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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（）
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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. 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（）
Several years ago I was teaching a course on the philosophical assumptions and cultural impact of massive multi-user online games at Williams College. The students in the course were very intelligent and obviously interested in the topic.But as the semester progressed, I began to detect a problem with the class. The students were working hard and performing well but there was no energy in our discussions and no passion in the students. They were hesitant to express their ideas and often seemed to be going through the motions. I tried to encourage them to be more venturesome with tactics I had used successfully in the past but nothing worked.One day I asked them what was or, perhaps better, was not going on. Why were they so cautions and where was their enthnsiasm for learning They seemed relieved to talk about it and their response surprised me. Since pre-kindergarten, they explained, they had been programmed to perform well so they could get to the next level. They had been taught the downside of risk and encouraged to play it safe. What mattered most was getting into a good elementary school, middle school and high school so that they would finally be admitted to a top college. Having succeeded beyond their parents’ wildest expectations, they did not know why they were in college and had no idea what to do after graduation.In today’s market-driven economy we constantly hear that choice is the highest good and that competition fuels innovation. But this is not always true. Choice provokes anxiety and competition can quell (压倒) the imagination and discourage the spirit of experimentation that is necessary for creativity. In a world obsessed with ratings, well-meaning parents all too often train their children to jump through the hoops they think will lead to success.This was a bad bet--the course many young people were forced to take has not paid off. The lucrative jobs they expected as a reward for years of hard work have vanished and show little sign of returning in the near future. The difficult truth is that their education has not prepared them for the world they face.Though many young people have become disillusioned with Wall Street and all it represents and would like to pursue alternative careers, they have neither the educational nor financial resources to do so. The situation is critical--colleges and universities must be reformed in ways that allow students to develop the knowledge and skills they need for creative and productive lives. And parents must give their children the freedom to explore possibilities they never could have imagined. For many young people, the Wall Street used to represent（）
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