题目内容
（请给出正确答案）
A.① only
B.② only
C.Either ① or ②
D.Neither ① nor ②
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更多“A large angle of list can be created by which of the following ________.① Negative initial”相关的问题
A Many business books assume that potential leaders are a blank canvas onto which must be hurled a particular set of habits and characteristics in order to form. the perfect chief executive of the future. Others assume that to become a better boss executives need do no more than ape other corporate high-flyers or draw inspiration from leaders in other walks of life. In this vein, for example, there is the Jack Welch model and the Richard Branson model.
B Military commanders are a favourite—military metaphors still abound in the corporate world—and Napoleon and:Alexander feature frequently. Alexander's record on globalisation, however, is the more appealing in the current business climate. Failure to make it in Moscow and being off shored on St Helena are not to be found on the CVs of potential business leaders of today.
C Rob Goffee and Gareth Jones, two British academics, eschew the notion that effective bosses can be constructed piecemeal. Their implicit message is that bosses are born, or at least made before they delve into books on management. Rather than suggesting that high-quality leaders can be constructed from what they dismiss as an "amalgam of traits", they stress that there are "no universal leadership characteristics". The talent that the pair thinks most Vital is "authenticity".
D After 25 years spent observing well-regarded chief executives and good managers further down the ladder, the authors conclude that authors who are true to characteristics they already possess make the best bosses. Their message to the aspiring high-flyer is "be yourself", have a lot of self-knowledge and be comfortable with who you are. Identikit executives hiding behind the latest management fad, ambitious role players, time-servers and office politicians may manage to creep to the top. However, Messrs Jones and Goffee insist that those they seek to lead will soon find them out. Authenticity cannot be faked, they say, and a little eccentricity won't hurt either. The authors approvingly cite Mr Branson's casual style. and endearing difference from the norm that his followers appreciate.
E Displaying other differences, foibles or even shortcomings, they say, adds to the authenticity, and they give examples of the kinds of differences that bosses should exude. When CEO of Unilever, Niall FitzGerald gave free vent to his Irishness; Franz Humer's passion was on display for all to see at Roche; and the BBC revelled in Greg Dyke's "blokeishness". The authors do concede that there are techniques which can improve leadership. Some characteristics work better than others, so play these up. However, they warn against phoney sincerity, and (perhaps surprisingly) they advocate displays of weakness. Mr Dyke had a notoriously bad temper; Alain Levy of PolyGram could be blunt and emotional. Appear human and your leadership will seem more attractive.
F The authors go on to make some fairly obvious points that the truly authentic and self-aware could probably work out for themselves: be conscious of how well you read situations (and try to get better); conform. (but not too much); get close to your underlings (but not too close); and communicate authentically too. Are you better on e-mail or face-to-face？ They cite Mr Welch's use of experiences from his boyhood in his communiqués as a way of conveying authenticity. They suggest trying a little humour—which is surely not a good idea if you are not authentically funny.
G It is a shame that the British authors offer many more examples from Europe than they do from America. The reader is left wondering whether revealing eccentricities in a land where conformity is more highly prized (and weaknesses where capitalism is reddest in tooth and claw) would meet with less success. Wal-Mart, Microsoft and other hugely successful American companies have been led by rather unexceptional people with little sense of humour.
H&nbs
According to the schedule, the flight No. 232 to Beijing____at 10:30. We’d better set out right now, or we’ll be late.
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A、the other
B、another
C、the others
D、other
Every summer about a dozen journalists gather at a former army training camp north of London to spend the day watching the training of London's special armed police unit. These are the people who regularly have to tackle the increasing number of criminals who are prepared to carry guns.
The journalists also get a chance to shoot a gun on the practice range—none of it seems that difficult, and we put most of the bullets somewhere on the target. But then we move on to the next stage of the training, where some of the problems, which actually crop up on the street are imitated. The lights on the range are dimmed and we are stood in front of a large screen. We still have guns, but the bullets are fake, and videos are played where actors act out various types of situations.
Does the man holding a woman in front of him really have a gun or not？ Is the man apparently preparing to surrender really going to, or is he going to raise the gun in front of him and shoot？ We have to decide whether to shoot and when, just like the police officer has to when faced with this situation for real. The journalists' results here were not so impressive. I am afraid we killed many an innocent person carrying nothing more lethal than a stick.
The debate over whether more police in Britain should be armed with guns has been going on for years. The current policy is to have a small number of specialists available in each of the 43 police departments in Britain. They are kept up to scratch with intensive and regular training.
But the wisdom of that policy has been questioned as the amount of violence encountered by the police has grown. It is usually the ordinary street officer who is on the wrong end of this, rather than the armed experts who arrive rather later.
To see the direction in which the British police are heading, consider the experience of the Northumbria police who have responsibility for law and order in 5,000 square kilometers of Northeast England. The population is 1.5 million, living in rural areas and a few urban centers. The 3,600 police officers in the force deal with all the typical problems thrown up by the Britain of the 1990s.
John Stevens, head of the Northumbria Police Department, has just published his review of the past years. During 1994, for example, 61 officers (54 men and 7 women) were forced into early retirement after being attacked on duty. Before being allowed to leave the police for medical reasons, they lost between them 12,000 days on sick leave: the equivalent of 50 police officers off the street for a full year.
Stevens makes this observation: "The personal cost of policing has never been so high. One-third of the officers leaving were disabled in the very worst degree and will suffer for the rest of their lives for their efforts in the fight against crime."
This picture of a policeman's lot could be repeated in many other parts of Britain, yet the police themselves still oppose more widespread arming of their officers. The most recent survey, conducted last year, showed that only 46% were in favor.
The general public, however, likes the idea: 67% favored wider issuing of guns. But they, of course, would not have to carry them and maybe even use them. Recalling my own experience shooting a gun on the practice range, I certainly would not want the responsibility.
It is clear to everyone that the police need more protection against the gun and the knife. They already carry longer clubs to replace the old ones. They have access to knife-resistant coats and gloves.
The likely next step is agreement from the government to test pepper spray, an organic substance derived from peppers that disables an attacker if sprayed in his face. If used properly, the discomfort, although extreme, is only temporary. Provided the spray is washed away with water, recovery should be complete within a couple of hours. Unpleasant, certainly, but better than being shot.
Many people in Britain would not mind seeing their police with longer clubs or even pepper spray. They would just like to see them. I have lost count of the times we have been filming police officers on the street when local residents have come up to us and told us it is the first time in weeks they have seen police in the area.
Actually the biggest threat to the traditional image and role of police officers does not come from guns and armed crime but the increase in the tasks we expect the police to carry out. New laws and police priorities are taking up so much time that many forces simply cannot afford to let their officers walk up and down the streets. Politicians are now asking members of the public to watch the streets. In some prosperous areas, local people pay private security firms.
Many officers believe it is all these extra duties, rather than the fear of being shot, that have really changed their role. In future, if you want to know what time it is there might not be much point asking a policeman. He either will not be there to ask or will not have the time to answer. 1． Why do actors act out various types of conditions？ 2． Why did journalists "kill" many innocent persons ？ 3． Why do the police oppose more widespread arming of the officers？ 4． What do people in Britain want about the police officers？ 5． What can you infer from the last sentence？
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