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张爱玲，40年代上海沦陷时最走红的女作家。( )
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The growth of cell-phone users in the U.S. has tapered off from the breakneck pace of 50% annually in the late 1990s to what analysis project will be a 15% to 20% rise in 2002, and no more than that in 2003. To some extent, numerous surveys have found, slower growth in demand reflects consumer disillusionment with just about every aspect of cell-phone service--its reliability, quality, and notorious customer service. The cooling off in demand threatens to cascade through the industry: The big four U.S. cell-phone carders--Verizon Wireless, Cingular Wireless, AT&T Wireless, Sprint imperil their timetables for becoming profitable, not to mention their efforts to whittle down their mountains of debt. As the carders have begun to cut costs, wireless- equipment makers--companies such as Lucent, Nokia, and Ericsson--have been left with a market that’s bound to be smaller than they had anticipated. Handset makers have been insulated so far, but they, too, face a nagging uncertainty. They’ll soon introduce advanced phones to the U.S. market that will run on the new networks the carders are starting up over the next year or two. But the question then will be : Will Americans embrace these snazzy data features--and their higher costs--with the wild enthusiasm that Europeans and Asians have Long before the outcome in clear, the industry will have to adopt a new mind-set. "In the old days, it was all about connectivity. " says Andrew Cole, an analyst with wireless consultancy Adventis. Build the network, and customers will come. From now on, the stakes will be higher. The new mantra: Please customers, or you may not survive. To work their way out of this box, the carders are spending huge sums to address the problem. Much of Sprint PCS’s $3.4 billion in capital outlays this year will be for new stations. And in fact, the new high-speed, high-capacity nationwide networks due to roll out later this year should help ease the calling-capacity crunch that has caused many consumer complaints. In the meantime, some companies are using better training and organization to keep customers happy. The nation’s largest rural operator, Alltel (AT), recently reorganized its call centers so that a customer’s query goes to the first operator who’s available anywhere in the country, instead of the first one available in the customer’s home area. That should cut waiting time to one minute from three to five minutes previously. According to the author, the cell-phone industry must adopt a mind-set in order to ______.
The growth of cell-phone users in the U.S. has tapered off from the breakneck pace of 50% annually in the late 1990s to what analysis project will be a 15% to 20% rise in 2002, and no more than that in 2003. To some extent, numerous surveys have found, slower growth in demand reflects consumer disillusionment with just about every aspect of cell-phone service--its reliability, quality, and notorious customer service. The cooling off in demand threatens to cascade through the industry: The big four U.S. cell-phone carders--Verizon Wireless, Cingular Wireless, AT&T Wireless, Sprint imperil their timetables for becoming profitable, not to mention their efforts to whittle down their mountains of debt. As the carders have begun to cut costs, wireless- equipment makers--companies such as Lucent, Nokia, and Ericsson--have been left with a market that’s bound to be smaller than they had anticipated. Handset makers have been insulated so far, but they, too, face a nagging uncertainty. They’ll soon introduce advanced phones to the U.S. market that will run on the new networks the carders are starting up over the next year or two. But the question then will be : Will Americans embrace these snazzy data features--and their higher costs--with the wild enthusiasm that Europeans and Asians have Long before the outcome in clear, the industry will have to adopt a new mind-set. "In the old days, it was all about connectivity. " says Andrew Cole, an analyst with wireless consultancy Adventis. Build the network, and customers will come. From now on, the stakes will be higher. The new mantra: Please customers, or you may not survive. To work their way out of this box, the carders are spending huge sums to address the problem. Much of Sprint PCS’s $3.4 billion in capital outlays this year will be for new stations. And in fact, the new high-speed, high-capacity nationwide networks due to roll out later this year should help ease the calling-capacity crunch that has caused many consumer complaints. In the meantime, some companies are using better training and organization to keep customers happy. The nation’s largest rural operator, Alltel (AT), recently reorganized its call centers so that a customer’s query goes to the first operator who’s available anywhere in the country, instead of the first one available in the customer’s home area. That should cut waiting time to one minute from three to five minutes previously. What is the text mainly about
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某名牌大学毕业生小李，通过招教以优异的成绩进入某中学教学，刚开始，她认真钻研业务，备课也很细心，深得老师和同学们的喜欢，屡次被评为优秀教师。 过了两年，小李认为自己已经成为一个真正的老师，不再认真备课，也不再钻研业务，把一次备课教案多次用，也不加入新内容，甚至还说：“当老师就这么回事儿。”在期末的评教中，小李被本班学生评分很低，在整个学校排名倒数第一，受到了校长的批评。因此，小李老师很不满意，上课时体罚学生。 请用教师职业道德的评价标准来评价一下小李老师的行为违反了哪些职业道德。
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