题目内容
（请给出正确答案）
A．commitment
B．assurance
C．value
D．interest
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（由简答题聘请的专业题库老师提供的解答）
更多“The manufacturer lost many of its most loyal customers after the media focused attention o”相关的问题
The workforce is ageing across the rich world. Within the E.U. the number of workers aged between 50 and 64 will increase by 25% over the next two decades, while those aged 20~29 will decrease by 20%. In Japan almost 20% of the population is already over 65, the highest share in the world. And in the United States the number of workers aged 55~64 will have increased by more than half in this decade, at the same time as the 35- to 44-year-olds decline by 10%.
Given that most societies are geared to retirement at around 65, companies have a looming problem of knowledge management, of making sure that the boomers do not leave before they have handed over their expertise along with the office keys and their e-mail address. A survey of human-resources directors by IBM last year concluded: "When the baby-boomer generation retires, many companies will find out too late that a career's worth of experience has walked out the door, leaving insufficient talent to fill in the void".
Some also face a shortage of expertise. In aerospace and defence, for example, as much as 40% of the workforce in some companies will be eligible to retire within the next five years. At the same time, the number of engineering graduates in developed countries is in steep decline.
A few companies are so squeezed that they are already taking exceptional measures. Earlier this year the Los Angeles Times interviewed an enterprising Australian who was staying in Beverly Hills while he tried to persuade locals to emigrate to Toowoomba, Queensland, to work for his engineering company there. Toowoomba today; the rest of the developed world tomorrow？
If you look hard enough, you can find companies that have begun to adapt the workplace to older workers. The AARP, an American association for the over-50s, produces an annual list of the best employers of its members. Health-care firms invariably come near the top because they are one of the industries most in need of skilled labour. Other sectors similarly affected, says the Conference Board, include oil, gas, energy and government.
Near the top of the AARP's latest list comes Deere &. Company, a no-nonsense industrial-equipment manufacturer based in Illinois; about 35% of Deere's 46,000 employees are over 50 and a number of them are in their 70s. The tools it uses to achieve that—flexible working, telecommuting, and so forth—also coincidentally help older workers to extend their working lives. The company spends "a lot of time" on the ergonomics of its factories, making jobs there less tiring, which enables older workers to stay at them for longer.
Likewise, for more than a decade, Toyota, arguably the world's most advanced manufacturer, has adapted its workstations to older workers. The shortage of skilled labour available to the automotive industry has made it unusually keen to recruit older workers. BMW recently set up a factory in Leipzig that expressly set out to employ people over the age of 45. Needs must when the devil drives.
Other firms are polishing their alumni networks. IBM uses its network to recruit retired people for particular projects. Ernst & Young, a professional-services firm, has about 30,000 registered alumni, and about 25% of its "experienced" new recruits are former employees who return after an absence.
But such examples are unusual. A survey in America last month by Ernst & Young found that "although corporate America foresees a significant workforce shortage as boomers retire, it is not dealing with the issue". Almost three-quarters of the 1,400 global companies questioned by Deloitte last year said they expected a short
A．a loss of knowledge and experience to many companies
B．a decrease in the number of 35- to 44-year-olds
C．a continuous increase in the number of 50- to 64-year-olds
D．its impact on the developed world whose workforce is ageing
The workforce is ageing across the rich world. Within the E.U. the number of workers aged between 50 and 64 will increase by 25% over the next two decades, while those aged 20~29 will decrease by 20%. In Japan almost 20% of the population is already over 65, the highest share in the world. And in the United States the number of workers aged 55~64 will have increased by more than half in this decade, at the same time as the 35- to 44-year-olds decline by 10%.
Given that most societies are geared to retirement at around 65, companies have a looming problem of knowledge management, of making sure that the boomers do not leave before they have handed over their expertise along with the office keys and their e-mail address. A survey of human-resources directors by IBM last year concluded: "When the baby-boomer generation retires, many companies will find out too late that a career's worth of experience has walked out the door, leaving insufficient talent to fill in the void".
Some also face a shortage of expertise. In aerospace and defence, for example, as much as 40% of the workforce in some companies will be eligible to retire within the next five years. At the same time, the number of engineering graduates in developed countries is in steep decline.
A few companies are so squeezed that they are already taking exceptional measures. Earlier this year the Los Angeles Times interviewed an enterprising Australian who was staying in Beverly Hills while he tried to persuade locals to emigrate to Toowoomba, Queensland, to work for his engineering company there. Toowoomba today; the rest of the developed world tomorrow？
If you look hard enough, you can find companies that have begun to adapt the workplace to older workers. The AARP, an American association for the over-50s, produces an annual list of the best employers of its members. Health-care firms invariably come near the top because they are one of the industries most in need of skilled labour. Other sectors similarly affected, says the Conference Board, include oil, gas, energy and government.
Near the top of the AARP's latest list comes Deere &. Company, a no-nonsense industrial-equipment manufacturer based in Illinois; about 35% of Deere's 46,000 employees are over 50 and a number of them are in their 70s. The tools it uses to achieve that—flexible working, telecommuting, and so forth—also coincidentally help older workers to extend their working lives. The company spends "a lot of time" on the ergonomics of its factories, making jobs there less tiring, which enables older workers to stay at them for longer.
Likewise, for more than a decade, Toyota, arguably the world's most advanced manufacturer, has adapted its workstations to older workers. The shortage of skilled labour available to the automotive industry has made it unusually keen to recruit older workers. BMW recently set up a factory in Leipzig that expressly set out to employ people over the age of 45. Needs must when the devil drives.
Other firms are polishing their alumni networks. IBM uses its network to recruit retired people for particular projects. Ernst & Young, a professional-services firm, has about 30,000 registered alumni, and about 25% of its "experienced" new recruits are former employees who return after an absence.
But such examples are unusual. A survey in America last month by Ernst & Young found that "although corporate America foresees a significant workforce shortage as boomers retire, it is not dealing with the issue". Almost three-quarters of the 1,400 global companies questioned by Deloitte last year said they expected a short
A．a loss of knowledge and experience to many companies
B．a decrease in the number of 35- to 44-year-olds
C．a continuous increase in the number of 50- to 64-year-olds
D．its impact on the developed world whose workforce is ageing
The retailers can purchase goods from manufacturer or through a wholesaler.()
The manufacturer listed assets ______liabilities.
A．but
B．nor
C．and
D．so
A、a. the dress manufacturer to supply more dresses now than it was supplying previously.
B、b. the dress manufacturer to supply fewer dresses now than it was supplying previously.
C、c. the demand for this manufacturer's dresses to fall.
D、d. no change in the dress manufacturer's current supply; instead, future supply will be affected.
Is the News Believable？
Unless you have gone through the experience yourself, or watched a loved one's struggle, you really have no idea just how desperate cancer can make you. You pray, you rage, you bargain with God, but most of all you clutch at any hope, no matter how remote, of a second chance at life.
For a few excited days last week, however, it seemed as if the whole world was a cancer patient and that all humankind had been granted a reprieve (痛苦减轻). Triggered by a front-page medical news story in the usually reserved New York Times, all anybody was talking about — on the radio, on television, on the Internet, in phone calls to friends and relatives — was the report that a combination of two new drugs could, as the Times put it, "cure cancer in two years."
In a matter of hours patients had jammed their doctors' phone lines begging for a chance to test the miracle cancer cure. Cancer scientists raced to the phones to make sure everyone knew about their research too, generating a new round of headlines.
The time certainly seemed ripe for a breakthrough in cancer. Only last month scientists at the National Cancer Institute announced that they were halting a clinical trial of a drug called tamoxifen (他莫昔芬) — and offering it to patients getting the placebo (安慰剂) — because it had proved so effective at preventing breast cancer (although it also seemed to increase the risk of uterine (子宫的) cancer). Two weeks later came the New York Times' report that two new drugs can shrink tumors of every variety without any side effects whatsoever.
It all seemed too good to be true, and of course it was. There are no miracle cancer drugs, at least not yet. At this stage all the drug manufacturer can offer is some very interesting molecules, and the only cancers they have cured so far have been in mice. BY the middle of last week, even the TV talk-show hosts who talked most about the news had learned what every scientist already knew: that curing a disease in lab animals is not the same as doing it in humans. "The history of cancer research has been a history of curing cancer in the mouse," Dr. Richard Klausner, head of the National Cancer Institute, told the Los Angeles Times. "We have cured mice of cancer for decades — and it simply didn't work in people."
According to the passage, a person suffering from cancer will
A．give up any hope.
B．pray for the health of his loved ones.
C．go out of his way to help others.
D．seize every chance of survival.
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