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For the inventors, the faster their creativity dries out, ______(他们的成就感消失得越快).
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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. 65（）
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. 66（）
Let’s face it--there are lots of reasons to hate McDonald’s: calories, cholesterol and, for me at least, that sickening feeling after munching (大口咀嚼) on McNuggets. Then there’s always that kid at the drive-through who forgets the ketchup (番茄酱).Well, add one more reason to spite McDonald’s: as the global economy spirals downward, McDonald’s is minting money. "In the worst of times for the restaurant industry, it’s the best of times for McDonald’s," says Butt Flickinger Ig, managing director of the Strategic Resources Group, a retail-consulting company. In fact, the company’s sales have increased for 55 straight months. Profits grew 11% to $1.2 billion.The pricing of McDonald’s, highlighted by dollar-menu items like apple pies, side salads and yogurt, plus cheap combo meals is a key strength during the recession. In particular, consumers are fleeing casual, family chain restaurants for the convenience and savings of fast food.The economy is not the only reason people are drawn to McDonald’s. T, he company’s management also deserves credit for its success. Back seven years ago, America’s obesity (肥胖) epidemic was a hot topic, and McDonald’s suffered from the strong negative reaction. Stale food and tired stores also kept people away. "McDonald’s was actively persuading customers from coming back," says John Glass, a Morgan Stanley analyst.Since that time, McDonald’s have remodeled 11,000 stores. At a neat and clean restaurant in the Bronx one weekday evening, Brian Waters, a mailman, sat with his 9-year-old son in a booth. The bright dining area featured abstract paintings of New York City’s bridges and the Statue of Liberty. "It used to be dark and dull in here," Waters says. "Now it’s nice and clean. I don’t mind sitting here anymore." Stores have also extended hours: 34% of the company’s 14,000 U.S. restaurants are now open 24/7.The menu got an upgrade too. Obscene "super-size" choices were phased out, and healthier options like apples and salads were added. The company changed its coffee blend; coffee sales have soared 70% over the past two years. Chicken McNuggets nov( consist solely of white meat, which has less fat and fewer calories than the darker-meat mix of old.Like any other business in this environment, McDonald’s faces some potential roadblocks. As the recession wears on, fast-food-service growth may flatten out; plus, McDonald’s can expect more price competition. For exanlple, Steak ’n Shake, the diner-style burger chain in 21 states throughout the Midwest and South, is promoting four different meal combos for less than $4. "In Los Angeles, every other billboard is a 99-cent food price," says Glass. The battle for bargain-hunting eaters is on. But given its recent winning ways, McDonald’s might just add a few more billion served. When the battle for bargain-hunting eaters is on, the author expects that McDonald’s will most probably （）
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. 77（）
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