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    Each year the Pritzker Architecture Prize (普立兹克建筑奖) goes to a star designer with a long list of attractive buildings around the world. This year's winner is a little different.

    Shigeru Ban has designed museums, homes and concert halls. But Ban is best known for a more simple kind of work: the temporary (暂时的) buildings for people who became homeless after disasters.

    Ban may be the only designer in the world who makes buildings out of paper — cardboard paper tubes (管). Ban actually tested the strength of cardboard tubes, and said he was surprised by what he had discovered. He has used them to build temporary buildings in Japan, Haiti, China and elsewhere.

    “After a disaster, the building material is going to be more expensive,” Ban explains. “But the paper tube is actually not a building material. It is cheap and plentiful. We can get the material easily anywhere. And unlike costs for traditional building materials, the price of paper tubes doesn't jump after an earthquake or flood. The tubes are also lightweight, so you don't need heavy machines to work with them.”

    Ban started using cardboard paper tubes in the 1980s. At that time he had just graduated from the architecture school, and he was looking for a cheap substitute for wood. So he started reusing the paper cardboard tubes that were left over from rolls of paper in his office.

    Ban was born in Tokyo and studied architecture in the U.S. before moving back to Japan to start his practice. Some of Ban's temporary buildings have become permanent (永久的), like the paper church he built after the 1995 earthquake in Kobe, Japan.

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危机让我更强大

赵建

    ①有经济学家做过这样一个形象的比喻:危机之于企业就如同疾病之于人生,是无法避免的。有的企业会在“疾病”的冲击下轰然倒塌,而有的企业则会经过“救治”而完好如初,甚至更加强大,毫无疑问,马云领导的阿里巴巴正属于后者。

    ②众所周知,中国互联网曾经历过一次最严重的危机。在那一次危机中,绝大多数网络企业都曾受到冲击,资金快花完了,投资也没了,更找不到所谓的赢利模式,很多网站都因此而倒闭,可就在这么危急的时刻,马云及其团队没有放弃,作为一个企业家,他显示了极强的化解危机的能力。

    ③面对互联网的寒冬,马云当机立断,宣布在全球范围内进行撤站裁员,启动了后来被马云称作“回到中国”的战略收缩。这次撤站裁员进行得可谓惨烈至极,但也暂时化解了阿里巴巴的寒冬危机,为其赢得了宝贵的喘息时间。但随之而更令人担心的是,这次撤站裁员使阿里巴巴员工士气大落,公司会不会就此走向衰落?这成了许多员工的心病。

    ④就在这个危机四伏的时候,在首席运行官关明生的协助下,马云在阿里巴巴内部掀起了一场别开生面的“运动 ”,做了三件大事:“延安整风运动”——给员工灌输价值观,“建立抗日军政大学”——培训员工,“南泥湾开荒”——提高销售人员能力。

    ⑤此外,为了保持企业价值观的延续性,马云还特意在阿里巴巴内部推行师徒制,新进职员都会得到指定师傅的帮助。师傅通过言传身教,让这些“毛头兵”迅速地成长成熟。

    ⑥沧海横流,方显英雄本色。这一系列的危机公关,使阿里巴巴员工的士气得到了迅速回升,上下一致,士气高昂,共渡难关,终于有惊无险地度过了那个“寒冷的冬天”。而2003年那一场让举国上下陷入恐慌的“非典”危机,则再一次彰显了马云化解并利用危机的超强能力。

    ⑦当时,阿里巴巴一位外出广州公干的员工在回到杭州后,被确诊为“非典”患者,而阿里巴巴本部也迅速被杭州市政府列为重点防范对象。消息传开后,本部大楼里的员工纷纷外逃回家。到了第二天,公司的办公区域被完全封锁,员工也都被隔离在家。阿里巴巴随时面临瘫痪的危险。

    ⑧就是在这样的四面楚歌中,马云不仅没有被“非典”所带来的毁灭性打击所击倒,反而化危机为转机,在危机中抓住了大商机,在危机中实现了大飞跃。他先亲自给员工们写了一封情真意切的道歉信,以示安慰和鼓励,激起了员工的斗志;再改集中办公为分散办公:员工们在各自家中工作,公司领导则在网上遥控,实行网上指挥,网上管理。另外,他还利用人们由于传统的销售渠道封闭而将视线转移到互联网的时机,大力推行电子商务,试验网上生存网上交易,同时为客户化解了危机,一举把互联网产业从冬天带到了春天。

    ⑨企业家如何生存和取得成功,这其中存在多种因素。眼光、境界、智慧、谋略都是很重要的因素。但是,有时候,意志、韧劲、抗挫折能力、化解利用危机的意识,才是最重要的。

    ⑩关于如何在危机中坚持下来,马云这样说道:“今天很残酷,明天更残酷,后天很美好。但是绝大多数人死在了明天晚上,只有真正的英雄才能见到后天的太阳。”