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When we think of Hollywood—a term I use loosely to describe American movie production in general, not simply films made in Los Angeles — we think of films aimed at musing audiences and making money for producers.During the early years of the new century, as workers won their demands for higher wages and a shorter working week, leisure assumed an increasingly important role in everyday life. Amusement parks, professional baseball games, nickelodeons, and dance halls attracted a wide army of men and woman anxious to spend their hard-earned dollars in the pursuit of fun and relaxation. Yet of all these new cultural endeavours, films were the most important and widely attended source of amusement. For a mere five or ten cents, even the poorest worker could afford to take himself and his family to the local nickelodeon or storefront theatre "Every little town that has never been able to afford and maintain an opera house," observed one journalist in 1908,"now boasts one or two ’Bijou Dreams’ "By 1910 the appeal of films was so great that nearly one-third of the nation flocked to the cinema each week; ten years later, weekly attendance equaled 50 percent of the nation’s population.Early films were primarily aimed at entertaining audiences, but entertainment did not always come in the form of escapist fantasies. Many of the issues that dominated Progressive-era politics were also portrayed on the screen. "Between 1900 and 1917," observes Kevin Brownlow, "literally thousands of films dealt with the most pressing problems of the day — white slavery, political corruption, gangsterism, loansharking, slum landlords, capital vs labour, racial prejudice, etc." While most of these films were produced by studios and independent cornpanies, a significant number were made by what we might call today "special interest groups". As films quickly emerged as the nation’s most popular form of mass entertainment, they attracted the attention of a wide range of organizations that recognized the medium’s enormous potential for disseminating propaganda to millions of viewers. In this passage, "Hollywood" is used to describe().
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杭州某房地产开发集团为开展业务需要建立一个下属房地产营销公司，则该集团应明确哪些问题及如何规划进行。 按照房地产开发过程，它的营销机构除了项目策划和规划设计、建筑施工、工程监理、物业管理之外，还有( )。
Broadly speaking, the Englishman is a quiet, shy, reserved person who is fully (21) only among people he knows well.In the presence of strangers or foreigners he often seams inhibited. (22) embarrassed. You have only to (23) a commuter train any morning or evening to see the truth of this. Serious looking businessmen and women sit reading their newspapers or dozing in a corner; no one speaks. In fact, to do so would seem most unusual. (24) , there is here an unwritten but clearly understood code of behavior which. (25) broken, makes the person immediately the object of (26) .It is a well-known fact that the English have a (27) for the discussion of their weather and that, given half a chance, they will talk about it (28) . Some people argue that it is because English weather (29) forecast and hence is a source of interest and. (30) to everyone. This may be so. (31) Englishmen cannot have much (32) in the weathermen, who, after promising fine, sunny weather for the following day, are of- ten proved wrong (33) a cloud over the Atlantic brings rainy weather to all districts! The man in the street seems to be as accurate — or as inaccurate — as the weathermen in his (34) . The overseas visitors may be excused for showing surprise at the number of references (35) weather that the English make to each other in the course of a single day. Very often conversational greetings are (36) by comments on the weather. "Nice day, isn’t it" "Beautiful!" may well be heard instead of "Good morning, how are you" (37) the foreigner may consider this exaggerated and comic, it is worthwhile pointing out that it could be used to his ad- vantage. (38) he wants to start a conversation with an Englishman but is (39) to know where to begin, he could do well to mention the state of the weather. It is a safe subject which will (40) an answer from even the most reserved of Englishmen. 27().
Broadly speaking, the Englishman is a quiet, shy, reserved person who is fully (21) only among people he knows well.In the presence of strangers or foreigners he often seams inhibited. (22) embarrassed. You have only to (23) a commuter train any morning or evening to see the truth of this. Serious looking businessmen and women sit reading their newspapers or dozing in a corner; no one speaks. In fact, to do so would seem most unusual. (24) , there is here an unwritten but clearly understood code of behavior which. (25) broken, makes the person immediately the object of (26) .It is a well-known fact that the English have a (27) for the discussion of their weather and that, given half a chance, they will talk about it (28) . Some people argue that it is because English weather (29) forecast and hence is a source of interest and. (30) to everyone. This may be so. (31) Englishmen cannot have much (32) in the weathermen, who, after promising fine, sunny weather for the following day, are of- ten proved wrong (33) a cloud over the Atlantic brings rainy weather to all districts! The man in the street seems to be as accurate — or as inaccurate — as the weathermen in his (34) . The overseas visitors may be excused for showing surprise at the number of references (35) weather that the English make to each other in the course of a single day. Very often conversational greetings are (36) by comments on the weather. "Nice day, isn’t it" "Beautiful!" may well be heard instead of "Good morning, how are you" (37) the foreigner may consider this exaggerated and comic, it is worthwhile pointing out that it could be used to his ad- vantage. (38) he wants to start a conversation with an Englishman but is (39) to know where to begin, he could do well to mention the state of the weather. It is a safe subject which will (40) an answer from even the most reserved of Englishmen. 38().
Not all decisions are alike. Nor is every decision made in the same manner. Although some actions you undertake derive their basis from newly made decisions, there are other instances when decision-making does not really take place. The latter, according to Deacon and Firebaugh, may involve routine, programmed, impulsive or intuitive action. When you wake up in the morning and prepare to attend class, do you consciously make decisions about such things as which side of your hair to comb first, how to brush your teeth, or which shoe to put on first Probably not. Although you may have made a conscious decision about what you were going to wear to class, you probably didn’t spend any time in making a decision about how to get ready to at- tend class. Every individual has certain habits or routine behaviors. Although they originated from decisions made at an earlier time in your life, you no longer consciously make these decisions each time you undertake this type of action.Routine plans or actions serve a useful purpose in your daily life and management. How long would it take you to get up, get ready, and walk to class if you had to make separate decisions for each action you take You use routine plans or action resources to make new decisions.In addition to the habitual behaviors or routines you follow, you also have certain specific actions you undertake in a given situation. These are called programmed decisions. Programmed decisions are different from routines. Routine plans or actions are patterns of behavioral. actions repeatedly undertaken on a consistent and regular basis. Programmed decisions. on the other hand, utilize your past experience in a similar situation For instance, you know you are going to have a test. Your method of studying for this test will ha done using your knowledge of a similar experience. The degree of success previously achieved will be a determinant in how. when, where, and the length of time you study for this test.Programmed decisions, like routines are a resource in your management. When the action undertaken proves to be successful you repeat the same action the next time when a similar situation occurs. This successful achievement, measured by the satisfaction you received, determines when and the extent to which you modify the original decision before employing it again in other like situations.Both routine and programmed decisions serve useful purposes. They act as resources by eliminating the need to make new decisions. They also evaluate managerial action. The success you achieve enables you to by- pass or minimize the use of the decision-making process. People may spend time in making decisions about ().
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