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Computer operators wanted. Please the manager within.

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The eternal coffee break Computers and electronic communications are allowing many people to use their homes as offices. But offices will never disappear entirely. Instead, the office of the future may become more like home AMERICAN managers who want to get more out of their white- collar workforce will be in for a shock if they seek advice from Frank Becker, a professor at Cornell University who studies the pattern of office work. His advice: companies need to devote more office space to creating places like well-tended living rooms, where employees can sit around in comfort and chat. Mr Becker is one of a group of academics and consultants trying to make companies more productive by linking new office technology to a better understanding of how employees work. The forecasts of a decade ago - that computers would in- crease office productivity, reduce white-collar payrolls and help the re- maining staff to work better - have proved much too hopeful. Mr Becker predicts that the central office will become mainly a place where workers from satellite and home-based offices meet to discuss ideas and to reaffirm their loyalty to fellow employees and the company. This will require new thoughts about the layout of office buildings. Now, spaces for copying machines, coffee rooms, meetings and reception areas usually come second to the offices in which people spend most of the day working. Mr Becker sees these common areas gradually becoming the heart of an office. Managers, says Mr Becker, will also have to abandon their long-cherished notion that a productive employee is an employee who can be seen. Appearing on time and looking busy will soon become irrelevant. Technology and new patterns of office use will make companies judge people by what they do, not by where they spend their tirae. That does not mean the end of the office, just its transformation into a social centre. New ideas about offices are catching on elsewhere. Digital Equipment Corp’s subsidiary in Finland has equipped offices with reclining chairs and stuffed sofas to make them more comfortable and conducive to informal conversations and the swapping of ideas. Companies such as Apple and General Electric are experimenting along similar lines. Steelcase, a manufacturer of office furniture, is one of the firms keenest to experiment with new office layouts and designs. The company’s research centre in Grand Rapids, Michigan, is a $1 lm building completed in 1989. It is designed around a series of office "neighbourhoods" that put market- ing, manufacturing and design people close to each other so that they can find it easier to discuss ideas and solve problems. Employees on different floors can see one another through glass, and easily go from floor to floor via escalator. Top managers work in a cluster of offices that are wrapped around an atrium in the middle of the building, rather than occupying the usual suite of top-floor offices. They can see, and be seen, by the people they manage. But, sometimes even the most communicative employee just wants to be left alone. It will no longer be desirable for workers to come to work on and look all the time.

某学生总是情绪平稳、安静稳重、反应迟钝，善于忍耐，其气质类型属于（）

A. 多血质
B. 黏液质
C. 胆汁质
D. 抑郁质

mis- out- over- multi- pre- sub- re- trans- ’past’/’beyond’

小李2014年从师范大学美术学院毕业后，考取了特岗教师，在一所农村小学任教。该校只有一至五年级5个教学班。由于历史原因，该校长期缺少音体美专业教师，李老师自然承担了全校所有班级的美术课。李老师性格开朗，谦虚好学，兴趣广泛。会弹吉他喜欢打篮球在大学读书时选修了多门素质教育拓展课程。师范技能和综合素质得到了较好的发展。工作后，林老师经常使用“班班通”在线课堂等信息技术手段，把优质课程资源引入课堂校长发现了李老师这样的“复合型人才”，于是把全学校的音乐、体育课也都交给了他。不仅如此，课余时间里，老师充分发挥自身专业优势和特长，组织手工书法和国画等课外活动小组培养了近百名“小书法家”“小画家”。此外，李老师还利用周末时间为学校设计和布置各种文化展示墙经常感叹的说： “一个特岗教师就改变了我们一个学校啊 ” 问题：李老师已经具备了哪些专业素养？