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Replying to our Christmas "good guru guide", Peter Drunker, the grand old man of management theory, speculated that the word "guru" had become popular only because "charlatan" was too long a word for most headlines. Few people are easier to ridicule than management gums. Irrepressible self-publicists and slavish fashion-merchants, they make a splendid living out of recycling other people’s ideas ("chaos management"), coining euphemisms ("downsizing") and laboring the obvious ("managing by wandering around" or the customer is king"). Their books draw heavily on particular case studies—often out-of-date ones that have nasty knack of collapsing later. And their ideas change quickly. Tom Peters, once a self-confessed sycophant to the corporate behemoth, is now an apostle of the small, chaotic, "virtual" organization.
Gurus do have their uses, however. Begin with the circumstantial evidence. In America, where management theories are treated with undue reverence, business is bouncing back. In Germany, where business schools hardly exist and management theory is widely seen as an oxymoron, many companies are in trouble. German business magazines are suddenly brimming with articles about "downsizing" and "business process re-engineering". In Japan firms are once again turning to business theories from America—just as their fathers learnt after the Second World War from American quality-control techniques. Coincidence does not prove causation: American firms were just as much in love with gurus when they ware doing badly. But the fact that Germans and Japanese are paying attention again does offer some dues. The most important point in favor of management theories is that they are on the side of change. In 1927 a group of psychologists studying productivity at Western Electric’s Hawthorne factory in Illinois found that workers increased their output whenever the level of lighting was changed, up or down. At the very least, theorists can make change easier by identifying problems, acting as scapegoats for managers—or simply making people think. A vested interest in change can lead to faddism. But, taken with a requisite dose of scepticism, it can be fine complacency-shaker. 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.

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As children grow up, their online photos and webpages may be viewed by authority from the fields of

A. academic and professional.
B. military and supervisory.
C. health-care and educational.
D. political and economic.