题目内容
（请给出正确答案）
A.love and hatred
B.body and spirit
C.sin and evil
D.time and space
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更多“Hawthorne has a “black" vision of life and human being, which account for the fact that in almo…”相关的问题
A.love and hatred
B.body and spirit
C.sin and evil
D.time and space
A．Only one black actor has ever been nominated fro the Academy Awards.
B．Only three black actors have ever won the best director title.
C．The black actors are given a separate award.
D．The black actors experience more unfair treatment.
A.Washington Irving
B.James Fenimore Cooper
C.Herman Melville
D.Nathaniel Hawthorne
A.desire
B.sex
C.evil
D.instinct
Which of the following statements is NOT true？
A．The ancestors of jazz music were 'free black people.
B．Jazz music has mixed different kinds of musical sources.
C．Some of the rhythms of jazz music later became work songs.
D．It took quite a long time to develop jazz music.
A、Herman Melville’s
B、Washington Irving’s
C、Nathaniel Hawthorne’s
D、Walt Whitman’s
Please paraphrase the following sentences and paragraph. 1. While raising a family is inherently stressful, adoption is filled with additional tensions that are unique to the adoptive relationships. 2. Opinion is divided over what impact, if any, advertising has on children. What is beyond question is that many people, parents in particular are worried about its effects. 3. In the 1920s, an American academic, Elton Mayo, researched the effects of the physical environment on the productivity of workers. The result, known as the Hawthorne Studies, named after the electrics company where it took place, showed that workers could be motivated to work harder by making small changes to the workplace, such as altering the lighting or the layout of a room.
The new scope and power of management theories have created an identity crisis. Are teachers of management like historians, distilling the wisdom of the world into a form. that others can absorb and imitate？ Or are they innovators, changing the world with their new theories and ideas？ And, if they are to be innovators, what are to be the doctrine and dogma from which their theories spring？ Bright management ideas abound, but two factors make it hard to separate the wheat from the chaff. One is the "Hawthorne effect". Early in the twentieth century, managers at General Electric's Hawthorne plant began a study of how better lighting might increase productivity. They turned up the lights. Productivity went up. For exactitude, they also turned down the lights, expecting productivity to fall. It didn't; it went again. In fact, just about anything done to the Hawthorne workers increased productivity. They liked the attention.
Given workers' ability to respond positively to extra attention—however abjectly lunatic and misguided—a fallback criterion for measuring the success of a management theory is profits. But here the past seven years of steady economic growth, combined with roaring bull markets, have shown virtually all business ideas in their kindest light. For the time being, professors themselves are left with great leeway to decide which ideas are worth teaching and which are best forgotten. But the perspectives from which they make such decisions are changing fast.
Management schools first started cropping up in America at the tuna of the century. Their role was to mould a new type of top manager to run a new type of corporation: the diversified manufacturer. Paragon of the new breed of company was General Motors—as redesigned by Alfred Sloan, who also founded the Sloan School of Management at MIT. To tap economies of scale and scope GM was one of the first firms to organize management by function, creating a finance department, a marketing department, an engineering department and so on. This new organization, in turn, required a new breed of manager at the top—where the functional divisions came together—who could get the most out of the vast and specialized resources spread out beneath him.
The new breed of magnate had to understand the various skills he commanded, from finance to manufacturing. Few had time to gain all that knowledge on shop—and trading-room-floors. The new managers also had to be able to translate their knowledge into a common language, which often meant the rows and columns of management accounting. And, because of the complexity of their empires, they had to be more conscious of the theory and practice of organization.
In many ways, the logical culmination of this management philosophy was Harlod Geneen of ITT (MBA, Harvard). He created a vast conglomerate based on "management by numbers"—the idea that if one could read management accounts right, one could manage just about anything. But neither conglomerateers nor big manufacturers have had an easy time of late. Not only have economies shifted towards service industries, but the turbulence of recent years has encouraged the break-up of big firms into smaller chunks. Though the required "core" curriculum of most business schools still prepare
A．seem to be in doubt as to
B．are sure of
C．are inclined to decide
D．have no idea whatsoever
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