You can sit here in your spare time. You can sit here when you're ________.
A.working
B.studying
C.not working
D.reading
A.working
B.studying
C.not working
D.reading
A.I need a round trip to Frankfurt
B.I’d prefer sit with my family
C.Here you are
D.I want to check in for the next flight
A、I’d rather stay here if you don’t mind.
B、Of course, why not go out?
C、Oh, I don’t like neither here nor there.
D、Sure, we like these two places.
A.I’d rather sit here if you don’t min
B.I think it might be a good idea to do some research first.
C.Certainly, why not?
D.Yes, I like these two places.
A.It’s too far from here
B.Sorry,I’m a stranger here myself
C.You can take a bus first
D.Sorry,I can’t
— Should I leave earlier tomorrow morning?
— ________________
A、Yes, you can go there by yourself.
B、Yes, it’s better to leave earlier to avoid the morning traffic.
C、Yes, I think you should stay here longer.
A、go ahead
B、I’d rather you didn’t
C、certainly
D、no problem
Jack: Would you mind passing me the paper for me, Henry?
Henry: __________, here you are.
A. Sure, my pleasure
B. Yes, I mind
C. I’d like to help, but I am afraid that I can not
D. Not at all
a.Please don't hesitate to let us know your fight details when fix your schedule, so that
we can arrange people to pick you up at the airport
b.Best regards
c.We are looking forward to seeing you soon
d.Our booth number is DK085
e.This is to inform. you that our company will attend the Shenzhen Electronic Show held at
the Shenzhen Exhibition Center form. June 15 to June 25.
f.After the show ,we can also have a further business discussion
g.You are most welcome to come over here to take a look.
41.___---___---____---___ ---____---- c--- b
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