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[单选题]

He stood _____ in the face of all the difficulties in his life. He proved himself to be a brave winner of life.

A.firm

B.fatal

C.final

D.form

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更多“He stood _____ in the face of …”相关的问题

第1题

Since the late 1970s, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcuttig programs. (Cost-cutting here is defining the amount of labor constant.) However, from 1978 through 1982, productivity -- the value of goods manufactured divided by the amount of labor input -- did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the sametime, it became clear the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.

With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40, 40, 20" rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This rule does not be tried. The well-known tools of this approach -- including simplifying jobs and retraining employees to work smarter, not harder -- do produce results. But the tools quickly reach the limits of what they can contribute.

Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy's study of automobile manufacturers has shown, an industry can easily be come prisoner of its own investment in cost-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.

The author of the passage is primarily concerned with ______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第2题

Since the late 1970’s, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcutting programs. (Cost-cutting here is definding the amount of labor constant.) However, from 1978 through 1982, productivity-- the value of goods manufactured divided by the amount of labor input-- did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies; it became clear to me that the costcutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a" 40, 40,20" rule, roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional costcutting. This rule does not be tried. The well-known tools of this approach-- including simplifying jobs and retraining employees to work smarter, not harder--do produce results. But the tools quickly reach the limits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’s study of automobile manufacturers has shown, an industry can easily become prisoner of its own investments in costcutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured, production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing

a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach, within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.

The author of the passage is primarily concerned with ______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第3题

Since the late 1970's, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcutting programs. (Cost-cutting here is definding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies; it became clear to me that the costcutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40,40,20" rule, roughly 40 percent of any manufacturing-based competitive advantage derives from long term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional costcutting. This rule does not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder—do produce results. But the tools quickly reach the limits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy's study of automobile manufacturers has shown, an industry can easily become prisoner of its own investments in costcutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach, within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.

The author of the passage is primarily concerned with ______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第4题

With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40, 40, 20" rule' Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional cost-cutting. This rule does not be tried. The well-known tools of this approach --- including simplifying jobs and retraining employees to work smarter, not harder -- do produce results. But the tools quickly reach the limits of what they can contribute.

Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy’s study of automobile manufacturers has shown, an industry can easily become prisoner of its own investment in cast-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing out- put. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strateg7 focuses on the manufacturing structure and on equipment and process technology. In one company a manufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cost-cutting approach; -within three years the company regained its competitive advantage. Together with such strategies, successful companies are also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.

The author of the passage is primarily concerned with ______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第5题

Since the late 1970's, in the face of a severe loss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through costcutting programs. (Cost-cutting here is definding the amount of labor constant.) However, from 1978 through 1982, productivity—the value of goods manufactured divided by the amount of labor input—did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear that the harder manufactures worked to implement costcutting, the more they lost their competitive edge. With this paradox in mind, I recently visited 25 companies: it became clear to me that the costcutting approach to increasing productivity is fundamentally flawed, Manufacturing regularly observes a" 40, 40, 20" rule, roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional costcutting. This rule does not be tried. The well-known tools of this approach—including simplifying jobs and retraining employees to work smarter, not harder-do produce results. But the tools quickly reach the limits of what they can contribute. Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy' s study of automobile manufacturers has shown, an industry can easily become prisoner of its own investments in costcutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured, production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing

The author of the passage is primarily concerned with______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第6题

Since the late 1970's, in the face of a severe 10ss of market share in dozens of industries, manufacturers in the United States have been trying to improve productivity and therefore enhance their international competitiveness through cost-cuttig programs. (Cost-cutting here is defining the amount of labor constant.) However, from 1978 through 1982, productivity -- the value of goods manufactured divided by the amount of labor input -- did not improve; and while the results were better in the business upturn of the three years following, they ran 25 percent lower than productivity improvements during earlier, post-1945 upturns. At the same, it became clear the harder manufactures worked to implement cost-cutting, the more they lost their competitive edge.

With this paradox in mind, I recently visited 25 companies; it became clear to me that the cost-cutting approach to increasing productivity is fundamentally flawed. Manufacturing regularly observes a "40, 40, 20" rule. Roughly 40 percent of any manufacturing-based competitive advantage derives from long-term changes in manufacturing structure (decisions about the number, size, location, and capacity of facilities) and in approaches to materials. Another 40 percent comes from major changes in equipment and process technology. The final 20 percent rests on implementing conventional east-cutting. This rule does not be tried. The well-known tools of this approach -- including simplifying jobs and retraining employees to work smarter, not harder -- do produce results. But the tools quickly reach the limits of what they can contribute.

Another problem is that the cost-cutting approach hinders innovation and discourages creative people. As Abernathy's study of automobile manufacturers has shown, an industry can easily become prisoner of its own investment in cast-cutting techniques, reducing its ability to develop new products. And managers under pressure to maximize cost-cutting will resist innovation because they know that more fundamental changes in processes or systems will wreak havoc with the results on which they are measured. Production managers have always seen their job as one of minimizing costs and maximizing output. This dimension of performance has until recently sufficed as a basis of evaluation, but it has created a penny-pinching, mechanistic culture in most factories that has kept away creative managers.

Every company I know that has freed itself from the paradox has done so, in part, by developing and implementing a manufacturing strategy. Such a strategy facturing and implementing a manufacturing strategy. Such a strategy focuses on the manufacturing structure and on equipment and process technology. In one company a mamufacturing strategy that allowed different areas of the factory to specialize in different markets replaced the conventional cast-cutting approach; within three years the company regained its competitive advantage. Together with such strategies, successful companies are. also encouraging managers to focus on a wider set of objectives besides cutting costs. There is hope for manufacturing, but it clearly rests on a different way of managing.

The author of t. he passage is primarily concerned with ______.

A．summarizing a thesis

B．recommending a different approach

C．comparing points of view

D．making a series of predictions

点击查看答案

第7题

Of all the troubles that US troops may face when they come home, getting their old jobs back should not be one. Uncle Sam supposedly took care of that with a law saying civilians turned soldiers cannot be fired for serving their country—or denied the right to sue in federal court.

That is why returning veterans should hear the story of Michael Garrett. Thirteen years ago, Captain Garrett of the US Marine Corps traded his camouflage utility uniform. for the business-casual dress of a Circuit City service manager. The electronics company was booming, and Garrett could still get his dose of a soldier's life as a member of the Marine Reserve. For almost a decade, Garrett ascended the company's ranks. But in October 2002, with war in Iraq near certain, his bosses asked whether he would go on active duty, according to Garrett. He said it was possible, and within weeks, the sniping began, his department took too long with repairs, one boss said, and its work was sometimes shoddy. Then, on March 17—two days before the US invaded Iraq—Garrett got fired.

The company declined to comment, saying only that it "supported the mission and values of the United States Armed Forces". But Garrett said the timing was no coincidence, he lost his job because of his military status. If true, that would violate a 1994 federal law. So Garrett sued Circuit City, only to see it spring yet another surprise.

Garrett, the company said, had to take his case to private arbitration, a quasi-legal process offering sharply limited rights. Garrett acknowledged that his employment contract required arbitration, but he argued that the 1994 Act overrode the contract. A federal judge in Dallas agreed in 2004, just before Garrett was activated for a 10-month tour in the Horn of Africa. Last year, though, the US Court of Appeals in New Orleans reversed that decision, becoming the first court to rule that a contract crafted to help employers trump the law designed to protect the rights of veterans. "That just blows me away," says Garrett, whose case heads for arbitration.

No one knows how many veterans are in a similar bind, but the numbers are substantial—and will grow as more troops return home. Complaints under the 1994 Act have increased steadily, to more than 1,500 in 2006 from about 800 in 2001. Some have become lawsuits, and employers may have tried to steer many toward arbitration, since about one-fifth of US companies require the procedure for workplace disputes. In defense of employers, it's not easy reserving jobs for workers called to active duty. But Congress judged that the cost was worth the peace of mind of citizen soldiers, willing to sacrifice their time and perhaps lives to the military. Like predecessor statutes dating from 1940, the 1994 Act's broad protections rest on the promise of a federal jury trial—with rights to evidence, a fair hearing and an appeal—if an employer fails to comply.

Companies like Circuit City say binding arbitration is faster and cheaper than going to court, though studies have cast doubt on both claims. What really bugs employees are the rights they lose in arbitration—and the apparent bias of arbitrators. There are strict limits on gathering evidence for arbitration hearings, and it is virtually impossible to appeal them. Arbitrators don't necessarily have to follow the law, and studies suggest they favor companies that regularly hire them. Still, the courts generally uphold arbitration clauses unless a law makes absolutely clear that the employee can go to court, arbitration be damned. That pretty much describes the 1994 Act, as three federal courts have ruled.

But the magic of law is that even federal judges can give it surprising twists, as the court of appeals judges did in Garrett's case. Sure, they explained, the Act says the rights it grants can't be limited. But the judges said that referred to "substantive rights" like t

A．show that a large number of returned veterans are at the risk of losing their jobs

B．condemn Circuit City company's unjustified dismission of its people

C．introduce the issue of conflicts between American companies and their staff

D．to explain why veterans are getting fired by their companies

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第8题

Walt Whitman is often called the poet of American democracy(民主). He lived during the American Civil War, and he admired president Abraham Lincoln very much.

Whitman was the first American poet who wrote about true equality among all other people. In a poem called Song of Myself he compared himself to all other people, and he found no difference. He wrote,

"...every atom belonging to me...belongs to you".

In the same poem Whitman spoke up for women. He wrote,

"The Female equally with the Male I sing".

He also wrote,

"In the faces of men and women I see God".

And "A great city is that which has the greatest men and women".

Whitman understood war and the results of war. He worked in a hospital, taking care of wounded men. In a description of northern soldiers who had returned from prisons in the south he wrote, "The sight is worse than any sight of battle fields or any collection of the wounded, even the bloodiest". In Whitman's words, "The real war will never get in the books."

Whitman was the first important American poet to write about ordinary people with ordinary language.

Through Whitman's lines, we can see ______.

A．he wanted to sing a song for himself

B．he was very proud of himself

C．his strong feeling towards the true equality among all people

D．it is God that created man

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第9题

Jim was a young man in his early twenties who was studying to be a carpenter. He was a good worker, honest and worthy of trust, so his boss was pleased with him. As he was such a likable man and easy to deal with, he was popular with his workmates, too. They also made fun of him a great deal but he never got angry with them and would only laugh.

But Jim's one great shortcoming was that he could never tell a lie, no matter how hard he tried, not even a little one. In fact, he was so honest and shy that he would blush even when he was telling the truth. He used to stand in front of the mirror and practice lying while looking himself in the eyes at the same time. But as soon as he saw his face starting to go red he had to look away.

One morning, however, he didn’t feel like going to work because he had been to a party the night before and it hadn't ended till the early hours of the morning. And so far the first time in his life he decided to take the day off. He rang his boss, pretending to be a woman. "I'm afraid Jim can't come to work today. He isn't feeling very well."

Poor Jim was thankful that his boss couldn’t see him just at that moment because his hands were trembling(发抖) and his face was bright red.

"Thank you for letting me know," said Mr. Woods, his boss, and then just as he was about to hang up, he said, "just a moment, madam, who's speaking."

"Oh!" he stammered (口气地说), and going all out for making a voice like a woman, he cried in a voice: "This is my landlady speaking!"

Jim was ______.

A．mid-aged

B．a teen-ager(青少年)

C．over 25

D．between 20 to 25

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