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检索选修四门以上课程的学生总成绩(不统计不及格的课程)，并要求按总成绩的降序排列出来。正确的SELECT语句是______。
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In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
In the rarefied world of the corporate board, a good network matters. 1 often involves word-of-mouth recommendations: getting on a 2 is easier if you have the right connections. New research suggests men use 3 better than women.Marie Lalanne and Paul Seabright of the Toulouse School of Economics 4 the effect of a network on 5 using a database of board members in Europe and America. They find that if you were to compare two executive directors, 6 in every way except that one had 200 ex-colleagues now 7 boards and the other 400, the latter, 8 , would be paid 6% more. For non-executives the gap is 14%.The really 9 finding concerns the difference between the sexes. Among executive-board members, women earn 17% less than their male 10 . There are plenty of plausible explanations for this 11 , from interruptions to women"s careers to old-fashioned 12 . But the authors find that this pay gap can be fully 13 by the effect of executives" networks. Men can leverage a large network into more senior positions or a seat on a more 14 board; women don"t seem to be able to.Women could just have 15 connections with members of their networks. "Women seem more inclined to build and rely on only a few strong relationships," says Mr. Seabright. Men are better at developing 16 acquaintances into a network, and better at maintaining a high personal 17 through these contacts. Women may, of course, also be hurt by the existing 18 of men on boards and a male 19 for filling executive positions with other men. But a tendency to think of other men first will be 20 if talented women don"t stay on the radar.
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