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What do National Semiconductor, Maxwell House Coffee, Deloitte Touche, and Hearst Magazines have in common All these organizations are headed by women. (46)Moreover, according to a recent study by Catalyst(卡特利思特), a national nonprofit organization assisting women in business, more than 80 percent of Fortune 500 companies have at least one woman on their boards of directors, up from 69 percent two years earlier. Despite all this, there is evidence that women are not commonly found at the executive level. No fortune 500 companies has a female CEO; women executives are extremely underrepresented in some industries, such as manufacturing, engineering, and financial services; and responses to the Catalyst survey show that six in ten women believe women suffer discrimination in obtaining executive business positions.(47) Although the climb up the corporate ladder seems to be going slowly for women, corporate America would benefit from having more women in senior management positions. Not only do women represent a large untapped pool of talent, they also bring an alternative perspective to management teams. In addition, women account for about 80 percent of U. S. consumer spending, making their input at the executive level invaluable.Industry experts have pinpointed several stumbling blocks to women’ s progress up the corporate ladder. Among these barriers are the stereotypes and preconceived notions of women that some men in managerial positions still bring to the recruiting process. (48)In addition, because women are often excluded from the informal network outside the office.’ For example, by not being given season tickets to sporting events and by not being invited to play golf, they miss out on the opportunity of build relationships. Other impediments include difficulties in balancing career and family (women are still the primary caregivers in our society) , lack of general management experience, reluctance to travel or to relocate, and’ inhospitable corporate cultures that drive women away before they are ready for executive position.Although a growing number of women choose to step off the traditional career by starting their own businesses, many are finding ways to keep climbing to the top. Catalyst’ s interviews with women in executive positions suggest ’three essential factors for their advancement. (49) Women must consistently exceed performance expectations, develop a style with which male management is comfortable, and seek out difficult high-visibility assignments. Valerie Salembeir, publisher of Esquire, advises women to look for companies that have the reputation of being good places for them to work. Linda Srere, executive vice president of the advertising agency Young & Rubicon, stresses the need to take risks.(50) Whatever methods they are using, one thing is clear: women are going after equality themselves instead of waiting for organizations to deliver it. They know that of all the reasons given for why women should run companies, the single best reason is simply that they can. (46)Moreover, according to a recent study by Catalyst(卡特利思特), a national nonprofit organization assisting women in business, more than 80 percent of Fortune 500 companies have at least one woman on their boards of directors, up from 69 percent two years earlier.
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The world religion is derived from the Latin noun religion, which denotes both (1) observance of ritual obligations and an inward spirit of reverence. In modern usage, religion covers a wide spectrum of (2) that reflects the enormous variety of ways the term can be (3) At one extreme, many committed believers (4) only their own tradition as a religion, understanding expressions such as worship and prayer to refer (5) to the practices of their tradition. They may (6) use vague or idealizing terms in defining religion, (7) , true love of God, or the path of enlightenment. At the other extreme, religion may be equated with (8) , fanaticism, or wishful thinking.By defining religion as a sacred engagement with what is taken to be a spiritual reality, it is possible to consider the importance of religion in human life without making (9) about what is really is or ought to be. Religion is not an object with a single, fixed meaning, or (10) a zone with clear boundaries. It is an aspect of Human (11) that may intersect, incorporate, or transcend other aspects of life and society. Such a definition avoid the drawbacks of (12) the investigation of religion to Western or biblical categories (13) monotheism or church structure, which are not (14) .Religion in this understanding includes a complex of activities that cannot be (15) to any single aspect of human experience. It is a part of individual life but also of (16) dynamics. Religion includes not only patterns of language and thought. It is sometimes an (17) part of a culture. Religious experience may be expressed (18) visual symbols, dance and performance, elaborate philosophical systems, legendary and imaginative stories, formal (19) , and detailed rules of some ways. There are as many forms of religious expression as there are human cultural (20) . 9（）
Questions 26 to 28 are based on the following news. At the end of the news item, you will be given 15 seconds to answer the questions. Now listen to the news. What is this passage about
If you want to see what it takes to set up an entirely new financial center (and what is best avoided), head for Dubai. This flay, sun-baked patch of sand in the midst of a war-tom and isolated region started with few advantages other than a long tradition as a hub for Middle Eastern trade mutes. But over the past few years Dubai has built a new financial center from nothing. Dozens of the world’s leading financial institutions have opened offices in its new financial district, hoping to grab a portion of the $2 trillion-plus investment from the Gulf. Some say there is more hype than business, but few big firms m willing to risk missing out. Dealmaking in Dubai centers around The Gate, a cube-shaped structure at the heart of the Dubai International Financial Centre (DIFC). A brainchild of the ruling Al-Maktoum family, the DIFC is a tax-free zone for wholesale financial services. Firms licensed for it are not approved to serve the local financial market. The DIFC aims to become the leading wholesale financial centre in the Gulf, offering one-stop shopping for everything from stocks to sukuk (Islamic) bonds, investment banking and insurance. In August the Dubai bourse made a bid for a big stake in OMX, a Scandinavian exchange operator that also sells trading technology to many of the world’s exchanges. Dubai may have generated the biggest splash thus far, but much of the Gulf region has seen a surge of activity in recent years. Record flows of petrodollars have enabled governments in the area to spend billions on infrastructure projects and development. Personal wealth too is growing rapidly. According to Capgemini and Merrill Lynch, the number of people in the Middle East with more than $1m in financial assets rose by nearly 12% last year, to 300,000. Qatar, Bahrain and Abu Dhabi also have big aspirations for their financial hubs, though they keep a lower profile than Dubai. They, too, are trying to learn from more established financial centers what they must do to achieve the magic mix of transparent regulation, good infrastructure and low or no taxes. Some of the fiercest competition among them is for talent. Most English-speaking professionals have to be imported. Each of the Gulf hubs, though, has its own distinct characteristics. Abu Dhabi is trying to present itself as a more cultured, less congested alternative to neighboring Dubai, and is building a huge Guggenheim museum. Energy-rich Qatar is an important hub for infrastructure finance, with ambitions to develop further business in wealth management, private equity, retail banking and insurance. Bahrain is well established in Islamic banking, but it is facing new competition from London, Kuala Lumpur and other hubs that have caught on to Islamic finance. "If you’ve got one siring to your bow and suddenly someone takes it away, you’re in trouble," says Stuart Pearce of the Qatar Financial Centre about Bahrain Saudi Arabia, by far the biggest economy in the Gulf, is creating a cluster of its own economic zones, including King Abdullah City, which is aimed at foreign investors seeking a presence in the country. Trying to cut down on the number of "suitcase bankers" who fly in from nearby centers rather than live in the country, the Saudis now require firms working with them to have local business licenses. Yet the bulk of the region’s money is still flowing to established financial centers in Europe, America and other parts of Asia. The financial hubs there offer lessons for aspiring centers in other parts of the developing world. Building the confidence of financial markets takes more than new skyscrapers, tax breaks and incentives. The DIFC, for instance, initially suffered from suspicions of government meddling and from a high turnover among senior executives. Trading on its stock market remains thin, and the government seems unwilling to float its most successful companies there. Making the desert bloom was never easy. According to the passage, Dubai has built a new financial center
The first intimation, apparently, was when three-year-old Yves told his mother that her shoes did not go with her dress. They were at home in Oran, a dull commercial town in French-ruled Algeria, where Yves’s father sold insurance and ran a chain of cinemas, and Mrs. Mathieu-Saint-Laurent cut an elegant figure in colonial society. Oran had once enjoyed some small renown as the westernmost outpost of the Ottoman empire, and was to gain more later as the setting for Albert Camus’s "The Plague". But after 1936 it had a genius in the making. So, at any rate, the tribute-payers are saying. "Pure genius", "the world’s greatest fashion designer", "the most important designer of the. 20th century": such superlatives have been lavished on Yves Saint Laurent for years, and perhaps they are not meant to be taken at face value. The fashion business is, after all, a part of the entertainment industry, where sycophancy, exaggeration and gushing insincerity are not unknown. Mr. Saint Laurent fitted perfectly into it. He was, for a start, quite literally a showman, a shy and stage-frightened one, but what shows he could put on! Dazzling girls smarted down the catwalk, wearing startling creations of gauze, or velvet, or feathers, or not much at all. He was an artist, a delicate, attenuated figure who drew his inspiration from the pages of Marcel Proust, the paintings of Braque, Matisse, Picasso and Van Gogh, and the counsels of his assistant, Loulou de la Falaise. And he was troubled: by drink, by drugs and by physical frailty. He teetered perpetually on the brink of emotional collapse and sometimes fell over it. In 1961, when Mt. Saint Laurent set up shop in Paris under his own name, most couturiers were not quite like this. But the times were propitious for something new. He had by then done a stint at the House of Dior, whose reputation he had restored with some dramatic designs and, in 1958, after the famous founder had died, an iconoclastic collection of his own. The summous to do military service, a ghastly mental dégringolade and dismissal from Dior then intervened, and might have cut short a great career had he not gone into partnership with Mr. Berg6. As it was, a series of innovations followed, with Mr. Saint Lament responsible for the designs, Mr. Berg6 for the business, including the scents, scarves, unguents and over 100 other products marketed with a YSL label. The dress designs now started flying off Mr. Saint Laurent’s drawing board, though increasingly often with the aid of helpers. Many were short-lived, this being fashion and fashion being, by definition, ephemeral. But two departures were to last. One was that haute couture, hitherto available only to the very rich or vicariously through magazines and newspapers, should be sold worldwide in ready-to-wear shops at a fraction of the posh price. The other was that women should be put into men’s clothes—safari outfits, smoking jackets, trench coats and, most enduringly, trouser suits. Women, for some reason, saw this as liberation. He was always imaginative, taking inspiration not just from artists like Mondrian but also from Africa and Russian ballet. He was also capable of creating the absurd, producing, for example, a dress with conical bosoms more likely to impale than to support. But his clothes, however outr6, were usually redeemed by wonderful colors and exquisite tailoring. Above all, they were stylish, and the best have certainly stood the test of time. That is no doubt because most were unusually wearable, even comfortable. At a reverential extravaganza in (and outside) the Pompidou Centre in Paris in 2002, soon after Mr. Saint Laurent had announced his retirement, many of the guests wore a lovingly preserved YSL garment. The "anarchist", as Mr. Berg6 recently called him; had by now become more conservative, seeing the merits of "timeless classics" and lamenting the banishment of "elegance and beauty" in fashion. He believed, he said, in "the silence of clothing". Yet perhaps he must take some of the blame for the new cacophony. The trouser suit prepared the way for the off-track track suit; and lesser designers, believing they share his flair and originality, now think they have a license to make clothes that are merely idiotic. Perhaps it would have happened without him. In an industry largely devoid of any sense of the ridiculous, he was usually an exception. He believed in beauty, recognized it in women and, amid the meretricious, created his share of it. The word "sycophancy" in the second paragraph means
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