Your company uses Microsoft Applicat ion Virtualization （App - V).When sequencing applicat

Your company uses Microsoft Application Virtualization (App-V).When sequencing applications, you receive an error indicating that the App-V Sequencer is unable to save temporary files.You need to ensure that you can sequence applications.What should you do on the App-V Sequencer computer?（）

A.Increase the amount of memory.

B.Increase the storage space available to the %TMP% directory.

C.Increase the storage space available to the %TEMP% directory.

D.Increase the storage space available to the scratch directory.

A.SFTMIME ADD APP:"ApplicationName " /OSD " PathToOSD " /CONSOLE

B.SFTMIME configure package: "PackageName " / OverrideURL FILE: "PathToSFT "

C.SFTSequencer / I:"PathToMSI " / P:"PathToPackageRoot " / O:"PathToDestinationSPRJ "

D.SFTSequencer / UPGRADE:" P ath ToS ourceSPRJ " / INSTALLPACKAGE:" PathT oUpgradeInstaller " / DECODEPATH:" P ath T o Decode F older " / OUTPUTFILE:" P ath T o D estinationSPRJ "

Schools throughout the world are experiencing a period of rapid change and, in many cases, are finding that extremely【M1】______ difficult to achieve a balance among a number of critical concerns. Some of the issues that educators and schools are facing include certainty about what academic and cultural knowledge and skills【M2】______ will be needed by students in the future, wholesale revisions of curricula, experimentation in teaching strategies, the need for teachers and students to become aware and competent in using【M3】______ new technologies, dramatic changes in bureaucratic and legislating【M4】______ policies and regulations, and increased demands on teachers. With the exception of the education system in the United States, perhaps no education system has been studied more【M5】______ intensively than of Japan. In 2001, in a well-balanced presentation【M6】______ of the Japanese model of schooling, including its similarities to and fro differences with that in the United States, Tsuneyoshi【M7】______ characterized the American approach to education as one that places an emphasis on competitiveness, individual attention from teachers along with individual accomplishment on the part of students, development of cognitive abilities, and separation of teachers in terms of their disciplines. In contrary, the Japanese【M8】______ approach(particularly at the elementary school level)focuses on the "whole child"; close interactions between teachers and pupils for long periods of time in cooperative settings with attention to collected goals, tasks, and rewards; and efforts to provide the same【M9】______ or very similar treatment for all students. One advantage of the American approach that is seriously missed in the Japanese【M10】______ approach is the formers attention to diversity and a sensitivity and concern for minority rights.

【M1】

Which of the following should a teacher avoid when using an ELT course book?

A.Selecting appropriate supporting materials and resources.

B.Interpreting curriculum goals and its expectations for the course.

C.Planning lessons in relation to specific goals， topics， texts， and tasks.

D.Implementing everything in the book without considering students" needs and levels.

Companycomispurchasingap5595aspartofalargeserverconsolidation.TheyareplanningonusingmicropartitioningandVirtualIOtoconsolidatesmallmachines.TheyusedtherPerfnumbersforAIX5.3tosizetheirsolutions.TheydiscoveredthattheirapplicationisnotyetcertifiedonAIX5.3,sotheywillhavetouseAIX5.2.Whatchangesshouldbemadetotheirconfiguration?（）

A.Increasememory

B.Addmoreadapters

C.Increasebothprocessorsandadapters

D.Increasethenumberofprocessorsby20 - 30%

How Do You See Diversity?

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company .During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice.

“It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was that the candidate’s “different” behavior. was simply a cultural misunderstanding . He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开) your eyes.

“I was just thrown off by the lack of ye contact; not realizing it was cultural,” Tiffany says. “I missed out ,but will not miss that opportunity again.”

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our under-standing of others and to reexamine some of our false assumptions .

Hire Advantage

At a time when hiring qualified people is becoming more difficult ,employers who can eliminate invalid biases(偏爱) from the process have a distinct advantage .My company, Mindsets LLC ,helps organizations and individuals see their own blind spots . A real estate recruiter we worked with illustrates the positive difference such training can make .

“During my Mindsets coaching session ,I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets .The agents were able to utilize their full potential and experiences to build up the company .When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession.”

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce . “Through one of the sessions ,I discovered my personal bias ,” he recalls . “I learned I had not been looking at a person as a whole person , and being open to differences .” In his case , the blindness was not about culture but rather gender .

“I had a management position open in my department ;and the two finalists were a man and a woman . Had I not attended this workshop , I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel . My reasoning would have been that even though both candidates were great and could have been successful in the position , I assumed the woman would have wanted to be home with her children and not travel .”Dale’s assumptions are another example of the well-intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce .

“I learned from the class that instead of imposing my gender biases into the situation , I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision .” Dale credits the workshop , “because it helped me make decisions based on fairness .”

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops .He recalls a major lesson learned from his own employee.

“One of my most embarrassing moments was when I had a Chinese-American employee put in a request to take time off to celebrate Chinese New Year . In my ignorance , I assumed he had his dates wrong , as the first of January had just passed . When I advised him of this , I gave him a long talking-to about turning in requests early with the proper dates .

“He patiently waited , then when I was done , he said he would like Chinese New Year did not begin January first , and that Chinese New Year ,which is tied to the lunar cycle ,is one of the most celebrated holidays on the Chinese calendar . Needless to say , I felt very embarrassed in assuming he had his dates mixed up . But I learned a great deal about assumptions , and that the timing of holidays varies considerably from culture to culture .

“Attending the diversity workshop helped me realize how much I could learn by simply asking questions and creating dialogues with my employees , rather than making assumptions and trying to be a know-it-all ,” Doug admits . “The biggest thing I took away from the workshop is learning how to be more ‘inclusive’ to differences.”

A better Bottom Line

An open mind about diversity not only improves organizations internally , it is profitable as well . These comments from a customer service representative show how an inclusive attitude can improve sales .”Most of my customers speak English as a second language . One of the best things my company has done is to contract with a language service that offers translations over the phone . It wasn’t until my boss received Mindsets’ training that she was able to understand how important inclusiveness was to customer service . As result , our customer base has increased .”

Once we start to see people as individuals . and discard the stereotypes , we can move positively toward inclusiveness for everyone . Diversity is about coming together and taking advantage of our differences and similarities . It is about building better communities and organizations that enhance us as individuals and reinforce our shared humanity .

When we begin to question our assumptions and challenge what we think we have learned from our past , from the media, peers , family , friends , etc , we begin to realize that some of our conclusions are flawed(有缺陷的) or contrary to our fundamental values . We need to train our-selves to think differently , shift our mindsets and realize that diversity opens doors for all of us ,creating opportunities in organizations and communities that benefit everyone .

1. What bothered Tiffany during an interview with her candidate?

A) He just wouldn’t look her in the eye.

B) He was slow in answering her questions.

C) His answers to some of her questions were irrelevant.

D) His answers to some of her questions were irrelevant .

How Do You See Diversity?

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company .During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said “untrustworthy,” so she decided to offer the job to her second choice.

“It wasn’t until I attended a diversity workshop that I realized the person we passed over was the perfect person,” Tiffany confesses. What she hadn’t known at the time of the interview was that the candidate’s “different” behavior. was simply a cultural misunderstanding . He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开) your eyes.

“I was just thrown off by the lack of ye contact; not realizing it was cultural,” Tiffany says. “I missed out ,but will not miss that opportunity again.”

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our under-standing of others and to reexamine some of our false assumptions .

Hire Advantage

At a time when hiring qualified people is becoming more difficult ,employers who can eliminate invalid biases(偏爱) from the process have a distinct advantage .My company, Mindsets LLC ,helps organizations and individuals see their own blind spots . A real estate recruiter we worked with illustrates the positive difference such training can make .

“During my Mindsets coaching session ,I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets .The agents were able to utilize their full potential and experiences to build up the company .When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession.”

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce . “Through one of the sessions ,I discovered my personal bias ,” he recalls . “I learned I had not been looking at a person as a whole person , and being open to differences .” In his case , the blindness was not about culture but rather gender .

“I had a management position open in my department ;and the two finalists were a man and a woman . Had I not attended this workshop , I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel . My reasoning would have been that even though both candidates were great and could have been successful in the position , I assumed the woman would have wanted to be home with her children and not travel .”Dale’s assumptions are another example of the well-intentioned but incorrect thinking that limits an organization’s ability to tap into the full potential of a diverse workforce .

“I learned from the class that instead of imposing my gender biases into the situation , I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision .” Dale credits the workshop , “because it helped me make decisions based on fairness .”

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops .He recalls a major lesson learned from his own employee.

“One of my most embarrassing moments was when I had a Chinese-American employee put in a request to take time off to celebrate Chinese New Year . In my ignorance , I assumed he had his dates wrong , as the first of January had just passed . When I advised him of this , I gave him a long talking-to about turning in requests early with the proper dates .

“He patiently waited , then when I was done , he said he would like Chinese New Year did not begin January first , and that Chinese New Year ,which is tied to the lunar cycle ,is one of the most celebrated holidays on the Chinese calendar . Needless to say , I felt very embarrassed in assuming he had his dates mixed up . But I learned a great deal about assumptions , and that the timing of holidays varies considerably from culture to culture .

“Attending the diversity workshop helped me realize how much I could learn by simply asking questions and creating dialogues with my employees , rather than making assumptions and trying to be a know-it-all ,” Doug admits . “The biggest thing I took away from the workshop is learning how to be more ‘inclusive’ to differences.”

A better Bottom Line

An open mind about diversity not only improves organizations internally , it is profitable as well . These comments from a customer service representative show how an inclusive attitude can improve sales .”Most of my customers speak English as a second language . One of the best things my company has done is to contract with a language service that offers translations over the phone . It wasn’t until my boss received Mindsets’ training that she was able to understand how important inclusiveness was to customer service . As result , our customer base has increased .”

Once we start to see people as individuals . and discard the stereotypes , we can move positively toward inclusiveness for everyone . Diversity is about coming together and taking advantage of our differences and similarities . It is about building better communities and organizations that enhance us as individuals and reinforce our shared humanity .

When we begin to question our assumptions and challenge what we think we have learned from our past , from the media, peers , family , friends , etc , we begin to realize that some of our conclusions are flawed(有缺陷的) or contrary to our fundamental values . We need to train our-selves to think differently , shift our mindsets and realize that diversity opens doors for all of us ,creating opportunities in organizations and communities that benefit everyone .

1. What bothered Tiffany during an interview with her candidate?

A) He just wouldn’t look her in the eye.

B) He was slow in answering her questions.

C) His answers to some of her questions were irrelevant.

D) His answers to some of her questions were irrelevant .

How Do You See Diversity?

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said "untrustworthy," so she decided to offer the job to her second choice.

"It wasn't until attended a diversity workshop that I realized the person we passed over was the perfect person," Tiffany confesses. What she hadn't known at the time of the interview was that the candidate's "different" behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开)your eyes.

"I was just thrown off by the lack of eye contact; not realizing it was cultural," Tiffany says. "I missed out, but will not miss that opportunity again. "

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.

Hire Advantage

At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases(偏见)from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.

"During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession. "

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce. "Through one of the sessions, I discovered my personal bias," he recalls. "I learned I had not been looking at a person as a whole person, and being open to differences. " In his case, the blindness was not about culture but rather gender.

"I had a management position open in my department} and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel. " Dale's assumptions are another example of the well-intentioned but incorrect thinking that limits an organization's ability to tap into the full potential of a diverse workforce.

"I learned from the class that instead of imposing my gender biases into the situation, I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision." Dale credits the workshop, "because it helped me make decisions based on fairness."

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.

"One of my most embarrassing moments was when I had a Chinese-American empl

A．He just wouldn't look her in the eyes.

B．He was slow in answering her questions.

C．His resume didn't provide the necessary information.

D．His answers to some of her questions were irrelevant.

How Do You See Diversity?

As a manager, Tiffany is responsible for interviewing applicants for some of the positions with her company. During one interview, she noticed that the candidate never made direct eye contact. She was puzzled and somewhat disappointed because she liked the individual otherwise.

He had a perfect resume and gave good responses to her questions, but the fact that he never looked her in the eye said "untrustworthy," so she decided to offer the job to her second choice.

"It wasn't until attended a diversity workshop that I realized the person we passed over was the perfect person," Tiffany confesses. What she hadn't known at the time of the interview was that the candidate's "different" behavior. was simply a cultural misunderstanding. He was an Asian-American raised in a household where respect for those in authority was shown by averting(避开)your eyes.

"I was just thrown off by the lack of eye contact; not realizing it was cultural," Tiffany says. "I missed out, but will not miss that opportunity again. "

Many of us have had similar encounters with behaviors we perceive as different. As the world becomes smaller and our workplaces more diverse, it is becoming essential to expand our understanding of others and to reexamine some of our false assumptions.

Hire Advantage

At a time when hiring qualified people is becoming more difficult, employers who can eliminate invalid biases(偏见)from the process have a distinct advantage. My company, Mindsets LLC, helps organizations and individuals see their own blind spots. A real estate recruiter we worked with illustrates the positive difference such training can make.

"During my Mindsets coaching session, I was taught how to recruit a diversified workforce. I recruited people from different cultures and skill sets. The agents were able to utilize their full potential and experiences to build up the company. When the real estate market began to change, it was because we had a diverse agent pool that we were able to stay in the real estate market much longer than others in the same profession. "

Blinded by Gender

Dale is an account executive who attended one of my workshops on supervising a diverse workforce. "Through one of the sessions, I discovered my personal bias," he recalls. "I learned I had not been looking at a person as a whole person, and being open to differences. " In his case, the blindness was not about culture but rather gender.

"I had a management position open in my department} and the two finalists were a man and a woman. Had I not attended this workshop, I would have automatically assumed the man was the best candidate because the position required quite a bit of extensive travel. My reasoning would have been that even though both candidates were great and could have been successful in the position, I assumed the woman would have wanted to be home with her children and not travel. " Dale's assumptions are another example of the well-intentioned but incorrect thinking that limits an organization's ability to tap into the full potential of a diverse workforce.

"I learned from the class that instead of imposing my gender biases into the situation, I needed to present the full range of duties, responsibilities and expectations to all candidates and allow them to make an informed decision." Dale credits the workshop, "because it helped me make decisions based on fairness."

Year of the Know-It-All

Doug is another supervisor who attended one of my workshops. He recalls a major lesson learned from his own employee.

"One of my most embarrassing moments was when I had a Chinese-American empl

A．He just wouldn't look her in the eyes.

B．He was slow in answering her questions.

C．His resume didn't provide the necessary information.

D．His answers to some of her questions were irrelevant.

Youaretheadministratorofyourcompany’snetwork.Yournetworkconsistsof20Windows2000Professionalcomputers.YouwanttoconfigureallofthecomputerstoallowaccesstotheInternet.YourBudgetdoesnotallowforinstallingapermanentInternetconnectionforthenetwork.Youdohaveasingledial-upaccountatalocalInternetserviceprovider（ISP）anda56-Kbpsmodem.YouwantthecomputertobeabletoaccesstheInternetwhenwebresourcesarerequested.Whatshouldyoudo？（）

A.Configurethesharedmodemtousesoftwarehandshaking

B.Configurethedial-upconnectiontoenableon-demanddialing.

C.Configurethedial-upconnectiontoenabletheInternetconnectionsharing.

D.Configurealltheothercomputerstohaveadial-upconnectionthatusesthesharedmodem.

E.AttachthemodemtooneoftheWindows2000Professionalcomputer，andcreateadial-upconnectiontotheISP.

F.AttachthemodemtooneoftheWindows2000Professionalcomputers，andsharethe modemonthenetwork.