Logistics covers sourcing, purchasing, warehousing, Inventory management,transportation, customer support etc.（）

What does the paragraph 4 tell us?

A．Housing boosts economic growth.

B．Manufacturing and housing jobs continue to fall.

C．Political importance is attached to manufacturing.

D．Service jobs growth will contribute to the recovery.

Which of the following shows that the recession is on the way of recovery?

A．Housing prices are falling.

B．Banks are making profits.

C．Customers" confidence is up.

D．The stock market is better than ever.

You are using a recovery catalog to maintain Recovery Manager (RMAN) backup information for yourproduction database. You have registered your production database and are performing regular backups.Because of a new requirement you have added a few new tablespaces to your production database and youwant them to be included in backups.Identify two options for completing this task. （）(Choose two.)

A. Reregistering the target database in recovery catalog

B. Transporting the new tablespaces to the recovery catalog database

C. Syncronizing the recovery catalog with the target database control file

D. Performing a fresh backup of the target database to include the new data files in the catalog database

By the expression "zero-sum boom" (Paragraph 3), the writer means______

A．housing's continued strength and the persistent weakness may cancel each other out.

B．there are signs that improved consumer mood fails to help sustain housing's strength.

C．stock price' negative growth will ultimately offset housing market's positive strength.

D．higher mortgage interest rates are compatible with the recovery of the economy.

YouareusingarecoverycatalogtomaintainRecoveryManager（RMAN）backupinformationforyourproductiondatabase.Youhaveregisteredyourproductiondatabaseandareperformingregularbackups.Becauseofanewrequirementyouhaveaddedafewnewtablespacestoyourproductiondatabaseandyouwantthemtobeincludedinbackups.Identifytwooptionsforcompletingthistask.（）

A.Reregisteringthetargetdatabaseinrecoverycatalog

B.Transportingthenewtablespacestotherecoverycatalogdatabase

C.Syncronizingtherecoverycatalogwiththetargetdatabasecontrolfile

D.Performingafreshbackupofthetargetdatabasetoincludethenewdatafilesinthecatalogdatabase

"WHAT'S the difference between God and Larry Ellison?" asks an old software industry joke. Answer: God doesn't think he's Larry Ellison. The boss of Oracle is hardly alone among corporate chiefs in having a reputation for being rather keen on himself. Indeed, until the bubble burst and the public turned nasty at the start of the decade, the cult of the celebrity chief executive seemed to demand bossy narcissism, as evidence that a firm was being led by an all-conquering hero.

Narcissus met a nasty end, of course. And in recent years, boss-worship has come to be seen as bad for business. In his management bestseller, "Good to Great", Jim Collins argued that the truly successful bosses were not the serf-proclaimed stars who adorn the covers of Forbes and Fortune, but instead self-effacing, thoughtful, monkish sorts who lead by inspiring example.

A statistical answer may be at hand. For the first time, a new study, "It's All About Me", to be presented next week at the annual gathering of the American Academy of Management, offers a systematic, empirical analysis of what effect narcissistic bosses have on the firms they run. The authors, Arijit Chatterjee and Donald Hambrick, of Pennsylvania State University, examined narcissism in the upper levels of 105 firms in the computer and software industries.

To do this, they bad to solve a practical problem: studies of narcissism have hitherto relied on surveying individuals personally, something for which few chief executives are likely to have time or inclination. So the authors devised an index of narcissism using six publicly available indicators obtainable without the co-operation of the boss. These are: the prominence of the boss's photo in the annual report; his prominence in company press releases; the length of his "Who's Who" entry; the frequency of his use of the first person singular in interviews; and the ratios of his cash and non-cash compensation to those of the firm's second-highest paid executive.

Narcissism naturally drives people to seek positions of power and influence, and because great self-esteem helps your professional advance, say the authors, chief executives will tend on average to be more narcissistic than the general population. How does that affect a firm? Messrs Chatterjee and Hambrick found that highly narcissistic bosses tended to make bigger changes in the use of important resources, such as research and development, or in spending and leverage; they carried out more and bigger mergers and acquisitions; and their results were both more extreme (more big wins or big losses) and more transient than those of firms run by their humbler peers. For shareholders, that could be good or bad.

Although (oddly) the authors are keeping their narcissism ranking secret, they have revealed that Mr. Ellison did not come top. Alas for him, that may be because the study limited itself to people who became the boss after 1991—well after he took the helm. In every respect Mr. Ellison seems to be the classic narcissistic boss, claims Mr. Chatterjee. There is life in the old joke yet.

The old software industry joke is used in the text to

A．show the difference between God and Larry Ellison.

B．emphasize the success of the boss of Oracle.

C．illustrate how chief executives manage their companies.

D．introduce the topic of narcissism on top managerial level.

"What's the difference between God and Larry Ellison?" asks an old software industry joke. Answer: God doesn't think he's Larry Ellison. The boss of Oracle is hardly alone among corporate chiefs in having a reputation for being rather keen on himself. Indeed, until the bubble burst and the public turned nasty at the start of the decade, the cult of the celebrity chief executive seemed to demand bossly narcissism, as evidence that a firm was being led by an all-conquering hero.

Narcissus in Greek myth met a nasty end, of course. And in recent years, boss-worship has come to be seen as bad for business. In his management besteller, Good to Great, Jim Collins argued that the truly successful bosses were not the self-proclaimed stars who adorn the covers of Forbes and Fortune, but instead self-effacing, thoughtful, monkish sorts who lead by inspiring example.

A statistical answer may be at hand. For the first time, a new study, "It's All About Me", to be presented next week at the annual gathering of the American Academy of Management, offers a systematic, empirical analysis of what effect narcissistic bosses have on the firms they run. The authors, Arijit Chatterjee and Donald Hambriek, of Pennsylvania State University, examined narcissism in the upper echelons of 105 firms in the computer, and software industries.

To do this, they had to solve a practical problem: studies of narcissism have hitherto relied on surveying individuals personally, something for which few chief executives are likely to have time or inclination. So the authors devised an index of narcissism using six publicly available indicators obtainable without the co-operation of the boss. These are: the prominence of the boss's photo in the annual report; his prominence in company press releases; the length of his "Who's Who" entry; the frequency of his use of the first person singular in interviews; and the ratios of his cash and non-cash compensation to those of the firm's second-highest paid executive.

Narcissism naturally drives people to seek positions of power and influence, and because great self-esteem helps your professional advance, say the authors, chief executives will tend on average to be more narcissistic than the general population. How does that affect a firm? Messrs Chatterjee and Hambrick found that highly narcissistic bosses tended to make bigger changes in the use of important resources, such as research and development, or in spending and leverage; they carried out more and bigger mergers and acquisitions; and their results were both more extreme (more big wins or big losses) and more volatile than those of firms run by their humbler peers. For shareholders, that could be good or bad.

The author uses the example of Larry Ellison to show that ______.

A．people conceive of the boss as an all-conquering hero.

B．the chief executive is an essential person in corporation.

C．lots of bosses always show their narcissistic trait.

D．the truly successful bosses are those who love themselves.

Positive surprises from government reports on retail sales, industrial production, and housing in the past few months are leading economists to revise their real gross domestic product forecasts upward, supporting the notion that the recession ended in December or January.

Bear in mind: This recovery won't have the vitality normally associated with an upturn. Economists now expect real GDP growth of about 1.5% in the first quarter. That's better than the 0.4% the consensus projected in December, but much of the additional growth will come from a slower pace of inventory drawdowns, not from surging demand.

Moreover, the economy won't grow fast enough to help the labor markets much. The only good news there is that jobless claims have fallen back from their spike after September 11 and that their current level suggests the pace of layoffs is easing.

The recovery also does not mean the Federal Reserve will raise interest rates soon. The January price indexes show that inflation remains tame. Consequently, the Fed can take its time shifting monetary policy from extreme accommodation to relative neutrality.

Perhaps the best news from the latest economic reports was the January data on industrial production. Total output fell only 0.1%, its best showing since July. Factory output was flat, also the best performance in six months. Those numbers may not sound encouraging, but manufacturers have been in recession since late 2000. The data suggest that the factory sector is finding a bottom from which to start its recovery.

Production of consumer goods, for instance, is almost back up to where it was a year ago. That's because consumer demand for motor vehicles and other goods and the housing industry remained healthy during the recession, and they are still growing in early 2002.

Besides, both the monthly homebuilding starts number and the housing market index for the past two months are running above their averages for all of 2001, suggesting that homebuilding is off to a good start and probably won't be a big drag on GDP growth this year.

Equally important to the outlook is how the solid housing market will help demand for home-related goods and services. Traditionally, consumers buy the bulk of their furniture, electronics and textiles within a year of purchasing their homes. Thus, spending on such items will do well this year, even as car sales slip now that incentives are less attractive. Look for the output of consumer goods to top year-ago levels in coming months.

Even the business equipment sector seems to have bottomed out. Its output rose 0.4% in January, led by a 0.6% jump computer gear. A pickup in orders for capital goods in the fourth quarter suggests that production will keep increasing—although at a relaxed pace—in coming months.

American economists are surprised to see that

A．their government is announcing the end of a recession.

B．US economy is showing some signs of an upturn so soon.

C．some economic sectors have become leading industries.

D．they have to revise the product forecasts so often.

You are using Recovery Manager (RMAN) for backup and recovery operations with a recovery catalog. You have been taken database backups every evening. On November 15, 2007, at 11:30 AM, you were informed that the USER_DATA tablespace was accidentally dropped.On investigation, you found that the tablespace existed until 11:00 AM, and important transactions were done after that. So you decided to perform incomplete recovery until 11:00 AM. All the archive logs needed to perform recovery are intact. In NOMOUNT state you restored the control file that has information about the USER_DATA tablespace from the latest backup. Then you mounted the database. Identify the next set of commands that are required to accomplish the task? （）

A. A

B. B

C. C

D. D

According to the author, mobile phones will be able to cover everywhere.

A．Y

B．N

C．NG