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Passage One International airlines have rediscovered the business travelers, the man or woman who regularly jets from country to country as part of the job. This does not necessarily mean that airlines ever abandoned their business travelers. Indeed, companies like Lufthansa and Swissair would rightly argue that they have always catered best for the executive class passengers. But many lines could be accused of concentrating too heavily recently on attracting passengers by volume, often at the expense of regular travelers. Too often, they have seemed geared for quantity rather than quality. Operating a major airline in the 1980s is essentially a matter of finding the right mix of passengers. The airlines need to fill up the back end of their wide-bodied jets with low fare passengers, without forgetting that the front end should be filled with people who pay substantially more for their tickets. It is no coincidence that the two major airline bankruptcies in 1982 were among the companies specializing in cheap flights. But low fares require consistently full aircraft to make flights economically viable, and in the recent recession the volume of traffic has not grown. Equally the large number of airlines jostling for the available passengers has created a huge excess of capacity. The net result of excess capacity and cut-throat competition driving down fares has bean to push some airlines into collapse and leave many others hovering on the brink. Against this grim background, it is no surprise that airlines are turning increasingly towards the business travelers to improve their rates of return. They have invested much time and effort to establish exactly what the executive demands for sitting apart from the tourists. High on the list of priorities is punctuality; an executive’s time is money, In-flight service is another area where the airlines are jostling for the executive’s attention. The free drinks and headsets and better food are all part of the lure. What does "in-flight service" (Line 1, Para, 5) mean
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The Right Amount of Energy We all enjoy being around people with energy. They inspire us. They are stimulating, fun, and uplifting. An energetic person has passion in his voice, a bounce in his step, and a smile on his face. Energy makes a person likable, and likability is a key ingredient in persuasive communications. Many business professionals underestimate the energy level required to generate enthusiasm among their listeners. But electrifying speakers bring it. They have an energy that is several levels higher than the people they are attempting to influence. Most business professionals could use an energy boost for public speaking situations such as Webinars, podcasts, staff meetings, conference calls, and television and radio interviews. Each of these opportunities requires a higher level of energy than would normally be appropriate if you were just chatting to someone in the hallway. But how do you project the fight level of vigor without seeming over the top By weighing yourself on an energy scale. And on this scale, more is better.The Energy Scale Recently I helped an executive prepare for his first major presentation in his new role. "Tell me where your energy is right now on a scale of one to ten," I asked. "One being fast asleep and ten being Jim Cramer on Mad Money. You know, the guy who’s yelling and gesturing wildly on his CNBC show. Where are you now" "A three," the speaker replied. "OK, what would it feel like to be a seven, eight or nine Give it a try," I suggested. If they’re being honest, most presenters place themselves at a three to six on the energy scale. That means there is plenty &room to boost your energy while not appearing too zany. But keep in mind, once you hit a ten or higher, you could be the next You Tube (GOOG) hit--which is not necessarily your top objective! Here are several surefire strategies to boost your energy presence.1. Practice leaving your comfort zone. Record several minutes of your presentation as you would normally deliver it. Play it back, preferably with someone else watching and listening as well. Ask yourself and the observer, where am I on the energy scale Now try it again. This time, break out of your comfort zone. Ham it up. Raise your voice. Use big gestures. Put a big smile on your face. Get to a point where you would feel slightly awkward and uncomfortable. Now watch it. Most likely your energy level will be far more engaging and still remain appropriate for the situation.2. Smile and have fun. Why do most people seem to enjoy Virgin entrepreneur Richard Branson Because the guy has fun and it shows. He always has a warm, engaging smile on his face. Of course, you can argue that it’s easy to walk around with a smile when you’re worth ＄4 billion! But seriously, smile. It won’t hurt and it will make you more likable. Most business professionals don’t smile as much as they should during presentations. I’m helping some executives prepare for CES, the big Consumer Electronics Show in January where they will announce new products. They get so caught up in the slides and what they’re going to say (as they should during preparation), they forget that new products bring joy to their consumers. In most cases--with the exception of bad news, of course---the first and last thing you say to yourself before launching into your presentation should be, "Have fun."3. Get your body moving. Many people are uncomfortable using expansive hand gestures. Don’t be. I spoke to David McNeill at the University of Chicago, who is known for his research into gesture and speech. He says that clear, confident speakers use hand gestures and that the gestures leave a positive impression on listeners. He went on to say that using gestures will help you speak better because for most of us it takes effort not to use gestures. Don’t be afraid of using your hands. AOL’s (TWX) Tmveo.com is one of my favorite video search engines. I use it to retrieve clips of business speakers to study their body language. Symantec’s (SYMC) John Thompson, Oracle’s (ORCL) Larry Ellison, Cisco’s (CSCO) John Chambers, and eBay’s (EBAY) Meg Whitman are excellent examples of people with confident, energetic body language.4. Study TV and radio personalities. Stars of television and radio who score high on the likability scale have high-energy personalities. I had a conversation with Suze Orman over the phone a couple of years ago and remember it to this day. Her energy comes right through the speaker. What you see on her CNBC show is what you get behind the scenes. High energy. The other day I watched Food Network ( SSP ) star Rachael Ray sign books at a mall where I happened to be shopping. Sometimes critics poke fun at her "perky" personality and phrases like "yum-o," but the fact is she has energy and millions of viewers enjoy it. The network morning-show hosts are typically chosen for their energetic personalities. Today’s Matt Lauer on NBC ( GE ) and The Early Show’s Julie Chen on CBS (CBS) are excellent examples, but there are many others on morning television. Remember, maintaining an energetic presence is very difficult to do unless you’re involved with something you enjoy. If you are truly passionate about your company, product, or service, then show it. Speak with energy and vitality. Your listeners will love you for it.
某幕墙公司通过招投标直接向建设单位承包了某多层普通旅游宾馆的建筑幕墙工程。合同约定实行固定单价合同。工程所有用材料除了石材和夹层玻璃由建设单位直接采购运到现场外，其他材料均由承包人自行采购。合同约定工期120个日历天。合同履行过程中发生下列事件： 1．建设单位直接采购的夹层玻璃到场后，经现场验收发现夹层玻璃采用湿法加工，质量不符合幕墙工程的要求，经协商决定退货。幕墙公司因此不能按计划制作玻璃板块，使这一在关键线路上的工作延误了15天。 2．工程施工过程中，建设单位要求，对石材幕墙进行设计变更。施工单位按建设单位提出的设计修改图进行施工。设计变更造成工程量增加及停工、返工损失，施工单位在施工完成15天后才向建设单位提出变更工程价款报告。建设单位对变更价款不予认可，而按照其掌握的资料单方决定变更价款，并书面通知了施工单位。 3．建设单位因宾馆使用功能调整，又将部分明框玻璃幕墙改为点支承玻璃幕墙。施下单位在变更确定后第10天，向建设单位提出了工程变更价款报告，但建设单位未予确认也未提出协商意见。施工单位在提出报告20天后，就进行施工。在工程结算时，建设单位对变更价款不予认可。 4．由于在施工过程中，铝合金型材涨价幅度较大，施工单位提㈩按市场价格调整综合单价。 问题(分别对上述4个事件)：1.(1)幕墙公司可否向建设单位提出工期补偿和赔偿停工、窝工损失为什么(2)建设单位的做法是否正确为什么(3)建设单位的做法是否正确为什么(4)幕墙公司的要求是否合理为什么
Passage One International airlines have rediscovered the business travelers, the man or woman who regularly jets from country to country as part of the job. This does not necessarily mean that airlines ever abandoned their business travelers. Indeed, companies like Lufthansa and Swissair would rightly argue that they have always catered best for the executive class passengers. But many lines could be accused of concentrating too heavily recently on attracting passengers by volume, often at the expense of regular travelers. Too often, they have seemed geared for quantity rather than quality. Operating a major airline in the 1980s is essentially a matter of finding the right mix of passengers. The airlines need to fill up the back end of their wide-bodied jets with low fare passengers, without forgetting that the front end should be filled with people who pay substantially more for their tickets. It is no coincidence that the two major airline bankruptcies in 1982 were among the companies specializing in cheap flights. But low fares require consistently full aircraft to make flights economically viable, and in the recent recession the volume of traffic has not grown. Equally the large number of airlines jostling for the available passengers has created a huge excess of capacity. The net result of excess capacity and cut-throat competition driving down fares has bean to push some airlines into collapse and leave many others hovering on the brink. Against this grim background, it is no surprise that airlines are turning increasingly towards the business travelers to improve their rates of return. They have invested much time and effort to establish exactly what the executive demands for sitting apart from the tourists. High on the list of priorities is punctuality; an executive’s time is money, In-flight service is another area where the airlines are jostling for the executive’s attention. The free drinks and headsets and better food are all part of the lure. With the intention of attracting a somewhat different type of passenger, the airlines have now begun to concentrate on ______.
Passage Two Car crashes are the leading cause of injury and death among U.S. children, and though most of us now think of car seats as standard baby equipment, about half of all children under the age of four who died in vehicle accidents last year were not restrained. It is calculated that only about two-thirds of children ages five to fifteen buckle their seat belts. Moreover, the traffic-safety agency estimates that even among parents who always strap their children in, 85% are not doing it properly. They often don’t know where best to place the kids, don’t use the proper restraint for their age and weight, or don’t install the safety seats properly. Despite the reports about front seats collapsing onto back seats when certain car models get in accidents, the safest place in the car for any child up to the age of 12 is still the back seat. Babies up to 9 kg and one year old should ride in rear-facing infant seats. Never place a child under age 12 in the front seat with a working passenger-side air bag. These devices are discharged at 320 km/h and can be triggered by low-speed fender benders. They have killed 77 kids in the U.S. since 1993. If you must place a child in front, make sure the passenger-side bag is switched off. Children over age one should ride in forward-facing safety seats with a five-point harness system. A child who weighs at least 18 kg or at least 1m high can graduate to a booster seat that elevates her so that the standard shoulder and lap belt fits properly. Which of the following is NOT among the "improper ways" mentioned in the passage
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