A funeral for Zbigniew Brzezinski, the national security adviser to President Jimmy Carter and a noted foreign policy expert and thinker, will be held Friday at St. Matthew's Roman Catholic Cathedral in Washington, D.C. Brzezinski died May 26 in Virginia. He was 86. In a statement, Carter called Brzezinski "a superb public servant" as well as "brilliant, dedicated and loyal." Along with Henry Kissinger, Brzezinski helped shape U.S. foreign policy with a lasting impact, while also serving as an adviser to Presidents Lyndon Johnson and John F. Kennedy. One of his most well-known accomplishments came in 1978, when Brzezinski helped President Carter reach an agreement between Israeli Prime Minister Menachem Begin and Egyptian President Anwar Sadat to secure the Camp David peace accords between the two countries. He also was involved in making other major U.S. foreign policy decisions during the Carter administration, including negotiating the Panama Canal Treaty, arming mujahedin in Afghanistan to fight the Soviet invaders and planning a failed mission to rescue 52 American hostages held in Iran. Alexander Vershbow, a former deputy secretary general of NATO and former U.S. ambassador to Russia, told VOA Brzezinski's wisdom also guided U.S. and NATO policy in the post-Cold War period. "On one hand, listening to the appeals of countries like Poland, like Czechoslovakia, like Hungary, to become part of the Western family, which they were denied 70 years ago ... but also reaching out to Russia, and trying to help Russia become an integral part of the European family, the common European house, as [former Soviet leader Mikhail] Gorbachev described it," Vershbow said. Following his work in the White House, Brzezinski continued to be an influential voice on foreign policy matters. He served as a counselor and trustee at the Center for Strategic and International Studies and a professor at Johns Hopkins University. Brzezinski went on to ruffle the feathers of Washington's power elite with his 1983 book, "Power and... According to the above context, answer the following question. What is probably true about Brzezinski?
OPTIONS:
- He was unable to be leader
- not enough information
- He never went to school
- He was a well educated person
He was a well educated person
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It was a nice summer evening. A cool breeze blowing. Birds singing. Leaves rustling. The waters of the pool shining, shimmering in the sunlight. I was sitting on the steps of the pool, my legs submerged in water.Those blue depths were irrestisible. I inched a bit further in. Water to my waist a little more. closer to the blue..just a little morewater to my chest yes, keep goinga bit morewater to my neck.almost there.the blue gaze of those depths held me in aweoh my..so beaut- Going up a sort of endless escalator. I can't see very well what's in front of me. It's all very dark. I can sense someone behind me, but I dare not look back. For some reason I cannot see my feet. In fact, I cannot see any of me at all. It feels very strange and well,creepy! I want to whistle, to kinda comfort myself, but it feels like I've lost the ability to speak. My mind just doesn't know how to carry out this desire to speak. It feels unnatural.. That someone behind me pokes me in my(invisible) back. Its'(his/her?) touch is strangely warm, then icy. I still don't look back.yes, that's the key, don't look back. It's a test. Just don't look back and you'll- Snap! Back into the pool, panting. Everything is blurry. There are people gathered around the pool, screaming. A hand extends toward me. I reach for it. Well, I'd love to tell you what happened after that, but the thing is, I don't even know myself. For just at that precise moment, my wretched alarm decided to beep-beep. And I never got to see the ending! Wait, did you mean "went to the other side" in reality? Don't be ridiculous! According to the above context, answer the following question. How do you think that the main character of the story was feeling during this experience?
OPTIONS:
- They were having fun.
- not enough information
- They were very calm.
- They felt scared and confused.
They felt scared and confused.
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I'm not good at sticking to the rules, not even the ones I set myself. I'm really terrible with the rules set by others, especially companies. Even as a child, I could never stay inside the lines in colouring books. Some of you might put this down to poor hand-eye coordination, but I maintain that I was a rule-breaker right from the beginning. One of my roles as an engineer with a multiplicity of companies was to set up projects, define the scope of the work, contract the work out and manage the project. I was setting up a robot-based manufacturing cell for the company in the business of making early cellphones. The cell design required some equipment to be designed and built from scratch, so I got a local designer, Fergus, to give me a quote and got him started on the work. Now, any project will run over budget and take longer than planned and the contractor may come back for more money. And so it was with this designer; he wasn't really vocal about it, but he indicated that the work did take a lot more time and expense than he's originally budgeted. My usual reaction to these things is that this is not my problem. Most of the companies I've work for have lost money, so why should I give a rat's ass if some other company comes up a little short? In this case though, I liked Fergus and, as he was really a one-man operation, I decided to cut him some slack. But first, I had to get permission from my boss to drop another few grand into Fergus's jeans. My boss refused. Having someone tell me I can't do something really brings out my dark side; especially around the time of the full moon. Not long before, we had just waved a fond(-ish) farewell to our president as he was going on to greener fields. As a parting gift, the company bought him either a boat or a motor home, I forget which, and equipped it with three of their cell phones. According to the above context, answer the following question. What is authors role as an engineer?
OPTIONS:
- work and manage people
- set up the projects and define deadlines
- to set up projects, define the scope of work and manage the project
- not enough information
to set up projects, define the scope of work and manage the project
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