题目内容
Business has slowed, layoffs mount, but executive pay continues to roar-at least so far. Business Week’s annual survey finds that chief executive officers (CEOs) at 365 of the largest companies got compensation last year averaging $3.1 million-up 1.3 percent from 1994. Why are the top bosses getting an estimated 485 times the pay of a typical factory worker That is up from 475 times in 1999 and a mere 42 times in 1980. One reason maybe what experts call the "Lake Wobegon effect". Corporate boards tend to reckon that "all CEOs are above average" -a play on Garrison Keillor’s famous line in his public radio show, A Prairie Home Companion, that all the town’s children are "above average". Consultants provide boards with surveys of corporate CEO compensation. Since directors are reluctant to regard their CEOs as below average, the compensation committees of boards tend to set pay at an above-average level. The result: pay levels get ratcheted (一步步地增加) up. Defenders of lavish CEO pay argue there is such a strong demand for experienced CEOs that the free market forces their pay up. They further maintain most boards structure pay packages to reflect an executive’s performance. They get paid more if their companies and their stock do well. So companies with high-paid CEOs generate great wealth for their shareholders. But the supposed cream-of-the-crop executives did surprisingly poorly for their shareholders in 1999, says Scott Klinger, author of this report by a Boston-based Organization United for a Fair Economy. If an investor had put $10,000 apiece at the end of 1999 into the stock of those companies with the 10 highest-paid CEOs, by year-end 2000 the investment would have shrunk to $8,132. If $10,000 had been put into the Standard & Poor’s 500 stocks, it would have been worth $9,090. To Mr. Klinger, these findings suggest that the theory that one person, the CEO, is responsible for creating most of a corporation’s value is dead wrong. "It takes many employees to make a corporation profitable." With profits down, corporate boards may make more effort to tame executive compensation. And executives are making greater efforts to avoid pay cuts. Some CEOs, seeing their options "under water" or worthless because of falling stock prices, are seeking more pay in cash or in restricted stock. Which of the following can be the best title of the passage
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Continue to Protect or Destroy Ecosystem Biosphere Ⅱ was a spectacular failure. The gleaming glass-and-concrete habitat sprawling across the desert in Oracle, Arizona, was supposed to support eight human "biospherians" for two years. But the seal has to he broken before the experiment ended in 1993. Oxygen had fallen to levels normally seen at an elevation of 17,500 feet. Nitrous oxide had risen to the point where it threatened to cause brain damage. The fresh water supply became contaminated, and vines smothered (厚厚地覆盖) food plants. Insect pollinators (传授花粉的生物) and many other species became extinct. By the end, Biosphere Ⅱ was overrun with swarms of ants and cockroaches. Scientists who gathered recently to review the Biosphere Ⅱ experiment reached a disturbing conclusion: "No one yet knows how to engineer systems that provide humans with the life-supporting services that natural ecosystems produce for free." The problem is that these ecosystems are undergoing wrenching changes. Water and air quality, while improving in some regions, are deteriorating in many others. Carbon dioxide levels in the atmosphere arc climbing. The world’s population could reach 10 billion by 2050. And famed Harvard biologist Edward O. Wilson says the current rate of species losses puts us "in the midst of one of the great extinction spasms (突然进发) of geological history." All of which makes many ecologists wonder whether humans too will soon become extinct. It’s an incredibly important but incredibly difficult question. If we continue on this course, we’re heading for a world in which we will have to engineer services we’ve always received for free from nature. That’s why the failure of Biosphere Ⅱ was so disturbing: it proves that we don’t yet know how to do that. The Biosphere Ⅱ experience demonstrated that maintaining human life is a tricky proposition-especially if we can no longer rely on the services provided by natural ecosystems. If we are currently living through a mass extinction, as Wilson believes, we should consider the past. In the great Permian extinction 245 million years ago, 96 percent of species perished. Eventually, the Earth was repopulated with a rich collection of new species, but it took 100 million years. "That should give pause to anyone who believes that what Homo sapiens (现代人) destroys, nature will redeem," Wilson says. "Maybe so, but not within any length of time that has meaning for contemporary humanity." The message the author wishes to convey in the passage is that ______.
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[说明]IT外包是指企业将其IT部门的职能全部或部分外包给专业的第三方管理，从而集中精力发展企业的核心业务。选择IT外包服务能够为企业带来诸多的好处，如计算机系统维护工作外包可解决人员不足或没有的问题；将应用系统和业务流程外包，可使企业用较低的投入获得较高的信息化建设和应用水平。依据某研究数据，选择IT外包服务能够为企业节省65%以上的人员开支，并减少人力资源管理成本，使企业更专注于自己的核心业务，并且可以获得更为专业，更为全面的服务。因此，外包服务以其能有效减低成本、增强企业核心竞争力等特性受到越来越多企业的青睐。IT外包成功的关键因素之一就是选择具有良好社会形象和信誉、相关行业经验丰富、能够引领或紧跟信息技术法的外包商作为战略合作伙伴。因此，对外包商的资格审查应从技术能力、经营管理能力和发展能力等方面着手。具体而言，应包括外包商提供的信息技术产品是否具备创新性、开放性、安全性、兼容性；外包商是否具有信息技术方面的资格认证，如软件厂商证书等；外包商的领导层结构、员工素质、客户数量、社会评价；外包商的项目管理水平；外包商所具有的良好运营管理能力的成功案例；员工间团队合作精神；外包商客户的满意程度；外包服务商财务指标和盈利能力；外包服务商的技术费用支出合理；等等。IT外包有着各种各样的利弊。在IT外包日益普遍的形势下，企业应该发挥自身的作用，应该重视外包商选择中的约束机制，应该随时洞察技术的发展变化，应该不断汲取新的知识，培养企业内部良好的IT学习氛围等，以最大程度保证企业IT项目的成功实施。 [问题3] 外包商资格审查的内容之一就是其经营管理能力，请简要说明外包商的经营管理能力具体应包括哪些方面
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