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希赛公司的一个分支机构被分配了一个C类地址192.168.36.0/24，该分支机构现在需要分配IP地址的有财务、人力资源、销售、审计、计划、服务6个部门，每个部门一个子网，每个部门的机器数量不超过25台。请回答以下问题。 该分支机构采用VLAN实现网段的划分，请问常规做法是采用什么网络设备实现VLAN的划分和互通
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分析以下程序的执行结果 【14】 。#include＜iostream.h＞class Sample{int x, y;public:Sample() {x=y=0; }Sample(int a, int b) { x=a; y=b;}～Sample(){if(x==y)cout＜＜"x=y"＜＜end1;elsecout＜＜"x!=y" ＜＜end1;}void disp(){cout＜＜"x="＜＜x＜＜",y="＜＜y＜＜end1;}};void main(){Sample s 1 (2,3);s1. disp();}
当前进行项目管理的方法PERT的中文含义为 【20】 。
Passage Four Although there may be thousands of different kinds of jobs, as I see it there are basically only two kinds of work. One is the sort that in the main is done for its own sake. It has little to do with bosses, or clerks or wages and it usually proves rewarding in itself. The other sort is normally done in return for a weekly wages in factories, on building sites or down in mines. A research scientist may find his income quite a lot for doing what he would do anyway even if he were rich. Others grumble. But could you find such a person who has never grumbled all his life The worst things of all is having a job where there are no consolations whatever. A factory worker says, "For eight hours a day, five days a week. I’m the exception to the rule. That life can’t exist in a vacuum. Work to me is a great loss, and I begrude (吝啬) every precious minute of my time that it takes." Another man says, "I have little other interest in the job than getting money on Friday and getting out of the building as fast as I can." An office clerk may say, "An office clerk produces nothing. He runs a paper chase which goes on from year to year, and seems completely pointless. How can there be anything but boredom in it for him" An advertising copy-writer, guilty of earning so much just for writing the ads, says, "Every time I’m asked to write the lable for a tin of beans I feel absurd. And every time my cheque arrives I’m glad. I’m not as little as the girl who works the machine that puts the bean in the tin." What are we working for anyway Money. Nothing else. If your work is not what you fancy, if you have no interest in it, then the work is a bore. Don’t you agree In the 3rd paragraph what is the first worker’s attitude towards his work （）
THE DIFFICULTIES OF MANAGING A SMALL BUSINESS"The organizational weaknesses that entrepreneurs have to deal with every day would cause the managers of a mature company to panic." Andrew Bidden wrote recently in Boston Business Review. This seems to suggest that the leaders of entrepreneurial or small businesses must be unlike other managers, or the problems faced by such leaders must be the subject of a specialized body of wisdom, or possibly both. Unfortunately, neither is true. Not much worth reading about managing the entrepreneurial or small businesses has been written, and the leaders of such businesses are made of flesh and blood, like the rest of us.Furthermore, little has been done to address the aspects of entrepreneurial or small businesses that are so difficult to deal with and so different from the challenges faced by management in big businesses. In part this is because those involved in gathering expertise about businesses and in selling advice to businesses have historically been more interested in the needs of big business. In part, in the UK at least, it is also because small businesses have always preferred to adapt to changing circumstances.The organizational problems of entrepreneurial or small businesses are thus forced upon the individuals who lead them. Even more so than for bigger businesses, the old saying is true--that people, particularly those who make the important decisions, are business’ most important asset. The research that does exist shows that neither money nor the ability to access more of it is the major factor determining growth. The main reason an entrepreneurial business stops growing is the lack of management and leadership resource available to the business when it matters. Give an entrepreneur an experienced, skilled team and he or she will find the funds every time. Getting the team, though, is the difficult bit. Part of the problem for entrepreneurs is the speed of change that affects their businesses. They have to cope with continuous change yet have always been suspicious about the latest management solution. They regard the many offerings from business schools as out of date even before they leave the planning board and have little faith in the recommendations of consultants when they arrive in the hands of young, inexperienced graduates. But such impatience with management solutions does not mean that problems can be left to solve themselves. However, the leaders of growing businesses are still left with the problem of who to turn to for advice.The answer is horribly simple: leaders of small businesses can ask each other. The collective knowledge of a group of leaders can prove to be enormously helpful in solving the specific problems of individuals. One leader’s problems have certainly been solved already by someone else. There is an organization called KITE which enables those responsible for small businesses to meet. Its members, all of whom are chief executives, go through a demanding selection process, and then join a small group of other chief executives. They come from a range of business sectors and each offers a different corporate history. Each group is led by a moderator, an independently selected businessman or businesswoman who has been specially trained to head the group. Each member takes it in turn to host a meeting at his or her business premises and, most important of all, group discussions are kept strictly confidential. This encourages a free sharing of problems and increases the possibility of solutions being discovered. What does the writer say about the expansion of small businesses（）
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