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The umbrella is a very ordinary object. It keeps the rain and the sun off people. Most umbrellas fold up so it is easy to carry them.However, the umbrella has not always been an ordinary object. In the past, it was a sign of royalty or importance. Some African tribes still use umbrellas in this way. &Someone carries an umbrella and walks behind the king or important person.Umbrellas are very old. The chinese had them more than 3000 years ago.From there umbrellas traveled to India People in different parts of the world began to 55 umbrellas at different times. The Chinese had then more than 3,000 years ago. From there, umbrellas traveled to India,Persia,and Egypt.In Greece and Rome ,men wouldn't use them.they believed umbrella were only for women.When the Spanish explorers went to Mexico ,they saw the Aztec kings using umbrellas.English explorers saw Native American princes carrying umbrellas on the east coast of North American.It seems that people in different parts of the world invented umbrellas at different times.England was probably the first country in Europe where ordinary people used umbrellas against the rain.England has a rainy climate,and umbrellas are very useful there.Everybody uses umbrellas today.The next time you carry one,remember that for centuries only great men and women used them.Perhaps you are really a king or queen,a princess or prince.
翻不过来了
太长了，大致翻译出来了就是没电脑打出来，手机党伤不起……楼主还是把让你纠结的句子或单词发上来为宜
呃，看的懂大部分
在内容上来看还是比较容易翻的，不过这么长你让爪机党情何以堪-_-#
第一段：伞的功能：遮阳遮雨。第二段：在过去伞是彰显贵族身份的物件。第三段：伞在中国已有3000多年历史，之后传入印度，波斯，埃及。在希腊和罗马男人不用伞，伞是女人的东西。不同地方的人在不同时间发明了伞。英国可能是欧洲国家中第一个有普通人用伞来遮雨的，因为英国气候潮湿。最后：现在每个人都用伞，但别忘了过去只有尊贵的人才能用伞。也许你就是个王子或公主。不难看懂，我把大意翻出来了楼主可以对照着看
The umbrella is a very ordinary object.伞是一种普通的物品It keeps the rain and the sun off people.它为人们挡雨遮阳Most umbrellas fold up so it is easy to carry them.大部分的雨伞是折叠起来的所以很方便携带However, the umbrella has not always been an ordinary object.然而，伞并不是一直都是一种普通的物品In the past, it was a sign of royalty or importance.在过去，这是王室的重要标志Some African tribes still use umbrellas in this way.一些非洲部落仍然用这种方式使用伞 "Someone carries an umbrella and walks behind the king or important person.某个人拿着一把伞走在国王或重要的人后面Umbrellas are very old.
伞有着悠久的历史(这边几句你打错了喔，我去找了一下这篇文章，应该按我接下来的顺序)People in different parts of the world began to 55 （）【这里我看网上的文章是invented，你应该是在做题吧。。。】umbrellas at different times. 世界各地的人在不同时间开始发明伞The Chinese had then more than 3,000 years ago.中国人发明伞早在3000多年前From there, umbrellas traveled to India,Persia,and Egypt.In Greece and Rome ,men wouldn't use them.从那起，伞被带到印度，波斯，还有埃及。在希腊和罗马，男人从不使用它们they believed umbrella were only for women.他们相信伞只属于女人When the Spanish explorers went to Mexico ,they saw the Aztec kings using umbrellas.当西班牙探险家去到莫斯科时，他们看见阿兹特克的国王在使用伞English explorers saw Native American princes carrying umbrellas on the east coast of North American.英国探险家在北美东海岸看到印第安王子拿着伞It seems that people in different parts of the world invented umbrellas at different times.世界各地的人似乎在不同的时间发明了伞（其实我不知道你为啥要重复两句。。。反正我按照你的翻译出来就是了）England was probably the first country in Europe where ordinary people used umbrellas against the rain.英国可能是欧洲人普通人使用伞来挡雨的第一个国家England has a rainy climate,and umbrellas are very useful there.英国是多雨气候，伞在那里是很有用的Everybody uses umbrellas today.到现在每个人都在使用伞The next time you carry one,remember that for centuries only great men and women used them.下次当你拿着伞的时候，要记住在好几个世纪中那可是只有王公贵族才能使用的Perhaps you are really a king or queen,a princess or prince.或许当你是一个真正的国王或皇后，一个公主或王子差不多就是这样，祝你作业做得愉快~~
伞是一件非常普通的对象。它让雨和太阳掉的人。大多数伞折叠起来所以很容易携带。然而,伞并非一直是一位普通的对象。在过去,它是王权或重要性的象征。一些非洲部落仍以这种方式使用伞。“有人拿着伞走在国王或重要人物的后面。伞是非常古老的。中国人在3000多年前。从那里伞前往印度人在世界不同的地方开始55雨伞在不同的时间。中国有那么3000多年前。从那里,伞前往印度、波斯和埃及。在希腊和罗马,男人不会使用它们。他们认为伞只是为女性。当西班牙探险家来到墨西哥,他们看到阿兹特克王使用伞。英国探险家看见美国土著王子拿着
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今天我要告诉大家你的脸型适合什么样的发型与领型
如果你是圆脸，那么你头顶的头发应该蓬松一些，高一些，留斜刘海。圆脸适合V领和U形领。大圆领会让你的脸显得更圆，除非你想特殊的效果。
如果你是方形脸，那么你最好剪成那个长发不对称式的或用大波浪柔和脸部的线条，遮住一点方下巴。U领会更适合方脸型的人
如果你是长脸型，那么你前额多留些刘海，两边发型丰满蓬松，不要紧贴脸颊。长脸型适合小圆领和高领
如果你是梨形脸，应当增加头顶头发的高度和蓬松，留侧分刘海，以改变额头窄小的视觉。头发长度要超过下巴，避免短发型。梨形脸适合V领和U领
这些只是一个小建议，并不是唯一的方法
Today I would like to tell you what kind of hair and collar type fit your face.
If you have a round face, then your top of the head hair should be more fluffy
and higher, keep slanting bangs. And a round face suits V collar and U shape collar. The great-circle collar will make your face appear more round, so i don't suggest this kind, unless you want to create a special effect.
If you have a square face, then you'd better have a long hair cutting into an
asymmetry style or using big wave to soften your face line, in this way, you can
cover the square jaw. U-shape collar is better suited to squared-face people.
If you have a long face, it's a good choice to leave more bangs on your forehead, and the hair on both sides of your face should be plentiful fluffy do not cling to the cheeks. This time you'd bettere wear small circle collar or to hich collar.
If you have a pear-shaped face, you should increase the top of your head hair high and fluffy ,keep a left side bangs to change the forehead small and narrow the vision. Than chin length hair, short hair to avoid.The length of hair must surpass the chin, and do not leave short hair.Pear-shaped face suits V collar and U collar
All above are just a little suggestion, they are not the only way...
其他回答 (2)
Today I would like to tell you your face for what kind of hair and collar type
If you are a round face, then you should be fluffy head of hair and some higher, Liu left oblique. Round collar and U for V-shaped collar. Large T makes your face appear more round, unless you want special effects.
These are just a small suggestion, not the only way
If you are a square face, then you'd better cut that long hair or asymmetry of facial soft big wave lines, to cover that square jaw. U understand better suited to face the people
If you are a long face, you leave more bangs on his forehead, on both sides of fluffy hair fullness and not close to the cheeks. Suitable for small T-long face and high collar
If you are pear-shaped face, should be an increase in head height and fluffy hair, left side sub-Liu to change the visual narrow forehead. Than chin length hair, short hair to avoid. Pear-shaped face and U for V collar collar
I want to tell everyone today you of face the type is in keeping with what kind of hair style with get a type
If you are a round face, so the hair of your top of head should be a little bit fluffy and the Gao is some and stay inclined fringe of hair.The round face is suitable for V to get to get with U form.Big circle the face which appreciate to let you seems to be more a circle, unless you think special effect.
If you are a square face, so you had better shear into that long hair a dissymmetry type of or use a big wave soft face the lines of the department, cover a little square chin.The U appreciates more in keeping with square face the person of the type
If you is long face type, so you the ex- sum stays some fringe of hairs more, the both sides hair style is plentiful full and fluffy, the never mind sticks cheeks.The long face type is suitable for small circle to get with Gao Ling3
If you are a pear form face, should increase the height of top of head hair with fluffy, stay a side fringe of hair for cent to change the forehead narrow and small sense of vision.The hair length wants to exceed chin and avoid short hair style.The pear form face is suitable for V to get to get with U
These are just a small suggestions, isn't the only method
等待您来回答
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TheFive Traps of Performance MeasurementAndrewLikiermanIn an episode of Frasier, thetelevision sitcom that follows the fortunes of a Seattle-based psychoanalyst,the eponymous hero's brother gloomily summarizes a task ahead: "Difficultand boring -- my favorite combination." If this is your reaction to thechallenge of improving the measurement of your organization's performance, youare not alone. In my experience, most senior executives find it an onerous ifnot threatening task. Thus they leave it to people who may not be naturaljudges of performance but are fluent in the language of spreadsheets. Theinevitable result is a mass of numbers and comparisons that provide littleinsight into a company's performance and may even lead to decisions that hurtit. That's a big problem in the current recession, because the margin for erroris virtually nonexistent.So how should executives takeownership of performance assessment? They need to find measures, qualitative aswell as quantitative, that look past this year's budget and previous results todetermine how the company will fare against its competitors in the future. Theyneed to move beyond a few simple, easy-to-game metrics and embrace an array ofmore sophisticated ones. And they need to keep people on their toes and makesure that today's measures are not about yesterday's business model.In the following pages I presentwhat I've found to be the five most common traps in measuring performance andillustrate how some organizations have managed to avoid them. My prescriptionsaren't exhaustive, but they'll provide a good start. In any event, they canhelp you steal a march on rivals who are caught in the same old traps.trap 1 | Measuring Against Yourself
The papers for the next regularperformance assessment are on your desk, their thicket of numbers awaiting you.What are those numbers? Most likely, comparisons of current results with a planor a budget. If that's the case, you're at grave risk of falling into the firsttrap of performance measurement: looking only at your own company. You may bedoing better than the plan, but are you beating the competition? And what ifthe estimates you're seeing were manipulated?To measure how well you're doing,you need information about the benchmarks that matter most -- the ones outsidethe organization. They will help you define competitive priorities and connectexecutive compensation to relative rather than absolute performance -- meaningyou'll reward senior executives for doing better than everyone else.The trouble is that comparisons withyour competitors can't easily be made in real time -- which is precisely why somany companies fall back on measurements against the previous year's plans andbudgets. You have to be creative about how you find the relevant data or someproxy for them.One way is to ask your customers. Enterprise, the
car-rental company, uses the Enterprise Service Quality Index, which measurescustomers' repeat purchase intentions. Each branch of the company telephones arandom sample of customers and asks whether they will use Enterprise again. When the index goes up, thecompany is
when it falls, customers are taking theirbusiness elsewhere. The branches post results within two weeks, put them nextto profitability numbers on monthly financial statements, and factor them intocriteria for promotion (thus aligning sales goals and incentives).Of course you have to make sure youdon't annoy your customers as you gather data. Think about how restaurantmanagers seek feedback about the quality of their service: Most oft en theyinterrupt diners' conversations to ask if everything is OK; sometimes theydeliver a questionnaire with the bill. Either approach can be irritating. DannyMeyer, the founder of New York'sUnion Square Hospitality Group, gets the information unobtrusively, throughsimple observation. If people dining together in one of his restaurants arelooking at one another, the service is probably working. If they're all lookingaround the room, they may be wowed by the architecture, but it's far morelikely that the service is slow.Another way to get data is to go toprofessionals outside your company. When Marc Effron, the vice president oftalent management for Avon Products, was trying to determine whether hiscompany was doing a good job of finding and developing managers, he came upwith the idea of creating a network of talent management professionals. Startedin 2007, the New Talent Management Network has more than 1,200 members, forwhom it conducts original research and provides a library of resources and bestpractices.trap 2 | Looking Backward
Along with budget figures, yourperformance assessment package almost certainly includes comparisons betweenthis year and last. If so, watch out for the second trap, which is to focus onthe past. Beating last year's numb a performancemeasurement system needs to tell you whether the decisions you're making noware going to help you in the coming months.Look for measures that lead ratherthan lag the profits in your business. The U.S. health insurer Humana,recognizing that its most expensive patients are the really sick ones (a fewyears back the company found that the sickest 10% accounted for 80% of itscosts), offers customers incentives for early screening. If it can get morecustomers into early or even preemptive treatment than other companies can, itwill outperform rivals in the future.The quality of managerial decisionmaking is another leading indicator of success. Boards must assess topexecutives' wisdom and willingness to listen. Qualitative, subjective judgmentsbased on independent directors' own experience with an executive are usually
more revealing than a formal analysis of the executive's track record (anunreliable predictor of success, especially for a CEO) or his or her division'sfinancial performance. (See "Evaluating the CEO," by Stephen P.Kaufman, HBR October 2008.)It may sound trite, but how thecompany presents itself in official communications oft en signals themanagement style of top executives. In August 2006 the Economist reported thatArijit Chatterjee and Donald Hambrick, of Pennsylvania State University, haddevised a narcissism index on which to rate 105 company bosses, based on theprominence of the CEO's photo in the annual report, his or her prominence inpress releases, the frequency of the first person singular in interviews withthe CEO, and his or her compensation relative to that of the firm'ssecond-highest-paid executive.Finally, you need to look not onlyat what you and others are doing but also at what you aren't doing. Themanagers of one European investment bank told me that they measure performanceby the outcomes of deals they've turned down as well as by the outcomes ofdeals they've won. If the ones they've rejected turn out to be lemons, thoserejections count as successes. This kind of analysis seems obvious once stated,but I've noticed a persistent bias in all of us to focus on what we do overwhat we don't do. Good management is about making choices, so a decision not todo something should be analyzed as closely as a decision to do something.trap 3 | Putting Your Faith inNumbers
Good or bad, the metrics in yourperformance assessment package all come as numbers. The problem is thatnumbers-driven managers often end up producing reams of low-quality data. Thinkabout how companies collect feedback on service from their customers. It's wellknown to statisticians that if you want evaluation forms to tell the realstory, the anonymity of the respondents must be protected. Yet out of a desireto gather as much information as possible at points of contact, companiesroutinely ask customers to include personal data, and in many cases theemployees who provided the service watch them fill out the forms. How surprisedshould you be if your employees hand in consistently favorable forms that theythemselves collected? Bad assessments have a tendency to mysteriouslydisappear.Numbers-driven companies alsogravitate toward the most popular measures. If they're looking to comparethemselves with other companies, they feel they should use whatever measuresothers use. The question of what measure is the right one gets lost. TakeFrederick Reichheld's widely used Net Promoter Score, which measures thelikelihood that customers will recommend a product or service. The NPS is auseful indicator only if recommendations play the dominant role in a purchase as its critics point out, customers' propensity to switch in responseto recommendations varies from industry to industry, so an NPS is probably more
important to, say, a baby-food manufacturer than to an electricity supplier.Similar issues arise about the muchtouted link between employee satisfaction and profitability. The Employee-Customer-ProfitChain pioneered by Sears suggests that more-satisfied employees producemore-satisfied customers, who in turn deliver higher profits. If that's true,the path is clear: Keep your employees content and watch those profits soar.But employees may be satisfied mainly because they like their colleagues (thinklawyers) or because they're highly paid and deferred to (think investmentbankers). Or they may actually enjoy what they do, but their customers valueprice above the quality of service (think budget airlines).A particular bugbear of mine is theapplication of financial metrics to nonfinancial activities. Anxious to justifythemselves rather than be outsourced, many service functions (such as IT, HR,and legal) try to devise a return on investment number to help their cause.Indeed, ROI is oft en described as the holy grail of measurement -- a revealingmetaphor, with its implication of an almost certainly doomed search.Suppose an HR manager undertakes toassign an ROI number to an executive training program. Typically, he or shewould ask program participants to identify a benefit, assign a dollar value toit, and estimate the probability that the benefit came from the program. So abenefit that is worth $70,000 and has a 50% probability of being linked to theprogram means a program benefit of $35,000. If the program cost $25,000, thenet benefit is $10,000 -- a 40% ROI.Think about this for a minute. Howon earth can the presumed causal link be justified? By a statement like "Ilearned a production algorithm at the program and then applied it"?Assessing any serious executive program requires a much more sophisticated andqualitative approach. First you have to specify ahead of time the needs of theprogram's stakeholders -- participants, line managers, and sponsors -- and makesure that the syllabus meets your organizational and talent-managementobjectives. Once the program has ended, you have to look beyond immediateevaluations to at least six months after participants rettheir personal feedback should be incorporated in the next annual companyperformance review. At the soft drinks company Britvic, HR assesses itsexecutive coaching program by tracking coachees for a year afterward, comparingtheir career trajectories with those of people who didn't get coached.trap 4 | Gaming Your Metrics
In 2002 a leaked internal memo fromassociates at Clifford Chance, one of the world's largest law firms, contendedthat pressure to deliver billable hours had encouraged its lawyers to pad theirnumbers and created an incentive to allocate to senior associates work thatcould be done by less expensive junior associates.Lawyers aren't the only ones: A
number of prominent companies have been caught trying to manipulate their numbers.Since 2004 Royal Dutch Shell has paid $470 million to settle lawsuits relatingto its overstatement of reserves. Morgan Stanley was reportedly willing to loseEUR20 million on a securities trade for the Finnish government just beforeclosing its books for 2004 in order to improve its position in the league tablefor global equity capital market rankings.You can't prevent people from gamingnumbers, no matter how outstanding your organization. The moment you choose tomanage by a metric, you invite your managers to manipulate it. Metrics are onlyproxies for performance. Someone who has learned how to optimize a metricwithout actually having to perform will oft en do just that. To create aneffective performance measurement system, you have to work with that factrather than resort to wishful thinking and denial.It helps to diversify your metrics,because it's a lot harder to game several of them at once. Clifford Chancereplaced its single metric of billable hours with seven criteria on which tobase bonuses: respect and mentoring, quality of work, excellence in clientservice, integrity, contribution to the community, commitment to diversity, andcontribution to the firm as an institution. Metrics should have varying sources(colleagues, bosses, customers) and time frames. Mehrdad Baghai and coauthorsdescribed in "Performance Measures: Calibrating for Growth" (Journalof Business Strategy, July-August 1999) how the Japanese telecommunicationscompany Soft Bank measured performance along three time horizons. Horizon 1covered actions relevant to extending and defending core businesses, andmetrics were based on current income and cash flow statements. Horizon 2covered actions taken to build metrics came from sales andmarketing numbers. Horizon 3 covered creating opportunitiesuccess was measured through the attainment of preestablished milestones.Multiple levels like those make gaming far more complicated and far less likelyto succeed.You can also vary the boundaries ofyour measurement, by defining responsibility more narrowly or by broadening it.To reduce delays in gate-closing time, Southwest Airlines, which hadtraditionally applied a metric only to gate agents, extended it to include thewhole ground team -- ticketing staff , gate staff , and loaders -- so thateveryone had an incentive to cooperate.Finally, you should loosen the linkbetween meeting bud far too many bonuses are awarded onthat basis. Managers may either pad their budgets to make meeting them easieror pare them down too far to impress their bosses. Both practices can destroyvalue. Some companies get around the problem by giving managers leeway. Theoffice supplier Staples, for example, lets them exceed their budgets if theycan demonstrate that doing so will lead to improved service for customers. When
I was a CFO, I offered scope for budget revisions during the year, usually inmonths three and six. Another way of providing budget flexibility is to setranges rather than specific numbers as targets.trap 5 | Sticking to Your NumbersToo Long
As the saying goes, you manage whatyou measure. Unfortunately, performance assessment systems seldom evolve asfast as businesses do. Smaller and growing companies are especially likely tofall into this trap. In the earliest stages, performance is all about survival,cash resources, and growth. Comparisons are to last week, last month, and lastyear. But as the business matures, the focus has to move to profit and thecomparisons to competitors.It's easy to spot the need forchange after things have gone wrong, but how can you evaluate your measuresbefore they fail you? The answer is to be very precise about what you want toassess, be explicit about what metrics are assessing it, and make sure thateveryone is clear about both.In looking for a measure of customersatisfaction, the British law firm Addleshaw Booth (now Addleshaw Goddard)discovered from a survey that its clients valued responsiveness most, followedby proactiveness and commercial-mindedness. Most firms would interpret thisfinding to mean they needed to be as quick as possible. Addleshaw Booth'smanagers dug deeper into the data to understand more exactly what"responsiveness" meant. What they found was that they needed todifferentiate between clients. "One size does not fit all," anemployee told me. "Being responsive for some clients means coming back to for others, it's 10 minutes."The point is that if you specify theindicator precisely and loudly, everyone can more easily see when it's not fitfor the purpose. The credit-rating agencies have come under attack because theygave AAA ratings to so many borrowers who turned out to be bad risks. Theagencies have argued in their own defense that lenders misunderstood what theratings meant. The AAA rating, they claim, was awarded on the basis ofborrowers' credit records, and it described the likelihood of default undernorm it did not factor in what might happen in the eventof a massive shock to the financial system. Reasonable as this explanation maybe, it is no consolation to those who thought they knew what the magic AAArepresented.* * * Why do organizations that excel inso many other ways fall into these traps? Because the people managingperformance frameworks are generally not experts in performance measurement.Finance managers are proficient at tracking expenses, monitoring risks, andraising capital, but they seldom have a grasp of how operating realitiesconnect with performance. They are precisely the people who strive to reducejudgments to a single ROI number. The people who understand performance areline managers -- who, of course, are crippled by conflicts of interest.A really good assessment system mustbring finance and line managers into some kind of meaningful dialogue thatallows the company to benefit from both the relative independence of the formerand the expertise of the latter. This sounds straightforward enough, but asanyone who's ever worked in a real business knows, actually doing it is arather tall order. Then again, who says the CEO's job is supposed to be easy?Reprint R0910LBy Andrew LikiermanAndrew Likierman(alikierman@london.edu) is the dean of LondonBusiness School,a nonexecutive director of Barclays Bank, and the chairman of the UK's NationalAudit Office.Harvard Business Review Notice ofUse Restrictions, May 2009Harvard Business Review and Harvard BusinessPublishing Newsletter content on EBSCOhost is licensed for the privateindividual use of authorized EBSCOhost users. It is not intended for use asassigned course material in academic institutions nor as corporate learning ortraining materials in businesses. Academic licensees may not use this contentin electronic reserves, electronic course packs, persistent linking fromsyllabi or by any other means of incorporating the content into courseresources. Business licensees may not host this content on learning managementsystems or use persistent linking or other means to incorporate the contentinto learning management systems. Harvard Business Publishing will be pleasedto grant permission to make this content available through such means.
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