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Comparisons were drawn between the development of television in the 20th century and the diffusion of printing in the 15th and 16th centuries. Yet much had happened (67) . As was discussed before, it was not (68) the 19th century that the newspaper became the dominant pre-electronic (69) , following in the wake of the pamphlet and the book and in the (70) of the periodical. It was during the same time that the communications revolution (71) up, beginning with transport, the railway, and leading (72) through the telegraph, the telephone, radio, and motion pictures (73) the 20th-century world of the motor car and the airplane. Not everyone sees that process in (74) . It is important to do so. It is generally recognized, (75) , that the introduction of the computer in the early 20th century, (76) by the invention of the integrated circuit during the 1960s, radically changed the process, (77) its impact on the media was not immediately (78) . As time went by, computers became smaller and more powerful, and they became "personal" too, as well as (79) , with display becoming sharper and storage (80) increasing. They were thought of, like people, in (81) of generations, with the distance between generations much (82) . It was within the computer age that the term "information society" began to be widely used to describe the (83) within which we now live. The communications revolution has (84) both work and leisure and how we think and feel both about place and time, but there have been (85) views about its economic, political, social and cultural implications. "Benefits" have been weighed (86) "harmful" outcomes. And generalizations have proved difficult.
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Many manufacturers _________________________ ( 过于专注降低成本而受到了指责), often at the expense of the quality of their products.
Comparisons were drawn between the development of television in the 20th century and the diffusion of printing in the 15th and 16th centuries. Yet much had happened (67) . As was discussed before, it was not (68) the 19th century that the newspaper became the dominant pre-electronic (69) , following in the wake of the pamphlet and the book and in the (70) of the periodical. It was during the same time that the communications revolution (71) up, beginning with transport, the railway, and leading (72) through the telegraph, the telephone, radio, and motion pictures (73) the 20th-century world of the motor car and the airplane. Not everyone sees that process in (74) . It is important to do so. It is generally recognized, (75) , that the introduction of the computer in the early 20th century, (76) by the invention of the integrated circuit during the 1960s, radically changed the process, (77) its impact on the media was not immediately (78) . As time went by, computers became smaller and more powerful, and they became "personal" too, as well as (79) , with display becoming sharper and storage (80) increasing. They were thought of, like people, in (81) of generations, with the distance between generations much (82) . It was within the computer age that the term "information society" began to be widely used to describe the (83) within which we now live. The communications revolution has (84) both work and leisure and how we think and feel both about place and time, but there have been (85) views about its economic, political, social and cultural implications. "Benefits" have been weighed (86) "harmful" outcomes. And generalizations have proved difficult.
Comparisons were drawn between the development of television in the 20th century and the diffusion of printing in the 15th and 16th centuries. Yet much had happened (67) . As was discussed before, it was not (68) the 19th century that the newspaper became the dominant pre-electronic (69) , following in the wake of the pamphlet and the book and in the (70) of the periodical. It was during the same time that the communications revolution (71) up, beginning with transport, the railway, and leading (72) through the telegraph, the telephone, radio, and motion pictures (73) the 20th-century world of the motor car and the airplane. Not everyone sees that process in (74) . It is important to do so. It is generally recognized, (75) , that the introduction of the computer in the early 20th century, (76) by the invention of the integrated circuit during the 1960s, radically changed the process, (77) its impact on the media was not immediately (78) . As time went by, computers became smaller and more powerful, and they became "personal" too, as well as (79) , with display becoming sharper and storage (80) increasing. They were thought of, like people, in (81) of generations, with the distance between generations much (82) . It was within the computer age that the term "information society" began to be widely used to describe the (83) within which we now live. The communications revolution has (84) both work and leisure and how we think and feel both about place and time, but there have been (85) views about its economic, political, social and cultural implications. "Benefits" have been weighed (86) "harmful" outcomes. And generalizations have proved difficult.
Over the past decade, American companies have tried hard to find ways to discourage senior managers from feathering their own nests at the expense of their shareholder. The three most popular reforms have been recruiting more outside directors in order to make boards more independent, linking bosses’ pay to various performance measures, and giving bosses share options so that they have the same long-term interests as their shareholders. These reforms have been widely adopted by America’s larger companies, and surveys suggest that many more companies are thinking of following their, lead. But have they done any good Three papers presented at the annual meeting of the Academy of Management in Boston this week suggest not. As is usually the case with boardroom tinkering, the consequences have differed from those intended. Start with those independent boards. On the face of it, dismissing the boss’s friends from the board and replacing them with outsiders looks a perfect way to make senior managers more accountable. But that is not the conclusion of a study by Professor James Westphal. Instead, he found that bosses with a boardroom full of outsiders spend much of their time building alliances, doing personal favors and generally pleasing the outsiders. All too often, these seductions succeed. Mr. Westphal found that, to a remarkable degree, "independent" boards pursue strategies that are likely to favor senior managers rather than shareholders. Such companies diversify their business, increase the pay of executives and weaken the link between pay and performances. To assess the impact of performance-related pay, Mr. Westphal asked the bosses of 103 companies with sales of over ＄1 billion what measurements were used to determine their pay. The measurements varied widely, ranging from sales to earnings per share. But these researchers uncovered a startling finding: executives "attend to measures that affect their own incomes and ignore or play down other factors that determine a company’s overall success". In Short, bosses are quick to turn every imaginable system of corporate government to their advantage, which is probably why they are the people who are put in charge of things. Here is a paradox for the management theorists: any boss who cannot beat a system designed to keep him under control is probably not worth having. Which of the following statements is true according to the passage
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