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Hurtling as we are towards the new millennium, with all the social changes this iconic date implies, it is increasingly apparent (21) the world of business is experiencing fundamental shifts. Today, both companies and schools are increasingly aware that business is a human activity; it’s ultimately (22) and about people. In future, employers will (23) doubt demand more rounded individuals to run their operations, which naturally creates a question for the next generation of students, "Is the classic MBA still the model—and obligatory—passage toward that ideal career" The Masters of Business Administration (MBA), the best-known business school label, is an introduction to general management. The traditional MBA, Harvard-style, has remained largely unaltered (24) the 1950s, and seeks to provide a thorough knowledge of business functions through the case study—a(n) (25) incidentally borrowed from law school. The trouble is that the real world is not a theoretical exercise. The problems managers face today are messy, and, if anything, are becoming messier, neither fitting in neat functional boxes nor (26) one simple answer. Ambiguity is the hardest (27) to manage, but it’s the one most managers are wrestling with. "Management is more art than science," observes Richard D’Aveni, professor of strategic management at Dartmouth’s Amos Tuck School of Business Administration. "No one can say with certainty which decisions will bring the most (28) , any more than they can create instructions over (29) to sculpt a masterpiece. You just have to feel it as it goes." John Quelch is another business-school insider who detects the limitations of the traditional syllabus. According to Quelch, leadership is an area that b-schools have not fully addressed. It is notoriously hard to teach, (30) programs do have the capacity to provide a grounding in non-business areas and personal growth.
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Questions 4 to 6 are based on the following conversation. At the end of the conversation you, will be given 15 seconds to answer the questions. Now, listen to the conversation. What will happen if the man does not receive his financial aid
Hurtling as we are towards the new millennium, with all the social changes this iconic date implies, it is increasingly apparent (21) the world of business is experiencing fundamental shifts. Today, both companies and schools are increasingly aware that business is a human activity; it’s ultimately (22) and about people. In future, employers will (23) doubt demand more rounded individuals to run their operations, which naturally creates a question for the next generation of students, "Is the classic MBA still the model—and obligatory—passage toward that ideal career" The Masters of Business Administration (MBA), the best-known business school label, is an introduction to general management. The traditional MBA, Harvard-style, has remained largely unaltered (24) the 1950s, and seeks to provide a thorough knowledge of business functions through the case study—a(n) (25) incidentally borrowed from law school. The trouble is that the real world is not a theoretical exercise. The problems managers face today are messy, and, if anything, are becoming messier, neither fitting in neat functional boxes nor (26) one simple answer. Ambiguity is the hardest (27) to manage, but it’s the one most managers are wrestling with. "Management is more art than science," observes Richard D’Aveni, professor of strategic management at Dartmouth’s Amos Tuck School of Business Administration. "No one can say with certainty which decisions will bring the most (28) , any more than they can create instructions over (29) to sculpt a masterpiece. You just have to feel it as it goes." John Quelch is another business-school insider who detects the limitations of the traditional syllabus. According to Quelch, leadership is an area that b-schools have not fully addressed. It is notoriously hard to teach, (30) programs do have the capacity to provide a grounding in non-business areas and personal growth.
Harriet Beecher Stowe was raised in a Puritan tradition of high moral standard. Her father Lyman Beecher was a Congregational Minister and brother Henry Ward Beecher became pastor of Brooklyn’s Plymouth Church. The Beechers moved to Cincinatti when Lyman Beecher was appointed President of Lane Theological seminary. There, Harriet’s sister Catharine founded Western Female Institute, where Harriet taught until her 1834 marriage to widower Calvin Stowe, a Biblical Literature professor at Lane. During the first seven years of marriage she bore five children, writing pieces for magazines to compliment Professor Stowe’s meager salary. She won a short story prize from Western Monthly Magazine, and her literary production and skill increased steadily. In 1834, her short-story collection The Mayflower was published. This Ohio period gave Stowe the impetus to write Uncle Tom’s Cabin. Cincinnati was just across the river from the slave trade, and she observed firsthand several incidents which galvanized her to write famous anti-slavery novel. Scenes she observed on the Ohio River, including seeing a husband and wife being sold apart, as well as newspaper and magazine accounts and interviews, contributed material to the e-merging plot. The family shared her abolitionist sentiment and was active in hiding runaway slaves. In 1850 Calvin Stowe was appointed at Bowdoin, and the entire family returned to the Northeast. They reached Boston at the height of the public furor over the 1850 Fugitive Slaye Law, which mandated the return of runaway slaves already in the North to their owners. Many former slaves fled to Canada from their homes in New England. Harriet set about writing a polemical novel illustrating the moral responsibility of the entire nation for the cruel system. She forwarded the first episodes to Dr. Bailey, editor of the Washington anti-slavery weekly, The National Era. He agreed to pay ＄ 300 for the work, then published it in 40 installments. The suspenseful episodes were read weekly to families and gatherings throughout the land. Despite The National Era’s small circulation, limited to an audience already sympathetic to abolitionism, the installments reached a large audience as worn copies were passed from family to family. Although many Northerners considered slavery a political institution for which they had no personal responsibility, Uncle Tom’s Cabin was becoming a national sensation. The episodes attracted the attention of Boston publisher, J. P. Jewett, who published the work in March of 1852. Uncle Tom’s Cabin immediately broke all sales records of the day: selling half-a-million copies by 1857. Harriet Beecher Stowe received royalties only on the American editions; unauthorized dramatic productions boomed, as did a profusion of artifacts, "Tomitudes," based on the story. Pirated European editions also had astronomical sales. Putnam’s Magazine called Uncle Tom’s Cabin "the first real success in bookmaking." Stowe went on to many other literary projects, producing about a book a year from 1862 to 1884. For all the attention given to Uncle Tom’s Cabin, it’s far from Stowe’s best work. She did write one other novel about life in the south, but much of her best work has nothing the south at all. In fact, Stowe’s best writing is about village life in the New England’s states in the 19th century. However, she is still most remembered as the author of Uncle Tom’s Cabin. According to the last paragraph, we can infer that Uncle Tom’s Cabin is ______ .
With euro bills and coins now circulating across much of Europe, the European Monetary Union is fully in place. The post-World War Ⅱ European leaders’ dream of an economically and politically unified continent is one large step closer to realization, and membership in the monetary union could easily grow to 20 or more countries from the current 12 as the large European Union expands to the east. A fully operational European Monetary Union does not come, however, with a guarantee of success. There is one enormous problem: This union creates a single monetary policy for group of quite different national economies that often experience divergent business-cycle patterns. As long as business-cycle conditions differ significantly among European Monetary Union countries, there is no way for the central bank’s policies to avoid creating serious problems for some members. The patterns of economic ups and downs remain far more diverse in the European Monetary Union countries, and it is not clear that this will change soon. The designers of the monetary union thought that the demand of a single monetary policy, combined with free trade a mong the members, would cause cyclical conditions to converge quickly, producing a unified group of economies. A 1997 agreement also limits the power of the individual nations in the European Monetary Union to use government spending or tax cuts to ease national downturns. They can be fined if they run budget deficits of more than 3 percent of their gross domestic products. No fines have been levied yet, but the threat is there. Even if the economies of the original European Monetary Union members become more similar in their cyclical behavior, it will take far longer for the convergence to include the new member nations expected to come in within the next 10 or 15 years. The chances for consensus on the Governing Council, however thin now, will become far more distant with more members representing divergent national economies. And the larger nations, like Germany, France and Italy, might well resent the power of representatives from much smaller nations to outvote them on monetary policy. All of this does not mean that the European Monetary Union is likely to fail. But clearly the arrival of the euro as the standard currency does net guarantee the union’s success. According to Para 1, which of the following is true
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