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发布时间:2024-03-24 19:26:12

[单选题]When it was built in 1721 beside the River Derwent,in Britain's East Midlands,Lombe's silk mill became something of a tourisl attraclion.Daniel Defoe,one of its many visitors,described its"vast bulk"as"a curiosity of a very extraordinary nature".Employing some 300 people,mostly children in ghastly conditions,the mill was nol large by modern sLandards.But it is widely regarded as the first successful mechanised factory,an innovafion that over the next 100 years transformed the way people lived and worked.Lombe's mill is the natural starting-point for Joshua Freeman's lively chronicle of the factory,which as the title of his book"Behemorth"implies,concentrates on the largesl specimens of cheir time.Mr Freeman,a historian at Queens College in New York,travels from Britam's textile mills to monster steel and carmaking factories in 20th-century America,Europe and the Soviet Union.Mr Freeman rolls up his sleeves and delves into the nitty-gritty of manufaccuring.He successfully melds together those nuggets with social history,on the shop floor and beyond the factory walls,from union bacdes to worker exploitation.Consider,for example,his account of one of the most famous factory bosses of all.Henry Ford launched his Model T in 1908,curning the car from a luxury into a mass-manufactured product.Ford's original facLory used standardised parts and ficted them to vehicles as they travelled along a moving assembly line.The Model T,however,soon became obsolete.As Mr Freeman describes,yhis exposed the weakness of the giant system:it is extremely expensive and slow to switch a giant.factory from one product to another.In 1927 Ford halted produccion and laid o~f 60,000 workers,causing a social crisis in the Delroit area.After six months 15,000 machine tools had been replaced and 25,000 others rebuilt,so that the Rouge was ready to make the new Model A.At its zenith the factory employed 100,000 people.But it was a brutal place to work,with employees subject to harsh discipline and tyrannical foremen.As the switch from Model T to Model A plunged Ford into loss,Alfred P.Sloan,president of General Motors,presciendy observed that carmakers would need to"adopt the'laws'of Paris dressmakers".That meant bringing out new models more often.The shortening of product cycles and the fickle nature of modern markets has duly seen manufacturing atomise into smaller,nimbler,more specialist facLories.The Rouge,for instance,lives on,but with just 6,000 workers making pick-up trucks.Some see offshoring to low-wage countries,particularly in Asia,as the mega-factory's last hurrah.Yet long supply chains and distant plants are leaving producers vulnerable to rapid changes in their home markets,so production has been trickling back.Meamvhile new materials and manufacturing methods,such as 3D printing,are demolishing the economies-of scale that giant factories have relied on.Although Mr Freeman is not ready to write off his behemoths,he has probably written their obituary. What is the author's attitude towards the future of the giant factories?
A.Negative.
B.Optimistic.
C.Sympathetic.
D.Tolerant.

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[单选题]When it was built in 1721 beside the River Derwent,in Britain's East Midlands,Lombe's silk mill became something of a tourisl attraclion.Daniel Defoe,one of its many visitors,described its"vast bulk"as"a curiosity of a very extraordinary nature".Employing some 300 people,mostly children in ghastly conditions,the mill was nol large by modern sLandards.But it is widely regarded as the first successful mechanised factory,an innovafion that over the next 100 years transformed the way people lived and worked.Lombe's mill is the natural starting-point for Joshua Freeman's lively chronicle of the factory,which as the title of his book"Behemorth"implies,concentrates on the largesl specimens of cheir time.Mr Freeman,a historian at Queens College in New York,travels from Britam's textile mills to monster steel and carmaking factories in 20th-century America,Europe and the Soviet Union.Mr Freeman rolls up his sleeves and delves into the nitty-gritty of manufaccuring.He successfully melds together those nuggets with social history,on the shop floor and beyond the factory walls,from union bacdes to worker exploitation.Consider,for example,his account of one of the most famous factory bosses of all.Henry Ford launched his Model T in 1908,curning the car from a luxury into a mass-manufactured product.Ford's original facLory used standardised parts and ficted them to vehicles as they travelled along a moving assembly line.The Model T,however,soon became obsolete.As Mr Freeman describes,yhis exposed the weakness of the giant system:it is extremely expensive and slow to switch a giant.factory from one product to another.In 1927 Ford halted produccion and laid o~f 60,000 workers,causing a social crisis in the Delroit area.After six months 15,000 machine tools had been replaced and 25,000 others rebuilt,so that the Rouge was ready to make the new Model A.At its zenith the factory employed 100,000 people.But it was a brutal place to work,with employees subject to harsh discipline and tyrannical foremen.As the switch from Model T to Model A plunged Ford into loss,Alfred P.Sloan,president of General Motors,presciendy observed that carmakers would need to"adopt the'laws'of Paris dressmakers".That meant bringing out new models more often.The shortening of product cycles and the fickle nature of modern markets has duly seen manufacturing atomise into smaller,nimbler,more specialist facLories.The Rouge,for instance,lives on,but with just 6,000 workers making pick-up trucks.Some see offshoring to low-wage countries,particularly in Asia,as the mega-factory's last hurrah.Yet long supply chains and distant plants are leaving producers vulnerable to rapid changes in their home markets,so production has been trickling back.Meamvhile new materials and manufacturing methods,such as 3D printing,are demolishing the economies-of scale that giant factories have relied on.Although Mr Freeman is not ready to write off his behemoths,he has probably written their obituary. The case of Ford's failure to change from Model T to Model A intends to show
A.the decline of Ford company
B.the defect of the giant factory
C.the importance of making right decisions
D.the consequences of harsh discipline
[单选题]The river,which is__________the Yangtze River,is the longest river in China.
A.named after
B.known for
C.known as
D.called for
[单选题]Beside him sat a rich lady( )with jewels.
A.glittering
B.flickering
C.flashing
D.glistening
[单选题]There was a river with a small town on either side of it.The towns were linked by a bridge. One day,a hole appeared in the bridge.Both towns agreed that the hole should be mended.However,disagreement came up as to who should mend it.Each town thought that it had a better?reason for the other to mend the hole.The town on the right bank said that it was at the end of the road,so the left-bank town should mend the hole.The town on the left bank,on the other hand,insisted that?all the traffic came to the right-bank town,so it was in their interest to mend the bridge. The quarrel went on and on,and so did the hole.The more it went on,the more the hostility?between the two towns grew. One day a man fell into the hole and broke his leg.People from both towns questioned him?closely about whether he was walking from the right bank to the left or from the left bank to the?right,in order to decide which town should be blamed for the accident.But he could not remember,since he got drunk that night. Some time later.,a car was crossing the bridge and broke an axle(轴)because of the hole.Neither town paid any attention to the accident,as the traveler was not going from one to the other,but?was merely passing through.The angry traveler got out of the car and asked why the hole was not?mended. On hearing the reason,he declared,"I′11 buy this hole.Who′s the owner?" Both towns at once declared that they owned the hole. "One or the other,whoever owns the hole must prove it." "How shall we prove it?"asked both sides. "That′s simple.Only the owner of the hole has the right to mend it.I′11 buy the hole from?whoever mends the bridge." People from both towns rushed to do the job while the traveler smoked a cigar and his driver?changed the axle.They mended the bridge in no time and asked for the money for the hole. "What hole?"The traveler looked surprised."I can′t see any hole.I′ve been looking for a?hole for several years now.I′m prepared to pay a good price for it,but there′s no hole here.Are?you pulling my leg or what?" He got into his car and drove off. In"Are you pulling my leg or what?",the phrase"pulling my leg"refers to__《》()
A.trying to stop me
B.laughing at me
C.putting me in trouble
D.making fun of me
[单选题]The river water was( )from its old course into a new channel where they were building the dam.
A.turned
B.switched
C.shifted
D.diverted
[单选题] The river near our village is about ()long.
A. three-hundreds-metres
B. three-hundred-metre
C. three-hundred-metres
D. three hundred metres
[单选题]China has successively built a state-level information system represented by"two networks,one station,four warehouses and twelve gold funds"project,among which"one station"belongs to()e-government mode.
A.G2G
B.G2C
C.G2E
D.B2C
[单选题]When Andrew Chadwick-Jones,a management consultant with Oliver Wyman in London,went to pitch to a private-equity firm late last year,he l.the usual:about 20 minutes and a brisk attitude.He was surprised to find the private-equity people 2 explaining their strategy,3 introductions to senior staff and being more open and friendly.4 money and deals are scarce,they've got to be nicer to all the people they 5 with,in case they might help bring business in future,he says.Rudeness is out,and civility is the new 6 in an uncertain world.On Wall Street,says a banker,it's now all about charm and openness and taking time with people.Cocky young things StTaight 7 the best business schools have stopped skipping interview appointments,recruiters say,and there is much less 8 people's shoulders at drinks parties,reporis one veteran.Many people,fearful for theirjobs,are trying to burnish their contacts at other firms.The change in tone also 9 an upheaval in the balance of 10 between companies.11 the crisis,says Michel Pretie,head of investment banking at Societe Generale in Paris,he would go and see a senior chief executive with a mergers-and-acquisitions 12,get in for a short 13 and,on the way out,walk past a line of all his competitors.Now,he says,"You're ushered 14,you get an hour with the CEO and he walks you to your car."During this crisis,when there is so much uncertainty about who will end 15 having power,the best 16 is to be civil to everyone,says Adam Galinsky of the Kellogg School of Management at Northwestem University.People have more time to be衔endly when business is 17.Some 18 the new cordiality reflects a 19 that everyone is in the same boat:when some firms have to fire good performers as well as bad,no one is safe.20 ifpeople at different firms are being nicer to each other,things may not be getting any nicer inside companies.4选?
A.Now that
B.Although
C.Except that
D.Provided that

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