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在不考虑事件一、二、三的情况下，说明该网络计划的关键线路，并指出由哪些工作组成？

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In order that they can save these species, members of wildlife teams have reared the young

Efforts to provide professional trauma counseling assume that trauma is the main psychosocial issue following the earthquake. (1) In fact, however, trauma is only a small part of a wide array of psychosocial issues that ought to be addressed. For many earthquake survivors, the main issue is not traumatic memories of the earthquake but stresses associated with their current living situation. These stresses include the lack of safety and security, the loss of livelihood, lack of appropriate shelter, changes in family relations, threats of and exposure to gender-based violence, substance abuse, and uncertainties about the future. Because these stresses are holistic, they require comprehensive support that goes beyond trauma counseling. (2) Inherently, the support needed is social rather than psychological and includes such things as normalizing life by reestablishing daily activities such as working for parents and education for children, protection from rape and other forms of gender-based violence, the development of livelihood, and the strengthening of community networks of social support.
However it is not just the kind of support—social or psychological—that makes a difference. Across humanitarian sectors, the way in which relief is provided has a strong impact on psychosocial well-being. A common error is to view earthquake survivors as passive victims who need to be taken care of or healed by outsiders. (3) In the present emergency, the most effective means of providing psychosocial support is through a process of community mobilization and empowerment wherein communities make their own decisions and develop their own systems of protection, care, and support for survivors. When communities make choices about how to move forward, they reestablish a sense of control that is a powerful antidote to feelings of being overwhelmed. (4) As they engage in collective planning and action, they gain a sense of hope for the future and move out of the victim's role they too often are cast into.
(5) Psychosocial support is not mainly something done to or for people by psychologists or psychiatrists but a process of local people activating their own social support for their collective well-being and positive future. Taking heed of this key point, the emphasis in earthquake response should be on social interventions that empower local people. At best, trauma counseling is a very small part of the much wider array of support that will help victims get on with their lives.
(76)

The______(popular) of professional sports has been increasing steadily.

&8226;Read the article below which reviews a new book on company planning.
&8226;Choose the best sentence from the list on the opposite page to fill each of the gaps.
&8226;For each gap 8-12, mark one letter (A-G) on your Answer Sheet.
&8226;Do not use any letter more than once.
Firms need a better way of planning
Nick Field, in his book Strategy Management, offers a new approach to help companies map out their future.
Many companies have lost the art of strategy-making. They spend too much time looking at process change, organisation and systems. They do not invest enough effort in determining where they want to be in their markets and how they are going to beat their competitors They have got things out of balance. In many companies, the development of strategy is in crisis.
In a recent magazine poll, only six per cent of executives rated their company highly for long-term planning skills. (8) If this figure is accurate, it is not surprising that 29% of the FTSE 100 companies failed to achieve real sales growth between 1992 and 1996, when takeovers are excluded from the figures.
There can be no doubt about the value of effective strategy-making. Recent research has shown that what are described as 'visionary' companies - those with clear strategies for the future - deliver higher shareholder returns. They are less at risk from short-term earnings pressures because they know - and they can convince others - that they will survive these.
(9) Times have changed. The big company of today is not being defeated by another big company but by the small companies. So how do they do it？ And where do companies that are failing in this respect turn？ If a company accepts that their strategy development is not 'the best in the class', if they acknowledge that they need to do more to map out their future, influence rather than be influenced, shape their market instead of being shaped by it, how should they take on this strategy-making challenge？ Field's book Strategy Management puts forward a new approach to help companies rediscover the power of forward planning. (10) The book is straightforward to understand and use, and offers practical and specific directions. Research and empirical testing have proved that it can be useful in all areas of industry and should be of value to any company.
The approach put forward is based on two key building blocks, the first being that any company considering its future must have a commitment to win. (11) The second building block is competitive advantage. The author defines four prime areas that differentiate organisations and influence purchase decisions. These are 'the performance of the product or service, sold at the most attractive price, with extraordinary levels of service and strong emotional values.' It may require only one of these areas to produce a competitive advantage. Take Coca-Cola for example. (12)
Companies can explore how to win by building on their commitment and working around this approach to identify which one or more of these four sources of advantage will lead to success.
A Clear guidelines are given on how to become involved with customers and build new forms of competitive advantage.
B Through the brand name, the company has established a relationship with customers' feelings that has made the product highly successful,
C Another survey estimated that only one in ten companies had the information they needed to make strategic decisions.
D Lacking any debate about the future, these are typically reduced to a once-a-year form-filling exercise.
E If this comes across forcefully enough rivals will see it and go elsewhere, believing the market will be taken over by another.
F In the past, it was generally believed that the scale of the company was the most significant factor.
G They do not invest enough effort in determining where they want to be in their markets and how they are going to beat their competitors.
(8)