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The two Koreans signed a deal last Friday to allow reunions of families separated since the 1950s and the return of former Democratic People’s Republic of Korea (DPRK) prisoners.A delegation of 100.people is to travel to DPRK capital Pyongyang and 100 North Koreans will visit relatives in Seoul beginning on August 152, 000, reports said.The two sides also agreed to repatriate all DPRK prisoners formerly held in the South. The reports said that ().
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计算题 某企业年未有关账户发生额如下：账户名称 借方发生额 贷方发生额主营业务收入 900000主营业务成本 270000营业费用 16000管理费用 54000财务费用 6000主营业务税金及附加 4500营业外收入 1500营业外支出 9000要求：分步计算利润总额及净利润(假设按利润总额的33%计算所得税)。
In this section you will hear everything ONCE ONLY. Listen carefully and then answer the questions that follow. Mark the correct answer to each question on your ANSWER SHEET. Questions 1 to 5 are based on an interview. At the end of the interview you will be given 10 seconds to answer each of the following five questions. Now listen to the interview. What is Theresa’s market research project on
Smiling and dapper, Fazle Hasan Abed hardly seems like a revolutionary. A Bangladeshi educated in Britain, an admirer of Shakespeare and Joyce, and a former accountant at Shell, he is the son of a distinguished family, his maternal grandfather was a minister in the colonial government of Bengal; a great-uncle was the first Bengali to serve in the governor of Bengal’s executive council. Now he received a very traditional distinction of his own. a knighthood. Yet the organization he founded, and for which his knighthood is a kind of respect, has probably done more than any single body to upend the traditions of misery and poverty in Bangladesh. Called BRAC, it is by most measures the largest, fastest-growing non-governmental organization (NGO) in the world—and one of the most businesslike.Although Mohammed Yunus won the Nobel Peace Prize in 2006 for helping the poor, his Grameen Bank was neither the first nor the largest microfinance lender in his native Bangladesh; BRAC was. Its microfinance operation disburses about $ 1 billion a year. But this is only part of what it does: it is also an Internet-service provider; it has a university; its primary schools educate 11% of Bangladesh’s children. It runs feed mills, chicken farms, tea plantations and packaging factories. BRAC has shown that NGOs do not need to be small and that a little-known institution from a poor country can outgun famous Western charities.None of this seemed likely in 1970, when Sir Faze turned Shell’s offices in Chittagong into a refuge for victims of a deadly cyclone. BRAC—which started as an acronym, Bangladesh Rehabilitation Assistance Committee, and became a motto, "building resources across communities"—surmounted its early troubles by combining two things that rarely go together: running an NGO as a business and taking seriously the social context of poverty.BRAC earns from its operations about 80% of the money it disburses to the poor (the remainder is aid, mostly from Western donors). It calls a halt to activities that require endless subsidies. At one point, it even tried financing itself from the tiny savings of the poor (is, no aid at all), though this drastic form of self-help proved a step too far. hardly any lenders or borrowers put themselves forward. From the start, Sir Fazle insisted on brutal honesty about results. BRAC pays far more attention to research and "continuous learning" than do most NGOs. David Korten, author of "When Corporations Rule the World", called it "as near to a pure example of a learning organization as one is likely to find. "What makes BRAC unique is its combination of business methods with a particular view of poverty. Poverty is often regarded primarily as an economic problem which can be alleviated by sending money. Influenced by three "liberation thinkers" fashionable in the 1960s—Frantz Fanon, Paulo Freer and Ivan Iliac—Sir Fazle recognized that poverty in Bangladeshi villages is also a result of rigid social stratification. In these circumstances, "community development" will help the rich more than the poor; to change the poverty, you have to change the society.That view might have pointed Sir Fazle towards left-wing politics. Instead, the revolutionary impetus was channeled through BRAC into development. Women became the institution’s focus because they are bottom of the heap and most in need of help: 70% of the children in BRAC schools are girls. Microfinance encourages the poor to save but, unlike the Graeme Bank, BRAC also lends a lot to small companies. Tiny loans may improve the lot of an individual or family but are usually invested in traditional village enterprises, like owning a cow. Sir Fazle’s aim of social change requires not growth (in the sense of more of the same) but development (meaning new and different activities). Only businesses create jobs and new forms of productive enterprise.After 30 years in Bangladesh, BRAC has more or less perfected its way of doing things and is spreading its wings round the developing world. It is already the biggest NGO in Afghanistan, Tanzania and Uganda, overtaking British charities which have been in the latter countries for decades. Coming from a poor country—and a Muslim one, to boot—means it is less likely to be resented or called condescending. Its costs are lower, too. it does not buy large white SUVs or employ large white men.Its expansion overseas may, however, present BRAC with a new problem. Robert Kaplan, an American writer, says that NGOs fill the void between thousands of villages and a remote, often broken, government. BRAC does this triumphantly in Bangladesh—but it is a Bangladeshi organisation. Whether it can do the same elsewhere remains to be seen. We can infer from the first paragraph that().
Imagine you found out that ideas invented by a computer were rated higher by independent experts than ideas created by a group of humans asked to perform the same task. Would you praise the designer of the "creative computer" for a great achievement or would you question why human talent -- usually so potent in coping with complex cognitive challenges -- created such poor ideas Or maybe you would question your view of the notion of creativity. In fact, such a scenario was played out when we used a simple computerized routine to generate ideas and compared them as superior to human ideas when they performed the same taskCreativity is considered the ultimate human activity, a highly complex process, difficult to formalize and to control. Although there is a general agreement regarding the distinctive nature of the creative product( idea, painting, poem, and so on). there is a controversy over the nature of the creative process. Some researchers hold that the creative thinking process is qualitatively different from "ordinary" day-to-day thinking, and involves a leap that cannot be formulated, analyzed, or reconstructed --the creative spark. Others adopt a reductionism view that creative products and the outcome of ordinary thinking, only quantitatively different from everyday thinking.Because creative ideas are different from those that normally arise, people often believe that such ideas require conditions dramatically different from the usual. The notion goes that, in order to overcome mental barriers and reach creative idem, total freedom is necessary -- no directional guidance, constraints, criticism, of thinking within bounded scope. Then ideas can be drawn and contemplated from an infinite space during the creativity process. This view prompted the emergence of various idea-generating methods: brainstorming, synectics, lateral thinking, random stimulation, and so on, all of which consist of withholding judgement and relying on analogies from other members in the group of on randomly selected analogies. This family of methods relies on the assumption that enhancing randomness, breaking roles and paradigms, and generating anarchy of thought increase the probability of creative idea emergence.Do these methods work A number of researchers indicate that they do not. Ideas suggested by individuals working a- lone are superior to ideas suggested in brainstorming sessions and the performance of problem solvers instructed to "break the rules, get out of the square, and change paradigms" was not better than that of individuals who were not given any instruction at all.The failure of these methods to improve creative outcomes has been explained by the unstructured nature of the task. Reitman observed that many problems that lack a structuring framework are ill-defined in that the representations of one or more of the basic components -- the initial state, the operators and constraints, and the goal -- are seriously incomplete, and the search space is exceedingly large. Indeed, many ill-defined problems seem difficult, not because we are swamped by the enormous number of alternative possibilities, but because we have trouble thinking even of one idea worth pursuing. The author thinks that creative thinking is ().
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