题目内容
Clothes play a critical part in the conclusions we reach by providing clues to who people are, who they are not, and who they would like to be. They tell us a good deal about the wearer’’s background, personality, status, mood, and social outlook. Since clothes are such an important source of social information, we can use them to manipulate people’’s impression of us. our appearance assumes particular significance in the initial phases of interaction that is likely to occur. An elderly middle-class man or woman may be alienated (疏远) by a young adult who is dressed in an unconventional manner, regardless of the person’’s education, background, or interests. People tend to agree on what certain types of clothes mean. Adolescent girls can easily agree on the lifestyles of girls who wear certain outfits(套装), including the number of boyfriends they likely have had and whether they smoke or drink. Newscasters, or the announcers who read the news on TV, are considered to be more convincing, honest, and competent when they are dressed conservatively. And college students who view themselves as taking an active role in their interpersonal relationships say they are concerned about the costumes they must wear to play these roles successfully. Moreover, many of us can relate instances in which the clothing we wore changed the way we felt about ourselves and how we acted. Perhaps you have used clothing to gain confidence when you anticipated a stressful situation, such as a job interview or a court appearance. In the workplace, men have long had well-defined precedents and role models for achieving success. It has been otherwise for women. A good many women in the business world are uncertain about the appropriate mixture of "masculine" and "feminine" attributes they should convey by their professional clothing. The variety of clothing alternatives to women has also been greater than that available for men. Male administrators tend to judge women more favorably for managerial positions when the women display less "feminine" grooming (打扮) — shorter hair, moderate use of make-up, and plain tailored clothing. As one male administrator confessed, "An attractive woman is definitely going to get a longer interview, but she won’’t get a job." From the third paragraph of the passage, we can conclude that young adults tend to believe that certain types of clothing can______.
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根据国际公约的规定，ATA单证册的有效期最长为6个月。
In 1999, John Wood, then 35 and Microsoft’’s No. 2 in China, journeyed to Nepal with some 3,000 books in tow-not to read on vacation but to give to a school that could not afford any. The project was a joint venture between Wood and Dinesh Prasad Shrestha, a rural-aid worker in Kathmandu whom the IT executive had met earlier. It planted an idea. "We should get serious about this," Shrestha told Wood. "We should be more organized and do this properly. " The rest of Room to Read’’s story may not yet be a corporate legend, but "the business" , as Wood calls it, has certainly broken plenty of new ground since he quit his job and launched a new career. " Microsoft didn’’t need me," he explains, " the children of Nepal did." In just five years, the charity has built more than 100 schools, assembled some 1,000 libraries, stocked them with almost half a million new books, put more than 500 girls on long-term scholarships, and opened 45 computer and language rooms. And not just in Nepal; Room to Read now operates in Cambodia, India and Vietnam. "Wood has brought to the charity world the best practices of the corporate world," says Marc Andreessen, Netscape’’s founder and one of Room to Read’’s biggest donors. "He tracks results like Microsoft tracks results. It’’s a pragmatic (注重成效的) charity. " Much of that pragmatism Room to Read owes to the 38-year-old Shrestha. It was the Nepali, Wood says, who decided he didn’’t want to work for a charity that " dropped into town, built a bridge and left it to fall down. " From the start, Room to Read asked for community participation -either muscle or money, usually 50% of the total cost. During a recent visit to Cambodia, Wood received a phone call from a school headmaster complaining that his new computer center was adding $ 100 to his monthly power bill. Wood was delighted. "When they feel a little bit of pain, they feel more involved, a bigger sense of ownership of the project," he says. Back in San Francisco, Wood works the phones and e-mail to raise funds. Money has flooded in, most of it from the titans (巨人) of tech in the U. S. " [ Bill] Gates and [ Microsoft CEO Steve] Ballmer taught me not to rest on my laurels. I want to be the Microsoft of the charity world, a trusted global brand. " John Wood, who traveled to Nepal to help poor school children, used to work ________.
In 1999, John Wood, then 35 and Microsoft’’s No. 2 in China, journeyed to Nepal with some 3,000 books in tow-not to read on vacation but to give to a school that could not afford any. The project was a joint venture between Wood and Dinesh Prasad Shrestha, a rural-aid worker in Kathmandu whom the IT executive had met earlier. It planted an idea. "We should get serious about this," Shrestha told Wood. "We should be more organized and do this properly. " The rest of Room to Read’’s story may not yet be a corporate legend, but "the business" , as Wood calls it, has certainly broken plenty of new ground since he quit his job and launched a new career. " Microsoft didn’’t need me," he explains, " the children of Nepal did." In just five years, the charity has built more than 100 schools, assembled some 1,000 libraries, stocked them with almost half a million new books, put more than 500 girls on long-term scholarships, and opened 45 computer and language rooms. And not just in Nepal; Room to Read now operates in Cambodia, India and Vietnam. "Wood has brought to the charity world the best practices of the corporate world," says Marc Andreessen, Netscape’’s founder and one of Room to Read’’s biggest donors. "He tracks results like Microsoft tracks results. It’’s a pragmatic (注重成效的) charity. " Much of that pragmatism Room to Read owes to the 38-year-old Shrestha. It was the Nepali, Wood says, who decided he didn’’t want to work for a charity that " dropped into town, built a bridge and left it to fall down. " From the start, Room to Read asked for community participation -either muscle or money, usually 50% of the total cost. During a recent visit to Cambodia, Wood received a phone call from a school headmaster complaining that his new computer center was adding $ 100 to his monthly power bill. Wood was delighted. "When they feel a little bit of pain, they feel more involved, a bigger sense of ownership of the project," he says. Back in San Francisco, Wood works the phones and e-mail to raise funds. Money has flooded in, most of it from the titans (巨人) of tech in the U. S. " [ Bill] Gates and [ Microsoft CEO Steve] Ballmer taught me not to rest on my laurels. I want to be the Microsoft of the charity world, a trusted global brand. " What has Wood found by helping the children of Nepal
Joe was expelled from school__________(因为作弊)．
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