单选题Why can a laborer be called a wage slave?______.

单选题The primary factor accounting for Michell's directing Notting Hill is that

单选题Which of the following is LEAST likely to be found as a fossil, assuming that all are buried rapidly?

单选题For anyone who is set on a career in fashion it is not enough to have succeeded in college. The real test is whether they can survive and become established during their early 20s, making a name for themselves in the real world where business skills can count for as much as flair and creativity ... Fashion is a hard business. There is a continuous amount of stress because work is at a constant breakneck speed to prepare for the next season's collections. It is extremely competitive and there is the constant need to cultivate good coverage in newspapers and magazines. It also requires continual freshness because the appetite for new ideas is insatiable (不能满足的). "We try to warn people before they come to us about how tough it is" ,says Lydia Kemeny, the Head of Fashion at St. Martin's School of Art in London, "and we point out that drive and determination are essential." This may seem far removed from the popular image of trendy(时髦的)and dilettante(浅薄的) young people spending their time designing pretty dresses. That may well be what they do in their first year of study but a good college won't be slow in introducing students to commercial realities. "We don't stamp on the blossoming flower of creativity but in the second year we start introducing the constraints of price, manufacturability, marketing and so on." Almost all fashion design is done to a brief(任务提示，说明). It is not a form of self-expression as such, although there is certainly room for imagination and innovation. Most young designers are going to end up as employees of a manufacturer or fashion house and they still need to be able to work within the characteristic style of their employer. Even those students who are most avant-garde[(艺术等)激进派] in their own taste of clothes and image may need to adapt to produce designs which are right for the mainstream Marks and Spencer type of market. They also have to be able to work at both the exclusively expensive and the cheap end of the market and the challenge to produce good design inexpensively may well be more demanding than where money is no object.

单选题The author implies that it is very easy to enter a bookshop and buy

单选题The author's attitude towards the current state of childhood cancer

单选题"This is a really exciting time- a new era is starting," says Peter Bazalgette, the chief creative officer of Endemol, the television company behind "Big Brother" and other popular shows. He is referring to the upsurge of interest in mobile television, a nascent industry at the intersection of telecoms and media which offers new opportunities to device makers, content producers and mobile-network operators. And he is far from alone in his enthusiasm. Already, many mobile operators offer a selection of television channels or individual shows, which are "streamed" across their third-generation (3G) networks. In South Korea, television is also sent to mobile phones via satellite and terrestrial broadcast networks, which is far more efficient than sending video across mobile networks; similar broadcasts will begin in Japan in April. In Europe, the Italian arm of 3, a mobile operator, recently acquired Canale 7, a television channel, with a view to launching mobile-TV broadcasts in Italy in the second half of 2006. Similar mobile-TV networks will also be built in Finland and America, and are being tested in many other countries. Meanwhile, Apple Computer, which launched a video-capable version of its iPod portable music-player in October, is striking deals with television networks to expand the range of shows that can be purchased for viewing on the device, including "Lost", "Desperate Housewives" and "Law ＆ Order". TiVo, maker of the pioneering personal video recorder (PVR), says it plans to enable subscribers to download recorded shows on to iPods and other portable devices for viewing on the move. And mobile TV was one of the big trends at the world's largest technology fair, the Consumer Electronics Show, which took place in Las Vegas this week. Despite all this activity, however, the prospects for mobile TV are unclear. For a start, nobody really knows if consumers will pay for it, though surveys suggest they like the idea. Informa, a consultancy, says there will be 125m mobile-TV users by 2010. But many other mobile technologies inspired high hopes and then failed to live up to expectations. And even if people do want TV on the move, there is further uncertainty in three areas: technology, business models and the content itself.

单选题When Liam McGee departed as president of Bank of America in August, his explanation was surprisingly straight up. Rather than cloaking his exit in the usual vague excuses, he came right out and said he was leaving "to pursue my goal of running a company." Broadcasting his ambition was "very much my decision," McGee says. Within two weeks, he was talking for the first time with the board of Hartford Financial Services Group, which named him CEO and chairman on September 29. McGee says leaving without a position lined up gave him time to reflect on what kind of company he wanted to run. It also sent a clear message to the outside world about his aspirations. And McGee isn"t alone. In recent weeks the No. 2 executives at Avon and American Express quit with the explanation that they were looking for a CEO post. As boards scrutinize succession plans in response to shareholder pressure, executives who don"t get the nod also may wish to move on. A turbulent business environment also has senior managers cautious of letting vague pronouncements cloud their reputations. As the first signs of recovery begin to take hold, deputy chiefs may be more willing to make the jump without a net. In the third quarter, CEO turnover was down 23% from a year ago as nervous boards stuck with the leaders they had, according to Liberum Research. As the economy picks up, opportunities will abound for aspiring leaders. The decision to quit a senior position to look for a better one is unconventional. For years executives and headhunters have adhered to the rule that the most attractive CEO candidates are the ones who must be poached . Says Korn/Ferry senior partner Dennis Carey: "I can"t think of a single search I"ve done where a board has not instructed me to look at sitting CEOs first." Those who jumped without a job haven"t always landed in top positions quickly. Ellen Marram quit as chief of Tropicana a decade age, saying she wanted to be a CEO. It was a year before she became head of a tiny Internet-based commodities exchange. Robert Willumstad left Citigroup in 2005 with ambitions to be a CEO. He finally took that post at a major financial institution three years later. Many recruiters say the old disgrace is fading for top performers. The financial crisis has made it more acceptable to be between jobs or to leave a bad one. "The traditional rule was it"s safer to stay where you are, but that"s been fundamentally inverted," says one headhunter. "The people who"ve been hurt the worst are those who"ve stayed too long."

单选题 In 1999, the price of oil hovered around $16 a barrel. By 2008, it had{{U}} (1) {{/U}}the $100 a barrel mark. The reasons for the surge{{U}} (2) {{/U}}from the dramatic growth of the economies of China and India to widespread{{U}} (3) {{/U}}in oil-producing regions, including Iraq and Nigeria’s delta region. Triple-digit oil prices have{{U}} (4) {{/U}}the economic and political map of the world,{{U}} (5) {{/U}}some old notions of power. Oil-rich nations are enjoying historic gains and opportunities,{{U}} (6) {{/U}}major importers — including China and India, home to a third of the world’s population —{{U}} (7) {{/U}}rising economic and social costs. Managing this new order is fast becoming a central{{U}} (8) {{/U}}of global politics. Countries that need oil are clawing at each other to{{U}} (9) {{/U}}scarce supplies, and are willing to deal with any government,{{U}} (10) {{/U}}how unpleasant, to do it. In many poor nations with oil, the profits are being, lost to corruption,{{U}} (11) {{/U}}these countries of their best hope for development. And oil is fueling enormous investment funds run by foreign governments,{{U}} (12) {{/U}}some in the west see as a new threat. Countries like Russia, Venezuela and Iran are well supplied with rising oil{{U}} (13) {{/U}}, a change reflected in newly aggressive foreign policies. But some unexpected countries are reaping benefits,{{U}} (14) {{/U}}costs, from higher prices. Consider Germany.{{U}} (15) {{/U}}it imports virtually all its oil, it has prospered from extensive trade with a booming Russia and the Middle East. German exports to Russia{{U}} (16) {{/U}}128 percent from 2001 to 2006. In the United States, as already high gas prices rose{{U}} (17) {{/U}}higher in the spring of 2008, the issue cropped up in the presidential campaign, with Senators McCain and Obama{{U}} (18) {{/U}}for a federal gas tax holiday during the peak summer driving months. And driving habits began to{{U}} (19) {{/U}}, as sales of small cars jumped and mass transport systems{{U}} (20) {{/U}}the country reported a sharp increase in riders.

单选题It has been a wretched few weeks for America's. celebrity bosses. AIG's Maurice Greenberg has been dramatically ousted from the firm through which he dominated global insurance for decades. At Morgan Stanley a mutiny is forcing Philip Purcell, a boss used to getting his own way, into an increasingly desperate campaign to save his skin. At Boeing, Harry Stonecipher was called out of retirement to lead the scandal-hit firm and raise ethical standards, only to commit a lapse of his own, being sacked for sending e-mails to a lover who was also an employee. Carly Fiorina was the most powerful woman in corporate America until a few weeks ago, when Hewlett-Packard (HP) sacked her for poor performance. The fate of Bernie Ebbers is much grimmer. The once high-profile boss of WorldCom could well spend the rest of his life behind bars following his conviction last month on fraud charges. In different ways, each of these examples appears to point to the same welcome conclusion: that the imbalance in corporate power of the late 1990s, when many bosses were allowed to behave like absolute monarchs, has been corrected. Alas, appearances can be deceptive. While each of these recent tales of chief-executive woo is a sis of progress, none provides much evidence that the crisis in American corporate governance is yet over. In fact, each of these cases is an example of failed, not successful, governance. At the very least, the beards of both Morgan Stanley and HP were far too slow to address their bosses' inadequacies. The record of the Boeing beard in picking chiefs prone to ethical lapses is too long to be dismissed as mere bad luck. The fall of Messrs Greenberg and Ebbers, meanwhile, highlights the growing role of government-and in particular, of criminal prosecutors in holding bosses to account: a development that is, at best, a mixed blessing. The Sarbanes-Oxley act, passed in haste following the Enron and WorldCom scandals, is imposing heavy costs on American companies; whether these are exceeded by any benefits is the subject of fierce debate and may not be known for years. Eliot Spitzer, New York's attorney-general, is the leading advocate and practitioner of an energetic "law enforcement" approach. He may be right that the recent burst of punitive actions has been good for the economy, even if some of his own decisions have been open to question. Where he is undoubtedly right is in arguing that corporate America has done a lamentable job of governing itself. As he says in an article in the Wall Street Journal this week: "The hour cede among CEOs didn't work. Board oversight didn't work. Ser-regulation was a complete failure." AIG's board, for example, did nothing about Mr Greenberg's use of murky accounting, or the conflicts posed by his use of offshore vehicles, or his constant bullying of his critics let alone the firm's alleged participation in bid-rigging--until Mr Spitzer threatened a criminal prosecution that might have destroyed the firm.

单选题 On April 20, 2000, in Accra, Ghana, the leaders of six West African countries declared their intention to proceed to monetary union among the non-CFA franc countries of the region by January 2003, as first step toward a wider monetary union including all the ECOWAS countries in 2004. The six countries{{U}} (1) {{/U}}themselves to reducing central bank financing of budget deficits{{U}} (2) {{/U}}10 percent of the previous years government{{U}} (3) {{/U}}; reducing budget deficits to 4 percent of the second phase by 2003; creating a Convergence Council to help{{U}} (4) {{/U}}macroeconomic policies; and{{U}} (5) {{/U}}up a common central bank. Their declaration{{U}} (6) {{/U}}that, "Member States{{U}} (7) {{/U}}the need{{U}} (8) {{/U}}strong political commitment and{{U}} (9) {{/U}}to{{U}} (10) {{/U}}all such national policies{{U}} (11) {{/U}}would facilitate the regional monetary integration process." The goal of a monetary union in ECOWAS has long been an objective of the organization, going back to its formation in 1975, and is intended to{{U}} (12) {{/U}}broader integration process that would include enhanced regional trade and{{U}} (13) {{/U}}institutions. In the colonial period, currency boards linked sets of countries in the region.{{U}} (14) {{/U}}independence,{{U}} (15) {{/U}}, these currency boards were{{U}} (16) {{/U}}, with the{{U}} (17) {{/U}}of the CFA franc zone, which included the francophone countries of the region. Although there have been attempts to advance the agenda of ECOWAS monetary cooperation, political problems and other economic priorities in several of the region's countries have to{{U}} (18) {{/U}}inhibited progress. Although some problems remain, the recent initiative has been bolstered by the election in I999 of a democratic government and a leader who is committed to regional{{U}} (19) {{/U}}in Nigeria, the largest economy of the region, raising hopes that the long-delayed project can be{{U}} (20) {{/U}}.

单选题The advocates of realist international relations tend to think that

单选题Which of the following is TRUE according the text?