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支付违约金、赔礼道歉是______的方式。
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Green space facilities are contributing to an important extent to the quality of the urban environment. Fortunately it is no longer necessary that every lecture or every book about this subject has to start with the proof of this idea. 46. At present it is generally accepted, although more as a selfevident statement than on the basis of a closely-reasoned scienfifie proof. The recognition of the importance of green space in the urban environment is a first step on the right way. 47.This doesn" t mean, however, that sufficient details are known about tile functions of green space in towns and about the way in which the inhabitants are using these spaces.As to this rather complex subject I shall, within the scope of this lecture, enter into one aspect only, namely the re-creative function of green space facilities.48. The theoretical separation of living, working, traffic, and recreation, which for many years has been used in town-and-country planning, has resulted in disproportionate attention for forms of recreation far from home, whereas there has been relatively little attention for improving re-creative possibilities in the direct neighborhood of the home. 49. We have come to the conclusion that this isn" t right, because an important part of the time which we don" t pass in sleeping or working is used for activities at and around home.So it is obvious that recreation in the open air has to begin at the front door.50. The urban environment has to offer as many recreation activities as possible, and the design of these has to be such that more obligatory activities can also have a re-creative aspect.The very best standard of living is nothing if it is not possible to take a pleasant walk in the district, if the children can" t be allowed to play in the streets, because the risks of traffic are too great, if during shopping you can nowhere find a spot for enjoying for a moment the nice weather, in short, if you only feel yourself at home after the front door is shut.
When Nick A. Coreodilos started out in the headhunting business 20 years ago, he had a keen eye for tracking talents. From his base in Silicon Valley he would send all-star performers to blue-chip companies like Xerox, IBM and General Electric. But while he would succeed in his part of the hunt, the job-seekers he located would often fail in theirs. They were striking out before, during or after the interview.So instead of simply hunting for talent, Corcodilos began advising job candidates as well. He helped improve their success ratio by teaching them to pursue fewer companies, make the right contacts and deliver what companies are looking for in an interview. In his myth-busting book, Ask theHeadhunter(Plume, 1997 ) , Coreodilos has reinvented the rules of the job search, from preparation to interview techniques. Here are his six new principles for successful job hunting:41. Your resume is meaningless.Headhunters know a resume rarely gets you inside a company. All it does is to outline your past largely irrelevant since it doesn" t demonstrate that you can do the work the hiring manager needs to be done.42. Don"t get lost in HR.Headhunters try to get around the human resources department whenever possible.43. The real matchmaking takes place before the interview.A headhunter sends a candidate into an interview only if he or she is clearly qualified for the position. In your own job hunt, make the same effort to ensure a good fit. Know the parameters of the job when you walk into the interview. Research the company, finding out about its culture, goals, and competitors.Remember, the employer wants to hire you."A company holds interviews so it can find the best person for the job," Corcodilos says. The manager will be ecstatic if that person turns out to be you, because then he or she can stop interviewing and get back to work.44. Pretend the interview is your first day at work.Most people treat an interview as if it were an interrogation. The employer asks questions, and the candidate gives answers. Headhunters go out of their way to avoid that scenario.45. Got an offer. Interview the company.When an employer makes an offer, he does more than deliver a title and a compensation package, he also cedes part of his control over the hiring process.Once you get that offer, "You have the power," says Coreodilos, to decide whether, and on what terms, you want to hire that company.[A] Consider how Corcodilos coached Gerry Zagorski of Edison. N. J. , who was pursuing an opening at AT & T. Zagorski, walked over to the vice president" s marker board and outlined the company"s challenges and the steps he would take to increase its profits. Fifteen minutes later, as Zagorski wrote down his estimate of what he would add to the bottom line, he looked up at his interviewer.[B] One of the best ways to learn about a company is to talk to people who work there. Kenton Green of Ann Arbor, Mich., used this technique while completing a doctoral program in electrical engineering and optics at the University of Rochester: "I would find an article published by someone in my field who worked at a company 1 was interested in. Then I" d call that person and ask to talk, mention my employability and discuss the company" s needs. One of two things happened: I"d either get an interview or learn we weren"t a good match after all. "[C]" Most HR departments create an infrastructure that primarily involves processing paper," Corcodilos says. "They package, organize, file and sort you. Then, if you haven" t gotten lost in the shuffle, they might pass you on to a manager who actually knows what the work is all about. While the typical candidate is waiting to be interviewed by HR, the headhunter is on the phone, using a back channel to get to the hiring manager.[D]" At the outset of the interview, the employer controls the offer anti the power that comes with it, " Corcodilos says. "But upon making an offer, he transfers that power to the candidate. This is a power few people in that situation realize they have. It" s the time for you to explore changing the offer to suit your goals and fidly interview the company. "[E] "The guy" s jaw was on the floor, " Corcodilos says. " He told Zagorski that finishing the interview wouldn" t be necessary. Instead, the VP brought in the rest of his team, and the meeting lasted for two hours. "[F] "A resmne leaves it up to employers to figure out how you can help their organization," Corcodilos says. "That"s no way to sell yourself. "[G] One of my former colleagues, for example, wrote resumes in three different styles in order to find out which was more preferred. The result is, of course, the one that highlights skills and education background.41. ______42. ______43. ______44. ______45. ______
These are hard times for Deutsehe Bank, despite its huge strides in investment banking. Next week its chief executive, Josef Ackerman, goes on trial in Dusseldorf. Careless words by Rolf Breuer, the head of its supervisory board, led to another court ruling last month that may cost Germany" s biggest bank several hundred million euros in damages. Then there is Parmalat. Although no evidence has emerged of complicity in the Italian dairy group" s fraud, Deutsche" s name has become entwined in the affair.In many other respects, however, Deutsche" s reputation has never been higher. In dubbing it " Bank of the Year 2003", International Financing Review, the capital markets" favorite newssheet, purred that Deutsche was a "lean, aggressive, focused universal bank" In the league tables that investment banks watch so keenly, Deutsche excelled last year as lead manager of bonds and convertible bonds and of some racier products, such as repackaged debt securities and high-yield "junk" bonds. In other disciplines it rarely fell below the top ten in the world.However, it is still nowhere near the top in equity offerings and advice on mergers and acquisitions, except in Germany. It still has a problem with costs,which were a fat 82% of income in the third quarter of 2003, thanks mainly to the thick pay packets of its investment bankers and its poor returns from corporate and retail banking.Mr. Ackermann must try to improve the weak spots while spending two clays a week, probably until June, in a courtroom. He and four others face charges of "breach of trust" over the way bonuses were awarded to board meinbers of Mannesmann, a telecoms company. Mr. Aekermann sat on Mannesmann" s supervisory board. There is no suggestion that he gained personally. Nor was there any harmful intent in Mr. Breuer" s remarks in a television interview about the financial health of the Kirch media group shortly before its bankruptcy. But he was careless, and a Munich court found Deutsche (but not Mr. Breuer) liable for damages, to be set in due course, without right of appeal. The bank said this week it has lodged a protest with the federal supreme court in Karlsruhe. Meanwhile, Kirch has filed a suit against Deutsche in America.Deutsche"s involvement with Parmalat also looks sloppy. It led a 350m bond issue fur the group in September. It was also a leading borrower and lender of Parma[at shares, so that in November it technically held the voting rights to over 5% of Parmalat stock. That stake had fallen to 1.5% by December 19th, the day the dairy company"s black hole became public. It reported this, perhaps over-zealously, to the Italian authorities. That may have given the wrong impression, say, sources close to the bank, because the transactions were for third parties.This is awkward for a bank that managed to avoid most serious attacks on conflicts of interest thai beset the investment-banking industry following the collapse of Enron in 2001 and the bursting of the tech-stock bubble. Mr. Ackermann will need a clear head to steer the bank through the coming storms. According to the fourth paragraph, which of the following is true
These are hard times for Deutsehe Bank, despite its huge strides in investment banking. Next week its chief executive, Josef Ackerman, goes on trial in Dusseldorf. Careless words by Rolf Breuer, the head of its supervisory board, led to another court ruling last month that may cost Germany" s biggest bank several hundred million euros in damages. Then there is Parmalat. Although no evidence has emerged of complicity in the Italian dairy group" s fraud, Deutsche" s name has become entwined in the affair.In many other respects, however, Deutsche" s reputation has never been higher. In dubbing it " Bank of the Year 2003", International Financing Review, the capital markets" favorite newssheet, purred that Deutsche was a "lean, aggressive, focused universal bank" In the league tables that investment banks watch so keenly, Deutsche excelled last year as lead manager of bonds and convertible bonds and of some racier products, such as repackaged debt securities and high-yield "junk" bonds. In other disciplines it rarely fell below the top ten in the world.However, it is still nowhere near the top in equity offerings and advice on mergers and acquisitions, except in Germany. It still has a problem with costs,which were a fat 82% of income in the third quarter of 2003, thanks mainly to the thick pay packets of its investment bankers and its poor returns from corporate and retail banking.Mr. Ackermann must try to improve the weak spots while spending two clays a week, probably until June, in a courtroom. He and four others face charges of "breach of trust" over the way bonuses were awarded to board meinbers of Mannesmann, a telecoms company. Mr. Aekermann sat on Mannesmann" s supervisory board. There is no suggestion that he gained personally. Nor was there any harmful intent in Mr. Breuer" s remarks in a television interview about the financial health of the Kirch media group shortly before its bankruptcy. But he was careless, and a Munich court found Deutsche (but not Mr. Breuer) liable for damages, to be set in due course, without right of appeal. The bank said this week it has lodged a protest with the federal supreme court in Karlsruhe. Meanwhile, Kirch has filed a suit against Deutsche in America.Deutsche"s involvement with Parmalat also looks sloppy. It led a 350m bond issue fur the group in September. It was also a leading borrower and lender of Parma[at shares, so that in November it technically held the voting rights to over 5% of Parmalat stock. That stake had fallen to 1.5% by December 19th, the day the dairy company"s black hole became public. It reported this, perhaps over-zealously, to the Italian authorities. That may have given the wrong impression, say, sources close to the bank, because the transactions were for third parties.This is awkward for a bank that managed to avoid most serious attacks on conflicts of interest thai beset the investment-banking industry following the collapse of Enron in 2001 and the bursting of the tech-stock bubble. Mr. Ackermann will need a clear head to steer the bank through the coming storms. Deutsche bank did not make much profit due largely to______.
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