题目内容
No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 70（）
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保证套类工件的同轴度、垂直度有哪些方法
Baroness Thatcher is at the centre of a new row at Oxford University after plans to name a building after Britain’s first female Prime Minister were (26) Some (27) are hoping to snub one of the university’s most illustrious alumnae again—more than 25 years after protests there (28) her being denied an honorary degree. Thatcher became the first Oxford educated Prime Minister since the Second World War to be refused an (29) degree from the University in 1985 following student (30) amidst cuts to education.And now, a new revolt could halt plans to name a new facility after her. Oxford (31) and Syrian born billionaire Wafic{$mediaurl} is said to have donated 15 million towards a new (32) at Oxford’s Said Business School, due to open in the autumn, and has indicated that he wants to name it after the women he describes as "lioness",But the news is not being welcomed by everyone.Speaking to the Daily Telegraph, Bernard Sufrin, a fellow at Worcester College, said signatories would be " (33) " to force a vote against the "inconceivable" plans.He said "I hope that those responsible for naming the building will take advice from those—now retired— leading members of the University who oversaw the (34) failure of an honorary degree for Mrs. Thatcher being proposed only to be rejected by (35) the Congregation.\ 26（）
No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 68（）
No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 71（）
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