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大學(xué)英語(yǔ)四、六級(jí)考試信息匹配題閱讀訓(xùn)練Directions:Inthissection,youaregoingtoreadapassagewithtenstatementsattachedtoit.Eachstatementcontainsinformationgiveninoneoftheparagraph.Identifytheparagraphfromwhichtheinformationisderived.Youmaychooseaparagraphmorethanonce.Eachparagraphismarkedwithaletter.AnswerthequestionsbymarkingthecorrespondingletteronAnswerSheet2.Passage1SurvivingtheRecessionAmerica’srecessionbeganquietlyat(yī)theendof2023.Sincethenithasevolvedintoaglobalcrisis.Reasonablepeoplemaydisagreeaboutwhomtoblame.Financierswhowerenotascleverastheythoughttheywere?Regulat(yī)orsfallingasleepatwork?Consumerswhoborrowedtoomuch?Politicianswhothoughtlesslypromotedhome-ownershipforthosewhocouldnotaffordit?Allareguilt;andwhat(yī)amesstheyhavecreated.Since2023Americahasshed5millionjobs.Morethan15%oftheworkforcearejoblessorunderemployed—roughly25millionworkers.Theonlyindustriesswellingtheirpayrollsarehealthcare,utilitiesandthefederalgovernment.ThevalueoflistedsharesinAmericanfirmscollapsedby57%fromitspeakinOctober2023toalowinMarchthisyear,thoughithassinceboundedbacksomewhat(yī).Industrialproductionfellby12.8%intheyeartoMarch,theworstslidesincetheSecondWorldWar.MarkZandi,aneconomistat(yī)Moody’sEconomy.com,predictsthattherecessionwillshrinkAmerica’seconomyby3.5%intotal.“Formostexecutives,thisistheworstbusinessenvironmentthey’veeverseen.”Timesaresotoughthat(yī)evenbossesaretakingpaycuts.Median(中位數(shù)的)payforchiefexecutivesofS&P500companiesfell6.8%in2023.TheoverthrownbusinessgiantsofWallStree(cuò)ttookthebiggestknock,withaveragepaycutsof38%andmedianbonusesofzero.Buttherewassomepainforeveryone:medianpayforchiefexecutivesofnon-financialfirmsintheS&P500fellby2.7%.Nearlyeverybusinesshasasadtaletotell.Forexample,ArneSorenson,thepresidentofMarriotthotel,likensthecrisistothedownturnthathithisbusinessafterSeptember11th,2023.Whenthetwintowersfell,Americansstoppedtravelling.Marriotthaditsworstquarterever,withrevenuesperroomfallingby25%.Thisyear,withoutaterroristattack,thehotelindustryis“puttingthesamenumbersontheboard”,saysMr.Sorenson.Otherindustrieshavesufferedevenmore.Largenumbersofbuilders,propertyfirmsandretailershavegonebankrupt.AndadisasterhashitDetroit.LastyeartheAmericancarindustryhadthecapacitytomake17millionvehicles.Salesin2023couldbebarelyhalfofthat.TheBigThreeAmericancarmakers—GeneralMotors,FordandChrysler—accumulatedruinouscostsoverthepost-waryears,suchasgold-platedhealthplansandpensionsforworkerswhoretiredasyoungas48.Allthreearedesperatelyrestructuring.OnlyFordmaysurviveinitscurrentform.Hardtimesbreedhardfeeling.FewAmericansunderstandwhatcausedtherecession.Someareseekingscapegoats(替罪羊).Politiciansarehappytotakeadvantage.BosseshavebeensummonedtoWashingtontobescoldedonlivetelevision.Thepresidentcondemnstheirgreed.Businessfolksarebendingoverbackwardstoavoidsee(cuò)mingextravagant.Mee(cuò)tingsatresortsaresuddenlyunacceptable.GoldmanSachs,aninvestmentbank,cancelledaconferenceinLasVegasatthelastminuteandrebookeditinSanFrancisco,whichcostmorebutsoundedlessfun.Anyway,thepainwilleventuallyend.Americanbusinesswillregainitsshine.Manyfirmswilldie,butthesurvivorswillemergeleanerandstrongerthanbefore.Thefinancialsector’sshareoftheeconomywillshrink,andstayshrunkforyearstocome.Theimportanceofnon-financialfirmswillaccordinglyrise,alongwiththeirabilitytoattractthebesttalent.Americawillremainthebestplaceonearthtodobusiness,solongasBarackObamaandtheDemocratsinCongressresistthetemptat(yī)iontointerferetoomuch,andsolongasorganizedlaborsdoesnotoverplayitshand.Mr.Obama’splantocurbcarbondioxideemissions(排放),thoughnecessary,willbefarfromcost-free,whateverhissunnyspeechesonthesubjectmightsuggest.Theshifttoalow-carboneconomywillhelpsomefirms,hurtothersandrequireeveryorganizationthatusesmuchenergytorethinkhowitoperat(yī)es.ItishardertopredicthowMr.Obama’sproposedreformstothefailinghealth-caresystemwillturnout.Ifhesucceedsincurbingcosts—abigif—itwouldbeahugegainforAmerica.Somebusinesswillbenefitbutthevastbulkofthesavingswillbecapturedbyworkers,nottheiremployers.Inthenextcoupleofyearsthebusinessesthatthrivewillbethosethataretightwithcosts,carefulofdebt,cautiouswithcashflowandextremelyat(yī)tentivetowhat(yī)customerswant.Theywillincludeplentyofnamesnoonehasyetheardof.Timeschange,andcorporat(yī)ionschangewiththem.In1955Time’sManoftheYearwasHarlowCurtice,thebossofGM.HisfirmwasleadingAmericatowards“aneweconomicorder”,themagazinewrote.ThankstomenlikeCurtice,“thebondsofscarcity”hadbeenbrokenandAmericawasrolling“toanall-timehighofprosperity”.Soon,Americanswouldneedtospend“comparativelylittletimeearningaliving”.HalfacenturylaterGMisatypicalexampleforpoormanagement.InMarchitschiefexecutivewasfiredbyTime’scurrentManoftheYear,Mr.Obama.Thegovernmentnowbacksupthedomesticcarindustry,lendingitmoneyandoverseeingitsturnaroundplans.Withluck,thiswillbeshort-lived.ButthereisadangerthatWashingtonwillendupmicromanagingnotonlyDetroitbutalsootherpartsoftheeconomy.AndcleverasMr.Obama’sadvisersare,historysuggeststheywillbebadatthis.TheAmerica’srecessionaffectedthehotelindustryasbadlyasthe9/11terroristattack.Businessmenaretryingtoavoidseemingwastefulinresponsetotherecession.Inthenearfuture,athrivingbusinesswillgowithcautiousmanagementtactics.MuchdoubtremainswhethertheObamaadministrationwilldowellinmicromanagingtheAmerica’seconomy.AcombinationofcausesisresponsibleforthecurrentAmericanrecession,whichbeganin2023.ThegovernmentisnotsupposedtointerferetoomuchinA(yù)mericanbusinesses.ThebigThreeAmericancarmakersnee(cuò)drestructuringtosurviveduetotheiraccumulationoftheruinouscostsoverthepost-waryears.InMarch,GM”schiefexecutivewasfiredbyObamaforpoormanagement.Accordingtotheauthor,Obama’splantolimitcarbondioxideemissionswillbynomeansbeinexpensive.Attheworsttime,thetotalvalueoflistedsharesinAmericanfirmsshrankbyfifty-sevenpercent.(DGJLAHELIB)PassagetwoSmallschoolsRisingThisyear’slistofthetop100highschoolsshowsthat(yī)today,thosewithfewerstudentsareflourishing.Fiftyyearsago,theywerethelatestthingineducationalreform:big,modern,suburbanhighschoolswithstudentscountedinthethousands.Asbabyboomers(二戰(zhàn)后嬰兒潮時(shí)期出生的人)cameofhigh-schoolage,bigschoolspromisedeconomicefficiency.Agreaterchoiceofcourses,and,ofcourse,betterfootballteams.Onlyyearslaterdidweunderstandthetrade-offsthisinvolved:thecreat(yī)ionofexcessivebureaucracies(官僚機(jī)構(gòu)),thedifficultyofforgingpersonalconnectionsbetweenteachersandstudents.SATscoresbegandroppingin1963;today,onaverage,30%ofstudentsdonotcompletehighschoolinfouryears,afigurethatrisesto50%inpoorurbanneighborhoods.Whiletheemphasisonteachingtohigher,test-drivenstandardsassetinNoChildLeftBehindresultedinsignificantlybetterperformanceinelementary(andsomemiddle)schools,highschoolsforavarietyofreasonsee(cuò)medtohavemadelittleprogress.Sizeisn’teverything,butitdoesmatter,andthepastdecadehassee(cuò)nanoticeablecountertrendtowardsmallerschools.Thishasbeendue,inpart,totheBillandMelindaGatesFoundation,whichhasinvested$1.8billioninAmericanhighschools,helpingtoopenabout1000smallschools—mostofthemwithabout400kidseach,withanaverageenrollmentofonly150pergrade.About500moreareonthedrawingboard.Districtsalloverthecountyaretakingnotice,alongwithmayorsincitieslikeNewYork,ChicagoandSanDiego.Themovementincludesindependentpubliccharterschools,suchasNo.1BASISinTu(píng)cson,withonly120high-schoolsand18graduatesthisyear.Itembracesdistrict-sanctionedmagnetschools,suchastheTalentedandGiftedSchool,with198students,andtheScienceandEngineeringMagnet,with383,whichshareabuildinginDallas,aswellastheCityHonorsSchoolinBuffalo,N.Y.,whichgrewoutofvolunteereveningseminarsforstudents.Anditincludesalternativeschoolswithstudentsselectedbylottery(抽簽),suchasH.BWoodlawninArlington,Va.Andmostnoticeableofall,thereisthephenomenonoflargeurbanandsuburbanhighschoolsthathavesplitupintosmallerunitsofafewhundred,generallyhousedinthesamegroundsthatonceboastedthousandsofstudentsallmarchingtothesameband.HillsdaleHighSchoolinSanMateo,Calif.,isoneofthose,rankingNo.423—amongthetop2%inthecountry—onNewsweek’sannualrankingofAmerica’stophighschools.Thesuccessofsmallschoolsisapparentinthelistings.Tenyearsago,whenthefirstNewsweeklistbasedoncollege-leveltestparticipat(yī)ionwaspublished,onlythreeofthetop100schoolshadgraduatingclassessmallerthan100students.Thisyearthereare22.Nearly250schoolsonthefullNewswee(cuò)klistofthetop5%ofschoolsnationallyhadfewerthan200graduatesin2023.AlthoughmanyofHillsdale’sstudentscamefromwealthyhouseholds,bythelate1990averagetestscoreswereslidingandithadearnedtheunaffectionat(yī)enickname“Hillsjail”.JeffGibert,aHillsdaleteacherwhobecameprincipallastyear,rememberssittingwithotherteacherswatchingstudentsfileoutofagraduationceremonyandaskingoneanotherinastonishment,“Howdidthatstudentgraduated?”Soin2023Hillsdaleremadeitselfintothree(cuò)“houses”,romanticallynamedFlorence,MarrakechandKyoto.Eachofthe300arrivingninthgradersarerandomlyassignedtooneofthehouses,wheretheywillkeepthesamefourcoresubjectteachersfortwoyears,beforemovingontoanotherfor11thand12thgrades.Theclosenessthissystemcultivatesisreinforcedbytheinstitutionof“advisory”classes.Teachersmee(cuò)twithstudentsingroupsof25,fivemorningsawee(cuò)k,foropen-endeddiscussionsofeverythingfromhomeworkproblemstobadSat(yī)urday-nightdat(yī)es.Theadvisersalsomee(cuò)twithstudentsprivatelyandstayintouchwithparents,sotheyaredeeplyinvestedinthestudents’success.“We’reconstantlytalkingaboutoneanother’sadvisers,”saysEnglishteacherChrisCrockett.“Ifyouhearthatyoursisn’tdoingwellinmath,orseethemsittingoutsidethedean’soffice,it’slikeapersonalfailure.”Alongwiththenewstructurecameamoredemandingacademicprogram,thepercentageoffreshmentakingbiologyjumpedfrom17to95.“Itwasroughforsome.Butbysenioryear,two-thirdshavemoveduptophysics,”saysGilbert.“Ourkidsarecomingtoschoolinpartbecausetheyknowthereareadultsherewhoknowthemandcareforthem.”Butnotallschoolsshowadvancesafterdownsizing,anditremainstobeseenwhethersmallerschoolswillbeacure-allsolution.TheNewsweeklistoftopU.S.highschoolswasmadethisyear,asinyearspast,accordingtoasinglemetric,theproportionofstudentstakingcollege-levelexams.Overtheyearsthesystemhascomeinforitsshareofcriticismforitssimplicity.Butthatisalsoitsstrength:it’seasyforreaderstounderstand,andtodothearithmeticfortheirownschoolsifthey’dlike.Rankingschoolsisalwayscontroversial,andthisyearagroupof38superintendents(地區(qū)教育主管)fromfivestat(yī)eswrotetoaskthattheirschoolsbeexcludedfromthecalculation.“Itisimpossibletoknowwhichhighschoolsare‘thebest’inthenation,”theirletterread,inpart.“Determiningwhetherdifferentschoolsdoordon’tofferahighqualityofeducationrequiresalookat(yī)manydifferentmeasures,includingstudents’overallacademicaccomplishmentsandtheirsubsequentperformanceincollege.Andtakingintoconsiderationtheuniqueneedsoftheircommunities.”Intheendthesuperintendentsagreedtoprovidethedatawesought,whichis,afterall,publicinformation.Thereis,inourview,norealdisputehere;weareallsee(cuò)kingthesamething,whichisschoolsthatbetterserveourchildrenandournationbyencouragingstudentstomaketoughsubjectsundertheguidanceofgiftedteachers.Andifwekeepworkingtowardthatgoal,someday,perhapsalistwon’tbenecessary.Inpracticaluse,simplicityisstillconsideredastrengthofNewsweek’sschoolrankingsysteminspiteofthecriticismitreceives.Asaresultsettingupbigschools,students’performancedeclined.Newsweekrankedhighschoolsaccordingtotheircollege-leveltestparticipation.Halfacenturyago,big,modern,suburbanhighschoolsweree(cuò)stablishedtoensureefficienteducationforbabyboomers.Itisagree(cuò)dthatqualifiedteachers,betterservicesandencouragementarekeystoreachingtheultimategoalofschooleducation.Themostnoticeabletrendinhighschooleducat(yī)ionisthesplittingoflargeschoolsintosmallerones.Itisstillunknownwhethersmallerschoolswillbeasolutiontoalleducationalproblems.HighschoolsfundedbytheBillandMelindaGatesFoundationaresmallinsize.Differentmeasuresshouldbeusedinassessingthequalityofschooleducat(yī)ion.The“advisory”classesat(yī)Hillsdaleweresetupsothatstudentscouldmaintaincloserrelat(yī)ionshipwiththeirteachers.(GBDBICFCHF)Passage3.HighwaysEarlyinthe20thcentury,mostofthestree(cuò)tsandroadsintheU.S.weremadeofdirt,brick,andcedarwoodblocks.Builtforhorse,carriage,andfoottraffic,theywereusuallypoorlycaredforandtoonarrowtoaccommodat(yī)e(容納)automobiles.Withtheincreaseinautoproduction,privateturnpike(收費(fèi)公路)companiesunderlocalauthoritiesbegantospringup,andby1921therewere387000milesofpavedroads.Manywerebuiltusingspecificationsof19thcenturyScottishenginee(cuò)rsThomasTelfordandJohnMacAdam(forwhomthemacadamsurfaceisnamed),whosespecificationsstressedtheimportanceofadequat(yī)edrainage.Beyondthat,therewerenonationalstandardsforsize,weightrestrictions,orcommercialsigns.DuringWo(hù)rldWarI.roadsthroughoutthecountrywerenearlydestroyedbytheweightoftrucks.WhenGeneralEisenhowerreturnedfromGermanyin1919,afterservingintheU.S.army’sfirsttranscontinentalmotorconvoy(車(chē)隊(duì)),henoted:“Theoldconvoyhadstartedmethinkingaboutgood,two-lanehighways,butGermany’sAutobahnormotorwayhadmademesee(cuò)thewisdomofbroaderribbonsacrosstheland.”Itwouldtakeanotherwarbeforethefederalgovernmentwouldactonanationalhighwaysystem.DuringWorldWarII,atremendousincreaseintrucksandnewroadswererequired.Thewardemonstratedhowcriticalhighwaysweretothedefensee(cuò)ffort.Thirteenpercentofdefenseplantsreceivedalltheirsuppliesbytruck,andalmostallotherplantsshippedmorethanhalfoftheirproductsbyvehicle.Thewaralsorevealedthatlocalcontrolofhighwayshadledtoaconfusingvarietyofdesignstandards.Evenfederalandstat(yī)ehighwaysdidnotfollowbasicstandards.Somestatesallowedtrucksupto36000pounds,whileothersrestrictedanythingover7000pounds.Agovernmentstudyrecommendedanationalhighwaysystemof33920miles,andcongresssoonpassedtheFederal-AidHighwayActof1944,whichcalledforstrict,centrallycontrolleddesigncriteria.Theinterstatehighwaysystemwasfinallylaunchedin1956andhasbeenhailedasoneofthegreatestpublicworksprojectsofthecentury.Tobuildits44000-milewebofhighways,bridges,andtunnels,hundredsofuniqueengineeringdesignsandsolutionshadtobeworkedout.Considerthemanygeographicfeaturesofthecountry:mountains,steepgrades,wetlands,rivers,desertsandplains.Variablesincludedtheslopeoftheland,theabilityofthepavementtosupporttheload,thensityofroaduse,andthenat(yī)ureoftheunderlyingsoil.Urbanareaswereanotherproblem.Innovativedesignsofroadways,tunnels,bridges,overpasses,andinterchangesthat(yī)couldrunthroughorbypassurbanareassoonbegantoweavetheirwayacrossthecountry,foreveralteringthefaceofAmerica.Long-span,segmented-concrete,cable-stayedbridgessuchasHaleBoggsinLouisianaandtheSunshineSkywayinFlorida,andremarkabletunnelslikeFortMcHenyinMarylandandMt.BakerinWashington,metmanyofthenation’sphysicalchallenges.Trafficcontrolsystemsandmethodsofconstructiondevelopedundertheinterstat(yī)eprogramsooninfluencedhighwayconstructionaroundtheworld,andwereinvaluableinimprovingtheconditionofurbanstreetsandtrafficpatterns.Today,theinterstat(yī)esystemlinkseverymajorcityintheU.S.withCanadaandMexico.Builtwithsafetyinmind,thehighwayshavewidelanesandshoulders,dividingmedians,orbarriers,longentryandexitlanes,curvesengineeredforsafeturns,andlimitedaccess.ThedeathrateonhighwaysishalfofallotherU.S.roads(.86deathsper100millionpassengermilescomparedto1.99per100milliononallotherroads).ByopeningtheNorthAmericancontinent,highwayshaveenabledconsumergoodsandservicestoreachpeopleinremoteandruralareasofthecountry,spurredthegrowthofsuburbs,andprovidedpeoplewithgreateroptionsintermofjobs,accesstoculturalprograms,healthcare,andotherbenefits.Aboveall,theinterstatesystemprovidesindividualswithwhattheycherishmost:personalfreedomofmobility.Theinterstatesystemhasbeenanessentialelementofthenation’seconomicgrowthintermsofshippingandjobcreation:morethan75percentthenation’sfreightdeliveriesarrivebytruck;andmostproductsthat(yī)arrivebyrailorairuseinterstatesforthelastlegofthejourneybyvehicle.NotonlyhasthehighwaysystemaffectedtheAmericaeconomybyprovidingshippingroutes,ithasledtothegrowthofspin-offindustrieslikeservicestations,motels,restaurants,andshoppingcenters.Ithasallowedtherelocationofmanufacturingplantsandotherindustriesfromurbanareastorural.Bytheendofthecenturytherewasanimmensenetworkofpavedroads,residentialstreets,expressways,andfreewaysbuilttosupportmillionsofvehicles.ThehighwaysystemwasofficiallyrenamedforEisenhowertohonorhisvisionandleadership.Theyearconstructionbeganhesaid:“Together,theunitedforcesofourcommunicationandtransportat(yī)ionsystemsaredynamicelementsintheverynamewebear—UnitedStates.Withoutthem,wewouldbeamereallianceofmanyseparateparts.”Manyoftheproblemspresentedbythecountry’sgeographicalfeaturesfoundsolutionsininnovativeengineeringprojects.Acenturyago,therewerealmostnonationalstandardsforpavedroadsintheU.S.TheinterstatesystemwasrenamedafterEisenhowerinrecognitionofhisvisionandleadership.GeneralEisenhowerfeltthatthebroadmotorwaysmademoresensethanthetwo-lanehighwaysofAmerica.Itwasinthe1950sthattheAmericangovernmentfinallytookactiontobuildanationalhighwaysystem.Undersafetyconsiderations,thedeathrateoninterstatehighwaysismuchlowerthanthatofotherAmericanroads.Trucksusingtheinterstatehighwaysdelivermorethanseventy-fivepercentofthefreightinU.S.Thankstothehighways,Americanpeoplecangoanywheretheylikearoundthecountry.Toacertainextent,thedevelopmentofinterstatehighwaysysteminAmericahaspromotedthenation’seconomicgrowth.Intermsofhighwayconstruction,thewholeworldwasinfluencedbytheU.S.(DBIBDFHGHE)Passage4TheMagicianTherevolutionthatSteveJobsledisonlyjustbeginningWhenitcametoputtingonashow,nobodyelseinthecomputerindustry,oranyotherindustryforthat(yī)matter,couldmatchSteveJobs.Hisproductlaunches,at(yī)whichhewouldstandaloneonablackstageandproduceasifbymagican“incredible”newelectronicgadget(小器具)infrontofanamazedcrowd,weretheperformancesofamastershowman.Allcomputersdoisfetchandworkwithnumbers,heonceexplained,butdoitfastenoughand“theresultsappeartobemagic”.Mr.Jobs,whodiedrecentlyaged56,spenthislifepackagingthemagicintoelegantlydesigned,easy-to-useproducts.Thereactiontohisdeath,withpeopleleavingcandlesandflowersoutsideApplestoresandpoliticianssingingpraisesontheinternet,isproofthat(yī)Mr.Jobshadbecomesomethingmuchmoresignificantthanjustaclevermoney-maker.Hestoodoutinthreeways—asat(yī)echnologist,asacorporateleaderandassomebodywhowasabletomakepeoplelovewhathadpreviouslybeenimpersonal,functionalgadgets.Strangely,itisthislastqualitythatmayhavethedee(cuò)pesteffectonthewaypeoplelive.Theeraofpersonaltechnologyisinmanywaysjustbeginning.Asatechnologist,Mr.Jobswasdifferentbecausehewasnotanengineer—andthatwashisgreat(yī)strength.Insteadhewaskeenlyinterestedinproductdesignandaesthetics(美學(xué)),andinmakingadvancedtechnologysimpletouse.Herepeatedlytookanexistingbuthalf-formedidea—themouse-drivencomputer,thedigitalmusicplayer,thesmartphone,thetabletcomputer(平板電腦)—andshowedtherestoftheindustryhowtodoitproperly.Rivalfirmscompetedwitheachothertofollowwhereheled.Icesshebroughtaboutgreatchangesincomputing,music,telecomsandthenewsbusinessthatwerepainfulforexistingfirmsbutwelcomedbymillionsofconsumers.Withinthewiderbusinessworld,amanwholikedtoseehimselfasahippy,permanentlyinrevoltagainstbigcompanies,endedupbeinghailedbymanyofthosecorporat(yī)egiantsasoneofthegreat(yī)estchiefexecutivesofhistime.Thatwaspartlyduetohistalents:showmanship,strategicvision,anastonishingattentiontodetailandadictatorialmanagementstylewhichmanybossesmusthavee(cuò)nvied.Butmostofallitwastheextraordinarytrajectory(軌跡)ofhislife.Hisfallfromgraceinthe1980s,followedbyhisreturntoApplein1996afteraperiodinthewilderness,isaninspirat(yī)iontoanybusinesspersonwhosecareerhastakenaturnfortheworse.ThewayinwhichMr.Jobsrevivedthefailingcompanyhehadco-foundedandturnedotheworld’sbiggesttechfirm(biggereventhanBillGate’sMicrosoft,thecompanythat(yī)hadoutsmartedApplesodramaticallyinthe1980s),soundslikesomethingfromaHollywoodmovie.ButwhatwasperhapsmostastonishingaboutMr.Jobswastheabsoluteloyaltyhemanagedtoinspireincustomers.ManyAppleusersfeelthemselvestobepartofacommunity,withMr.Jobsasitsleader.Andtherewasindeedapersonallink.Apple’sproductsweredesignedtoaccordwiththeboss’stasteandtomeethisextremelyhighstandards.EveryiPhoneorMacBookhashisfingerprintsalloverit.Hisgreatachievementwastocombineanemotionalsparkwithcomputertechnology,andmaketheresultingproductfeelpersonal.AndthatiswhatputMr.Jobsontherightsideofhistory,astechnologicalinnovat(yī)ionhasmovedintoconsumerelectronicsoverthepastdecade.Asourspecialreportinthisissue(printedbeforeMr.Jobs’sdeath)explains,innovationusedtospilloverfrommilitaryandcorporat(yī)elaboratoriestotheconsumermarket,butlatelythisprocesshasoreverse.Manypeople’shomesnowhavemorepowerful,andmoreflexible,devicesthantheirofficesdo;consumergadgetsandonlineservicesaresmarterandeasiertousethanmostcompanies’systems.Familiarconsumerproductsarebeingadoptedbybusinesses,governmentandthearmedforces.Companiesareemployingin-houseversionsofFacebookandcreat(yī)ingtheirown“appstores”todeliversoftwaretoemployees.Doctorsusetabletcomputersfortheirworkinhospitals.Meanwhile,thenumberofconsumershungryforsuchgadgetscontinuestoswell.Apple’sproductsarenowbeingsnappedupinDelhiandDalianjustasinDublinandDallas.Mr.Jobshadareputat(yī)ionasacontrolfreak(怪人),andhiscriticscomplainedthattheproductsandsystemshedesignedwereclosedandinflexible,inthenameofgreatereaseofuse.Yethealsoempoweredmillionsofpeoplebygivingthemaccesstocutting-edgetechnology.Hisinsistenceonputtingusersfirst,andfocusingoneleganceandsimplicity,hasbecomedeep-rootedinhisowncompany,andisspreadingtorivalfirmstoo.ItisnolongerjustatApplethatdesignersask:“What(yī)wouldSteveJobsdo?”ThegapbetweenA(yù)ppleandothertechfirmsisonlylikelytonarrow.Thisweek’sannouncementofanewiPhonebyamanagementteamledbyTimCook,whoreplacedMr.JobsaschiefexecutiveinAugust,wasgenerallyregardedascompetentbutuninspiring.WithoutMr.Jobstoshowerhisstardustontheevent,itfeltlikejustanotherproductlaunchfromjustanothertechnologyfirm.AttherecentunveilingofatableputerbyJeffBezosofAmazon,whosecompanyisdoingthebestjoboffollowingApple’sleadincombininghardware,software,contentandservicesinaneasy-to-usebundle,therewereseveralattacksatApple.Butbydoinghisbesttoimitat(yī)eMr.Jobs,Mr.Bezosalsoflat(yī)teredhim.WithMr.Jobsgone,Appleisjustoneofmanytechnologyfirmstryingtoarousehisuncontrollablespiritinnewproducts.Mr.JobswassaidbyanengineerintheearlyyearsofAppletoemita“realitydistortion(扭曲)field”,suchwerehispowersofpersuasion.Butintheendhecreatedarealityofhisown,channelingthemagicofcomputingductsthatreshapedentireindustries.Themanwhosaidinhisyouththathewantedto“putadingintheuniverse”didjustthat.SteveJobswasobsessedwithelegantanduser-friendlygadgets,whichwashisgreat(yī)strength.Inspiteoftheuser-friendlinessofAppleproducts,criticscomplainedthattheywereclosedandinflexible.SteveJobsfulfilledhispromiseandhadsuccee(cuò)dedinredefiningtheproductsincomputerindustries.SteveJobsstartedtheeraofpersonaltechnology,whichhasaprofoundimpactonpeople’swayoflife.SteveJobswasthoughthighlyofbyleadersofmanylargecompaniesforhisachievementsandpersonalcharm.Integratingthee(cuò)asy-to-useelementstotheutmost,AmazonhasbecomethebestApplefollowermanytechnologyfirms.Apple’sproductsareverypopularinmanyindustriesandplaces,bringingmuchcomfortandconveniencetopeople’slifeandwork.Noonecan
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