题目内容
（请给出正确答案）
A．it really is functioning
B．it really is working
C．it really is playing
D．it really is influencing
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更多“Robert: What are you doing？ El…”相关的问题
The next day was Saturday. He knew that most of the boys would be down on the playground and choose up sides for the Saturday game. Robert knew he could play well and that just might be enough to prove he was strong, and to make friends with them. He arrived early and did his step exercises. He shot the ball several times and did some other exercises—the most difficult and most wonderful in basketball. Then the boys came. Robert went through what he had done before the game and showed what he could do. No one said a word. The boys just looked at each other and thought about it. In the end, when it was all over, the biggest of the group just smiled and shook his head. Robert knew he had made it.
1. What does “This did not help to make him less lonely” mean？()
A、Robert felt more lonely because the other boys wanted to test him.
B、Robert did not want himself to be less lonely.
C、Robert felt as lonely as before when the other boys tried to find out what kind of a boy he was.
D、The other boys did not want to make Robert feel less lonely.
A、happy about the harvest
B、still very much interested in apple-picking
C、expecting a greater harvest
D、indifferent to what he once desired
A.What do you do on Saturday
B.What are you do on weekend
C.What do you do on the weekend
A 20-year bull market has convinced us all the CEOs are geniuses, so watch with Astonishment the troubles of Donald Rumsfeld and Paul O'Neill. Here are two highly regarded businessmen, obviously intelligent and well-informed, foundering in their jobs.
Actually, we shouldn't be surprised. Rumsfeld and O'Neill are not doing badly despite having been successful CEOs but because of it. The record of senior businessmen in government is one of almost unrelieved disappointment. In fact, with the exception of Robert Rubin, it is difficult to think of a CEO who had a successful career in government.
Why is this？ Well, first the CEO has to recognize that he is no longer the CEO. He is at best an adviser to the CEO, the president. But even the president is not really the CEO. No one is. Power in a corporation is concentrated and vertically structured. Power in Washington is diffuse and horizontally spread out. The secretary might think he's in charge of his agency. But the chairman of the congressional committee funding that agency feels the same. In his famous study "Presidential Power and the Modern Presidents," Richard Neustadt explains how little power the president actually has and concludes that the only lasting presidential power is "the power to persuade."
Take Rumsfeld's attempt to transform. the cold-war military into one geared for the future. It's innovative but deeply threatening to almost everyone in Washington. The Defense Secretary did not try to sell it to the Joint Chiefs of Staff, Congress, the budget office or the White House. As a result, the idea is collapsing.
Second, what power you have, you must use carefully. For example, O'Neill's position as Treasury Secretary is one with little formal authority. Unlike Finance Ministers around the world, Treasury does not control the budget. But it has symbolic power. The secretary is seen as the chief economic spokesman for the administration and, if he plays it right, the chief economic adviser for the president.
O'Neill has been publicly critical of the IMF’s bailout packages for developing countries while at the same time approving such packages for Turkey, Argentina and Brazil. As a result, he has gotten the worst of both worlds. The bailouts continue, but their effect in holstering investor confidence is limited because the markets are rattled by his skepticism.
Perhaps the government doesn't do bailouts well. But that leads to a third rule: you can't just quit. Jack Welch's famous law for re-engineering General Electric was to be first or second in any given product category, or else get out of that business. But if the government isn't doing a particular job at peak level, it doesn't always have the option of relieving itself of that function. The Pentagon probably wastes a lot of money. But it can't get out of the national-security business.
The key to former Treasury secretary Rubin's success may have been that he fully understood that business and government are, in his words, "necessarily and properly very different.' In a recent speech he explained, "Business functions around one predominate organizing principle, profitability…Government, on the other hand, deals with a vast number of equally legitimate and often potentially competing objectives---for example, energy production versus environmental protection, or safety regulations versus productivity.”
Rubin's example shows that talented people can do well in g
A．regard the president as the CEO
B．take absolute control of his department
C．exercise more power than the congressional committee
D．become acquainted with its power structure
A.What's wrong with you
B.How are you
C.What's the matter with Kate
A.What are you？
B.What can you do？
C.What can support you？
D.What you want？
A.When you have time， what does you do
B.What do you do when you has time
C.When do you do what you have time
D.What do you do when you have time
A.What for？
B.So what？
C.What about you？
