Pocket Tape-Recorders “Family and Home Magazine” test what's on the market now.

1）Pearlcorder S702 $64

    This simple model at the bottom of the Olympus range scored the most points for its excellent quality of recording. Background noise hardly affects the sound and recording from a pocket is perfectly possible, but it doesn't turn off automatically.

Tape length: 30 minutes per side. Weight:240g.

2）Sony M9 $49.95

    Small and very good looking, sony's latest offering scored most for appearance. Sounds clear, but there is slight machine noise. The big control buttons are a great improvement on some of the complicated little controls on other tape-recorders. Doesn't switch off automatically but a red light shows if the machine is still running.

   Tape length: 60 minutes per side. Weight: 195g.

3）Sony M400 $115

    Lots of little control buttons that make a noise and are difficult to use . Recording was good but machine noise lost points. Tape counter and automatic switch-off when tape has finished recording or rewinding are useful Tape length: 60 minutes per side. Weight: 230g.

4）Imperial OEM. MC $29.95

    Cheap and simple compared with the rest, but recording was good as long as there was no background noise. Use only its own make of cassette. No light to show it is on; no fast forward button and the record button makes a loud noise.

    Tape length: 30 minutes per side. Weight: 285g.

5）Philips 585 $80

    Handsome and simple to use, but recording is very poor at more than the recommended distance of 5 cm-designed for dictation. No recording light. Tape length: 15 minutes per side. Weight: 220g.

    When Steve Jobs was born on Febuary24,1955, in San Francisco , California, his unmarried mother decided to put him for adoption because she wanted a girl. So in the middle of the night, his mother called a lawyer named Paul Jobs and said, “We have an unexpected baby boy; do you want him?” But his mother told his future parents to promise that they would send Jobs to college. After Steve Jobs graduated from high school, he went to college but decided to drop out because it was so expensive that he had to sleep on the floor in his friends' rooms.

At 20, he and a friend(Steve Wozniak) started a company in a garage on April 1, 1976. Jobs named their company —-Apple in memory of a happy summer he had spent as an orchard (果园) in Oregon.

    After 10 years of hard time and failures, starting from two kids working in a garage, Apple computer eventually grew into a big company with over 4000 employees.

    At 30, Jobs , however, was fired from the company he co-founded. But after he had to leave the company, Apple was under heavy pressure from rival (对手) Microsoft and in 1996 posted billions of dollars in losses. Apple needed Steve Jobs and he was appointed as Apple' CEO in1997. Under his leadership, Apple returned to profitability and introduced new products such as the iPhone and the iPod.

    Steve Jobs once said, “Sometimes life hits you in the head with a brick, Don't lose faith. I'm convinced that the only thing that kept me going was that I loved what I did. You've got to find what you love. If you haven't found it yet, keep looking.

    Wealth starts with a goal saving a dollar at a time. Call it the piggy bank strategy(策略). There are lessons in that time-honored coin-saving container.

    Any huge task seems easier when reduced to baby steps. I f you wished to climb a 12,000-foot mountain, and could do it a day at a time, you would only have to climb 33 feet daily to reach the top in a year. If you want to take a really nice trip in 10 years for a special occasion, to collect the $15,000 cost, you have to save $3.93 a day. If you drop that into a piggy bank and then once a year put $1,434 in a savings account at 1% interest rate after-tax, you will have your trip money.

    When I was a child, my parents gave me a piggy bank to teach me that, if I wanted something, I should save money to buy it. We associate piggy banks with children, but in many countries, the little containers are also popular with adults. Europeans see a piggy bank as a sign of good fortune and wealth. Around the world, many believe a gift of a piggy bank on New Year's Day brings good luck and financial success. Ah, but you have to putsomethingin it.

    Why is a pig used as a symbol of saving? Why not an elephant bank, which is bigger and holds more coins? In the Middle Ages, before modern banking and credit instruments, people saved money at home, a few coins at a time dropped into a jar or dish. Potters(制陶工) made these inexpensive containers from an orange-colored clay(黏土) called “pygg,” and folks saved coins in pygg jars.The Middle English word

    for pig was “pigge”. While the Saxons pronounced pygg, referring to the clay, as “pug”, eventually the two words changed into the same pronunciation, sounding the “i” as in pig or piggy. As the word became less associated with the orange clay and more with the animal, a clever potter fashioned a pygg jar in the shape of a pig, delighting children and adults. The piggy bank was born.

Originally you had to break the bank to get to the money, bringing in a sense of seriousness into savings. While piggy banks teach children the wisdom of saving, adults often need to relearn childhood lessons. Think about the things in life that require large amounts of money— college education, weddings, cars, medical care, starting a business, buying a home, and fun stuff like great trips. So when you have money, take off the top 10%, put it aside, save and invest wisely.

    Construction on Knolly's Tunnel began in 1896, and it was opened on August 13th, 1898 by the man it was named after--Sir Clement C. Knolly, Acting Governor of Trinidad. It linked Rio Claro with Port of Spain. Its architecture is still admired and studied today, and many are amazed that Knolly's Tunnel has stood up to the earth's movement over so many years.

    Much research is being done on the tunnel. At the top of Knolly's Tunnel are cottages covered with leaves, where visitors can sit and enjoy the beauty of nature. Standing at the beginning of Knolly's Tunnel, you can see nothing but the tiny light at the end. The train tracks have been removed and replaced with small stones. Visitors can drive through the tunnel or walk through, but should do so in groups for safety. In the old days, there were no lights, but now there are street lights on the way to the tunnel, though not inside.

    On your way in, you may notice some manholes on the walls of the tunnel. These were there for individuals to step into for safety as the train passed. Knolly's Tunnel can be accessed through Tabaquite and through Mitchell Gap. The road was recently improved, but is better when you enter from Tabaquite, and there are signs on the road directing you to Knolly's Tunnel.

    On the drive to Knolly's Tunnel there are two other cottages where visitors can sit and just enjoy nature. At the site itself, there is nothing to purchase to eat or drink, but in Tabaquite there are several bars, a restaurant, and food outlets. A gas station and a health centre are also close by.

    For those who admire architecture, Knolly's Tunnel is a must-see when visiting Trinidad. For the nature lovers, there is no better place for them to be and for the historians, they can walk or drive through Knolly's Tunnel knowing that many of our ancestors toiled (worked hard) on its structure. So when you visit Trinidad, don't forget to take a look at Knolly's Tunnel!

    The majority of successful senior managers do not closely follow the classical rational (理性的) model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to carry out the decision. Rather, in their day-by-day tactical maneuvers(战术动作), these senior executives rely on what is vaguely termed intuition(直觉) to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking.

    Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness(变化无常).

    Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to combine isolated bits of data and practice into an integrated picture. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally alert of solutions suggested by these methods which run counter to their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.

    One of the implications of the intuitive style of executive management is that thinking is inseparable from acting. Since managers often know what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is tightly tied to action in thinking-acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.

    Given the great uncertainty of many of the management issues that they face, senior managers often instigate (发起) a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking-acting cycles is that action is often part of defining the problem, not just of implementing the solution.

    Fern loved Wilbur more than anything. She loved to stroke him, to feed him, to put him to bed. Every morning, as soon as she got up, she warmed his milk, tied his bib on, and held the bottle for him.  Every afternoon, when the school bus stopped in front of her house, she jumped out and ran to the kitchen to fix another bottle for him. She fed him again at suppertime, and again just before going to bed.  Mrs. Arable gave him a feeding around noontime each day, when Fern was away in school. Wilbur loved his milk, and he was never happier than when Fern was warming up a bottle for him. He would stand and gaze up at her with adoring eyes.

    For the first few days of his life, Wilbur was allowed to live in a box near the stove in the kitchen. Then, when Mrs. Arable complained, he was moved to a bigger box in the woodshed. At two weeks of age, he was moved outdoors. It was apple-blossom time, and the days were getting warmer. Mr.  Arable fixed a small yard specially for Wilbur under an apple tree, and gave him a large wooden box full of straw, with a doorway cut in it so he could walk in and out as he pleased.

    "Won't he be cold at night?" asked Fern.

    "No," said her father.  "You watch and see what he does."

    Carrying a bottle of milk, Fern sat down under the apple tree inside the yard. Wilbur ran to her and she held the bottle for him while he sucked. When he had finished the last drop, he grunted and walked sleepily into the box. Fern peered through the door. Wilbur was poking the straw with his snout. In a short time he had dug a tunnel in the straw. He crawled into the tunnel and disappeared from sight, completely covered with straw.

    Fern was enchanted. It relieved her mind to know that her baby would sleep covered up, and would stay warm.