'Off-peak' times of the day is weekdays after ___________ .

Which of the following statements is NOT true?

A．Getting off to work with a minimum effort helps save one's energy.

B．Dr. Kleitman doesn't explain why people reach their peaks at different hours of the day.

C．Habit helps one adapt to his own energy cycle.

D．Children have energy cycles, too.

Which of the following statements is NOT true? 查看材料

A.Getting off to work with a minimum effort helps save one"s energy．

B.Dr． Kleitman doesn"t explain why people reach their peaks at different hours of the day．

C.Habit helps one adapt to his own energy cycle．

D.Children have energy cycles， too．

Wilson: Hello, this is Wilson. Can I speak to Peter, please? Johnson: ______.

A．Yes, speaking.

B．Who is Wilson?

C．Wrong number.

D．Thank you for calling.

Wilson: Hello, this is Wilson. Can I speak to Peter, please? Johnson: ______.

A．Yes, speaking.

B．Who is Wilson?

C．Wrong number.

D．Thank you for calling.

听力原文：Michael, why does a young, healthy guy like you want to give up such a great job?

Dell: I've still got the same job. We run the business together, and we're going to continue. But I thought it was appropriate to publicly recognize Kevin's achievements and capabilities. So he is the CEO now.

Rollins: People don't realize that the way Michael and I have been running the company was irrespective of rifles. We just worried about what needs to be done and who's available. When Michael talked to me about the CEO job, my first reaction was to ask, "You're not going to do anything different as part of the deal, right?" I wasn't interested in having a lot more to do. It's a big company, growing very rapidly, and it takes two of us to do it.

Dell has just come off another incredible quarter in which every single thing was at a peak — shipments, revenues, earnings per share, net income.

Rollins: Other than during the little dot-com dip around 2000, our quaterly earnings have always been records. It. was actually quite a wake-up call for us in 2000 when we stopped setting records. So we rethought where we were going.

Dell: Back to the drawing board.

Rollins: We set new strategic goals, financial goals, organizational goals, and started our change-of-culture activities, We set up a whole range of initiatives. Michael and I have changed in terms of our maturity about how to run a company this big and sustain growth -- how you become not just a great financial institution but also an organization where people develop. That's necessary to have a great company at $60 million or $70 million.

Dell: Your people want to build careers. We are starting to manage our cultural elements much in the way we manage operational excellence.

Did you have to change your own behavior?

Dell: We put a priority on it. We made examples of ourselves.

Rollins: We now have a 360-degree evaluation process. Michael and I share the 360 feedback, good and bad, with all our direct reports. They have a free shot at telling us what they don't like about us and what they think we could do better. They wanted more feedback. They wanted an opportunity to participate more in the decision-making. They wanted us to be more open. We were maybe not as friendly as we could have been in making them want to stay here socially.

Those changes have rippled through the company. How does that fie to Dell's strategy?

Rollins: Our strategy is the direct business model: bringing great value to customers through a unique and world-class supply chain, customer intimacy, and great support. It's also the bedrock for our relationships — direct communications. It's how Michael and I deal with each other. It's how we deal with our teams. It's how we expect our teams to deal with each other. It's how we expect them to deal with customers.

Dell: It's free flow of information, no intermediaries, no boundaries, fast reaction times.

So you're sure it's effective?

Dell: We'll be looking at much larger markets five to ten years from now than people can imagine today. Think about what's going on in Asia in the consumption and demand of technology. The U. S. is sort of the prototype for how the world could be massively productive using technology. But the U. S. is only 3.5 % of the world's population. The opportunity is pretty huge, as we see it.

Rollins: People usually gauge opportunity based on the static idea of what the world sells and buys today. But a few years ago people didn't think that little desktop computers would lead to the explosive use of digitization in all of entertainment. The same thing is true in the corporate world.

Dell: Small biotech startups with 15 to 20 employees call us on the phone and buy 64 servers, and all of a sudden they've got a high-performance computing cluster, and that's their production engine for research.

On the other hand, IBM has struggled to grow beyond the range of $ 80 billion to $ 90 billion in annual r

A．Harmonious and cooperative.

B．Competitive but cooperative.

C．Hostile but agreeable.

A．He doesn't think they are allowed to speak.

B．He doesn't know what's happening outside.

C．He was only talking to himself.

D．He thinks it's too noisy to talk now.

To be able to fill leisure intelligently is the last product of civilization, and at present very few people have reached this level. Moreover, the exercise of choice is in itself tiresome. Except to people with unusual initiative it is positively agreeable to be told what to do at each hour of the day, provided the orders are not too unpleasant. Most of the idle rich suffer unspeakable boredom as the price of their freedom from hard work. At times, they may find relief by hunting big game in Africa, or by flying round the world, but the number of such sensations is limited, especially after youth is past. Accordingly the more intelligent rich men work nearly as hard as if they were poor, while rich women for the most part keep themselves busy with innumerable trifles, of whose earthshaking importance they are firmly persuaded.

One of the most authoritative speaking to us today is, of course, the voice of the advertisers. It has forced on us a whole new conception of the successful man as a man no less than 20% of whose mail consists of announcements of giant carpet sales. Perhaps the answer is that advertising saves the manufacturers from having to think about the customer. At the stage of designing and developing a product, there is quite enough to think about without worrying over whether anybody will want to buy it.

The designer is busy enough without adding customer appeal to all his other problems of man-hours and machine tolerances and stress factors. So they just go ahead and make the thing and leave it to the advertiser to find eleven ways of making it appeal to purchasers after they have finished it, by pretending that it confers status, or attracts love, or signifies man-ness. If the advertising agency can do this authoritatively enough, the manufacturer is in clover.

Other manufacturers find advertising saves them changing their product. And manufacturers have change. The ideal product is one which goes on unchanged for ever. If, therefore, for one reason or another, some alteration seems called for--how much better to change the image, the packet or the pitch made by the product, rather than go to all the inconvenience of changing the product itself.

The advertising man has to combine the qualities of the three most authoritative professions: Church, Bar, and Medicine. The great skill required of our priests, most highly developed in missionaries but present, indeed mandatory, in all, is the skill of getting people to believe in and contribute money to something which can never be logically proved. At the Bar, an essential ability is that of presenting the most persuasive case you can to a jury of ordinary people, with emotional appeals masquerading as logical exposition; a case you do not necessarily have to believe in yourself, just one you have studiously avoided discovering to be false. As for Medicine, any doctor will confirm that a large part of his job is not clinical treatment but faith healing. His apparently scientific approach enables his patients to believe that he knows exactly what is wrong with them and exactly what they need to put them right, just as advertising does--"Run down? You need..." "No one will dance with you? A dab--will make you popular. "Advertising men use statistics rather like a drunk uses a lamppost--for support rather than illumination. They will dress anyone up in a white coat to appear like an unimpeachable authority or, failing that, they will even be happy with the announcement, "As used by 90% of the actors who play doctors on television." Their engaging quality is that they enjoy having their latest ruses uncovered almost as much as anyone else.

Advertisers are appreciated by manufacturers because they _________.

A．advise them on ways of giving a product customerappeal

B．accept responsibility for giving a product custoalerappeal

C．advise them on the best time to go ahead with production

D．consult them during the design and development stages