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更多“I like the working()here.”相关的问题
Leo：So Masahiro，how’S the coffee maker working？
Masahiro：Actually，it doesn’t work well．
Anna：Why don’t you take it back？
Masahiro：__________，but I‘ve misplaced the receipt．
A.I do
B.It’S already broken
C.I"d like to
D.It’S not what l wanted
(56)
A．clothes
B．looks
C．van
D．motorcycle
完成下列各题 A
Like everyone else working at the Limerick nuclear-power(核能)plant，Stanley Watras had to pass through the monitors(监测器)before leaving the buildin9．Most of his co-workers．passed through without a problem，but Watras，an engineer，continually set off alarms(警报)．Some days he was found to be carrying six times more radiation(辐射物)than normal． Neither Watras nor his co-workers could understand where he was picking it up． Then one day Watras went through the door at Limerick and turned and walked back through the monitors without ever entering the power block．Yet the machines still said he was carrying radiation．“If I wasn’t picking up radiation at work,there was only one place it could be coming from：my house．” When scientists came to test the Watrases’home in the countryside，they found out what was the matter．The house contained so much radon(氡)that living in it for a year was like being exposed(暴露)to 260，000 chest X-rays．In the year the Watrases had spent there，they had increased their chances of getting lung cancer(癌症)by 13 or 14 percent． The next day the Watrases took down their Christmas tree，put their clothes in some bags and moved into a nearby hotel．“It was terrible，”says Watras． The owner of the Limerick plant took charge of dealing with the Watrases’radon problem as an experiment．Scientists studied every comer of the house．When the ground was dug up，they found that under the house there was a uranium(铀)-beating rock． It was because________ that Stanley Watras was carrying six times more radiation than normal．
A.he worked at a nuclear—power plant
B.there was something wrong with the monitors
C.he lived in a house in the countryside
D.his house was built on a uranium-beating rock
Even in traditional offices, “the lingua franca of corporate America has gotten much more emotional and much more right-brained than it was 20 years ago,” said Harvard Business School professor Nancy Koehn. She started spinning off examples. “If you and I parachuted back to Fortune 500 companies in 1990, we would see much less frequent use of terms like journey, mission, passion. There were goals, there were strategies, there were objectives, but we didn’t talk about energy; we didn’t talk about passion.”
Koehn pointed out that this new era of corporate vocabulary is very “team”-oriented—and not by coincidence. “Let’s not forget sports—in male-dominated corporate America, it’s still a big deal. It’s not explicitly conscious; it’s the idea that I’m a coach, and you’re my team, and we’re in this together. There are lots and lots of CEOs in very different companies, but most think of themselves as coaches and this is their team and they want to win.”
These terms are also intended to infuse work with meaning—and, as Khurana points out, increase allegiance to the firm. “You have the importation of terminology that historically used to be associated with non-profit organizations and religious organizations: Terms like vision, values, passion, and purpose,” said Khurana.
This new focus on personal fulfillment can help keep employees motivated amid increasingly loud debates over work-life balance. The “mommy wars” of the 1990s are still going on today, prompting arguments about why women still can’t have it all and books like Sheryl Sandberg’s Lean In, whose title has become a buzzword in its own right. Terms like unplug, offline, life-hack, bandwidth, and capacity are all about setting boundaries between the office and the home. But if your work is your “passion,” you’ll be more likely to devote yourself to it, even if that means going home for dinner and then working long after the kids are in bed.
But this seems to be the irony of office speak: Everyone makes fun of it, but managers love it, companies depend on it, and regular people willingly absorb it. As Nunberg said, “You can get people to think it’s nonsense at the same time that you buy into it.” In a workplace that’s fundamentally indifferent to your life and its meaning, office speak can help you figure out how you relate to your work—and how your work defines who you are.
31. According to Nancy Koehn, office language has become_____
[A] more emotional
[B] more objective
[C] less energetic
[D] less strategic
32. “Team”-oriented corporate vocabulary is closely related to_______
[A] historical incidents
[B] gender difference
[C] sports culture
[D] athletic executives
33.Khurana believes that the importation of terminology aims to______
[A] revive historical terms
[B] promote company image
[C] foster corporate cooperation
[D] strengthen employee loyalty
34.It can be inferred that Lean In________
[A] voices for working women
[B] appeals to passionate workaholics
[C] triggers debates among mommies
[D] praises motivated employees
35.Which of the following statements is true about office speak？
[A] Managers admire it but avoid it
[B] Linguists believe it to be nonsense
[C] Companies find it to be fundamental
[D] Regular people mock it but accept it
The Princess concluded with a simple message: "We must stop landmines". And she used every opportunity during her visit to repeat this message.
But, back in London, her views were not shared by some members of the British government, which refused to support a ban on these weapons. Angry politicians launched an attack on the Princess in the press. They described her as "very ill-informed" and a "loose cannon (乱放炮的人). "
The Princess responded by brushing aside the criticisms:" This is a distraction (干扰) we do not need. All I' m trying to do is help.
Opposition parties, the media and the public immediately voiced their support for the Princess. To make matters worse for the government, it soon emerged that the Princess 's trip had been approved by the Foreign Office, and that she was in fact very well-informed about both the situation in Angola and the British government 's policy regarding landmines. The result was a severe embarrassment for the government.
To try and limit the damage, the Foreign Secretary, Malcolm Rifkidnd, claimed that the Princess's views on landmines were not very different from government policy, and that it was "working towards" a worldwide ban. The Defence Secretary, Michael Portillo, claimed the matter was "a misinterpretation or misunderstanding.
For the Princess, the trip to this war-torn country was an excellent opportunity to use her popularity to show the world how much destruction and suffering landmines can cause. She said that the experience had also given her the chance to get closer to people and their problems.
Princess Diana paid a visit to Angola in 1997 ______.
A．to voice her support for a total ban of landmines
B．to clarify the British government's stand on landmines
C．to investigate the sufferings of landmine victims there
D．to establish her image as a friend of landmine victims
(36)
A．under the thumb
B．below the hands
C．subject to the palm
D．in the fingers
What prevents May, aged 25, becoming an air hostess？
A．She once broke a traffic law and was fined.
B．She can't speak Japanese very well.
C．She has never before worked as an air hostess.
D．She doesn't feel like working long hours flying abroad.
How to Be a Successful Businessperson
Have you ever wondered why some people are successful in business and others are not？ Here's astory about one successful businessperson. He started out washing dishes and today he owns 168 res-taurants.
Zubair Kazi was born in Bhatkal,a small town in southwest India. His dream was to be an airplanepilot,and when he was 16 years old,he learned to fly a small plane.
At the age of 23 and with just a little money in his pocket, Mr. Kazi moved to the United States.He hoped to get a job in the airplane industry in California. Instead, he ended up working for a compa-ny that rented cars.
While Mr. Kazi was working at the car rental(租赁的)company,he frequently ate at a nearby KFCrestaurant. To save money on food,he decided to get a job with KFC. For two months,he worked as acook's assistant. His job was to clean the kitchen and help the cook. "I didn't like it,"Mr,Kazi says,"but I always did the best I could. "
One day, Mr. Kazi's two co-workers failed to come to work. That day,Mr. Kazi did the work of allthree people in the kitchen. This really impressed the owners of the restaurant. A few months later,the owners needed a manager for a new restaurant. They gave the job to Mr. Kazi. He worked hard asthe manager and soon the restaurant was making a profit.
A few years later,Mr. Kazi heard about a restaurant that was losing money. The restaurant wasdirty inside and the food was terrible. Mr. Kazi borrowed money from a bank and bought the restau-rant. For the first six months,Mr. Kazi worked in the restaurant from 8 a. m. t0 10 p. m. ,seven days aweek. He and his wife cleaned up the restaurant,remodeled the front of the building,and improved thecooking. They also tried hard to please the customers. If someone had to wait more than ten minutesfor their food, Mrs. Kazi gave them a free soda. Before long the restaurant was making a profit.
A year later, Mr. Kazi sold his restaurant for a profit. With the money he earned, he bought threemore restaurants that were losing money. Again, he cleaned them up,improved the food,and retrainedthe employees. Before long these restaurants were making a profit,too.
Today Mr. Kazi owns 168 restaurants,but he isn't planning to stop there. He's looking for morepoorly managed restaurants to buy. "I love it when I go to buy a restaurant and find it's a mess, "Mr.Kazi says. "The only way it can go is up. "
When Mr. Kazi was young, his dream was to
A.sell cars
B.own a restaurant
C.become a good cook
D.be an airplane pilot
A．would be working
B．would have worked
C．am working
D．work
A．go down
B．go up
C．improve
D．decrease
By the time you arrive, I ______ working for two hours
A. will be
B. can
C. will have been
D. have been
