When building a corporate culture, the managers’ own behaviors should match the main values of the company.

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  A .  rate limit voice traffic B .  configure spanning-tree for fast link convergence C .  isolate voice traffic on separate VLANs D .  classify and mark traffic close to the source

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• When building an IP multicast domain using PIM which mode assumes  that other routers do not want to forward multicast packets for the group?（）

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• When was the building（）?

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• When designing a converged network, which measures can be taken at the building access layer to help eliminate latency and ensure end-to-end quality of service can be maintained? （）

  A . rate limit voice traffic B . configure spanning-tree for fast link convergence C . isolate voice traffic on separate VLANs D . classify and mark traffic close to the source

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• As a Pass Guide instructor you are giving a lecture on the historical context of Cisco. You point out that a computer scientist started the Cisco Corporation. One of the attendants asks you when and where Cisco was founded. What should you respond? （）

  A . 1978 B . 1984 C . 1991 D . 1996 E . Massachusetts Institute of Technology F . California Polytechnic Institute G . Harvard H . Stanford

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• As a TestKing instructor you are giving a lecture on the historical context of Cisco. You point out that a computer scientist started the Cisco Corporation. One of the attendants asks you when and where Cisco was founded. What should you respond? ()

  A . Massachusetts Institute of Technology B . Harvard C . 1978 D . Stanford E . 1991 F . California Polytechnic Institute G . 1984 H . 1996

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• Q2: The word “build” refers to the shape and size of a person’s body when it is used for describing people’s appearance. ________ (T/F)

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• Ownership and management of a corporation consists of ( ).

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• The issue of corporate social responsibility has received wider international attention since ______, when the economic globalization picks up a higher speed.

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• When and where to build the new factory _________yet．

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• When employees fit in with the corporate culture, they are more likely to enjoy their time in the workplace.

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• When the façade needed to be renovated, the building committee voted to __________.

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• When the default risk on corporate bonds decreases, other things equal, the demand curve for corporate bonds shifts to the _________ and the demand curve for Treasury bonds shifts to the _________.

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• How and why Jack came to China _____ not known. When and where to build the new library_____ not been decided.

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• Managers can build corporate culture through symbolic leadership.

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• Corporate culture is a big element of decision making when evaluating prospective employers.

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• Who offered his personal library when the capital building of Library of Congress was burned by British troops in 1814?

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• Characteristics of a corporation include （)

  A.shareholders who are mutual agents B.direct management by the shareholders (owners) C.its inability to own property D.shareholders who have limited liability

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• Ordinarily, a corporation owning a significant portion of the voting stock of another corporation accounts for the investment using the equity method.()

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• When did Chairman Xi Jinping build the first biogas digester in Shaanxi province? ( )

  A:In 1973 B:In 1974 C:In 1975 D:In 1976

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• Spontaneous communication and free interaction are possible in any language only when teachers and their students have built up a warm, uninhibited, confident sympathetic relationship and when such a relationship also exists among the students themselves. In the first lessons no such state of affairs exists as yet. The teacher's efforts from the beginning should be devoted to building up such relationships through enjoyable, successful experiences in using interesting and amusing segments of language in a multiplicity of ways.

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• A future of temporary networks would seem to run counter to the wave of mergers sweeping the global economy. The headlines of the business press tell the story, "Compaq buys Digital"; "WorldCom buys MC1"; "Citibank merges with Travelers"; "Daimler-Benz acquires Chrysler" Yet when we look beneath the surface of all merger and acquisition activity, we see signs of a counter-phenomenon: the disintegration of the large corporation.

  Twenty-five years ago, one in five US workers was employed by a Fortune 500 company. Today, the ratio has dropped to less than one in 10. Large companies are far less vertically integrated than they were in the past and rely more and more on outside suppliers to produce components and provide services. While big companies control ever larger flows of cash, they are exerting less and less direct control over actual business activity. They are, you might say, growing hollow. Even within large corporations, decisions are increasingly being pushed to lower levels. Workers are rewarded not for efficiently carrying out orders but for figuring out what needs to be done and doing it. Many large industrial companies have broken themselves up into numerous independent units that transact business with one another almost as if they were separate companies. What underlies this trend？ The answers lie in the basic economics of organizations. Business organizations are, in essence, mechanisms for co-ordination. They exist to guide the flow of work, materials, ideas and money, and the form. they take is strongly affected by the co-ordination technologies available. When it is cheaper to conduct transactions internally, within the bounds of a corporation, organizations grow larger, but when it is cheaper to conduct them externally, with independent entities in the open market, organizations stay small or shrink. The co-ordination technologies of the industrial era—the train and the telegraph, the car and the telephone, the mainframe. computer and the fax machine—made internal transactions not only possible but advantageous. Companies were able to manage large organizations centrally, which provided them with economies of scale in manufacturing, marketing, distribution and other activities. It made economic sense to control many different functions and businesses directly and to hire the legions of administrators and supervisors needed to manage them. Big was good. But with the introduction of powerful personal computers and broad electronic networks— the coordination technologies of the 21st century—the economic equation changes. Because information can be shared instantly and inexpensively among many people in many locations, the value of centralized decision-making and bureaucracy decreases. Individuals can manage themselves, co-ordinating their efforts through electronic links with other independent parties. Small becomes good. In one sense, the new co-ordination technologies enable us to return to the pre-industrial organizational model of small, autonomous businesses. But there is one crucial difference: electronic networks enable these microbusinesses to tap into the global reservoirs of information, expertise and financing that used to be available only to large companies. The small companies enjoy many of the benefits of the big without sacrificing the leanness, flexibility and creativity of the small. In the future, as communications technologies advance and networks become more efficient, the shift to e-lancing promises to accelerate. Should this happen, the dominant business organization of the future may not be a stable, permanent corporation but rather an elastic network that might sometimes exist for no more than a day or two. We will enter the age of the temporary company. Why does the author say "the big companies are growing hollow" ？

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• When you plan to build up your network, the first thing is to find out ______ in the life.

  A)what the easiest thing is B)what the most important thing is C)who you care most for D)how to begin it

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• You are the administrator of a Junos Pulse Access Control Service implementation. You must restrict authenticated users connected from the branch offices to a few specific resources within the data center. However, when the authenticated users are connected at the corporate office, they are allowed more access to the data center resources.You have created two roles with different levels of access and are trying to determine the best way of controlling when a user is mapped to a specific role. Having the user prompted to manually select their role is possible, but you want to automate the process.Which configuration solves this problem？（）

  A. Implement a RADIUS request attribute policy to assist with realm selection and create different role-mapping rules for the user in each realm. B. Implement a directory/attribute server on the realm and set up this server to determine by group membership the proper role to which a user should be mapped. C. Reorder the role-mapping rules to allow for the more open role to be mapped first and then enable the "stop processing rules when this rule matches" function on this role. D. Implement a Host Checker policy on the realm that determines the geographic location of the device and restricts the user based on the results of the policy.

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