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No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 75（）
No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 80（）
No one word demonstrated the shift in corporations’ attention in the mid-1990s from processes to people more vividly than the single word "talent". (62) the word lies the idea that more and more corporate (63) .is going to be created by knowledge and by so-called "knowledge workers". (64) labour is worth less; knowledge is worth more.This has significantly shifted the balance of power in the (65) process. Companies used to be (66) about finding enough qualified people to run their operations. What they could not fmd they would train, was the (67) attitude. That might take some time, but in a world where people sought jobs for life time was in the company’s (68) But talent is not patient, and it is not faithful. Many companies found themselves training employees (69) for them to go on and sell their acquired skills to their (70) So now they look for talent that is ready-made.In their eagerness to (71) this talent, companies have gone to considerable lengths to appear especially attractive. They have, (72) , devoted (奉献) a great deal of effort to the design of their websites, often the first (73) of call these days for bright young (74) recruits. They have in many cases (75) their HR departments, in part so that they can (76) their remuneration (报酬 ) packages more finely for the individuals that they really require. And they have altered their approach to issues such as governance and environmental responsibility (77) they know that many of the talented people they are seeking want to work for ethical and (78) employers.Talented people increasingly want to work in places where they can feel good about what they do for most of the day. What’s more, in today’s knowledge-based businesses, these young people are far more (79) of their working environment, of "what’s going on around here", than were their grandparents. It is harder for today’s businesses to (80) from their employees what they are (81) to--even when, as in cases such as Euron and WorldCom, they put a lot of effort into it. 79（）
Play is the principle business of childhood, and more and more in recent years’ research has shown the great importance of play in the development of a human being. From earliest infancy, every child needs (36) and the right material for play, and the main (37) of play are toys. Their main fumction is to suggest, encourage and (38) play. To succeed in this they must be good toys, which children will play with often, and will come back to again and again. Therefore it is important to choose toys for different stages of a child’s development.Recent years’ research on (39) development has shown the standard a child is likely to reach, within the range of his (40) abilities, is largely determined in the first three years of his life. So a baby’s ability to profit from the right play materials should not be (41) A baby, who is encouraged and (42) , talked to and shown things and played with, has the best chance of growing up (43) The next stage, curiosity knows no bounds. Every type of suitable toy should be made available to the child, (44) Until the age of seven or eight, play and work mean much the same to child. (45) Toys are still interesting and valuable, they lead on to new hobbies, but their significance has changed- (46) 46（）
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