has asked Mr. Ecclestone to pay up or risk losing the deal for the Fl rights after 2010. perhaps m a group of car makers that own Fl teams. For his part. Mr. Ecclestone has, rather theatrically, accused Mr. Mosley of "trying to do some extortion". What is going on? Only three things can be stated with confidence. First. the idea that Mr. Ecclestone cannot find the 560 million is ridiculous: his family trust is not exactly short of cash. having raised around $2 billion in the past two years. Second. it would not be in Mr. Ecclestone's long-term financial interest to discard a deal which could only enhance the value of his family's remaining 50% stake in SLEC. the holding company for the group of companies that runs the commercial side of F1. Third. the timing of the dispute is very interesting. Why? Because the other.50% stake in SLEC. owned by EM. TV. a debt-ridden German media company, is up for sale. EM. TV badly needs to sell this stake in the near future to keep its bankers at dead end. The uncertainty created by the dispute between Mr. Ecclestone and Mr. Mosley might depress the value of EM. TV's holding. Could that work to Mr. Ecctestone's advantage? Quite possibly. The lower the value of EM. TV's stake, the higher the relative value of an option Mr. Ecclestone holds to sell a further 25% of SLEC m EM. TV for around $1 billion--and the better the deal Mr. Ecclestone might be able to extract for surrendering the option. Whoever buys EM. TV's stake in SLEC will have to negotiate with Mr. Ecclestone over this instrument. The Economist understands that Mr. Ecclestone has the fight to veto a plan proposed last December by Kireh, a privately owned German media group, to buy half of EM. TV's holding for $550 million. In the coming weeks, Mr. Ecclestone will doubtless be deploying his formidable negotiating skills to best advantage. It would be hasty to bet against his securing a good deal out of EM. TV's difficulties. His dispute with the F1A may then be easily resolved. As usual, he holds all the cards.

单选题The expression "hew very closely to" can be best replaced by

单选题Shell "can't get their act together" ( Line 10, Paragraph 2) because

单选题It is generally believed that oil produced in the Gulf

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.