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The Internet affords anonymity to its users, a blessing to privacy and freedom of speech. But that very anonymity is also behind the explosion of cyber-crime that has 1 across the Web.Can privacy be preserved 2 bringing safety and security to a world that seems increasingly 3 Last month, Howard Schmidt, the nation"s cyber-czar, offered the federal government a 4 to make the Web a safer place—a "voluntary trusted identity" system that would be the high-tech 5 of a physical key, a fingerprint and a photo ID card, all rolled 6 one. The system might use a smart identity card, or a digital credential 7 to a specific computer, and would authenticate users at a range of online services.The idea is to 8 a federation of private online identity systems. User could 9 which system to join, and only registered users whose identities have been authenticated could navigate those systems. The approach contrasts with one that would require an Internet driver"s license 10 by the government.Google and Microsoft are among companies that already have these "single sign-on" systems that make it possible for users to 11 just once but use many different services. 12 , the approach would create a "walled garden" in cyberspace, with safe "neighborhoods" and bright "streetlights" to establish a sense of a 13 community.Mr. Schmidt described it as a "voluntary ecosystem" in which "individuals and organizations can complete online transactions with 14 , trusting the identities of each other and the identities of the infrastructure 15 which the transaction runs."Still, the administration"s plan has 16 privacy rights activists. Some applaud the approach; others are concerned. It seems clear that such a scheme is an initiative push toward what would 17 be a compulsory Internet "driver"s license" mentality.The plan has also been greeted with 18 by some computer security experts, who worry that the "voluntary ecosystem" envisioned by Mr. Schmidt would still leave much of the Internet 19 They argue that all Internet users should be 20 to register and identify themselves, in the same way that drivers must be licensed to drive on public roads.
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Ruth Simmons joined Goldman Sachs"s board as an outside director in January 2000; a year later she became president of Brown University. For the rest of the decade she apparently managed both roles without attracting much criticism. But by the end of 2009 Ms. Simmons was under fire for having sat on Goldman"s compensation committee; how could she have let those enormous bonus payouts pass unremarked By February the next year Ms. Simmons had left the board. The position was just taking up too much time, she said.Outside directors are supposed to serve as helpful, yet less biased, advisers on a firm"s board. Having made their wealth and their reputations elsewhere, they presumably have enough independence to disagree with the chief executive"s proposals. If the sky, and the share price is falling, outside directors should be able to give advice based on having weathered their own crises.The researchers from Ohio University used a database that covered more than 10,000 firms and more than 64,000 different directors between 1989 and 2004. Then they simply checked which directors stayed from one proxy statement to the next. The most likely reason for departing a board was age, so the researchers concentrated on those "surprise" disappearances by directors under the age of 70. They found that after a surprise departure, the probability that the company will subsequently have to restate earnings increased by nearly 20G. The likelihood of being named in a federal class-action lawsuit also increases, and the stock is likely to perform worse. The effect tended to be larger for larger firms. Although a correlation between their leaving and subsequent bad performance at the firm is suggestive, it does not mean that such directors are always jumping off a sinking ship. Often they "trade up," leaving riskier, smaller firms for larger and more stable firms.But the researchers believe that outside directors have an easier time of avoiding a blow to their reputations if they leave a firm before bad news breaks, even if a review of history shows they were on the board at the time any wrongdoing occurred. Firms who want to keep their outside directors through tough times may have to create incentives. Otherwise outside directors will follow the example of Ms. Simmons, once again very popular on campus. We learn from Paragraph 2 that outside directors are supposed to be ______.
Ruth Simmons joined Goldman Sachs"s board as an outside director in January 2000; a year later she became president of Brown University. For the rest of the decade she apparently managed both roles without attracting much criticism. But by the end of 2009 Ms. Simmons was under fire for having sat on Goldman"s compensation committee; how could she have let those enormous bonus payouts pass unremarked By February the next year Ms. Simmons had left the board. The position was just taking up too much time, she said.Outside directors are supposed to serve as helpful, yet less biased, advisers on a firm"s board. Having made their wealth and their reputations elsewhere, they presumably have enough independence to disagree with the chief executive"s proposals. If the sky, and the share price is falling, outside directors should be able to give advice based on having weathered their own crises.The researchers from Ohio University used a database that covered more than 10,000 firms and more than 64,000 different directors between 1989 and 2004. Then they simply checked which directors stayed from one proxy statement to the next. The most likely reason for departing a board was age, so the researchers concentrated on those "surprise" disappearances by directors under the age of 70. They found that after a surprise departure, the probability that the company will subsequently have to restate earnings increased by nearly 20G. The likelihood of being named in a federal class-action lawsuit also increases, and the stock is likely to perform worse. The effect tended to be larger for larger firms. Although a correlation between their leaving and subsequent bad performance at the firm is suggestive, it does not mean that such directors are always jumping off a sinking ship. Often they "trade up," leaving riskier, smaller firms for larger and more stable firms.But the researchers believe that outside directors have an easier time of avoiding a blow to their reputations if they leave a firm before bad news breaks, even if a review of history shows they were on the board at the time any wrongdoing occurred. Firms who want to keep their outside directors through tough times may have to create incentives. Otherwise outside directors will follow the example of Ms. Simmons, once again very popular on campus. According to the researchers from Ohio University after an outside director"s surprise departure, the firm is likely to ______.
1. 由 求f(x)的间断点并指出其类别． 因在x=0处，f(0)=2，且 ， 所以x=0是连续点． 而在x=1处，f(1)=2ln2， 所以x=1是第一类跳跃间断点． 注：=0(无穷小乘有界量仍为无穷小)． 盒中有5个球，其中3个白球，2个黑球，有放回地取两次，每次取一个，求取到白球数X的均值及方差．
Will the European Union make it The question would have sounded strange not long ago. Now even the project"s greatest cheer leaders talk of a continent facing a "Bermuda triangle" of debt, population decline and lower growth.As well as those chronic problems, the EU faces an acute crisis in its economic core, the 16 countries that use the single currency. Markets have lost faith that the euro zone"s economies, weaker or stronger, will one day converge thanks to the discipline of sharing a single currency, which denies uncompetitive members the quick fix of devaluation.Yet the debate about how to save Europe"s single currency from disintegration is stuck. It is stuck because the euro zone"s dominant powers, France and Germany, agree on the need for greater harmonization within the euro zone, but disagree about what to harmonize.Germany thinks the euro must be saved by stricter rules on borrow spending and competitiveness, barked by quasi-automatic sanctions for governments that do not obey. These might include threats to freeze EU funds for poorer regions and EU mega-projects and even the suspension of a country"s voting rights in EU ministerial councils. It insists that economic co-ordination should involve all 27 members of the EU club, among whom there is a small majority for free-market liberalism and economic rigour; in the inner core alone, Germany fears, a small majority favour French interference.A "southern" camp headed by French wants something different. "European economic government" within an inner core of euro-zone members. Translated, that means politicians intervening in monetary policy and a system of redistribution from richer to poorer members, via cheaper borrowing for governments through common Eurobonds or complete fiscal transfers. Finally, figures close to the French government have murmured, euro-zone members should agree to some fiscal and social harmonization, e. g., curbing competition in corporate-tax rates or labour costs.It is too soon to write off the EU. It remains the world"s largest trading block. At its best, the European project is remarkably liberal, built around a single market of 27 rich and poor countries, its internal borders are far more open to goods, capital and labour than any comparable trading area. It is an ambitious attempt to blunt the sharpest edges of globalization, and make capitalism benign. The EU is faced with so many problems that ______.
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