正确

错误

表面性

片面性

类化

归因

One of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style. motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and the main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.

What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices - but, if they are to extract top performance from their teams, they need to know how to press the right buttons and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.

Organisations should focus on asking people what they want - a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.

There are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability (equipping workers with 'marketable' skills) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed. People may perceive the same type of work very differently.

The development of recent decades most obviously likely to be continued is the tendency for alternative methods of traveling to coexist, and so to offer potential travelers a choice. Within large cities, underground transport is usually an alternative to several ways of traveling on the surface. Roads, railways and airlines are in competition, and there are still people who cross the North Atlantic by sea. (Most freight goes that way, of course.)

Oil tankers could decisively affect the pattern of petroleum distribution from the major oilfields and at the same time encourage the pipeline, which offers the simplest and often the cheapest means of bulk transport. Then, there is the Boeing 747 aircraft, which is likely to do for people what the huge tankers will do for petroleum trunk be increasingly troublesome. All these changes, promised or merely possible in the pattern of transport, have in common what is, in the broadest sense, and economic stimulus.

Fast transport between cities separated by a few hundred miles is becoming urgently necessary in densely populated areas. The United States Government is financing a number of exploratory investigations bearing on specific problems linking the major cities on the Atlantic seaboard. However, it remains to be seen whether the result will really beyond schemes for patching up the existing railway network to some of the more ambitious schemes which are sometimes heard of--monorails, pneumatic tubes with trains inside, and deep bored tunnels intended to enable trains to oscillate from one city to another with no expenditure of energy except for overcoming friction and air resistance. Several means of travel will be present together, in which each can replace the others.

ARM7~ARM11为经典ARM处理器

Cortex-A系列为应用Cortex处理器，主要面向高端应用

Cortex-M系列为面向移动计算领域的嵌入式处理器

Cortex-R系列应用于实时应用的场合

实时

应用

专家

经典

葛根芩连汤

荆防败毒散

芍药汤

白头翁汤

藿香正气散

经济体制

分配制度及政策

价格变动

经济发展水平

经典ARM处理器包括Cortex-M、Cortex-R和Cortex-A三大类

Cortex-A系列为应用Cortex处理器,主要面向高端应用设计

ARM11性能优于Cortex-A5,但低于Cortex-A15