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The panel report includes all EXCEPT ______.
洋地黄制剂应首选用于E．
听力原文： Pope John Paul in a visit to Germany is trying to ease the historic division between Catholics and Protestants by saying both groups share blame for the 16th century schism led by Martin Luther. VOA’s Karl King reports while praising four German church figures for their opposition to Nazism, the Pope pulled back from prepared remarks defending the church’s role during the Hitler regime. Church official has no explanation for the Pope’s decision to omit remarks from a prepared speech he delivered at an open-air mass outside the northwestern city of Patagon. The remarks which were in the text delivered to reporters before the event defended the church’s role during the Nazi time and claimed the church played a broad role in resistance to Hitler. Analysts who were watching the Pope’s visit say the remarks he dropped from his mass had appeared to contradict his own bishops in Germany who said the church did not do enough to resist the Nazi regime. On Sun day, the Pope travels to Berlin where he will beatify a priest who died in jail after giving sermons against the persecution of the Jews and another who was sent to a concentration camp for expressing regret that Hitler did not die in an assassination attempt. Analysts say the Pope’s 3-day visit is aimed at shoring up support in Germany where there has been some descent to authority in Rome. More than one million Catholics in Germany signed a petition last year asking the Pope to relax his opposition to birth-control. So far Pontiff has shown no sign of giving in to the demand.
In a visit to Germany, Pope John Paul said ______ is responsible for the 16th century schism led by Martin Luther.
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 ac commodation, 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-cost structure. In order to develop an economically viable hotel organization 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 cases 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 recognized 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 pre dominantly 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 al] 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 re suited 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 in complete. As a result, the service provided to these guests was below the standard promised to them as part of their membership agreement
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