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1.In the 40 meters deep of an ocean. there is an underwater creature institute (研究所).There the researchers(研究员) observe the way of life of dolphins (海豚 and whales(鲸鱼). 相似文献
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Tony was a policeman,andhis younger brother,Bill,was acollege student(大学生).One day the two brotherswent into a restaurant(餐馆)tohave their supper.When theysat down at a table,Bill said toTony,“Oh,three of my class-mates are here having theirsupper.”He pointed to a tablein the corner.Three young menwere sitting at that table talking.“They are Slick,Smiley andMug.”“But who is who,Bill?”said Tony.“My guess(猜测)isthat the one smoking the cigar(雪茄烟)is Smiley,the onewearing the … 相似文献
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Jory Brass 《Changing English: An International Journal of English Teaching》2017,24(3):253-265
This article recovers a 1972 essay from James Moffett entitled ‘Who Counts?’ that the National Council of Teachers of English commissioned at the onset of US standards and accountability reforms. The essay historicises NCTE’s positions on teacher accountability by comparing its recent positions on teacher evaluation and the Common Core Standards with Moffett’s opposition to behavioural measurement and business-federal collusion in education reform. These historical juxtapositions highlight how NCTE’s recent policy agenda has reconfigured ‘who counts’ in US English education: its positions now hedge NCTE’s longstanding critiques of behavioural measurement in English, mix quality assurance with professional development, and adopt the educational priorities of federal grants, corporate philanthropy and private sector partners. The article de-naturalises NCTE’s political realignment and considers how Moffett’s prescient critiques of ‘who counts’ in English education might inform individuals’ and organisations’ positions on standards and accountability reforms. 相似文献
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Alice Mills 《Children‘s Literature in Education》2010,41(4):291-301
This article considers limitations on agency for characters in the Harry Potter novels, in particular, how far they are driven
by an addictive yearning for their beloved dead. As well as Harry’s yearning for his dead parents, Dumbledore’s guilt, Snape’s
longing and Slughorn’s craving can be read as evidence of addiction rather than love, while the Sorting ritual throws into
doubt agency among the students in general. 相似文献
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《英语辅导》2003,(40)
I say to you all,once again——in the 1ight of LordVoldemort’s return,we are only as strong as we areunited,as weak as we are divided.Lord Voldemort’sgift for spreading discord and enmity is very great.We can fight it only by showing an equally strong bondof friendship and trust.” 相似文献
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MrJohnsonhasalargefarmatthefootofthehillandashopinthevil-lage.Hisworkersaremadetoworkharderbuttheyarepaidless.Noneofthemcansay“no”tohimiftheydon'twanttobesentaway.He'sgotalotofmoneybutheneverhelpsanybody.Ofcourse,hehasfewfriends.SeveraldaysagoastudentnamedCharliecameheretoseehisauntfromtheuniversityinthecapitalwhenhissummerholidaybegan.Hehopedtowritetohisparentsthismorningbuthecouldn'tfindhispen.HehadtobuyanewoneinMrJohnson'sshop.AllthethingsthereareexpensiveandCharilefound… 相似文献
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Richard B. Pearlstein 《Performance Improvement Quarterly》1991,4(4):12-20
Leaders work at all levels in organizations, but few of them are truly empowered. Why don't organizations do a better job of empowering them? Four factors obstruct organizations' efforts. Most leadership development programs (a) are offered out of context of other organizational development efforts; (b) are generic and not specific to organizations' needs for change; (c) do not last long enough; and (d) are based on either a skill development model or a personal development model, instead of personal development interweaved with skills development. An effective program to empower leaders might overcome these obstacles by drawing on initial and continuing support from top management; implementing an articulated plan including training, reward systems to encourage leaders to develop others, appropriate process and outcome performance appraisal objectives, and regular channels for feedback among individuals across many organizational levels; linking process goals (e. g., building community, envisioning) to organizational outcome goals; developing mechanisms to institutionalize long–term leadership and organizational development goals; and ensuring that training addresses skill and personal areas of development as much in concert as possible. 相似文献
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