题目内容
（请给出正确答案）
[多选题]
associate/ə'səʊʃɪeɪt;-sɪeɪt/（）
A.使联合;使联系交往
B.结合
C.同事，伙伴
D.副的
答案
ABC
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题目内容
（请给出正确答案）
答案
如果结果不匹配，请 联系老师 获取答案
题目内容
（请给出正确答案）
A.使联合;使联系交往
B.结合
C.同事，伙伴
D.副的
答案
ABC
如果结果不匹配，请 联系老师 获取答案
更多“associate/ə'səʊʃɪeɪt;-sɪeɪt/（）”相关的问题
Now read the passageand decide if the following statements are TRUE (T) or FALSE (F). THE WINNER OF A TEACHING AWARD We are pleased to announce that the winner of this year's Teaching Award goes to Dr. Marie Dagenais. Dr. Dagenai graduated from Université de Montreal in 198
3. She became an Assistant Professor in the Faculty in 1988. In 2000 she was appointed as Associate Dean, a very important role in the Faculty. In 2001 she was appointed to Associate Professor and was Professor five years later. For many years she has held important roles in the Association of Teaching and Learning, including being President of this Association in 2005-06. Similarly she has been heavily involved with the American Association of Distance Education and was that Association's President during 2008-1
1. She has also held a number of leadership roles in the Commission on Lifelong Education of America, one of the most important organizations in adult education. This is an incomplete list of some of the countless important roles Dagenai has had both within the University and beyond in the field of distance education in America. She is a very worthy winner of the year's Teaching Award.
1.Marie is the winner of this year's Teaching Award.()
2.Marie graduated from Yale University in 1983.()
3. Marie was appointed to Professor in 2006.()
4.Marie was the president of American Association of Distance Education during 2009-11.()
5. Marie has done a great contribution to American distance education.()
Obama's success isn't all good news for black Americans
As Erin White watched the election results head towards victory for Barack Obama, she felt a burden lifting from her shoulders. "In that one second, it was a validation for my whole race," she recalls.
"I've always been an achiever," says White, who is studying for an MBA at Vanderbilt University in Nashville, Tennessee. "But there had always been these things in the back of my mind questioning whether I really can be who I want. It was like a shadow, following me around saying you can only go so far. Now it's like a barrier has been let down."
White's experience is what many psychologists had expected - that Obama would prove to be a powerful role model for African Americans. Some hoped his rise to prominence would have a big impact on white Americans, too, challenging those who still harbour racist sentiments. "The traits that characterise him are very contradictory to the racial stereotypes that black people are aggressive and uneducated," says Ashby Plant of Florida State University. "He's very intelligent and eloquent."
Sting in the tail
Ashby Plant is one of a number of psychologists who seized on Obama's candidacy to test hypotheses about the power of role models. Their work is already starting to reveal how the "Obama effect" is changing people's views and behaviour. Perhaps surprisingly, it is not all good news: there is a sting in the tail of the Obama effect.
But first the good news. Barack Obama really is a positive role model for African Americans, and he was making an impact even before he got to the White House. Indeed, the Obama effect can be surprisingly immediate and powerful, as Ray Friedman of Vanderbilt University and his colleagues discovered.
They tested four separate groups at four key stages of Obama's presidential campaign. Each group consisted of around 120 adults of similar age and education, and the test assessed their language skills. At two of these stages, when Obama's success was less than certain, the tests showed a clear difference between the scores of the white and black participants—an average of 12.1 out of 20, compared to 8.8, for example. When the Obama fever was at its height, however, the black participants performed much better. Those who had watched Obama's acceptance speech as the Democrats' presidential candidate performed just as well, on average, as the white subjects.After his election victory, this was true of all the black participants.
Dramatic shift
What can explain this dramatic shift？ At the start of the test, the participants had to declare their race and were told their results would be used to assess their strengths and weaknesses. This should have primed the subjects with "stereotype threat" – an anxiety that their results will confirm negative stereotypes, which has been shown to damage the performance of African Americans.
Obama's successes seemed to act as a shield against this. "We suspect they felt inspired and energised by his victory, so the stereotype threat wouldn't prove a distraction," says Friedman.
Lingering racism
If the Obama effect is positive for African Americans, how is it affecting their white compatriots (同胞)？ Is the experience of having a charismatic (有魅力的) black president modifying lingering racist attitudes？ There is no easy way to measure racism directly; instead psychologists assess what is known as "implicit bias", using a computer-based test that measures how quickly people associate positive and negative words—such as "love" or "evil"—with photos of black or white faces. A similar test can also measure how quickly subjects associate stereotypical traits—such as athletic skills or mental ability—with a particular group.
In a study that will appear in the Journal of Experimental Social Psychology, Plant's team tested 229 students during the height of the Obama fever. They found that implicit bias has fallen by as
A．Excited.
B．Victorious.
C．Anxious.
D．Relieved.
"Resumes arrive with stains. Some candidates don't bother to spell the company's name correctly. Once I see a mistake, I eliminate the candidate," Crossley concludes. "If they cannot take care of these details, why should we trust them with a job？"
Can we pay too much attention to details？ Absolutely. Perfectionists struggle over little things at the cost of something larger they work toward. "To keep from losing the forest for the trees, "says Charles Garfield, associate professor at the University of California, San Francisco," we must constantly ask ourselves how the details we're working on fit into the larger picture. If they don't, we should drop them and move to something else."
Garfield compares this process to his work as a computer scientist at NASA. "The Apollo II moon launch was slightly off-course 90 percent of the time," says Garfield, "but a successful landing was still likely because we knew the exact coordinates of our goal. This allowed us to make adjustments as necessary. "Knowing where we want to go helps us judge the importance of every task we undertake.
Too often we believe what accounts for others' success is some special secret or a lucky break. But rarely is success so mysterious. Again and again, we see that by doing little things within our grasp well, large rewards follow.
According to the passage ,some job applicants were rejected ______.
A．because of their inadequate attention paid to details, such as the stains and misspelt company name
B．because of their inadequate education as shown in their poor spelling in writing a resume
C．because they failed to give a detailed description of their background in their applications
D．because they eliminated their names from the applicants list themselves
An owl(猫头鹰) is a bird. There are two basic types of owls: typical owls and barn owls. Owls live in almost every country of the world.
Owls are mostly nocturnal, meaning they are awake at night. Owls are predators——they hunt the food that they eat. Owls hunt for mice and other small mammals, insects, and even fish. Owls are well adapted for hunting. Their soft feathers make their flight nearly silent. They have very good hearing, which helps them to hunt well in the darkness. The sharp hooked beaks and claws of the owl make it very easy to tear apart prey quickly, although owls also eat some prey whole.
Owl eyes are unusual. Like most predators, both of the owl's eyes face front. The owl cannot move its eyes. Owls are far-sighted, which means they can see very well far away, but they can't see up close very well at all. Fortunately, their distant vision is what they use for hunting, and they can see far away even in low light.
Owl can turn their heads 180 degrees. This makes it look like they might be able to turn their heads all the way around, but 180 degrees is all the owl needs to see what's going on all around him.
(66) Perhaps because of the owl's mysterious appearance, especially its round eyes and flexible neck, there are a lot of myths and superstitions (迷信) about owls. Many cultures believe that owls are unusually wise. Because owls are nocturnal, some cultures associate owls with bad omens. However, owls probably do not interact with the fates of humans at all. In fact, some owl species may become extinct because of humans.
Which of the following is NOT true about owls？
A．Owls eat small animals.
B．Owls are able to fly silently.
C．Owls have very poor vision.
D．Owls have flexible necks.
Home school advocates take a harsh attitude toward home schoolers, perceiving their actions as the ultimate slap in the face for public education and a damaging move for the children. Home schoolers harbor few kind words for public schools, charging shortcomings that range from lack of religious perspective in the curriculum to a herdlike approach to teaching children.
Yet, as public school officials realize they stand little to gain by remaining hostile to the home school population, and as home schoolers realize they can reap benefits from public schools, these hard lines seem to be softening a bit.
Public schools and home schoolers have moved closer to tolerance and, in some cases even cooperation. Says John Marshall, an education official," we are becoming relatively tolerant of home schoolers. The idea is, let's give the kids access to public school so they'll see it's not as terrible as they've been told, and they'll want to come back." Perhaps, but don't count on it, say home school advocates.
Home schoolers oppose the system because they have strong convictions that their approach to education--whether fueled by religious enthusiasm or the individual child's interest and natural pace--is the best. "The bulk of home schoolers just want to be left alone.” Says Enge Cannon, associate director of the National Center For Home Education. She says home schoolers choose that path for a variety of reasons, but religion plays a role 85 percent of the time.
Professor Van Galen breaks home schoolers into two groups. Some home schoolers want their children to learn not only traditional subject matter but also "strict religious doctrine and a conservative political and social perspective". Not incidentally, they also want their children to learn--both intellectually and emotionally--that the family is the most important institution in society." Other home schoolers contend "not so much that the schools teach heresy, but that schools teach whatever they teach inappropriately." Van Galen writes. "These parents are highly independent and strive to take responsibility for their own lives within a society that they define as bureaucratic and inefficient.
Which of the following statements is true？
A．Home schoolers engage private teachers to provide additional education for their children.
B．Home schoolers don't go to school but are educated at home by their parents.
C．Home schoolers educate their children at home instead of sending them to school.
D．Home schoolers advocate combining public education with home schooling.
On the assumption that Ambel Co is an associate of Caddy Co, what would be the carrying amount of the investment in Ambel Co in the consolidated statement of financial position of Caddy Co as at 30 September 20X5？
A、$1,560,000
B、$1,395,000
C、$1,515,000
D、$1,690,000
Johnson paid $1·2 million for a 30% investment in Treem’s equity shares on 1 August 2014.
Treem’s profit after tax for the year ended 31 March 2015 was $750,000. On 31 March 2015, Treem had $300,000 goods in its inventory which it had bought from Johnson in March 2015. These had been sold by Johnson at a mark-up on cost of 20%. Treem has not paid any dividends.
On the assumption that Treem is an associate of Johnson, what would be the carrying amount of the investment in Treem in the consolidated statement of financial position of Johnson as at 31 March 2015？
A.$1,335,000
B.$1,332,000
C.$1,300,000
D.$1,410,000
请阅读Passage l。完成第小题。
Teaching children to read well from the start is the most important task of elementary schools. But relying on educators to approach this task correctly can be a great mistake. Many schools continue to employ instructional methods that have been proven ineffective. The staying power of the "look-say" or "whole-word" method of teaching beginning reading is perhaps the most flagrant example of this failure to instruct effectively.
The whole-word approach to reading stresses the meaning of words over the meaning of letters， thinking over decoding， developing a sight vocabulary of familiar words over developing the ability to unlock the pronunciation of unfamiliar words. It fits in with the self-directed，"learning how to learn" activities recommended by advocates of "open" classrooms and with the concept that children have to be developmentally ready to begin reading. Before 1963， no major publisher put out anything but these "Run-Spot-Run" readers.
However， in 1955， Rudolf Flesch touched off what has been called "the great debate" in beginning reading. In his best-seller Why Johnny Can"t Read， Flesch indicted the nation"s public schools for miseducating students by using the look-say method. He said——and more scholarly studies by Jeane Chall and Rovert Dykstra later confirmed——that another approach to beginning reading， founded on phonics， is far superior.
Systematic phonics first teaches children to associate letters and letter combinations with
sounds; it then teaches them how to blend these sounds together to make words. Rather than building up a relatively limited vocabulary of memorized words， it imparts a code by which the pronunciations of the vast majority of the most common words in the English language can be learned. Phonics does not devalue the importance of thinking about the meaning of words and sentences; it simply recognizes that decoding is the logical and necessary first step.
The author feels that counting on educators to teach reading correctly is_________. 查看材料
A. only logical and natural
B. the expected position
C. probably a mistake
D. merely effective instruction
若周期矩形信号f1(t)和f2(t)波形如图所示，f1(t)的参数为τ=0.5μs，T=1μs，E=1V；f2(t)的参数为τ=1.5μs，T=3μs，E=3V，分别求：
？For each question 15-20, mark one letter (A, B, C or D ) on your Answer Sheet for the answer you choose.
On a patch of grass on the outskirts of Delhi, 15 young Indian men and women are clapping their hands and punching the air. Sweat is dripping from their faces in the morning sun. "No.1 forever," they shout in unison. "We are the Champions."
Welcome to employee-motivation training, Korean-style. It's a far cry from what Indian employees are accustomed to. But when LG, the Korean consumer products giant, entered the Indian market in 1997, its managing director, Kwang-Ro Kim, decided that the way to success was to empower employees and, as he puts it, give them "aggressive targets that change their way of thinking." Kim, still in charge, also set out to change the local culture on sales targets, pricing, and dealer relationships.
The result？ LG, which makes everything from refrigerators to flat-screen TVs, is the hottest consumer products company in India. It has cornered 30% of the air-conditioner market, 21% of washing- machine sales, and 19% of the color-TV business, beating out such rivals as Whirlpool, Sony, and Samsung. And within three years it wants to overtake Nokia, the market leader in GSM mobile phones, a product LG introduced in India only last November.
How a Korean company managed to outsmart its foreign and Indian rivals is a story about culture change. Like two other Korean, an companies that have been successful in India — Samsung and Hyundai, India's No.2 car producer — LG had good products and smart marketing. But LG went further by challenging Indian work habits. Yasho Verma, LG's vice president for human resources in India, says ego problems" had to "be broken." He says he prefers recruits from second- tier colleges who "have fire in their bellies" to graduates from top management colleges who "come with a lot of attitudinal baggage."
The molding starts with shouting games, and it seems to work. "The first day it was very tough with all this exercise," says Amit Kumar, a production engineering team leader. "I thought I wouldn't be able to complete everything — the only game I can play is chess." He had to run round the factory as a punishment for not synchronizing his shouting exercises with the others, but the next day he was enthusiastic. "Stress brings out the best in people," says Vinay Madaan, a Six Sigma black belt who drills LG staff. "You have to prove yourself, and it stretches you beyond what you think you are capable of."
LG has also shaken things up on the marketing side. It has driven prices down by 18% to 20% over the past two years and has "steadily increased distribution outlets and the breadth of product ranges," says Bhuwan Singh, associate director of ORG-Gfk, an Indo-German market research venture. Anil Arora, head of marketing for LG in India, says the company has used its "brand power" to toughen up relationships with dealers. It has reversed the Indian tradition of giving 30-to 45-day credit on goods, and if dealers fall to pay on time, they lose LG's business. That gives dealers an incentive to promote LG products, and it gives LG enough cash flow to demand discounts from suppliers.
LG's success has bred critics. Rivals claim that tough treatment of suppliers and dealers will not work in the long run. And they argue that LG's price cutting cannot be sustained. Kim does not agree. He is proud of what he calls his "strategic aggressiveness" and, along with his slogan-shouting employees, is showing no signs of slowing down. Last year the company generated $960 million in sales in India, 5% of LG's global total. His target this year: 55% sales growth. That's something LG's Indian workforce can shout about.
Kwang-Ro Kim believes that the employee-motivation training program helps e
A．become financially aggressive.
B．win championship of marketing.
C．achieve success in their careers.
D．alter their way of doing business.
