Oxford is a city best explored     1     bicycle or on foot. There is no central campus so it is important     2     your visit in advance, perhaps     3     up a list of places to visit and planning your route between     4    . The following resources may be     5    .

Most colleges     6     open throughout the year, at least for potential applicants to walk around the grounds. Our visiting colleges page     7     details about opening times and any admission charges (入场费) which may apply,     8     many colleges give up these for potential     9    . You can check which colleges offer     10     course you are interested in before you visit and perhaps read our advice on choosing a college.

The idea of the youth hostel(旅社)started with one man: Richard Schirrmann(1874—1961), a German school teacher, who felt that there was a need for overnight accommodation for his students in order that they could see new things and have new experiences outside the     1     .

He felt that one learns by observing, and tried to make his dream come true in the year 1909, when he started providing accommodation for his students in inns, farmhouses and the like.

The first youth hostel was opened in Schirrmann’s own school in Altena, after which it was     2     by a permanent hostel in Altena Castle. Schirrmann went on to     3     the German Youth Hostel Association in the year 1919. By this time, the idea of the youth hostel had     4     far and wide, all over the lands of Europe and further.

And then, in the year 1932, a(n)     5     organization called the International Youth Hostel was founded in Amsterdam, which consisted of youth hostels from Switzerland, Germany, Poland, the Netherlands, Norway, Britain, Ireland, France, Czechoslovakia, Denmark and Belgium. Richard Schirrmann became its chairman in 1933.

The idea of the youth hostel is for young people who are on nature trips to get     6     accommodation in exchange for some money and a helping hand with the domestic chores(家务活). These hostels were said to build character and a sense of independence, as the youth who stayed in them got the     7     to see how other people lived as well as to help to do work.

Youth hostels are also places to meet and make new friends. They have no class     8     and everyone has to do their share. Here, wealth and position does not help you gain     9     , but friendliness does. The friendlier you are, the more you learn from the     10     of staying in a youth hostel.

Public image doesn't make money directly. nor is it anything visible. However, excellent public image is such an important thing that it is     1     desired by every company, enterprise, institution, etc. Public image refers to how a company is     2     by its customers, suppliers, and stockholders, by the financial community, by the communities where it operates, and by federal and local governments. Public image is controllable to     3     extent. just as the product, price, place, and promotional efforts are.

A firm's public image plays a vital role in the attraction of the firm and its products to employees, customers, and to such outsiders as stockholders, supplies, creditors (贷款方), government officials, as well as different special groups. With some things it is impossible to     4     all the different publics: for example, a new highly automated plant may meet the     5     of creditors and stockholders. However, it will     6     find resistance from employees who see their jobs     7    . On the other hand, high quality products and service standards should bring almost complete approval, while low quality products and false claims would be widely looked down upon.

A firm's public image, if it is good, should be     8    . It is a valuable strength that usually is built up over a long and satisfying relationship of a firm with publics. If a firm has developed a quality image, this is not easily imitated by competitors. Such as image may enable a firm to     9     higher prices, to win the best distributors and dealers, to attract the best employees, to expect the most favorable creditor relationships and lowest borrowing costs. It should also allow the firm's stock to     10     higher price-earnings ratio (比例) than other firms in the same industry with such a good reputation and public image.

MUJI products came into being in the early 1980’s as a result of a new mood, calling for a return to simplicity in daily life. Our aim was—and still is—to provide our customers all over the world with the     1     things they need to live a busy, modern, urban lifestyle. These things must be made from good, sound materials, with no unnecessary frills or fancies and must sell at a reasonable price. Our clothes must feel good on, our stationery must be practical and our household goods must be easy to use. This may seem elementary but it has always been a primary goal to ensure that MUJI customers should never pay for what they can’t use—i.e. added extras and fancy packaging. So, at MUJI you’ll find no     2     prices, just simple, sound products you can afford, so simple in fact, they don’t even carry a brand name. This is in direct contrast to the usual marketing ploy of producing heavily branded, expensively designed, over packaged goods.

At MUJI we pride ourselves on being different. Moreover, our products are made from materials which we     3     on a global scale, not because we think an exotic source sounds more exciting than one on our doorstep but because we are committed to using the best available material, wherever it comes from. Using these superior materials, we design our products so that their simplicity brings out their inherent     4    , both of the material they’re made from and the products themselves. Finally, we present our products in the     5     of packaging—if any at all—which neither masks nor makes them look any more than they are. As a result, the quality and credence of each product are self-evident. As life gets more complex, the need for simple lifestyle solutions becomes all the more necessary. To find these, look no further than MUJI.

The Company’s basic principle is to develop new simple products at reasonable prices by making the best use of materials while considering environmental issues.

Through the careful selection of materials,     6     manufacturing processes and simplifying our packaging, we have continually introduced high quality MUJI brand products onto the market, at lower than usual prices. Presently there are more than 5,000 MUJI products sold in Japan. MUJI's natural and simple design complements today’s lifestyles perfectly.

For MUJI the materials we use to make our products are of the utmost importance; consequently, considerable attention is given to their selection. We search worldwide for the most suitable raw materials. We use many industrial materials as well as     7     unused materials where possible. The     8     selection criteria is always quality. These activities underpin our ability to create low-priced, high-quality products.

When packaging products, MUJI seeks not to adorn them but rather to     9     their natural colors and shapes. For this reason, we use bulk packaging and place products in plain, uniform containers. Faithful to our philosophy of simplicity, this approach is also in keeping with our policy of conserving resources and reducing waste. Thus, all MUJI products appear on store shelves in simple packaging     10     only product-related information and a price tag.

On Jan. 22, two days after Chinese officials first publicized the serious threat posed by the new virus ravaging the city of Wuhan, the chief of the World Health Organization held the first of what would be months of almost daily media briefings,     1     the alarm, telling the world to take the outbreak seriously.

But with its officials     2    , the W.H.O., still seeing no evidence of sustained spread of the virus outside of China, declined the next day to declare a global public health emergency. A week later, the organization reversed course and made the declaration.

Those early days of the epidemic     3     the strengths and weaknesses of the W.H.O., an arm of the United Nations that is now under fire by President Trump, who on Tuesday ordered a cutoff of American funding to the organization.

With limited, constantly     4     information to go on, the W.H.O. showed an early, consistent determination to treat the new contagion(接触性传染病) like the threat it would become, and to persuade others to do the same. At the same time, the organization repeatedly praised China, acting and speaking with a political     5     born of being an arm of the United Nations, with few resources of its own, unable to do its work without international cooperation.

It was on the day of the lockdown in Wuhan that the W.H.O. at first declined to declare a global emergency, its officials split and expressing concern about     6     a particular country as a threat, and about the impact of such a declaration on people in China. Such caution is a standard — if often     7     — fact of life for United Nations agencies, which operate by consensus(共识) and have usually avoided even a hint of criticizing nations directly.

It is impossible to know whether the nations of the world would have acted sooner if the W.H.O. had called the epidemic a global emergency a week earlier than it did.

But day after day, Dr. Tedros, in his rambling(冗长含糊的) style, was delivering less formal warnings, telling countries to contain the virus while it was still possible, to do testing and     8     tracing, and isolate those who might be infected.

The organization was criticized for not     9     calling the contagion a pandemic, meaning an epidemic spanning the globe. The     10     has no official significance within the W.H.O., and officials insisted that using it would not change anything, but Dr. Tedros began to do so on March 11, explaining that he made the change to draw attention because too many countries were not taking the group’s warnings seriously enough.

Life isn’t easy for families of children with special needs. Faced with responsibility of a family member requiring extra attention and care, many families feel lonely,     1     and hopeless. In many cases, the families feel a sense of     2     because their children are not “perfect”. But Taiwan Sunshine wants to change that.

Founded in 2009, Taiwan Sunshine believes that all children have characteristic value, and by supporting the families who care for children with special needs, it can change the    3     understanding. In doing so, it hopes to help these children become useful members of society.

The Taipei-based, non-profit organization seeks to     4     these goals in three ways. First, it offers in-school programs, often centered on events like Christmas. Second, it develops conferences for use in schools, churches and other organizations. These conferences raise    5     of the issues that families with special-needs children face and encourage organizations to develop programs to support these families. Third, Taiwan Sunshine works with other groups to put together and     6     the “I Am a Hero Games.”

During the games, children compete in different     7     activities, such as the ball throw and running race. When children aren’t     8    , they enjoy other activities, such as playing with dogs from a local therapy program. Each game includes a prize-awarding ceremony in which all the children are formally    9     with medals to celebrate their accomplishments.

Through    10     like the Hero Games, Taiwan Sunshine is working hard to meet the needs of families with special-needs children.

It is getting hard to go anywhere without stepping on a piece of Lego-related hype (大肆宣传). “The Lego Movie” is number two at the American box office, after three weeks at number one. Model kits     1     to the film are piled high in the shops. They will add to the already gigantea of Lego bits: 86 for every person on the planet. The toymaker has enjoyed ten years of spectacular growth, almost quadrupling (四倍) its     2    .

This is remarkable for many reasons. Lego’s home town, Billund in rural Denmark, is so small that the company had to provide it with a hotel-an elegant one, unsurprisingly. The toy business is one of the world’s trickiest: perennially faddish (反复出现地一时流行的事物) (remember Beanie Babies?) and, at the moment, energized by technological innovation. Children are growing up ever faster, and abandoning the     3     world for the virtual. To cap it all, the company almost collapsed in 2003-04, having drifted for years,     4     into too many areas, producing too many products.

Lego’s decade of success began when it appointed Jorgen Vig Knudstorp as chief executive. This was a risky move: Mr. Knudstorp was a mere 35 years old and had cut his teeth as a management consultant with McKinsey rather than running a business. But it proved to be inspired. Mr. Knudstorp decided that the company must go “back to the     5    ”: focusing on its core products, forgetting about brand-stretching, and even selling its theme parks. He also brought in stricter management controls, for example reducing the number of different pieces that the company produced from 12,900 to 7,000.

Under Mr. Knudstorp Lego has struck a successful balance between     6     and tradition. The company has to     7     new ideas to keep its sales growing: customers need a reason to expand their stock of bricks, and to buy them from Lego rather than cheaper rivals. But at the same time, it must resist the sort of undisciplined innovation that almost ruined it. Lego produces a stream of kits with     8     designs, such as forts and spaceships, to provide children with templates (模板). But it also insists that the pieces can be added to the child’s collection of bricks, and reused to make all sorts of other things.

Lego has got better at managing its relationships. “The Lego Movie” demonstrates how it can focus on the brick while     9     into the virtual world: Warner Bros. made the film while Lego provided the models. During its years of drift, it relied too much on other firms’ blockbuster franchises, such as Harry Potter and Star Wars. This time its intellectual property, not someone else’s, is the star of the film. It has also got better at tapping its legion of fans-particularly adult fans of Lego, or AFOLs-for new ideas.

Lego is now at an inflection point (转折点), building its organizational     10     and embracing globalization, to help it find new sources of growth. The aim is twofold: to replicate in the rapidly growing east Lego’s success in the west; and transform a local company that happened to go global into a global company that happens to have its head office in Billund.