陪你度過(guò)雅思備考熱身訓(xùn)練24天閱讀篇

PAT24每日一練閱讀題秋季合是根據(jù)2013年9月-11月中尚友論訂。為什么要做這個(gè)每日一練秋季合閱讀篇呢Economist體味原汁原味的英文文章，也為“語(yǔ)言輸出”寫(xiě)作部分打下那如何使用每日一練秋季合閱讀篇呢翻譯進(jìn)行修改，考慮自己和參考答案的不足及原因~這里還有每日一練的姊妹篇~題目~請(qǐng)戳 請(qǐng)猛戳尚友>雅思專區(qū)點(diǎn)擊發(fā)帖，類別選擇“求助討論”，尚友雅思專區(qū)會(huì)不定期開(kāi)展各種幫助大家備考的活動(dòng)哦，加，可以得到高分版主的針對(duì)性點(diǎn)評(píng)和建議，可以拿，還可以結(jié)識(shí)一起的小伙伴哦~大家可以關(guān)注我們的雅思備考//人人主頁(yè)，有活ComeOnBaby,HereWeGiventhequestionsofhowtomanoeuvreinthedark,whatsolutionsmightanengineerThefirstonethatmightoccurtohimistomanufacturelight,tousealanternorasearchlight.Firefliesandsomefish(usuallywiththehelpofbacteria)havethepowertomanufacturetheirownlight,buttheprocessseemstoconsumealargeamountofEvidencesuggeststhatakeysteptodevelopaonbullying,sayingclearlywhatismeantbybullying,andgivingexplicitguidelinesonwhatwillbedoneifitoccurs,whatrecordswillbekept,whowillbeinformed,whatsanctionswillbeemployed.Theshouldbedevelopedthroughconsultation,overaperiodoftime—notjustimposedfromtheheadteacher'soffice.Pupils,parentsandstaffshouldfeeltheyhavebeeninvolvedinthe,whichneedstobedisseminatedandimplementedeffectively.Toomanypeoplelivinginfragileenvironmenthavelosttheircontrolovereconomies,theircultureandtheirenvironmentwhentourismhasMerelyrestrictingtourismcannotbethesolutiontotheimbalance,becausepeople'sdesiretoseenewceswillnotjustgreatercontrolovertourismventuresintheirregions,inordertobalancetheirneedsandaspirationswiththedemandsof到類似的topic哦~TheBangladeshiernmenthasapprovedadraftlawproposingtoughpenaltiesforrecruitmentagenciesfoundguiltyofduworkerswithpromisesoflucrativejobsoverseas,onlytoleavethemin ejobswithimproperworkpermits.Theproposedlawwouldmeanaumoftenyearsinprisonandaround$6,000fineforanyoneconvictedofcheatingorforgingsofmigrantworkers.atastartlingpace.Whiletheglobaleconomyhasbeenexpandingatabitover3%ayear,thevolumeoftradehasbeenrisingatacompoundannualrateofabouttwicethat.Foreignproducts,frommeattomachinery,yamoreimportantroleinalmosteveryeconomyintheworld,andforeignmarketsnowtemptbusinessesthatnevermuchworriedaboutsalesbeyondtheirnation'sborders.ManyoftheArctictouristdestinationshavebeenexploitedbyoutsidecompanies,whoemploytransientworkersandrepatriatemostoftheprofitstotheirhomebase.ButsomeArcticcommunitiesarenowoperatingtourbusinessesthemselves,therebyensuringthatthebenefitsaccruelocally.Forinstance,anativecorporationinAlaska,employinglocalpeople,isrunninganairtourfromAnchoragetoKotzebue,wheretouristseatArcticfood,walkonthetundraandwatchlocalmusiciansanddancers.Whatliesbehindthisexplosionininternationalcommerce?Thegeneralworldwidedeclineintradebarriers,suchascustomsdutiesandimportquotas,issurelyoneexnation.Theeconomicopeningofcountriesthathavetraditionallybeenminoryersisanother.Butonebehindtheimport-exportboomhaspassedallbutunnoticed:therapidlyfallingcostofgettinggoodstoRegardlessofwhethergoalsareachievableorwellwithinmanagement'sperceptionsoftheemployee'sability,ifemployeesseethemasunachievabletheywillreducesure,therefore,thatemployeesfeelconfidentthattheireffortscanleadtoperformancegoals.Formanagers,thismeansthatemployeesmusthavethecapabilityofngthejobandmustregardtheappraisalprocessasvalid.翻譯~第一個(gè)topic是management哦Managersneedtomakerewardscontingentonperformance.Torewardfactorsotherthanperformancewillonlyreinthoseotherfactors.Keyrewardssuchaspayincreasesandpromotionsoradvancementsshouldbeallocatedfortheattainmentoftheemployee'sspecificgoals.Consistentwith izingtheimpactofrewards,managersshouldlookforwaystoincreasetheirvisibility.Thewayrewardsaredistributedshouldbetransparentsothatemployeesperceivethatrewardsoresareequitableandequaltotheinputsgiven.Onasimplisticlevel,experience,abilities,effortandotherobviousinputsshouldexindifferencesinpay,responsibilityandotherobvious Itisagreatdealeasiertomotivateemployeesinaorganisationthanadecliningone.Whenorganisationsareexpandingandaddingnel,promotionalandtheexcitementofbeingassociatedwithadynamicorganisationcreatefeelingsofoptimism.Managementisabletousethegrowthtoenticeandencourageemployees.Whenanorganisationisshrinking,thebestandmostworkersarepronetoleavevoluntarily.Thereisanabundanceofevidencetosupportthemotivational thatresultfromcarefullymatchingtojobs.Forexample,ifthejobisrunningasmallbusinessoranautonomousunitwithinalargerbusiness,highachieversshouldbesought.However,ifthejobtobefilledisamanagerialpostinalargebureaucraticorganisation,acandidatewhohasahighneedforpowerandalowneedforaffiliationshouldbeselected.TencenthascreatedabetterbusinessmodelthanitsWesternpeers.Manyinternetfirmsbuildacustomerbasebygivingthingsaway,betheysearchresultsorsocial-networkingtools.Theythenseektomonetisetheirusers,usuallyturningtoonlineadvertising.isagloriousexample.Otherfirmstrytomake mercework.Butasthecaseofrevenue-richbutprofit-poorAmazonsuggests,thiscanalsobeahardslogManagement了呢~下一個(gè)topic是關(guān)于諾貝爾獎(jiǎng)的哦~而且是消息==，來(lái)來(lái)，一探究竟吧~THENobelprizesinphysiologyormedicine,physicsandchemistryarethemostprestigiousgongsinscience.Theannualannouncementofthewinnersisabigeventinthescientificcalendar,asistheritzypartythattakesceonDecember10thtohonourthewinnersdirectly.Buttalktoscientistsinprivate,andmanywillgrumble.TheNobelsareagreatwaytogetpeopleinterestedinscience,they’llsay,andit’sgoodthatwehavethem.Buttherehavebeenstrangeomissions,withpeoplewhoshouldhavewonaprizedenied.Thegrumpiestcominthatdespitetheglitzoftheprizes,andtheensuingmediaattentioninarticleslikethisone,therulesthaternthemnolongerreflectthewaymodernscienceworks.Why(besideslousy,perhaps)aresomescientistsunhappywiththeOnereasonisthatthecommitteescanoftenbeslowtorecogniseachievement.AlfredNobel,thedynamitemagnatewhosetuptheprizesin1895,specifiedinhiswillthattheprizesshouldrewardworkdoneinthepreviousyear.Butexperiencesoonshowedthatthiswasrisky,asmedalsweregivenoutfordiscoveriesthatlaterprovedTherewasspeculationthisyearthattheNobelwouldbreakwithanothertradition,thatorganisationsarenothonouredinthescienceprizes,andgivepartofthephysicsgongtoCERNitself.Buttheydidn’t.TherulesspecifiedinNobel'swillhavebeenreinterpretedinthepast.Itmaybetimetorejigthemonceagain.于no-frills航空的~思考下No-frills航空是怎樣的航空呢~Inthe1950sflyingwasaprivilegeenjoyedbyonlythewealthiest.Thecostsofflyingweresimplytoohighformostordinaryfolk.In1952aLondon-to-ScotlandreturnflightwouldsettheaverageEnglishmanbackaweek’swages;atriptoNewYorkmightrequiresavingupforfivemonths.Butin2013flyingisamassmarket,dueinnosmallparttothegrowthof“no-frills”airlinesofferingflightsatverylowprices.Ryanair,anIreland-basedno-frillsairline,hasevenbeenknowntogiveticketsawayfor.Howcanno-frillsairlinesbesocheap?SouthwestAirlines,theworld’sfirstsuccessfulno-frillscarrier, waysofreducingoperatingcoststhat nowusedallovertheworld.ToreducecostsSouthwestfilleditsneswithmoreseats,madesureeachflightwaspackedandflewitsaircraftmoreoftenthanfull-serviceairlines.No-frillsairlinesalsocutcostsbyusingonlyonetypeofaerone.BothSouthwestandRyanairflyonly737s,whereasBritish-basedeasyJetfliesmainlyAirbusnes.Businessclasswasabolished.Feesfornon-essentialserviceslikecarryingluggageintheholdwereintroduced.Innovativesalesstrategiesalsohelped.WheneasyJetfoundedin1995itacceptedonlydirectbookings.Thiscutoutthefatfeeschargedbytravelagents.Ingenioususeofyield-managementsystems—whichraiseticketpriceswhendemandishighandreducethemduringquietperiods—alsoincreasedRyanairhastakentheno-frillsconceptfurther.Theairlineisnotknownforitsglamorouswaiting-rooms,norfordazzlingcustomerservice.Andithasusedfeestomanagepassengerbehaviourmorethanotherairlines.Forexample,toreduceground-staffnumbers,itisnowprohibitivelyexpensivetocheckinattheairportortostoreluggageintheholdPromptedbyuneasefromshareholdersthatthefirm’sreputationwouldhampergrowthinpassengerinSeptemberthatitwouldsmoothitsrougheredgestoimprovecustomersatisfaction.Doesthismeanwehaveseenthebackofno-Aggressivein-flightsalesstrategieshavealsoreducedticketpricesthroughcross-subsidy.Suchtacticsmaynotmakeforapleasanttravelexperience,butRyanairremainspopular.Indeed,itisEurope'sbiggestairline.AndithasevenuseditsslightlydourreputationtocutcostsInconclusion,therulingparty’simmigrationpoliciesofcontrollingtheinfluxofforeigners,consistingofforeignstudents,arenoteffectiveinsolvingthesocialproblemscausedbythefloodingforeignerswhiletheoppositionparty,theWorkers’Partycameupwithalternativeapproacheswhichconformtopeople’appealsfornoticeabledecreasedinflowof~何疑惑或者建議或者意見(jiàn)，都?xì)g迎來(lái)尚友雅思專區(qū)和我們哦。同時(shí)，要獲取精表明，控制行為的一個(gè)步驟是制定針對(duì)行為的政策應(yīng)該經(jīng)過(guò)一段時(shí)間的磋商行成，而不應(yīng)該只是由校長(zhǎng)