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Back in 2000, inspired by a desire to help those in need, Megan and Dennis Doyle of Minneapolis decided they wanted to do more than just volunteer or write a check. Instead, they took $30,000 of their own money and started a nonprofit called Hope for the City. The organization collects corporate overstock and distributes it to nonprofits in the Twin Cities, nationwide, and internationally to 26 developing countries. Today the nonprofit has a $900, 000 operating budget and a 25,000 sq.ft. warehouse to store the donated items and has distributed nearly $380 million of in-kind merchandise since its inception. "This makes us feel like we’re a part of something a lot bigger than just the two of us," says Dennis, 54, who is CEO of a local commercial real estate firm.
The Doyles are not alone in their desire to give back. There are more than 1 million 501 (c) (3) charities like theirs, up nearly 70% from the 614,000 that existed a decade ago, according to Tom Pollak, program director with the National Center for Charitable Statistics at the Urban Institute. Organizations dedicated to education, disaster relief, job development, the environment and AIDS are among today’s "hot causes, " says Phyllis McGrath, president of Philanthropy Management, a Fairfield, Conn., consulting firm that works with nonprofits nationwide.
Fueling this growth are several factors: baby boomers with a social-entrepreneurship mind-set and added time in their lives to give back to their communities, such tragic events as Sept. 11 and Hurricane Katrina, and greater numbers of wealthy individuals with the funds to launch their own nonprofits. But starting a nonprofit is a Herculean effort, requiring patience and determination.
It may take at least six months to a year and as much as 30 to 40 hours a week to get an organization off the ground, McGrath says. Hiring an attorney experienced with nonprofits to handle statewide and federal applications is key. The 501 (c) (3) designation comes from the IRS (Internal Revenue Service), and nonprofits are expected to provide the government with such information as a mission statement, an idea of who will be assisted and by what methods, anticipated budget and board of directors, says Andrew Grumet, a lawyer representing nonprofits with the Manhattan firm Herrick, Feinstein, LLP. Accountants familiar with nonprofits can advise on how much of an investment can be made without affecting personal wealth. But even with the best of intentions, nonprofits have a high failure rate : only one-third survive beyond five years, says Stan Madden, director of the Center for Nonprofit Studies at the Hankamer School of Business at Baylor University in Waeo, Texas.
The best approach is to start with a business plan. Research other organizations in the field to make sure there is no other group addressing the same cause. Consult with other charities to determine that there are constituents who can really use your services. As McGrath notes, "Consider a realistic and doable niche that your organization can uniquely fill. "
That is just what Beth Shaw, 41, did. The owner of a $4 million company that trains yoga fitness instructors worldwide, Shaw used her knowledge of the market to launch Visionary Women in Fitness, which provides scholarships to underprivileged women so that they can train to become instructors. With a budget of just $30,000, the nonprofit, based in Hermosa Beach, Calif., is able to help 15 to 20 women a year learn a skill that can get them an entry-level job.
"I have two homes and a successful business, so many young women out there have nothing," says Shaw, who has donated $50,000 of her own money since she launched the charity in June 2004. "This was the time in my life to step up and start giving back. \
"Herculean" in the third paragraph is closest in meaning to

A. of or relating to Hercules.
B. characterized by requiring skill.
C. characterized by requiring great strength.
D. having a high degree of intelligence.

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The 1927 study case described in the second paragraph is used to ______. A. illustrate the usefulness of management theorists B. demonstrate the efficiency of management theorists C. show the important role of psychologists D. reveal the flexibility of the workers

A second argument for gurus relates to knowledge. The best management theorists collect a lot of information about what makes firms successful. This varies from the highly technical, such as how to discount future cash flow, to softer organizational theories. Few would dispute the usefulness of the first. It is in the second area—the land of "flat hierarchies’ and "multi-functional teams"—that gums have most often stumbled against or contradicted each other. This knowledge is not obviously prodding a strategic recipe for success: there are too many variables in business, and if all competitors used the same recipe it would automatically cease to work. But it does provide something managers want: information about, and understanding of, other companies experience in trying out tactics—thinner management structures, handing power to workers, performance-related pay, or whatever.A good analogy may be with diets. There is no such thing as the "correct" diet, but it is clear that some foods, in some quantities, axe better for you than others: and it is also likely that the main virtue of following a diet is not what you eat but the fact that it forces you to think about it. If management diets come with a lot of hype and some snake-oil, so be it.

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Concerning the book, which of Se following statements is trueA. The book is with great insight into hero’s inner world. B. The characterization of this book is praised in this passage. C. The title of the book is under the influence of Hemingway. D. This book is actually a guide to bullfighting.

At times, though, "Death and the Sun"is too thorough a guide. We learn that seating sections in a bullring are Called tendidos, what kind of seat you can get for ＄3. 50 in Madrid and that Pamplona was under control of the Visigoths, Franks and Moors. Not only do we bear wimess to the grueling nature of life on the road for Fran’s team, but we find out who gets to ride shotgun in the Mereedes minibus, where everyone else sits, and who brings a pillow.
Maybe the deep reporting is meant to fill in for plot. In the end, Fran’s season doesn’t have that Hemingway- Almodóvar Spanish drama—those lights—that Lewine was probably hoping for There are some exciting moments but the narrative doesn’t order itself into the classic three-act structure we expect stories about bullfighters and boxers to hew to, thanks to Ron Howard. So Lewine, a frequent contributor to The New York Times, is left trying to pull the narrative torque from the person of Fran. Lewine writes often, and well, about how bullfighting is an art performed by two actors, one of them a 1, 200-pound horned ruminant bred to look scary and without much mind for collaboration. It’s within this unpredictability that the beauty(and danger)of the bullfight lies; and sometimes the bull just doesn’t cooperate. Fran himself, it turns out, wasn’t very cooperative. He appears rigid, opaque, distant. Lewine had remarkable access to Fran and his cortege for the better part of eight months, but there are only a few human moments with the bullfighter, and even those are too small to stretch out into a character. He was in the middle of a public divorce, but you’d barely notice. Too bad. As it is, if Fran is something other than reticent, noble and bullfighterly, you wouldn’t know it from reading the book.
This is the problem with the genre: you commit to your subject, invest a year of your life, but sometimes you end up with someone either too self-conscious or, like most athletes, too unreflective to reveal himself to you. Unlike Hemingway, if Lewine didn’t know what his matador was thinking, he wasn’t allowed to make it up.