摘要： At the astonishing news, he tried his best to keep . A. quiet B. silent C. still D. calm
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When Should a Leader Apologize and When Not?
Why Difficult?
When we wrong someone we know, even not intentionally, we are generally expected to apologize so as
to improve the situation. But when we're acting as leaders, the circumstances are different. The act of apology
is carried out not merely at the level of the individual but also at the level of the institution. It is a performance
in which every expression matters and every word becomes part of the public record. Refusing to apologize
can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a
sign of weakness. A successful apology can turn hate into personal and organizational harmony-while an
apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What,
then, is to be done? How can leaders decide if and when to apologize publicly?
Why Now?
The question of whether leaders should apologize publicly has never been more urgent. During the last
decade or so, the United States in particular has developed an apology culture-apologies of all kinds and for all
sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about
the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television
programs have similarly dealt with the subject of private apologies.
Why Bother?
Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and
even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and
capable. And whenever they make public statements of any kind, their individual and institutional reputations
are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there
needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so
are lower than the costs of not doing so.
Why Refuse?
Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their
reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be
personally uncomfortable and even professionally risky. Leaders may also be afraid that admission of a mistake
will damage or destroy the organization for which they are responsible. There can be good reasons for hanging
tough in tough situations, as we shall see, but it is a high-risk strategy.
Why Difficult?
When we wrong someone we know, even not intentionally, we are generally expected to apologize so as
to improve the situation. But when we're acting as leaders, the circumstances are different. The act of apology
is carried out not merely at the level of the individual but also at the level of the institution. It is a performance
in which every expression matters and every word becomes part of the public record. Refusing to apologize
can be smart, or it can be stupid. So, readiness to apologize can be seen as a sign of strong character or as a
sign of weakness. A successful apology can turn hate into personal and organizational harmony-while an
apology that is too little, too late, or too obviously strategic can bring on individual and institutional ruin. What,
then, is to be done? How can leaders decide if and when to apologize publicly?
Why Now?
The question of whether leaders should apologize publicly has never been more urgent. During the last
decade or so, the United States in particular has developed an apology culture-apologies of all kinds and for all
sorts of wrongdoings are made far more frequently than before. More newspaper writers have written about
the growing importance of public apologies. More articles, cartoons, advice columns, and radio and television
programs have similarly dealt with the subject of private apologies.
Why Bother?
Why do we apologize? Why do we ever put ourselves in situations likely to be difficult, embarrassing, and
even risky? Leaders who apologize publicly could be an easy target. They are expected to appear strong and
capable. And whenever they make public statements of any kind, their individual and institutional reputations
are in danger. Clearly, then, leaders should not apologize often or lightly. For a leader to express apology, there
needs to be a good, strong reason. Leaders will publicly apologize if and when they think the costs of doing so
are lower than the costs of not doing so.
Why Refuse?
Why is it that leaders so often refuse to apologize, even when a public apology seems to be in order? Their
reasons can be individual or institutional. Because leaders are public figures, their apologies are likely to be
personally uncomfortable and even professionally risky. Leaders may also be afraid that admission of a mistake
will damage or destroy the organization for which they are responsible. There can be good reasons for hanging
tough in tough situations, as we shall see, but it is a high-risk strategy.
One of Britain's bravest women told yesterday how she helped to catch suspected （可疑的） police killer David Bieber -- and was thanked with flowers by the police. It was also said that she could be in line for a share of up to ￡30,000 reward money.
Vicki Brown, 30, played a very important role in ending the nationwide manhunt. Vicki, who has worked at the Royal Hotel for four years, told of her terrible experience when she had to steal into Bieber's bedroom and to watch him secretly. Then she waited alone for three hours while armed police prepared to storm the building.
She said: "I was very nervous. But when I opened the hotel door and saw 20 armed policemen lined up in the car park I was so glad they were there.”
The alarm had been raised because Vicki became suspicious of the guest who checked in at 3 pm the day before New Year's Eve with little luggage and wearing sunglasses and a hat pulled down over his face. She said: "He didn't seem to want to talk too much and make any eye contact （接触）." Vicki, the only employee on duty, called her bosses Margaret, 64, and husband Stan McKale, 65, who phoned the police at 11 pm.
Officers from Northumbria Police called Vicki at the hotel in Dunston, Gateshead, at about 11:30 pm to make sure that this was the wanted man. Then they kept in touch by phoning Vicki every 15 minutes.
"It was about ten past two in the morning when the phone went again and a policeman said ‘Would you go and make yourself known to the armed officers outside?'. My heart missed a beat."
Vicki quietly showed eight armed officers through passages and staircases to the top floor room and handed over the key.
"I realized that my bedroom window overlooks that part of the hotel, so I went to watch. I could not see into the man's room, but I could see the passage. The police kept shouting at the man to come out with his hands showing. Then suddenly he must have come out because they shouted for him to lie down while he was handcuffed （带上手铐）。
The underlined phrase "be in line for" （ paragraph 1 ） means _____.
A. get B. pay C. ask for D. own
Vicki became suspicious of David Bieber because __________.
A. the police called her
B. he looked very strange
C. he came to the hotel with little luggage
D. he came to the hotel the day before New Year's Eve
Vicki’s heart missed a beat because _________.
A. the phone went again B. she would be famous
C. the policemen had already arrived D. she saw 20 policemen in the car park
The whole event probably lasted about _______ hours from the moment Bieber came to the hotel to the arrival of some armed officers.
A. 6 B. 8 C. 11 D. 14
查看习题详情和答案>>______ at the crossing and you will see a tall white building
- A.Turn right
- B.Turning right
- C.Turned right
- D.Being turn right
Dropouts for Ph. D. s
Educators are seriously concerned about the high rate of dropouts among the doctor of philosophy candidates and the consequent loss of talent to a nation in need of Ph. D. s. Some have placed the dropouts loss as high as 50 percent. The extent of the loss was, however, largely a matter of expert guessing. Last week a well-rounded study was published. It was published. It was based on 22,000 questionnaires sent to former graduate students who were enrolled in 24 universities and it seemed to show many past fears to be groundless.
The dropouts rate was found to be 31 per cent, and in most cases the dropouts, while not completing the Ph. D. requirement, went on to productive work. They are not only doing well financially, but, according to the report, are not far below the income levels of those who went on to complete their doctorates.
Discussing the study last week, Dr. Tucker said the project was initiated ‘because of the concern frequently expressed by graduate faculties and administrators that some of the individuals who dropped out of Ph. D. programs were capable of competing the requirement for the degree. Attrition at the Ph. D. level is also thought to be a waste of precious faculty time and a drain on university resources already being used to capacity. Some people expressed the opinion that the shortage of highly trained specialists and college teachers could be reduced by persuading the dropouts to return to graduate schools to complete the Ph. D.’
“The results of our research” Dr. Tucker concluded, “did not support these opinions.”
1). Lack of motivation was the principal reason for dropping out.
2). Most dropouts went as far in their doctoral program as was consistent with their levels of ability or their specialities（特性）
3). Most dropouts are now engaged in work consistent with their education and motivation.
Nearly 75 per cent of the dropouts said there was no academic reason for their decision, but those who mentioned academic reason cited failure to pass the qualifying examination, uncompleted research and failure to pass language exams. Among the single most important personal reasons identified by dropouts for non-completion of their Ph. D. program, lack of finances was marked by 19 per cent.
As an indication of how well the dropouts were doing, a chart showed 2% in humanities were receiving $ 20,000 and more annually while none of the Ph. D. ‘s with that background reached this figure. The Ph. D. ‘s shone in the $ 7,500 to $ 15,000 bracket with 78% at that level against 50% for the dropouts. This may also be an indication of the fact that top salaries in the academic fields, where Ph. D. ‘s tend to rise to the highest salaries, are still lagging behind other fields.
As to the possibility of getting dropouts back on campus, the outlook was glum. The main condition which would have to prevail for at least 25 % of the dropouts who might consider returning to graduate school would be to guarantee that they would retain their present level of income and in some cases their present job.
The author states that many educators feel that
A steps should be taken to get the dropouts back to campus.
B the dropouts should return to a lower quality school to continue their study.
C the Ph. D. holder is generally a better adjusted person than the dropout.
D The high dropouts rate is largely attributable to the lack of stimulation on the part of faculty members.
Research has shown that
A Dropouts are substantially below Ph. D. ‘s in financial attainment.
B the incentive factor is a minor one in regard to pursuing Ph. D. studies.
C The Ph. D. candidate is likely to change his field of specialization if he drops out.
D about one-third of those who start Ph. D. work do not complete the work to earn the degree.
Meeting foreign language requirements for the Ph. D.
A is the most frequent reason for dropping out.
B is more difficult for the science candidate than for the humanities candidate.
C is an essential part of many Ph. D. programs.
D does not vary in difficulty among universities.
After reading the article, one would refrain from concluding that
A optimism reigns in regard to getting Ph. D. dropouts to return to their pursuit of the degree.
B a Ph. D. dropout, by and large, does not have what it takes to learn the degree.
C colleges and universities employ a substantial number of Ph. D. dropouts.
D Ph. D. ‘s are not earning what they deserve in nonacademic positions.
It can be inferred that the high rate of dropouts lies in
A salary for Ph. D. too low. B academic requirement too high.
C salary for dropouts too high. D 1,000 positions.
查看习题详情和答案>>阅读下面短文，根据以下提示：1）汉语提示，2）首字母提示，3）语境提示，在每个空格内填入一个适当的英语单词，并将该词完整地写在右边相对应的横线上。所填单词要求意义准确，拼写正确。
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第三节:书面表达（满分25分）（见答卷）
注：此题要做在答题卷上。
Last week, we talked about different kinds of short stories.
Many of you said you like the ________(美国的) writer Ernest 1. __________
Hemingway, who is w_________ known for his short stories. I 2.___________
suppose you have all f_______ my advice and finished reading 3.___________
his story. We’re going to study it _________(一起) in this lesson. 4. ___________
Now, first of all, I would like you to have a ___________(讨论). 5. ___________
Please look at the three q________ on the blackboard. First, 6. ___________
when did the story _______ place? Second, what kind of person 7. ___________
does the writer show ________(自己) to be? Third, what’s the 8. ___________
main purpose of w__________ this story? I’d like you to 9. ___________
work ________ pairs and present your answers in ten minutes. 10.___________
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