영어 스낵 모의고사

Gold plating in the project means needlessly enhancing the expected results, namely, adding characteristics that are costly, not required, and that have low added value with respect to the targets ― in other words, giving more with no real justification other than to demonstrate one’s own talent. Gold plating is especially interesting for project team members, as it is typical of projects with a marked professional component ― in other words, projects that involve specialists with proven experience and extensive professional autonomy. In these environments specialists of ten see the project as an oppor tunity to test and enrich their skill sets. There is therefore a strong temptation, in all good faith, to engage in gold plating, namely, to achieve more or higher-quality work that gratifies the professional but does not add value to the client’s requests, and at the same time removes valuable resources from the project. As the saying goes, “The best is the enemy of the good.”

Leon Festinger was an American social psychologist. He was born in New York City in 1919 to a Russian immigrant family. As a graduate student at the University of Iowa, Festinger was influenced by Kurt Lewin, a leading social psychologist. After graduating from there, he became a professor at the Massachusetts Institute of Technology in 1945. He later moved to Stanford University, where he continued his work in social psychology. His theory of social comparison earned him a good reputation. Festinger actively participated in international scholarly cooperation. In the late 1970s, he turned his interest to the field of history. He was one of the most cited psychologists of the twentieth century. Festinger’s theories still play an important role in psychology today.

Any attempt to model musical behavior or perception in a general way is filled with difficulties. With regard to models of perception, the question arises of whose perception we are trying to model ― even if we confine ourselves to a particular culture and historical environment. Surely the perception of music varies greatly between listeners of different levels of training; indeed, a large part of music education is devoted to developing and enriching (and therefore likely changing) these listening processes. While this may be true, I am concerned here with fairly basic aspects of perception ― particularly meter and key ― which I believe are relatively consistent across listeners. Anecdotal evidence suggests, for example, that most people are able to ‘‘find the beat’’ in a typical folk song or classical piece. This is not to say that there is complete uniformity in this regard ― there may be occasional disagreements, even among experts, as to how we hear the tonality or meter of a piece. But I believe . [3점]

Although organizations are offering telecommuting programs in greater numbers than ever before, acceptance and use of these programs are still limited by a number of factors. ① These factors include manager reliance on face-to-face management practices, lack of telecommuting training within an organization, misperceptions of and discomfort with flexible workplace programs, and a lack of information about the effects of telecommuting on an organization’s bottom line. ② Despite these limitations, at the beginning of the 21st century, a new “anytime, anywhere” work culture is emerging. ③ Care must be taken to select employees whose personal and working characteristics are best suited for telecommuting. ④ Continuing advances in information technology, the expansion of a global workforce, and increased desire to balance work and family are only three of the many factors that will gradually reduce the current barriers to telecommuting as a dominant workforce development. ⑤ With implications for organizational cost savings, especially with regard to lower facility costs, increased employee flexibility, and productivity, telecommuting is increasingly of interest to many organizations.