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拍纪实作品就像熬中药一样，需要慢火，需要工夫。我常常觉得，纪实作品就像齿轮一样，少了哪一个环节也转动不起来少了哪个阶段的作品，都无法很好地反映整个时代的______。只有把每个时期的东西都______记录下来，才可以好好地进行总结和比照。我始终觉得，我要追求的，就是______的效果。依次填入画横线部分最恰当的一项是()。
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法人是指具有民事权利能力和民事行为能力，依法独立享有民事权利、承担民事义务的组织。法人需要具备四个条件：必须依法成立；必须有自主经营的财产；必须有明确的组织机构、名称和场所；必须能够独立地承担民事责任。根据上述定义，下列属于法人的是()。
如右图所示，用吊索起吊重为W的构件，两斜索与构件所成的角度为α，吊点对称，则斜索内力最大时α的角度为()。
Within Australia, Australian Hotels Inc. (AHI) operates nine hotels and employs over 2,000 permanent full-time staff, 300 permanent part-time employees and 100 casual staff. One of its latest ventures, the Sydney Airport Hotel (SAH), opened in March 1995. The hotel is the closest to Sydney Airport and is designed to provide the best available accommodation, food and beverage and meeting facilities in Sydney's southern suburbs. Similar to many international hotel chains, however, AHI has experienced difficulties in Australia in providing long-term profits for hotel owners, as a result of the country's high labour-coat structure. In order to develop an economically viable hotel organisation model, AHI decided to implement some new policies and practices at SAH.
The first of the initiatives was an organisational structure with only three levels of management -- compared to the traditional seven. Partly as a result of this change, there are 25 percent fewer management positions, enabling a significant saving. This change also has other implications. Communication, both up and down the organisation, has greatly improved. Decision-making has been forced down in many eases to front-line employees. As a result, guest requests are usually me without reference to a supervisor, improving both customer and employee satisfaction.
The hotel recognised that it would need a different approach to selecting employees who would fit in with its new policies. In its advertisements, the hotel stated a preference for people with some "service" experience in order to minimize traditional work practices being introduced into the hotel. Over 7,000 applicants filled in application forms for the 120 jobs initially offered at SAH. The balance of the positions at the hotel (30 management and 40 shift leader positions) were predominantly filled by transfers from other AHI properties.
A series of tests and interviews were conducted with potential employees, which eventually left 280 applicants competing the 120 advertised positions. After the final interview, potential recruits were divided into three categories. Category A was for applicants exhibiting strong leadership qualities, Category C was for applicants perceived to be followers, and Category B was for applicants with both leader and follower qualities. Department heads and shift leaders then composed prospective teams using a combination of people from all three categories. Once suitable teams were formed, offers of employment were made team members.
Another major initiative by SAH was to adopt a totally multi-skilled workforce. Although there may be some limitations with highly technical jobs such as cooking or maintenance, wherever possible, employees at SAH are able to work in a wide variety of positions. A multi-skilled workforce provides far greater management flexibility, during peak and quiet times to transfer employees to needed positions. For example, when office staff are away on holidays during quiet periods of the year, employees in either food or beverage or housekeeping departments can temporarily fill in.
The most crucial way, however, of improving the labour cost structure at SAH was to find better, more productive ways of providing customer service. SAH management concluded this would first require a process of "benchmarking". The prime objective of the benchmarking process was to compare a range of service delivery processes across a range of criteria using made up of employees from different departments within the hotel which interacted with each other. This process resulted in performance measures that greatly enhanced SAH's ability to improve productivity and quality.
The front office team discovered through this project that a high proportion of AHI club member reservations were incomplete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agr
It looks as if it came straight from the set of Star Wars. It has four-wheel drive and rises above rocky surfaces. It lowers and raises its nose when going up and down hills. And when it comes to a river, it turns amphibious; two hydro jets power it along by blasting water under its body. There is room for two passengers and a driver, who sit inside a glass bubble operating electronic, aircraft-type controls. A vehicle so daring on land and water needs windscreen wipers -- but it doesn't have any. Water molecules are disintegrated on the screen's surface by ultrasonic sensors.
This unusual vehicle is the Racoon. It is an invention not of Hollywood but of Renault, a rather conservative French state-owned Carmaker, better known for its family hatchbacks. Renault built the Racoon to explore new freedoms for designers and engineers created by advances in materials and manufacturing processes. Renault is thinking about startlingly different cars; other producers have radical new ideas for trains, boats and aeroplanes.
The first of the new freedoms is in design. Powerful computer-aided design (CAD) systems can replace with a click of a computer mouse hours of laborious work done on thousands of drawing boards. So new products, no matter how complicated, can be developed much faster. For the first time, Boeing will not have to build a giant replica of its new airliner, the 777, to make sure all the bits fit together. Its CAD system will take care of that.
But Renault is taking CAD further. It claims the Racoon is the world's first vehicle to be designed within the digitised world of virtual reality. Complex programs were used to simulate the vehicle and the terrain that it was expected to cross. This allowed a team led by Patrick Le Quement, Renault's industrial-design director, to "drive" it long before a prototype existed.
Renault is not alone in thinking that virtual reality will transform. automotive design. In Detroit, Ford is also investigating its potential. Jack Telnac, the firm's head of design, would like designers in different parts of the world to work more closely together, linked by computers. They would do more than style. cars. Virtual reality will allow engineers to peer inside the working parts of a vehicle. Designers will watch bearings move. oil flow, gears mesh and hydraulics pump. As these techniques catch on, even stranger vehicles are likely to come along.
Transforming these creations from virtual reality to actual reality will also become easier, especially with advances in materials. Firms that once bashed everything out of steel now find that new alloys or composite materials (which can be made from mixtures of plastic, resin, ceramics and metals, reinforced with fibers such as glass or carbon) are changing the rules of manufacturing. At the same time, old materials keep getting better, as their producers try to secure their place in the factory of the future. This competition is increasing the pace of development of all materials.
One company in this field scaled composites. It was started in 1982 by Burt Rutan, an aviator who has devised many unusual aircraft. His company develops and tests prototypes that have ranged from business aircraft to air racers. It has also worked on composite sails for the America's Cup yacht race and on General Motors' Ultralite, a 100-miles-per-gallon experimental family car built from carbon fiber.
Again, the Racoon reflects this race between the old and the new. It uses conventional steel and what Renault describes as a new "high-limit elastic steel" in its chassis. This steel is 30% lighter than the usual kind. The Racoon also has parts made from composites. Renault plans to replace the petrol engine with a small gas turbine, which could be made from heat-resisting ceramics, and use it to run a generator that would provide power for electric motors at each wheel.
With composites it is possible
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