The Sultan Ahmed Mosque is known as the “Blue Mosque” because of the surrounding the walls of interior design.
The Sultan Ahmed Mosque is known as the “Blue Mosque” because of the surrounding the walls of interior design.
Who offers drinks to guests______? A: Susan B: Ahmed C: Gary D: Olav E: Monica
Who offers drinks to guests______? A: Susan B: Ahmed C: Gary D: Olav E: Monica
Who takes guests’ coats and hats_____? A: Susan B: Ahmed C: Gary D: Olav E: Monica
Who takes guests’ coats and hats_____? A: Susan B: Ahmed C: Gary D: Olav E: Monica
Alex Ahmed said she organized a student discussion on campus this month to debate whether they should work for tech companies ________ decisions they believed to be unethical.
Alex Ahmed said she organized a student discussion on campus this month to debate whether they should work for tech companies ________ decisions they believed to be unethical.
Which of the following statements is FALSE according to the passage A: The writer's intended journey created particular difficulties in his lemming of Arabic. B: The reading and writing of the Arabic script gave the writer lasting pleasure. C: The writer found learning Arabic was a grueling experience but rewarding. D: The writer regarded Ahmed's praise of his pronunciation as tongue-in-cheek
Which of the following statements is FALSE according to the passage A: The writer's intended journey created particular difficulties in his lemming of Arabic. B: The reading and writing of the Arabic script gave the writer lasting pleasure. C: The writer found learning Arabic was a grueling experience but rewarding. D: The writer regarded Ahmed's praise of his pronunciation as tongue-in-cheek
请问：1983年诺贝尔化学奖获得者姓名，贡献分别是下列哪个选项？ A: Gerhard Ertl "for his studies of chemical processes on solid surfaces." B: Ahmed Zewail "for his studies of the transition states of chemical reactions using femtosecond spectroscopy." C: Henry Taube "for his work on the mechanisms of electron transfer reactions, especially in metal complexes." D: Peter Mitchell "for his contribution to the understanding of biological energy transfer through the formulation of the chemiosmotic theory." E: 以上都不是
请问：1983年诺贝尔化学奖获得者姓名，贡献分别是下列哪个选项？ A: Gerhard Ertl "for his studies of chemical processes on solid surfaces." B: Ahmed Zewail "for his studies of the transition states of chemical reactions using femtosecond spectroscopy." C: Henry Taube "for his work on the mechanisms of electron transfer reactions, especially in metal complexes." D: Peter Mitchell "for his contribution to the understanding of biological energy transfer through the formulation of the chemiosmotic theory." E: 以上都不是
Nothing succeeds in business books like the study of success. The current business-book boom was launched in 1982 by Tom Peters and Robert Waterman with In Search of Excellence. The trend has continued with a succession of experts and would-be experts who promise to distil the essence of excellence into three (or five or seven) simple rules.The Three Rules is a self-conscious contribution to this type of writing； it even includes a bibliography of “success studies”. Michael Raynor and Mumtaz Ahmed work for a consultancy, Deloitte, that is determined to turn itself into more of a thought-leader and less a corporate repairman. They employ all the tricks of the success books. They insist that their conclusions are “measurable and actionable”-guides to behaviour rather than analysis for its own sake. Success authors usually serve up vivid stories about how exceptional businesspeople stamped their personalities on a company or rescued it from a life-threatening crisis. Messrs Raynor and Ahmed are happier chewing the numbers： they provide detailed appendices on “calculating the elements of advantage” and “detailed analysis”.The authors spent five years studying the behaviour of their 344 “ exceptional companies” only to come up at first with nothing. Every hunch (直觉) led to a blind alley and every hypothesis to a dead end. It was only when they shifted their attention from how companies behave to how they think that they began to make sense of their voluminous material.Management is all about making difficult tradeoffs in conditions that are always uncertain and often fast-changing. But exceptional companies approach these tradeoffs with two simple rules in mind, sometimes consciously, sometimes unconsciously. First： better before cheaper. Companies are more likely to succeed in the long run if they compete on quality or performance than on price. Second： revenue before cost. Companies have more to gain in the long run from driving up revenue than by driving down costs.Most success studies suffer from two faults. There is “the halo (光环）effect”, whereby good performance leads commentators to attribute all manner of virtues to anything and everything the company does. These virtues then suddenly become vices when the company fails. Messrs Raynor and Ahmed work hard to avoid these mistakes by studying large bodies of data over several decades. But they end up embracing a different error： stating the obvious. Most businesspeople will not be surprised to learn that it is better to find a profitable niche(隙缝市场）and focus on boosting your revenues than to compete on price and cut your way to success. The difficult question is how to find that profitable niche and protect it. There, The Three Rules is less useful.
Nothing succeeds in business books like the study of success. The current business-book boom was launched in 1982 by Tom Peters and Robert Waterman with In Search of Excellence. The trend has continued with a succession of experts and would-be experts who promise to distil the essence of excellence into three (or five or seven) simple rules.The Three Rules is a self-conscious contribution to this type of writing； it even includes a bibliography of “success studies”. Michael Raynor and Mumtaz Ahmed work for a consultancy, Deloitte, that is determined to turn itself into more of a thought-leader and less a corporate repairman. They employ all the tricks of the success books. They insist that their conclusions are “measurable and actionable”-guides to behaviour rather than analysis for its own sake. Success authors usually serve up vivid stories about how exceptional businesspeople stamped their personalities on a company or rescued it from a life-threatening crisis. Messrs Raynor and Ahmed are happier chewing the numbers： they provide detailed appendices on “calculating the elements of advantage” and “detailed analysis”.The authors spent five years studying the behaviour of their 344 “ exceptional companies” only to come up at first with nothing. Every hunch (直觉) led to a blind alley and every hypothesis to a dead end. It was only when they shifted their attention from how companies behave to how they think that they began to make sense of their voluminous material.Management is all about making difficult tradeoffs in conditions that are always uncertain and often fast-changing. But exceptional companies approach these tradeoffs with two simple rules in mind, sometimes consciously, sometimes unconsciously. First： better before cheaper. Companies are more likely to succeed in the long run if they compete on quality or performance than on price. Second： revenue before cost. Companies have more to gain in the long run from driving up revenue than by driving down costs.Most success studies suffer from two faults. There is “the halo (光环）effect”, whereby good performance leads commentators to attribute all manner of virtues to anything and everything the company does. These virtues then suddenly become vices when the company fails. Messrs Raynor and Ahmed work hard to avoid these mistakes by studying large bodies of data over several decades. But they end up embracing a different error： stating the obvious. Most businesspeople will not be surprised to learn that it is better to find a profitable niche(隙缝市场）and focus on boosting your revenues than to compete on price and cut your way to success. The difficult question is how to find that profitable niche and protect it. There, The Three Rules is less useful.