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id_100

A US survey of how children spend their pocket money found that a sizeable amount of it is spent on sweets, snacks and fizzy drinks. The study asked the children to keep a diary of their purchases over a two-year period. On average the children spent $23 a week and over a third of this was spent on sugary and fatty foods and drinks. The survey found marked differences in spending trends in sex and age. Boys spent less on clothes, shoes and toiletries and more on games, computer-related items and hobbies. The children spent equal sums on mobile phones and activities and objects that could be classed as educational. Both sexes spent equal amounts on music but boys spent more on sporting activities.

Study is a synonym of survey.

entailment

id_101

A US survey of how children spend their pocket money found that a sizeable amount of it is spent on sweets, snacks and fizzy drinks. The study asked the children to keep a diary of their purchases over a two-year period. On average the children spent $23 a week and over a third of this was spent on sugary and fatty foods and drinks. The survey found marked differences in spending trends in sex and age. Boys spent less on clothes, shoes and toiletries and more on games, computer-related items and hobbies. The children spent equal sums on mobile phones and activities and objects that could be classed as educational. Both sexes spent equal amounts on music but boys spent more on sporting activities.

The author of the passage is describing at tempts to solve a problem.

contradiction

id_102

A US survey of how children spend their pocket money found that a sizeable amount of it is spent on sweets, snacks and fizzy drinks. The study asked the children to keep a diary of their purchases over a two-year period. On average the children spent $23 a week and over a third of this was spent on sugary and fatty foods and drinks. The survey found marked differences in spending trends in sex and age. Boys spent less on clothes, shoes and toiletries and more on games, computer-related items and hobbies. The children spent equal sums on mobile phones and activities and objects that could be classed as educational. Both sexes spent equal amounts on music but boys spent more on sporting activities.

We can tell from the information given that the size able amount spent on sweets, snacks and fizzy drinks amounted to less than half the childrens total pocket money.

entailment

id_103

A US survey of how children spend their pocket money found that a sizeable amount of it is spent on sweets, snacks and fizzy drinks. The study asked the children to keep a diary of their purchases over a two-year period. On average the children spent $23 a week and over a third of this was spent on sugary and fatty foods and drinks. The survey found marked differences in spending trends in sex and age. Boys spent less on clothes, shoes and toiletries and more on games, computer-related items and hobbies. The children spent equal sums on mobile phones and activities and objects that could be classed as educational. Both sexes spent equal amounts on music but boys spent more on sporting activities.

The biggest spenders in the survey were children aged 13 to 15 years.

neutral

id_104

A US survey of how children spend their pocket money found that a sizeable amount of it is spent on sweets, snacks and fizzy drinks. The study asked the children to keep a diary of their purchases over a two-year period. On average the children spent $23 a week and over a third of this was spent on sugary and fatty foods and drinks. The survey found marked differences in spending trends in sex and age. Boys spent less on clothes, shoes and toiletries and more on games, computer-related items and hobbies. The children spent equal sums on mobile phones and activities and objects that could be classed as educational. Both sexes spent equal amounts on music but boys spent more on sporting activities.

It can be inferred from the information given that the survey was based on the responses of 4,000 children.

contradiction

id_105

A Very Special Dog Florence is one of a new breed of dog who is making the work of the Australian Customs much easier It is 8.15 a. m. A flight lands at Melbournes Tullamarine International Airport. Several hundred pieces of baggage are rushed from the plane onto a conveyor belt in the baggage reclaim annexe. Over the sound of roaring engines, rushing air vents and grinding generators, a dog barks. Florence, a sleek black labrador, wags her tail. Among the cavalcade of luggage passing beneath Florences all-smelling nose, is a nondescript hardback suitcase. Inside the case, within styrofoam casing, packed in loose pepper and coffee, wrapped in freezer paper and heat-sealed in plastic, are 18 kilograms of hashish. The cleverly concealed drugs dont fool super-sniffer Florence, and her persistent scratching at the case alerts her handler. Florence is one of a truly new breed: the product of what is perhaps the only project in the world dedicated to breeding dogs solely to detect drugs. Ordinary dogs have a 0.1% chance of making it in drug detection. The new breeding programme, run by the Australian Customs, is so successful that more than 50% of its dogs make the grade. And what began as a wholly practical exercise in keeping illegal drugs out of Australia may end up playing a role in an entirely different sphere the comparatively esoteric world of neurobiology. It turns out that its not Florences nose that makes her a top drug dog, but her unswerving concentration, plus a few other essential traits. Florence could help neurobiologists to understand both what they call attention processing, the brain mechanisms that determine what a person pays attention to and for how long, and its flip side, problems such as Attention Deficit/Hyperactivity Disorder (ADHD). As many as 3 to 5% of children are thought to suffer from the condition in the US, where the incidence is highest, although diagnosis is often controversial. The Australian Customs has used dogs to find drugs since 1969. Traditionally, the animals came from pounds and private breeders. But, in 1993, fed up with the poor success rate of finding good dogs this way, John Vandeloo, senior instructor with the Detector Dog Unit, joined forces with Kath Champness, then a doctoral student at the University of Melbourne, and set up a breeding programme. Champness began by defining six essential traits that make a detector dog. First, every good detector dog must love praise because this is the only tool trainers have at their disposal, but the dog must still be able to work for long periods without it. Then it needs a strong hunting instinct and the stamina to keep sniffing at the taxing rate of around 300 times per minute. The ideal detector is also fearless enough to deal with jam-packed airport crowds and the roaring engine rooms of cargo ships. The remaining two traits are closely related and cognitive in nature. A good detector must be capable of focusing on the task of searching for drugs, despite the distractions in any airport or dockside. This is what neurobiologists call selective attention. And finally, with potentially tens of thousands of hiding places for drugs, the dog must persevere and maintain focus for hours at a time. Neurobiologists call this sustained attention. Vandeloo and Champness assess the dogs abilities to concentrate by marking them on a scale of between one and five according to how well they remain focused on a toy tossed into a patch of grass. Ivan scores a feeble one. He follows the toy, gets half-way there, then becomes distracted by places where the other dogs have been or by flowers in the paddock. Rowena, on the other hand, has phenomenal concentration; some might even consider her obsessive. When Vandeloo tosses the toy, nothing can distract her from the searching, not other dogs, not food. And even if no one is around to encourage her, she keeps looking just the same. Rowena gets a five. A persons ability to pay attention, like a dogs, depends on a number of overlapping cognitive behaviours, including memory and learning the neurobiologists attention processing. Attention in humans can be tested by asking subjects to spot colours on a screen while ignoring shapes, or to spot sounds while ignoring visual cues, or to take a vigilance test. Sitting a vigilance test is like being a military radar operator. Blips appear on a cluttered monitor infrequently and at irregular intervals. Rapid detection of all blips earns a high score. Five minutes into the test, one in ten subjects will start to miss the majority of the blips, one in ten will still be able to spot nearly all of them and the rest will come somewhere in between. Vigilance tasks provide signals that are infrequent and unpredictable which is exactly what is expected of the dogs when they are asked to notice just a few odour molecules in the air, and then to home in on the source. During a routine mail screen that can take hours, the dogs stay so focused that not even a postcard lined with 0.5 grams of heroin and hidden in a bulging sack of letters escapes detection. With the current interest in attentional processing, as well as human conditions that have an attention deficit component, such as ADHD, it is predicted that it is only a matter of time before the super-sniffer dogs attract the attention of neurobiologists trying to cure these conditions.

If a few grams of a drug are well concealed, even the best dogs will miss them.

contradiction

id_106

A Very Special Dog Florence is one of a new breed of dog who is making the work of the Australian Customs much easier It is 8.15 a. m. A flight lands at Melbournes Tullamarine International Airport. Several hundred pieces of baggage are rushed from the plane onto a conveyor belt in the baggage reclaim annexe. Over the sound of roaring engines, rushing air vents and grinding generators, a dog barks. Florence, a sleek black labrador, wags her tail. Among the cavalcade of luggage passing beneath Florences all-smelling nose, is a nondescript hardback suitcase. Inside the case, within styrofoam casing, packed in loose pepper and coffee, wrapped in freezer paper and heat-sealed in plastic, are 18 kilograms of hashish. The cleverly concealed drugs dont fool super-sniffer Florence, and her persistent scratching at the case alerts her handler. Florence is one of a truly new breed: the product of what is perhaps the only project in the world dedicated to breeding dogs solely to detect drugs. Ordinary dogs have a 0.1% chance of making it in drug detection. The new breeding programme, run by the Australian Customs, is so successful that more than 50% of its dogs make the grade. And what began as a wholly practical exercise in keeping illegal drugs out of Australia may end up playing a role in an entirely different sphere the comparatively esoteric world of neurobiology. It turns out that its not Florences nose that makes her a top drug dog, but her unswerving concentration, plus a few other essential traits. Florence could help neurobiologists to understand both what they call attention processing, the brain mechanisms that determine what a person pays attention to and for how long, and its flip side, problems such as Attention Deficit/Hyperactivity Disorder (ADHD). As many as 3 to 5% of children are thought to suffer from the condition in the US, where the incidence is highest, although diagnosis is often controversial. The Australian Customs has used dogs to find drugs since 1969. Traditionally, the animals came from pounds and private breeders. But, in 1993, fed up with the poor success rate of finding good dogs this way, John Vandeloo, senior instructor with the Detector Dog Unit, joined forces with Kath Champness, then a doctoral student at the University of Melbourne, and set up a breeding programme. Champness began by defining six essential traits that make a detector dog. First, every good detector dog must love praise because this is the only tool trainers have at their disposal, but the dog must still be able to work for long periods without it. Then it needs a strong hunting instinct and the stamina to keep sniffing at the taxing rate of around 300 times per minute. The ideal detector is also fearless enough to deal with jam-packed airport crowds and the roaring engine rooms of cargo ships. The remaining two traits are closely related and cognitive in nature. A good detector must be capable of focusing on the task of searching for drugs, despite the distractions in any airport or dockside. This is what neurobiologists call selective attention. And finally, with potentially tens of thousands of hiding places for drugs, the dog must persevere and maintain focus for hours at a time. Neurobiologists call this sustained attention. Vandeloo and Champness assess the dogs abilities to concentrate by marking them on a scale of between one and five according to how well they remain focused on a toy tossed into a patch of grass. Ivan scores a feeble one. He follows the toy, gets half-way there, then becomes distracted by places where the other dogs have been or by flowers in the paddock. Rowena, on the other hand, has phenomenal concentration; some might even consider her obsessive. When Vandeloo tosses the toy, nothing can distract her from the searching, not other dogs, not food. And even if no one is around to encourage her, she keeps looking just the same. Rowena gets a five. A persons ability to pay attention, like a dogs, depends on a number of overlapping cognitive behaviours, including memory and learning the neurobiologists attention processing. Attention in humans can be tested by asking subjects to spot colours on a screen while ignoring shapes, or to spot sounds while ignoring visual cues, or to take a vigilance test. Sitting a vigilance test is like being a military radar operator. Blips appear on a cluttered monitor infrequently and at irregular intervals. Rapid detection of all blips earns a high score. Five minutes into the test, one in ten subjects will start to miss the majority of the blips, one in ten will still be able to spot nearly all of them and the rest will come somewhere in between. Vigilance tasks provide signals that are infrequent and unpredictable which is exactly what is expected of the dogs when they are asked to notice just a few odour molecules in the air, and then to home in on the source. During a routine mail screen that can take hours, the dogs stay so focused that not even a postcard lined with 0.5 grams of heroin and hidden in a bulging sack of letters escapes detection. With the current interest in attentional processing, as well as human conditions that have an attention deficit component, such as ADHD, it is predicted that it is only a matter of time before the super-sniffer dogs attract the attention of neurobiologists trying to cure these conditions.

Vigilance tests help improve concentration.

neutral

id_107

A Very Special Dog Florence is one of a new breed of dog who is making the work of the Australian Customs much easier It is 8.15 a. m. A flight lands at Melbournes Tullamarine International Airport. Several hundred pieces of baggage are rushed from the plane onto a conveyor belt in the baggage reclaim annexe. Over the sound of roaring engines, rushing air vents and grinding generators, a dog barks. Florence, a sleek black labrador, wags her tail. Among the cavalcade of luggage passing beneath Florences all-smelling nose, is a nondescript hardback suitcase. Inside the case, within styrofoam casing, packed in loose pepper and coffee, wrapped in freezer paper and heat-sealed in plastic, are 18 kilograms of hashish. The cleverly concealed drugs dont fool super-sniffer Florence, and her persistent scratching at the case alerts her handler. Florence is one of a truly new breed: the product of what is perhaps the only project in the world dedicated to breeding dogs solely to detect drugs. Ordinary dogs have a 0.1% chance of making it in drug detection. The new breeding programme, run by the Australian Customs, is so successful that more than 50% of its dogs make the grade. And what began as a wholly practical exercise in keeping illegal drugs out of Australia may end up playing a role in an entirely different sphere the comparatively esoteric world of neurobiology. It turns out that its not Florences nose that makes her a top drug dog, but her unswerving concentration, plus a few other essential traits. Florence could help neurobiologists to understand both what they call attention processing, the brain mechanisms that determine what a person pays attention to and for how long, and its flip side, problems such as Attention Deficit/Hyperactivity Disorder (ADHD). As many as 3 to 5% of children are thought to suffer from the condition in the US, where the incidence is highest, although diagnosis is often controversial. The Australian Customs has used dogs to find drugs since 1969. Traditionally, the animals came from pounds and private breeders. But, in 1993, fed up with the poor success rate of finding good dogs this way, John Vandeloo, senior instructor with the Detector Dog Unit, joined forces with Kath Champness, then a doctoral student at the University of Melbourne, and set up a breeding programme. Champness began by defining six essential traits that make a detector dog. First, every good detector dog must love praise because this is the only tool trainers have at their disposal, but the dog must still be able to work for long periods without it. Then it needs a strong hunting instinct and the stamina to keep sniffing at the taxing rate of around 300 times per minute. The ideal detector is also fearless enough to deal with jam-packed airport crowds and the roaring engine rooms of cargo ships. The remaining two traits are closely related and cognitive in nature. A good detector must be capable of focusing on the task of searching for drugs, despite the distractions in any airport or dockside. This is what neurobiologists call selective attention. And finally, with potentially tens of thousands of hiding places for drugs, the dog must persevere and maintain focus for hours at a time. Neurobiologists call this sustained attention. Vandeloo and Champness assess the dogs abilities to concentrate by marking them on a scale of between one and five according to how well they remain focused on a toy tossed into a patch of grass. Ivan scores a feeble one. He follows the toy, gets half-way there, then becomes distracted by places where the other dogs have been or by flowers in the paddock. Rowena, on the other hand, has phenomenal concentration; some might even consider her obsessive. When Vandeloo tosses the toy, nothing can distract her from the searching, not other dogs, not food. And even if no one is around to encourage her, she keeps looking just the same. Rowena gets a five. A persons ability to pay attention, like a dogs, depends on a number of overlapping cognitive behaviours, including memory and learning the neurobiologists attention processing. Attention in humans can be tested by asking subjects to spot colours on a screen while ignoring shapes, or to spot sounds while ignoring visual cues, or to take a vigilance test. Sitting a vigilance test is like being a military radar operator. Blips appear on a cluttered monitor infrequently and at irregular intervals. Rapid detection of all blips earns a high score. Five minutes into the test, one in ten subjects will start to miss the majority of the blips, one in ten will still be able to spot nearly all of them and the rest will come somewhere in between. Vigilance tasks provide signals that are infrequent and unpredictable which is exactly what is expected of the dogs when they are asked to notice just a few odour molecules in the air, and then to home in on the source. During a routine mail screen that can take hours, the dogs stay so focused that not even a postcard lined with 0.5 grams of heroin and hidden in a bulging sack of letters escapes detection. With the current interest in attentional processing, as well as human conditions that have an attention deficit component, such as ADHD, it is predicted that it is only a matter of time before the super-sniffer dogs attract the attention of neurobiologists trying to cure these conditions.

After about five minutes of a vigilance test, some subjects will still notice some blips.

entailment

id_108

A Very Special Dog Florence is one of a new breed of dog who is making the work of the Australian Customs much easier It is 8.15 a. m. A flight lands at Melbournes Tullamarine International Airport. Several hundred pieces of baggage are rushed from the plane onto a conveyor belt in the baggage reclaim annexe. Over the sound of roaring engines, rushing air vents and grinding generators, a dog barks. Florence, a sleek black labrador, wags her tail. Among the cavalcade of luggage passing beneath Florences all-smelling nose, is a nondescript hardback suitcase. Inside the case, within styrofoam casing, packed in loose pepper and coffee, wrapped in freezer paper and heat-sealed in plastic, are 18 kilograms of hashish. The cleverly concealed drugs dont fool super-sniffer Florence, and her persistent scratching at the case alerts her handler. Florence is one of a truly new breed: the product of what is perhaps the only project in the world dedicated to breeding dogs solely to detect drugs. Ordinary dogs have a 0.1% chance of making it in drug detection. The new breeding programme, run by the Australian Customs, is so successful that more than 50% of its dogs make the grade. And what began as a wholly practical exercise in keeping illegal drugs out of Australia may end up playing a role in an entirely different sphere the comparatively esoteric world of neurobiology. It turns out that its not Florences nose that makes her a top drug dog, but her unswerving concentration, plus a few other essential traits. Florence could help neurobiologists to understand both what they call attention processing, the brain mechanisms that determine what a person pays attention to and for how long, and its flip side, problems such as Attention Deficit/Hyperactivity Disorder (ADHD). As many as 3 to 5% of children are thought to suffer from the condition in the US, where the incidence is highest, although diagnosis is often controversial. The Australian Customs has used dogs to find drugs since 1969. Traditionally, the animals came from pounds and private breeders. But, in 1993, fed up with the poor success rate of finding good dogs this way, John Vandeloo, senior instructor with the Detector Dog Unit, joined forces with Kath Champness, then a doctoral student at the University of Melbourne, and set up a breeding programme. Champness began by defining six essential traits that make a detector dog. First, every good detector dog must love praise because this is the only tool trainers have at their disposal, but the dog must still be able to work for long periods without it. Then it needs a strong hunting instinct and the stamina to keep sniffing at the taxing rate of around 300 times per minute. The ideal detector is also fearless enough to deal with jam-packed airport crowds and the roaring engine rooms of cargo ships. The remaining two traits are closely related and cognitive in nature. A good detector must be capable of focusing on the task of searching for drugs, despite the distractions in any airport or dockside. This is what neurobiologists call selective attention. And finally, with potentially tens of thousands of hiding places for drugs, the dog must persevere and maintain focus for hours at a time. Neurobiologists call this sustained attention. Vandeloo and Champness assess the dogs abilities to concentrate by marking them on a scale of between one and five according to how well they remain focused on a toy tossed into a patch of grass. Ivan scores a feeble one. He follows the toy, gets half-way there, then becomes distracted by places where the other dogs have been or by flowers in the paddock. Rowena, on the other hand, has phenomenal concentration; some might even consider her obsessive. When Vandeloo tosses the toy, nothing can distract her from the searching, not other dogs, not food. And even if no one is around to encourage her, she keeps looking just the same. Rowena gets a five. A persons ability to pay attention, like a dogs, depends on a number of overlapping cognitive behaviours, including memory and learning the neurobiologists attention processing. Attention in humans can be tested by asking subjects to spot colours on a screen while ignoring shapes, or to spot sounds while ignoring visual cues, or to take a vigilance test. Sitting a vigilance test is like being a military radar operator. Blips appear on a cluttered monitor infrequently and at irregular intervals. Rapid detection of all blips earns a high score. Five minutes into the test, one in ten subjects will start to miss the majority of the blips, one in ten will still be able to spot nearly all of them and the rest will come somewhere in between. Vigilance tasks provide signals that are infrequent and unpredictable which is exactly what is expected of the dogs when they are asked to notice just a few odour molecules in the air, and then to home in on the source. During a routine mail screen that can take hours, the dogs stay so focused that not even a postcard lined with 0.5 grams of heroin and hidden in a bulging sack of letters escapes detection. With the current interest in attentional processing, as well as human conditions that have an attention deficit component, such as ADHD, it is predicted that it is only a matter of time before the super-sniffer dogs attract the attention of neurobiologists trying to cure these conditions.

Methods of determining if a child has ADHD are now widely accepted.

contradiction

id_109

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Increased leisure time would benefit two-career households.

neutral

id_110

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

The economic recovery created more jobs.

contradiction

id_111

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Salaries have not risen significantly since the 1970s.

entailment

id_112

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Social planners have been consulted about US employment figures.

neutral

id_113

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Today, employees are facing a reduction in working hours.

contradiction

id_114

A Workaholic Economy FOR THE first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirel decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, wed be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits - such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more Reprinted with permission. Copyright 1994 by Scientific American, Inc. All rights reserved. 68Writing profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. Its taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesnt fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements... It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Bailyns research shows that part-time employees work more efficiently.

entailment

id_115

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Increased leisure time would benefit two-career households.

neutral

id_116

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

During the industrial revolution people worded harder

neutral

id_117

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Today, employees are facing a reduction in working hours.

contradiction

id_118

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Social planners have been consulted about US employment figures.

neutral

id_119

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Salaries have not risen significantly since the 1970s.

entailment

id_120

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

The economic recovery created more jobs.

contradiction

id_121

A Workaholic Economy For The first century or so of the industrial revolution, increased productivity led to decreases in working hours. Employees who had been putting in 12-hour days, six days a week, found their time on the job shrinking to 10 hours daily, then, finally, to eight hours, five days a week. Only a generation ago social planners worried about what people would do with all this new-found free time. In the US, at least, it seems they need not have bothered. Although the output per hour of work has more than doubled since 1945, leisure seems reserved largely for the unemployed and underemployed. Those who work full-time spend as much time on the job as they did at the end of World War II. In fact, working hours have increased noticeably since 1970 perhaps because real wages have stagnated since that year. Bookstores now abound with manuals describing how to manage time and cope with stress. There are several reasons for lost leisure. Since 1979, companies have responded to improvements in the business climate by having employees work overtime rather than by hiring extra personnel, says economist Juliet B. Schor of Harvard University. Indeed, the current economic recovery has gained a certain amount of notoriety for its jobless nature: increased production has been almost entirely decoupled from employment. Some firms are even downsizing as their profits climb. All things being equal, we'd be better off spreading around the work, observes labour economist Ronald G. Ehrenberg of Cornell University. Yet a host of factors pushes employers to hire fewer workers for more hours and, at the same time, compels workers to spend more time on the job. Most of those incentives involve what Ehrenberg calls the structure of compensation: quirks in the way salaries and benefits are organised that make it more profitable to ask 40 employees to labour an extra hour each than to hire one more worker to do the same 40-hour job. Professional and managerial employees supply the most obvious lesson along these lines. Once people are on salary, their cost to a firm is the same whether they spend 35 hours a week in the office or 70. Diminishing returns may eventually set in as overworked employees lose efficiency or leave for more arable pastures. But in the short run, the employers incentive is clear. Even hourly employees receive benefits -such as pension contributions and medical insurance - that are not tied to the number of hours they work. Therefore, it is more profitable for employers to work their existing employees harder. For all that employees complain about long hours, they, too, have reasons not to trade money for leisure. People who work reduced hours pay a huge penalty in career terms, Schor maintains. It's taken as a negative signal about their commitment to the firm. Lotte Bailyn [of Massachusetts Institute of Technology] adds that many corporate managers find it difficult to 10IELTS Academic Reading Task measure the contribution of their underlings to a firms well-being, so they use the number of hours worked as a proxy for output. Employees know this, she says, and they adjust their behavior accordingly. Although the image of the good worker is the one whose life belongs to the company, Bailyn says, it doesn't fit the facts. She cites both quantitative and qualitative studies that show increased productivity for part-time workers: they make better use of the time they have, and they are less likely to succumb to fatigue in stressful jobs. Companies that employ more workers for less time also gain from the resulting redundancy, she asserts. The extra people can cover the contingencies that you know are going to happen, such as when crises take people away from the workplace. Positive experiences with reduced hours have begun to change the more-is-better culture at some companies, Schor reports. Larger firms, in particular, appear to be more willing to experiment with flexible working arrangements. It may take even more than changes in the financial and cultural structures of employment for workers successfully to trade increased productivity and money for leisure time, Schor contends. She says the U. S. market for goods has become skewed by the assumption of full-time, two-career households. Automobile makers no longer manufacture cheap models, and developers do not build the tiny bungalows that served the first postwar generation of home buyers. Not even the humblest household object is made without a microprocessor. As Schor notes, the situation is a curious inversion of the appropriate technology vision that designers have had for developing countries: U. S. goods are appropriate only for high incomes and long hours.

Bailyns research shows that part-time employees work more efficiently.

entailment

id_122

A calculated estimation by the World Welfare Organisation indicates that the radical reduction in the female population in rural China by the next decade will increase to a 5% difference, representing a male female gap of millions. Approximately, for every thousand married couples there would be at least fifty eligible males that will never find a female match and in some regions this may rise to 200. These days, China's authorities are attempting to amend this gender distortion by placing tougher penalties on illegal abortions and delegalising prenatal ultrasound examinations.

In some places in rural China, the gender gap will result in millions of unmarried men.

neutral

id_123

A calculated estimation by the World Welfare Organisation indicates that the radical reduction in the female population in rural China by the next decade will increase to a 5% difference, representing a male female gap of millions. Approximately, for every thousand married couples there would be at least fifty eligible males that will never find a female match and in some regions this may rise to 200. These days, China's authorities are attempting to amend this gender distortion by placing tougher penalties on illegal abortions and delegalising prenatal ultrasound examinations.

If successful, the new governmental regulations in China are likely to widen the gender distortion.

contradiction

id_124

A calculated estimation by the World Welfare Organisation indicates that the radical reduction in the female population in rural China by the next decade will increase to a 5% difference, representing a male female gap of millions. Approximately, for every thousand married couples there would be at least fifty eligible males that will never find a female match and in some regions this may rise to 200. These days, China's authorities are attempting to amend this gender distortion by placing tougher penalties on illegal abortions and delegalising prenatal ultrasound examinations.

The female population of China's countryside is lower than the ideal 50:50 gender distribution.

entailment

id_125

A calendar effect is a market anomaly which appears to be related to the calendar. These effects may include stock market behaviour on different days, times, months or seasons. The January effect involves an unexplained financial security price increase in the month of January, allowing investors to purchase stock in December and sell them the next month at a profit.

Stocks and share prices are unrelated to specific dates.

neutral

id_126

A calendar effect is a market anomaly which appears to be related to the calendar. These effects may include stock market behaviour on different days, times, months or seasons. The January effect involves an unexplained financial security price increase in the month of January, allowing investors to purchase stock in December and sell them the next month at a profit.

The cause of the January effect is not well understood.

entailment

id_127

A calendar effect is a market anomaly which appears to be related to the calendar. These effects may include stock market behaviour on different days, times, months or seasons. The January effect involves an unexplained financial security price increase in the month of January, allowing investors to purchase stock in December and sell them the next month at a profit.

Investors can profit from market anomalies.

entailment

id_128

A car was broken into on Broad Street at 21.20hrs on Friday. A car stereo was stolen from the Vauxhall Astra, along with a purse containing $55 in notes. A witness saw two youths running away from the vehicle. The following facts are known: Simon Evans and Sarah Field were seen in the Bulls Head public house at 21.20hrs that night, in possession of several $10 notes. Sarah Field was carrying the cash in a black leather purse. Richard Thomas was trying to sell a Grundig car stereo in the Forrester's public house at 21.30hrs that night. Simon Evans had several convictions for theft from motor vehicle, particularly targeting Vauxhalls. Richard Thomas had a small hammer in his jacket pocket, normally used to smash glass in an emergency. Sarah Field had badly sprained her knee on Thursday, and walked with the aid of crutches. The Forrester's is 20 minutes away from Broad Street.

Richard Thomas was trying to sell the stolen car stereo.

neutral

id_129

A car was broken into on Broad Street at 21.20hrs on Friday. A car stereo was stolen from the Vauxhall Astra, along with a purse containing $55 in notes. A witness saw two youths running away from the vehicle. The following facts are known: Simon Evans and Sarah Field were seen in the Bulls Head public house at 21.20hrs that night, in possession of several $10 notes. Sarah Field was carrying the cash in a black leather purse. Richard Thomas was trying to sell a Grundig car stereo in the Forrester's public house at 21.30hrs that night. Simon Evans had several convictions for theft from motor vehicle, particularly targeting Vauxhalls. Richard Thomas had a small hammer in his jacket pocket, normally used to smash glass in an emergency. Sarah Field had badly sprained her knee on Thursday, and walked with the aid of crutches. The Forrester's is 20 minutes away from Broad Street.

Richard Thomas could have broken into the vehicle with another, before going into the Forrester's.

entailment

id_130

A car was broken into on Broad Street at 21.20hrs on Friday. A car stereo was stolen from the Vauxhall Astra, along with a purse containing $55 in notes. A witness saw two youths running away from the vehicle. The following facts are known: Simon Evans and Sarah Field were seen in the Bulls Head public house at 21.20hrs that night, in possession of several $10 notes. Sarah Field was carrying the cash in a black leather purse. Richard Thomas was trying to sell a Grundig car stereo in the Forrester's public house at 21.30hrs that night. Simon Evans had several convictions for theft from motor vehicle, particularly targeting Vauxhalls. Richard Thomas had a small hammer in his jacket pocket, normally used to smash glass in an emergency. Sarah Field had badly sprained her knee on Thursday, and walked with the aid of crutches. The Forrester's is 20 minutes away from Broad Street.

The front passenger window was smashed in order to break into the car.

neutral

id_131

A car was broken into on Broad Street at 21.20hrs on Friday. A car stereo was stolen from the Vauxhall Astra, along with a purse containing $55 in notes. A witness saw two youths running away from the vehicle. The following facts are known: Simon Evans and Sarah Field were seen in the Bulls Head public house at 21.20hrs that night, in possession of several $10 notes. Sarah Field was carrying the cash in a black leather purse. Richard Thomas was trying to sell a Grundig car stereo in the Forrester's public house at 21.30hrs that night. Simon Evans had several convictions for theft from motor vehicle, particularly targeting Vauxhalls. Richard Thomas had a small hammer in his jacket pocket, normally used to smash glass in an emergency. Sarah Field had badly sprained her knee on Thursday, and walked with the aid of crutches. The Forrester's is 20 minutes away from Broad Street.

Simon Evans and Sarah Field ran from Broad Street to the Bulls Head.

contradiction

id_132

A common consideration for those applying for undergraduate study is which topic to read. This consideration is of paramount importance in light of the current cost of undergraduate study in the United Kingdom. With many graduates accumulating large levels of debt, and a reduction in the level of graduates gaining graduate level employment within the first five years of graduating, many prospective students are re-considering their subject choice. Statistics suggest that classic subjects, such as English literature and history, have suffered from a reduced number of applicants in recent years. Vocational subjects, such as law, medicine, and journalism, those which demonstrate a clear career path, remain popular. The total number of applicants has also been affected, with five per cent less A level students vying for a position than last year.

Since the rise in tuition fees vocational subjects have seen an increase in applicants.

entailment

id_133

A common consideration for those applying for undergraduate study is which topic to read. This consideration is of paramount importance in light of the current cost of undergraduate study in the United Kingdom. With many graduates accumulating large levels of debt, and a reduction in the level of graduates gaining graduate level employment within the first five years of graduating, many prospective students are re-considering their subject choice. Statistics suggest that classic subjects, such as English literature and history, have suffered from a reduced number of applicants in recent years. Vocational subjects, such as law, medicine, and journalism, those which demonstrate a clear career path, remain popular. The total number of applicants has also been affected, with five per cent less A level students vying for a position than last year.

Since the rise in tuition fees many graduates are leaving university with manageable debt levels.

neutral

id_134

A common consideration for those applying for undergraduate study is which topic to read. This consideration is of paramount importance in light of the current cost of undergraduate study in the United Kingdom. With many graduates accumulating large levels of debt, and a reduction in the level of graduates gaining graduate level employment within the first five years of graduating, many prospective students are re-considering their subject choice. Statistics suggest that classic subjects, such as English literature and history, have suffered from a reduced number of applicants in recent years. Vocational subjects, such as law, medicine, and journalism, those which demonstrate a clear career path, remain popular. The total number of applicants has also been affected, with five per cent less A level students vying for a position than last year.

Since the rise in tuition fees the total number of people applying for undergraduate study has fallen.

entailment

id_135

A common consideration for those applying for undergraduate study is which topic to read. This consideration is of paramount importance in light of the current cost of undergraduate study in the United Kingdom. With many graduates accumulating large levels of debt, and a reduction in the level of graduates gaining graduate level employment within the first five years of graduating, many prospective students are re-considering their subject choice. Statistics suggest that classic subjects, such as English literature and history, have suffered from a reduced number of applicants in recent years. Vocational subjects, such as law, medicine, and journalism, those which demonstrate a clear career path, remain popular. The total number of applicants has also been affected, with five per cent less A level students vying for a position than last year.

Since the rise in tuition fees classical subjects have suffered a reduction in applicants.

entailment

id_136

A common difficulty faced by business managers is when the behaviour of a team-member conflicts with established desirable practice. How does a good leader handle such an issue? One effective angle is to lead by example: instead of waiting for a problem to develop, take a proactive approach in heading it off with reference to clearly laid out guidelines. If a problematic situation does develop, controlling it can be made simpler by invoking existing values from a mission statement which has been set out in advance. A good team will always put the needs of the organisation first. Taking such an approach gives the team a sense of personal involvement which encourages them to feel part of the organisation's mission, internalising the needs of the group rather than feeling a sense of externally imposed obligation. It provides team members with a greater sense of personal control, the sense that they have contributed individually, and by choice, to the well- being of their organisation. To achieve this, a manager must have a good understanding of the way individual people communicate a flexible approach is essential, using real-life practical examples relevant to each team-member's particular experience.

In a good team, the needs of the organisation are secondary to the needs of the individual.

contradiction

id_137

A common difficulty faced by business managers is when the behaviour of a team-member conflicts with established desirable practice. How does a good leader handle such an issue? One effective angle is to lead by example: instead of waiting for a problem to develop, take a proactive approach in heading it off with reference to clearly laid out guidelines. If a problematic situation does develop, controlling it can be made simpler by invoking existing values from a mission statement which has been set out in advance. A good team will always put the needs of the organisation first. Taking such an approach gives the team a sense of personal involvement which encourages them to feel part of the organisation's mission, internalising the needs of the group rather than feeling a sense of externally imposed obligation. It provides team members with a greater sense of personal control, the sense that they have contributed individually, and by choice, to the well- being of their organisation. To achieve this, a manager must have a good understanding of the way individual people communicate a flexible approach is essential, using real-life practical examples relevant to each team-member's particular experience.

A manager who understands how people communicate is able to take a flexible approach in dealing with problems.

neutral

id_138

A common difficulty faced by business managers is when the behaviour of a team-member conflicts with established desirable practice. How does a good leader handle such an issue? One effective angle is to lead by example: instead of waiting for a problem to develop, take a proactive approach in heading it off with reference to clearly laid out guidelines. If a problematic situation does develop, controlling it can be made simpler by invoking existing values from a mission statement which has been set out in advance. A good team will always put the needs of the organisation first. Taking such an approach gives the team a sense of personal involvement which encourages them to feel part of the organisation's mission, internalising the needs of the group rather than feeling a sense of externally imposed obligation. It provides team members with a greater sense of personal control, the sense that they have contributed individually, and by choice, to the well- being of their organisation. To achieve this, a manager must have a good understanding of the way individual people communicate a flexible approach is essential, using real-life practical examples relevant to each team-member's particular experience.

Leading by example is an effective approach in dealing with problematic behaviour from employees.

entailment

id_139

A common issue faced by recent graduates is one of finances. With the problem of increasing living costs compounded by a lack of job opportunities in todays economic climate, graduates must learn to be more prudent with their finances. One popular way to do this is by buying budget brand items at the supermarket. Evidence to support this growing trend can be seen in the sales figures of leading UK supermarkets, which demonstrate that the sale of own-brand items has more than doubled since the beginning of the recession in 2008. In addition to this, many graduates are forced to take part-time jobs, live with friends or family and acknowledge the fact it may take longer than hoped to achieve their career goals.

Due to the current economic climate, graduates are more likely to buy budget brand items in the supermarket.

entailment

id_140

A common issue faced by recent graduates is one of finances. With the problem of increasing living costs compounded by a lack of job opportunities in todays economic climate, graduates must learn to be more prudent with their finances. One popular way to do this is by buying budget brand items at the supermarket. Evidence to support this growing trend can be seen in the sales figures of leading UK supermarkets, which demonstrate that the sale of own-brand items has more than doubled since the beginning of the recession in 2008. In addition to this, many graduates are forced to take part-time jobs, live with friends or family and acknowledge the fact it may take longer than hoped to achieve their career goals.

Due to the current economic climate, graduates are less likely to take gap-years.

neutral

id_141

A common issue faced by recent graduates is one of finances. With the problem of increasing living costs compounded by a lack of job opportunities in todays economic climate, graduates must learn to be more prudent with their finances. One popular way to do this is by buying budget brand items at the supermarket. Evidence to support this growing trend can be seen in the sales figures of leading UK supermarkets, which demonstrate that the sale of own-brand items has more than doubled since the beginning of the recession in 2008. In addition to this, many graduates are forced to take part-time jobs, live with friends or family and acknowledge the fact it may take longer than hoped to achieve their career goals.

Due to the current economic climate, graduates are more likely to have part time jobs.

entailment

id_142

A common issue faced by recent graduates is one of finances. With the problem of increasing living costs compounded by a lack of job opportunities in todays economic climate, graduates must learn to be more prudent with their finances. One popular way to do this is by buying budget brand items at the supermarket. Evidence to support this growing trend can be seen in the sales figures of leading UK supermarkets, which demonstrate that the sale of own-brand items has more than doubled since the beginning of the recession in 2008. In addition to this, many graduates are forced to take part-time jobs, live with friends or family and acknowledge the fact it may take longer than hoped to achieve their career goals.

Due to the current economic climate, graduates are less likely to be living alone.

entailment

id_143

A company planning to outsource administrative jobs and its customers details is being challenged. One of its customers has asked the government-appointed information commissioner to rule on whether or not his personnel files can be legally transferred. The customer believes that the move breaks the Data Protection Act and European legislation that does not allow personal details to be sent outside the European Union without the individuals written consent. If the challenge is successful, the company fears that it may have to abandon its offshore policy.

If the legal challenge were to succeed, an alternative to abandoning the policy might be to obtain the written consent of all the companys customers to the transfer.

entailment

id_144

A company planning to outsource administrative jobs and its customers details is being challenged. One of its customers has asked the government-appointed information commissioner to rule on whether or not his personnel files can be legally transferred. The customer believes that the move breaks the Data Protection Act and European legislation that does not allow personal details to be sent outside the European Union without the individuals written consent. If the challenge is successful, the company fears that it may have to abandon its offshore policy.

There is a conflict between the outsourcing of jobs to non-EU countries and national and European legislation.

contradiction

id_145

A company planning to outsource administrative jobs and its customers details is being challenged. One of its customers has asked the government-appointed information commissioner to rule on whether or not his personnel files can be legally transferred. The customer believes that the move breaks the Data Protection Act and European legislation that does not allow personal details to be sent outside the European Union without the individuals written consent. If the challenge is successful, the company fears that it may have to abandon its offshore policy.

The company plans to transfer personal details and jobs to acompany outside of the European Union.

entailment

id_146

A company's environmental policy typically has a profound impact upon its standing in the community. There are legal regulations, with stiff penalties attached, which compel managers to ensure that any waste products are disposed of without contaminating the air or water supplies. In addition, employees can be educated about the inevitable commercial and social benefits of recycling paper and other substances produced as by-products of the manufacturing process. One popular method for gaining staff co-operation is the internal incentive scheme. These often target teams rather than individuals, since the interdependence of staff organising any reprocessing, masks the importance of a given player's role.

Managers breaking environmental regulations receive heavy personal fines.

neutral

id_147

A company's environmental policy typically has a profound impact upon its standing in the community. There are legal regulations, with stiff penalties attached, which compel managers to ensure that any waste products are disposed of without contaminating the air or water supplies. In addition, employees can be educated about the inevitable commercial and social benefits of recycling paper and other substances produced as by-products of the manufacturing process. One popular method for gaining staff co-operation is the internal incentive scheme. These often target teams rather than individuals, since the interdependence of staff organising any reprocessing, masks the importance of a given player's role.

Certain organisations reduce profits by exceeding statutory environmental requirements.

neutral

id_148

A company's environmental policy typically has a profound impact upon its standing in the community. There are legal regulations, with stiff penalties attached, which compel managers to ensure that any waste products are disposed of without contaminating the air or water supplies. In addition, employees can be educated about the inevitable commercial and social benefits of recycling paper and other substances produced as by-products of the manufacturing process. One popular method for gaining staff co-operation is the internal incentive scheme. These often target teams rather than individuals, since the interdependence of staff organising any reprocessing, masks the importance of a given player's role.

The regard held for an organisation may be affected by its commitment to environmental issues.

entailment

id_149

A constellation is a group of stars that are often visible forming a pattern in the sky. The constellations visibility depends on a number of factors. The biggest factor is your position on the Earth, for example the constellation Cassiopeia is only visible in the northern hemisphere. As the Earth orbits the Sun, another significant factor affecting constellation visibility is the season on Earth. As the Earth rotates on its own axis, certain stars and constellations can appear to rise and fall in the night sky. Constellations that do not move in this manner are called circumpolar. This factor can allow people to navigate on the Earth using the positioning of the stars. This is especially useful during marine navigation as there are no visible landmarks. The most commonly used star fornavigation is the North Star Polaris, as its position is constant within the night sky. There are 12 constellations that take the form of animals or humans known as the zodiac signs. This is the basis for the origin of star signs in astrology, which suggests that human behaviour is influenced by the celestial phenomena. The star sign of a person represents the position of the sun at the moment of their birth. The zodiac sign which shares the same position as the sun in the sky becomes their star sign.

The constellation Cassiopeia is circumpolar

neutral

id_150

A constellation is a group of stars that are often visible forming a pattern in the sky. The constellations visibility depends on a number of factors. The biggest factor is your position on the Earth, for example the constellation Cassiopeia is only visible in the northern hemisphere. As the Earth orbits the Sun, another significant factor affecting constellation visibility is the season on Earth. As the Earth rotates on its own axis, certain stars and constellations can appear to rise and fall in the night sky. Constellations that do not move in this manner are called circumpolar. This factor can allow people to navigate on the Earth using the positioning of the stars. This is especially useful during marine navigation as there are no visible landmarks. The most commonly used star fornavigation is the North Star Polaris, as its position is constant within the night sky. There are 12 constellations that take the form of animals or humans known as the zodiac signs. This is the basis for the origin of star signs in astrology, which suggests that human behaviour is influenced by the celestial phenomena. The star sign of a person represents the position of the sun at the moment of their birth. The zodiac sign which shares the same position as the sun in the sky becomes their star sign.

Different constellations are visible from London and Sydney.

entailment

id_151

A constellation is a group of stars that are often visible forming a pattern in the sky. The constellations visibility depends on a number of factors. The biggest factor is your position on the Earth, for example the constellation Cassiopeia is only visible in the northern hemisphere. As the Earth orbits the Sun, another significant factor affecting constellation visibility is the season on Earth. As the Earth rotates on its own axis, certain stars and constellations can appear to rise and fall in the night sky. Constellations that do not move in this manner are called circumpolar. This factor can allow people to navigate on the Earth using the positioning of the stars. This is especially useful during marine navigation as there are no visible landmarks. The most commonly used star fornavigation is the North Star Polaris, as its position is constant within the night sky. There are 12 constellations that take the form of animals or humans known as the zodiac signs. This is the basis for the origin of star signs in astrology, which suggests that human behaviour is influenced by the celestial phenomena. The star sign of a person represents the position of the sun at the moment of their birth. The zodiac sign which shares the same position as the sun in the sky becomes their star sign.

Polaris is used for navigation as it is the brightest star in the sky

contradiction

id_152

A constellation is a group of stars that are often visible forming a pattern in the sky. The constellations visibility depends on a number of factors. The biggest factor is your position on the Earth, for example the constellation Cassiopeia is only visible in the northern hemisphere. As the Earth orbits the Sun, another significant factor affecting constellation visibility is the season on Earth. As the Earth rotates on its own axis, certain stars and constellations can appear to rise and fall in the night sky. Constellations that do not move in this manner are called circumpolar. This factor can allow people to navigate on the Earth using the positioning of the stars. This is especially useful during marine navigation as there are no visible landmarks. The most commonly used star fornavigation is the North Star Polaris, as its position is constant within the night sky. There are 12 constellations that take the form of animals or humans known as the zodiac signs. This is the basis for the origin of star signs in astrology, which suggests that human behaviour is influenced by the celestial phenomena. The star sign of a person represents the position of the sun at the moment of their birth. The zodiac sign which shares the same position as the sun in the sky becomes their star sign.

Star signs are chosen by the constellations visible at birth

contradiction

id_153

A constellation is a group of stars that are often visible forming a pattern in the sky. The constellations visibility depends on a number of factors. The biggest factor is your position on the Earth, for example the constellation Cassiopeia is only visible in the northern hemisphere. As the Earth orbits the Sun, another significant factor affecting constellation visibility is the season on Earth. As the Earth rotates on its own axis, certain stars and constellations can appear to rise and fall in the night sky. Constellations that do not move in this manner are called circumpolar. This factor can allow people to navigate on the Earth using the positioning of the stars. This is especially useful during marine navigation as there are no visible landmarks. The most commonly used star fornavigation is the North Star Polaris, as its position is constant within the night sky. There are 12 constellations that take the form of animals or humans known as the zodiac signs. This is the basis for the origin of star signs in astrology, which suggests that human behaviour is influenced by the celestial phenomena. The star sign of a person represents the position of the sun at the moment of their birth. The zodiac sign which shares the same position as the sun in the sky becomes their star sign.

Certain stars are not visible from the southern hemisphere

entailment

id_154

A cross-party committee of MPs proposed a compromise in an effort to resolve the stand-off over the reform of the rules on political donations. It stated that political parties should voluntarily agree a limit to donations from individuals, companies or trade unions, set lower spending limits for elections, increase the transparency of party finances, and vote to increase taxpayers support. The idea behind putting a ceiling on donations is to reduce the partys dependency on gifts from big organizations or wealthy individuals. There is agreement over the need for greater transparency and action that will prevent further loss of public confidence in the political establishment, because of the appearance of money buying power and influence.

It can be inferred from the passage that there is already a state subsidy paid towards political parties.

entailment

id_155

A cross-party committee of MPs proposed a compromise in an effort to resolve the stand-off over the reform of the rules on political donations. It stated that political parties should voluntarily agree a limit to donations from individuals, companies or trade unions, set lower spending limits for elections, increase the transparency of party finances, and vote to increase taxpayers support. The idea behind putting a ceiling on donations is to reduce the partys dependency on gifts from big organizations or wealthy individuals. There is agreement over the need for greater transparency and action that will prevent further loss of public confidence in the political establishment, because of the appearance of money buying power and influence.

The second sentence of the passage states the details of the stand-off between the political parties.

contradiction

id_156

A cross-party committee of MPs proposed a compromise in an effort to resolve the stand-off over the reform of the rules on political donations. It stated that political parties should voluntarily agree a limit to donations from individuals, companies or trade unions, set lower spending limits for elections, increase the transparency of party finances, and vote to increase taxpayers support. The idea behind putting a ceiling on donations is to reduce the partys dependency on gifts from big organizations or wealthy individuals. There is agreement over the need for greater transparency and action that will prevent further loss of public confidence in the political establishment, because of the appearance of money buying power and influence.

There is nothing in the passage that suggests that the major issues that remain unresolved between the parties relate to whether or not to cap all donations and whether or not to apply spending limits on both local and national elections.

entailment

id_157

A degree in law is one of the most wanted degrees by youth in India.

A degree in law is the first choice for youth in India.

contradiction

id_158

A degree in law is one of the most wanted degrees by youth in India.

A degree in law guarantees a good profession.

contradiction

id_159

A dependable state of peace between two populaces sharing the same region does not imply that the average life expectancy of humans will remain constant. Epidemics and natural disasters and unstable weather particularly in response to the 'greenhouse effect' and the subsequent cooling and warming of effected regions generate oscillations in mean life expectancy and lead populations to increase or decrease their averaged age.

Natural disasters are the indisputable cause of life expectancy oscillations.

contradiction

id_160

A dependable state of peace between two populaces sharing the same region does not imply that the average life expectancy of humans will remain constant. Epidemics and natural disasters and unstable weather particularly in response to the 'greenhouse effect' and the subsequent cooling and warming of effected regions generate oscillations in mean life expectancy and lead populations to increase or decrease their averaged age.

Average life expectancy decreases due to the cooling of some regions.

neutral

id_161

A dependable state of peace between two populaces sharing the same region does not imply that the average life expectancy of humans will remain constant. Epidemics and natural disasters and unstable weather particularly in response to the 'greenhouse effect' and the subsequent cooling and warming of effected regions generate oscillations in mean life expectancy and lead populations to increase or decrease their averaged age.

A peaceful region is likely to enjoy a higher average life expectancy than a region plagued by unstable weather.

neutral

id_162

A deterioration of adolescents mental health over the past 25 years has been reported. The rate of emotional problems such as anxiety and depression has increased by 60% among teenagers. Girls in particular are more likely to suffer emotional problems but the rate at which these problems have increased is far higher among boys. The increase is not explained by the increase in single parenthood. The increases were found across all types of family. Nor can the deterioration be put down to greater inequality, as again the rate of problems reported was consistent across social class. No differences were found in racial origin using a representative sample of adolescents suffering these problems from all the major ethnic groups.

The possible causes of the sharp decline in teenage health are not considered.

contradiction

id_163

A deterioration of adolescents mental health over the past 25 years has been reported. The rate of emotional problems such as anxiety and depression has increased by 60% among teenagers. Girls in particular are more likely to suffer emotional problems but the rate at which these problems have increased is far higher among boys. The increase is not explained by the increase in single parenthood. The increases were found across all types of family. Nor can the deterioration be put down to greater inequality, as again the rate of problems reported was consistent across social class. No differences were found in racial origin using a representative sample of adolescents suffering these problems from all the major ethnic groups.

The findings highlight a very widespread malaise.

entailment

id_164

A deterioration of adolescents mental health over the past 25 years has been reported. The rate of emotional problems such as anxiety and depression has increased by 60% among teenagers. Girls in particular are more likely to suffer emotional problems but the rate at which these problems have increased is far higher among boys. The increase is not explained by the increase in single parenthood. The increases were found across all types of family. Nor can the deterioration be put down to greater inequality, as again the rate of problems reported was consistent across social class. No differences were found in racial origin using a representative sample of adolescents suffering these problems from all the major ethnic groups.

The research is an example of a time trend study.

entailment

id_165

A diverging media Joe Swanberg makes films about the romantic lives of young urbanites. He shoots quickly with a digital camera and asks actors to wear their own clothes. His films, which tend to cost between $30,000 and $50,000 to make, are almost never shown in cinemas. Instead they are available on pay-television as video-on-demand, as downloads from iTunes (Apples digital store) or as DVDs. By keeping his costs down and distributing digitally, Mr Swanberg is making a living. Technology was expected to help young artists like Mr Swanberg. In 2006 Chris Anderson, the author of The Long Tail, predicted that the internet would vastly increase the supply of niche media products and bring audiences to them. That has certainly happened. But so has the opposite. In film, music, television and books, blockbusters are tightening their grip on audiences and advertisers. The growth of obscure products has come at the expense of things that are merely quite popular. The loser in a world of almost limitless entertainment choice is not the hit, but the near-miss. There are several reasons for this. Some are as old as Charles Dickens (or perhaps even Homer). People still want to have something to talk about with their friends. Thus American Idol and The X-Factor do pretty much as well as TV hits did ten years ago, New Moon set a new record at the box office and bestselling books sell better than ever. Research shows that people enjoy hits more than they do obscure stuff, often because they are the only thing that many people try in that genre: lucky Dan Brown and Katie Price. But some things are new. All that technology that has made niche content so much more accessible has also proved handy for pushing blockbusters. Missed Twilight, the predecessor of New Moon? There will be other chances to catch it, in a wide variety of formats. Technology helps hits zip around the world, too-even in the art market. Blockbusters are doing well not in spite of the fact that people have more choice in entertainment, but because of it. Imagine walking into a music shop containing 4m songs (the number available on We7, a free music-streaming service in Britain) or more than 10m (the choice on iTunes), all of them arranged alphabetically in plain boxes. The choice would be overwhelming. It is far easier to grab the thing everybody is talking about or that you heard on the radio that morning. Is this increasing polarisation into blockbusters and niches good or bad? It certainly makes life harder for media companies. In a world of growing entertainment options it is more important than ever to make a splash. Miss the top of the chart, even by a little, and your product ends up fighting for attention along with thousands-perhaps millions-of other offerings. That prospect makes for jitters and, sometimes, conservatism. Broadcast television programmes must succeed quickly or they will be cancelled. It is becoming even harder to talk studio bosses into approving some kinds of film. Want to make a complicated political drama, based on an original screenplay, with expensive actors in exotic locations? Good luck with that. Yet the challenge for the moguls is a boon to consumers. In the past firms made a lot of money supplying content that was not too objectionable to people who did not have much of a choice. In a world of hugely expanded options they cannot get away with this. These days there is rarely nothing good on television. So media companies must raise their game. Creative types who are accustomed to lavishing money on moderately appealing projects will have to do more with less. Or they must learn how to move between big-budget blockbusters and niche, small-budget fare, observing the different genre and budget constraints that apply in these worlds. A few forward-looking folk, such as Steven Soderbergh, a film-maker, are already doing this. Some will find shelter. Premium television channels such as HBO, which are built on passion more than popularity, offer some protection from chill market winds. So do state broadcasters like the BBC. Thinking people naturally deplore the rise of lowest-common-denominator blockbusters, and wish that more money were available to produce the kind of music, films and television programmes they like. The problem is that everybody has different ideas about exactly what they want to see. Some may thrill to a documentary about Leica cameras; others may want to spend an hour being told how to cook a better bouillabaisse. But not many want to do either of these things, which explains why such programmes are niche products. There are only a few things that can be guaranteed to delight large numbers of people. They are known as blockbusters.

Studio heads are less willing to make expensive films.

entailment

id_166

A diverging media Joe Swanberg makes films about the romantic lives of young urbanites. He shoots quickly with a digital camera and asks actors to wear their own clothes. His films, which tend to cost between $30,000 and $50,000 to make, are almost never shown in cinemas. Instead they are available on pay-television as video-on-demand, as downloads from iTunes (Apples digital store) or as DVDs. By keeping his costs down and distributing digitally, Mr Swanberg is making a living. Technology was expected to help young artists like Mr Swanberg. In 2006 Chris Anderson, the author of The Long Tail, predicted that the internet would vastly increase the supply of niche media products and bring audiences to them. That has certainly happened. But so has the opposite. In film, music, television and books, blockbusters are tightening their grip on audiences and advertisers. The growth of obscure products has come at the expense of things that are merely quite popular. The loser in a world of almost limitless entertainment choice is not the hit, but the near-miss. There are several reasons for this. Some are as old as Charles Dickens (or perhaps even Homer). People still want to have something to talk about with their friends. Thus American Idol and The X-Factor do pretty much as well as TV hits did ten years ago, New Moon set a new record at the box office and bestselling books sell better than ever. Research shows that people enjoy hits more than they do obscure stuff, often because they are the only thing that many people try in that genre: lucky Dan Brown and Katie Price. But some things are new. All that technology that has made niche content so much more accessible has also proved handy for pushing blockbusters. Missed Twilight, the predecessor of New Moon? There will be other chances to catch it, in a wide variety of formats. Technology helps hits zip around the world, too-even in the art market. Blockbusters are doing well not in spite of the fact that people have more choice in entertainment, but because of it. Imagine walking into a music shop containing 4m songs (the number available on We7, a free music-streaming service in Britain) or more than 10m (the choice on iTunes), all of them arranged alphabetically in plain boxes. The choice would be overwhelming. It is far easier to grab the thing everybody is talking about or that you heard on the radio that morning. Is this increasing polarisation into blockbusters and niches good or bad? It certainly makes life harder for media companies. In a world of growing entertainment options it is more important than ever to make a splash. Miss the top of the chart, even by a little, and your product ends up fighting for attention along with thousands-perhaps millions-of other offerings. That prospect makes for jitters and, sometimes, conservatism. Broadcast television programmes must succeed quickly or they will be cancelled. It is becoming even harder to talk studio bosses into approving some kinds of film. Want to make a complicated political drama, based on an original screenplay, with expensive actors in exotic locations? Good luck with that. Yet the challenge for the moguls is a boon to consumers. In the past firms made a lot of money supplying content that was not too objectionable to people who did not have much of a choice. In a world of hugely expanded options they cannot get away with this. These days there is rarely nothing good on television. So media companies must raise their game. Creative types who are accustomed to lavishing money on moderately appealing projects will have to do more with less. Or they must learn how to move between big-budget blockbusters and niche, small-budget fare, observing the different genre and budget constraints that apply in these worlds. A few forward-looking folk, such as Steven Soderbergh, a film-maker, are already doing this. Some will find shelter. Premium television channels such as HBO, which are built on passion more than popularity, offer some protection from chill market winds. So do state broadcasters like the BBC. Thinking people naturally deplore the rise of lowest-common-denominator blockbusters, and wish that more money were available to produce the kind of music, films and television programmes they like. The problem is that everybody has different ideas about exactly what they want to see. Some may thrill to a documentary about Leica cameras; others may want to spend an hour being told how to cook a better bouillabaisse. But not many want to do either of these things, which explains why such programmes are niche products. There are only a few things that can be guaranteed to delight large numbers of people. They are known as blockbusters.

We7 and iTunes are beginning to make life harder for blockbusters.

contradiction

id_167

A diverging media Joe Swanberg makes films about the romantic lives of young urbanites. He shoots quickly with a digital camera and asks actors to wear their own clothes. His films, which tend to cost between $30,000 and $50,000 to make, are almost never shown in cinemas. Instead they are available on pay-television as video-on-demand, as downloads from iTunes (Apples digital store) or as DVDs. By keeping his costs down and distributing digitally, Mr Swanberg is making a living. Technology was expected to help young artists like Mr Swanberg. In 2006 Chris Anderson, the author of The Long Tail, predicted that the internet would vastly increase the supply of niche media products and bring audiences to them. That has certainly happened. But so has the opposite. In film, music, television and books, blockbusters are tightening their grip on audiences and advertisers. The growth of obscure products has come at the expense of things that are merely quite popular. The loser in a world of almost limitless entertainment choice is not the hit, but the near-miss. There are several reasons for this. Some are as old as Charles Dickens (or perhaps even Homer). People still want to have something to talk about with their friends. Thus American Idol and The X-Factor do pretty much as well as TV hits did ten years ago, New Moon set a new record at the box office and bestselling books sell better than ever. Research shows that people enjoy hits more than they do obscure stuff, often because they are the only thing that many people try in that genre: lucky Dan Brown and Katie Price. But some things are new. All that technology that has made niche content so much more accessible has also proved handy for pushing blockbusters. Missed Twilight, the predecessor of New Moon? There will be other chances to catch it, in a wide variety of formats. Technology helps hits zip around the world, too-even in the art market. Blockbusters are doing well not in spite of the fact that people have more choice in entertainment, but because of it. Imagine walking into a music shop containing 4m songs (the number available on We7, a free music-streaming service in Britain) or more than 10m (the choice on iTunes), all of them arranged alphabetically in plain boxes. The choice would be overwhelming. It is far easier to grab the thing everybody is talking about or that you heard on the radio that morning. Is this increasing polarisation into blockbusters and niches good or bad? It certainly makes life harder for media companies. In a world of growing entertainment options it is more important than ever to make a splash. Miss the top of the chart, even by a little, and your product ends up fighting for attention along with thousands-perhaps millions-of other offerings. That prospect makes for jitters and, sometimes, conservatism. Broadcast television programmes must succeed quickly or they will be cancelled. It is becoming even harder to talk studio bosses into approving some kinds of film. Want to make a complicated political drama, based on an original screenplay, with expensive actors in exotic locations? Good luck with that. Yet the challenge for the moguls is a boon to consumers. In the past firms made a lot of money supplying content that was not too objectionable to people who did not have much of a choice. In a world of hugely expanded options they cannot get away with this. These days there is rarely nothing good on television. So media companies must raise their game. Creative types who are accustomed to lavishing money on moderately appealing projects will have to do more with less. Or they must learn how to move between big-budget blockbusters and niche, small-budget fare, observing the different genre and budget constraints that apply in these worlds. A few forward-looking folk, such as Steven Soderbergh, a film-maker, are already doing this. Some will find shelter. Premium television channels such as HBO, which are built on passion more than popularity, offer some protection from chill market winds. So do state broadcasters like the BBC. Thinking people naturally deplore the rise of lowest-common-denominator blockbusters, and wish that more money were available to produce the kind of music, films and television programmes they like. The problem is that everybody has different ideas about exactly what they want to see. Some may thrill to a documentary about Leica cameras; others may want to spend an hour being told how to cook a better bouillabaisse. But not many want to do either of these things, which explains why such programmes are niche products. There are only a few things that can be guaranteed to delight large numbers of people. They are known as blockbusters.

Blockbusters are not suffering despite the range of entertainment now available.

entailment

id_168

A diverging media Joe Swanberg makes films about the romantic lives of young urbanites. He shoots quickly with a digital camera and asks actors to wear their own clothes. His films, which tend to cost between $30,000 and $50,000 to make, are almost never shown in cinemas. Instead they are available on pay-television as video-on-demand, as downloads from iTunes (Apples digital store) or as DVDs. By keeping his costs down and distributing digitally, Mr Swanberg is making a living. Technology was expected to help young artists like Mr Swanberg. In 2006 Chris Anderson, the author of The Long Tail, predicted that the internet would vastly increase the supply of niche media products and bring audiences to them. That has certainly happened. But so has the opposite. In film, music, television and books, blockbusters are tightening their grip on audiences and advertisers. The growth of obscure products has come at the expense of things that are merely quite popular. The loser in a world of almost limitless entertainment choice is not the hit, but the near-miss. There are several reasons for this. Some are as old as Charles Dickens (or perhaps even Homer). People still want to have something to talk about with their friends. Thus American Idol and The X-Factor do pretty much as well as TV hits did ten years ago, New Moon set a new record at the box office and bestselling books sell better than ever. Research shows that people enjoy hits more than they do obscure stuff, often because they are the only thing that many people try in that genre: lucky Dan Brown and Katie Price. But some things are new. All that technology that has made niche content so much more accessible has also proved handy for pushing blockbusters. Missed Twilight, the predecessor of New Moon? There will be other chances to catch it, in a wide variety of formats. Technology helps hits zip around the world, too-even in the art market. Blockbusters are doing well not in spite of the fact that people have more choice in entertainment, but because of it. Imagine walking into a music shop containing 4m songs (the number available on We7, a free music-streaming service in Britain) or more than 10m (the choice on iTunes), all of them arranged alphabetically in plain boxes. The choice would be overwhelming. It is far easier to grab the thing everybody is talking about or that you heard on the radio that morning. Is this increasing polarisation into blockbusters and niches good or bad? It certainly makes life harder for media companies. In a world of growing entertainment options it is more important than ever to make a splash. Miss the top of the chart, even by a little, and your product ends up fighting for attention along with thousands-perhaps millions-of other offerings. That prospect makes for jitters and, sometimes, conservatism. Broadcast television programmes must succeed quickly or they will be cancelled. It is becoming even harder to talk studio bosses into approving some kinds of film. Want to make a complicated political drama, based on an original screenplay, with expensive actors in exotic locations? Good luck with that. Yet the challenge for the moguls is a boon to consumers. In the past firms made a lot of money supplying content that was not too objectionable to people who did not have much of a choice. In a world of hugely expanded options they cannot get away with this. These days there is rarely nothing good on television. So media companies must raise their game. Creative types who are accustomed to lavishing money on moderately appealing projects will have to do more with less. Or they must learn how to move between big-budget blockbusters and niche, small-budget fare, observing the different genre and budget constraints that apply in these worlds. A few forward-looking folk, such as Steven Soderbergh, a film-maker, are already doing this. Some will find shelter. Premium television channels such as HBO, which are built on passion more than popularity, offer some protection from chill market winds. So do state broadcasters like the BBC. Thinking people naturally deplore the rise of lowest-common-denominator blockbusters, and wish that more money were available to produce the kind of music, films and television programmes they like. The problem is that everybody has different ideas about exactly what they want to see. Some may thrill to a documentary about Leica cameras; others may want to spend an hour being told how to cook a better bouillabaisse. But not many want to do either of these things, which explains why such programmes are niche products. There are only a few things that can be guaranteed to delight large numbers of people. They are known as blockbusters.

Chris Andersons prediction in 2006 proved to be incorrect.

contradiction

id_169

A diverging media Joe Swanberg makes films about the romantic lives of young urbanites. He shoots quickly with a digital camera and asks actors to wear their own clothes. His films, which tend to cost between $30,000 and $50,000 to make, are almost never shown in cinemas. Instead they are available on pay-television as video-on-demand, as downloads from iTunes (Apples digital store) or as DVDs. By keeping his costs down and distributing digitally, Mr Swanberg is making a living. Technology was expected to help young artists like Mr Swanberg. In 2006 Chris Anderson, the author of The Long Tail, predicted that the internet would vastly increase the supply of niche media products and bring audiences to them. That has certainly happened. But so has the opposite. In film, music, television and books, blockbusters are tightening their grip on audiences and advertisers. The growth of obscure products has come at the expense of things that are merely quite popular. The loser in a world of almost limitless entertainment choice is not the hit, but the near-miss. There are several reasons for this. Some are as old as Charles Dickens (or perhaps even Homer). People still want to have something to talk about with their friends. Thus American Idol and The X-Factor do pretty much as well as TV hits did ten years ago, New Moon set a new record at the box office and bestselling books sell better than ever. Research shows that people enjoy hits more than they do obscure stuff, often because they are the only thing that many people try in that genre: lucky Dan Brown and Katie Price. But some things are new. All that technology that has made niche content so much more accessible has also proved handy for pushing blockbusters. Missed Twilight, the predecessor of New Moon? There will be other chances to catch it, in a wide variety of formats. Technology helps hits zip around the world, too-even in the art market. Blockbusters are doing well not in spite of the fact that people have more choice in entertainment, but because of it. Imagine walking into a music shop containing 4m songs (the number available on We7, a free music-streaming service in Britain) or more than 10m (the choice on iTunes), all of them arranged alphabetically in plain boxes. The choice would be overwhelming. It is far easier to grab the thing everybody is talking about or that you heard on the radio that morning. Is this increasing polarisation into blockbusters and niches good or bad? It certainly makes life harder for media companies. In a world of growing entertainment options it is more important than ever to make a splash. Miss the top of the chart, even by a little, and your product ends up fighting for attention along with thousands-perhaps millions-of other offerings. That prospect makes for jitters and, sometimes, conservatism. Broadcast television programmes must succeed quickly or they will be cancelled. It is becoming even harder to talk studio bosses into approving some kinds of film. Want to make a complicated political drama, based on an original screenplay, with expensive actors in exotic locations? Good luck with that. Yet the challenge for the moguls is a boon to consumers. In the past firms made a lot of money supplying content that was not too objectionable to people who did not have much of a choice. In a world of hugely expanded options they cannot get away with this. These days there is rarely nothing good on television. So media companies must raise their game. Creative types who are accustomed to lavishing money on moderately appealing projects will have to do more with less. Or they must learn how to move between big-budget blockbusters and niche, small-budget fare, observing the different genre and budget constraints that apply in these worlds. A few forward-looking folk, such as Steven Soderbergh, a film-maker, are already doing this. Some will find shelter. Premium television channels such as HBO, which are built on passion more than popularity, offer some protection from chill market winds. So do state broadcasters like the BBC. Thinking people naturally deplore the rise of lowest-common-denominator blockbusters, and wish that more money were available to produce the kind of music, films and television programmes they like. The problem is that everybody has different ideas about exactly what they want to see. Some may thrill to a documentary about Leica cameras; others may want to spend an hour being told how to cook a better bouillabaisse. But not many want to do either of these things, which explains why such programmes are niche products. There are only a few things that can be guaranteed to delight large numbers of people. They are known as blockbusters.

Joe Swanberg makes romantic films for the cinema.

contradiction

id_170

A divide has emerged between those supporting and those opposing active forest management as concerns about the environmental problems resulting from deforestation have increased. There is currently a large volume of research regarding the management of forest ecosystems, tree breeding and the selection of species and varieties. This was partially related to the passing of forestry laws in the majority of Western nations in the 20th century which was in response to growing conservationist social ideals and the technological advances of logging companies. Reforestation is one way to apply modern forestry whereby trees are planted and cultivated in a designated area. Further to this, damage to property, human injury and even death can be prevented with the application of good forestry.

Good forestry cannot prevent loss of human life

contradiction

id_171

A divide has emerged between those supporting and those opposing active forest management as concerns about the environmental problems resulting from deforestation have increased. There is currently a large volume of research regarding the management of forest ecosystems, tree breeding and the selection of species and varieties. This was partially related to the passing of forestry laws in the majority of Western nations in the 20th century which was in response to growing conservationist social ideals and the technological advances of logging companies. Reforestation is one way to apply modern forestry whereby trees are planted and cultivated in a designated area. Further to this, damage to property, human injury and even death can be prevented with the application of good forestry.

Modern forestry can be used to aid planting and reforestation.

entailment

id_172

A divide has emerged between those supporting and those opposing active forest management as concerns about the environmental problems resulting from deforestation have increased. There is currently a large volume of research regarding the management of forest ecosystems, tree breeding and the selection of species and varieties. This was partially related to the passing of forestry laws in the majority of Western nations in the 20th century which was in response to growing conservationist social ideals and the technological advances of logging companies. Reforestation is one way to apply modern forestry whereby trees are planted and cultivated in a designated area. Further to this, damage to property, human injury and even death can be prevented with the application of good forestry.

Reforestation is the most important aspect of modern forestry

neutral

id_173

A few 'Safe As Houses' alarms have been redesigned in an attempt to reduce the large number of complaints where alarms have sounded by accident. One of the new types of alarm is less sensitive than its predecessors. Studies have shown that these newer alarms are rarely activated for no apparent reason. 'Safe As Houses' still sells a number of the original, sensitive alarm systems, because the increase in threshold for motion detection means that the new style alarms may fail to register a break-in where limited force is being used.

The new alarm systems should reduce the number of accidental soundings by at least a half.

neutral

id_174

A few 'Safe As Houses' alarms have been redesigned in an attempt to reduce the large number of complaints where alarms have sounded by accident. One of the new types of alarm is less sensitive than its predecessors. Studies have shown that these newer alarms are rarely activated for no apparent reason. 'Safe As Houses' still sells a number of the original, sensitive alarm systems, because the increase in threshold for motion detection means that the new style alarms may fail to register a break-in where limited force is being used.

Sensitive alarms sounding inappropriately have irritated some people in the past.

neutral

id_175

A few 'Safe As Houses' alarms have been redesigned in an attempt to reduce the large number of complaints where alarms have sounded by accident. One of the new types of alarm is less sensitive than its predecessors. Studies have shown that these newer alarms are rarely activated for no apparent reason. 'Safe As Houses' still sells a number of the original, sensitive alarm systems, because the increase in threshold for motion detection means that the new style alarms may fail to register a break-in where limited force is being used.

All of the company's alarm systems are now less sensitive.

contradiction

id_176

A few decades ago, researchers of evolutionary psychology held the idea thatevolution was primarily a gradual, geologically paced force. More recentstudies, however, have found evidence of speedy evolutionary change inanimals, as well as hundreds of changes in the human genome that appearedwithin tens of thousands, rather than over hundreds of thousands or evenmillions of years. It seems implausible that all of that change has been goingon without changing how the brain works. Culturally facilitated changes indiet, to aspects of modern living that inadvertently promoted the spread ofdiseases have left their mark on the human genome which, in turn, isexpressed in the human brain. Early evolutionary psychologists had favored a"jukebox" model of the brain, in which it contains any number of evolved, preprogrammed behaviors waiting to be set off by various stimuli. Today, researchers instead argue for a human mind which is much more plastic, more akin to a collection of musical instruments awaiting a jam session; thetune they will play depends more on developmental and cultural experiencesthan on engrained compositions.

Rapid evolutionary change is evident in humans

entailment

id_177

A few decades ago, researchers of evolutionary psychology held the idea thatevolution was primarily a gradual, geologically paced force. More recentstudies, however, have found evidence of speedy evolutionary change inanimals, as well as hundreds of changes in the human genome that appearedwithin tens of thousands, rather than over hundreds of thousands or evenmillions of years. It seems implausible that all of that change has been goingon without changing how the brain works. Culturally facilitated changes indiet, to aspects of modern living that inadvertently promoted the spread ofdiseases have left their mark on the human genome which, in turn, isexpressed in the human brain. Early evolutionary psychologists had favored a"jukebox" model of the brain, in which it contains any number of evolved, preprogrammed behaviors waiting to be set off by various stimuli. Today, researchers instead argue for a human mind which is much more plastic, more akin to a collection of musical instruments awaiting a jam session; thetune they will play depends more on developmental and cultural experiencesthan on engrained compositions.

Living conditions of humans have affected the human genome.

entailment

id_178

A few decades ago, researchers of evolutionary psychology held the idea thatevolution was primarily a gradual, geologically paced force. More recentstudies, however, have found evidence of speedy evolutionary change inanimals, as well as hundreds of changes in the human genome that appearedwithin tens of thousands, rather than over hundreds of thousands or evenmillions of years. It seems implausible that all of that change has been goingon without changing how the brain works. Culturally facilitated changes indiet, to aspects of modern living that inadvertently promoted the spread ofdiseases have left their mark on the human genome which, in turn, isexpressed in the human brain. Early evolutionary psychologists had favored a"jukebox" model of the brain, in which it contains any number of evolved, preprogrammed behaviors waiting to be set off by various stimuli. Today, researchers instead argue for a human mind which is much more plastic, more akin to a collection of musical instruments awaiting a jam session; thetune they will play depends more on developmental and cultural experiencesthan on engrained compositions.

The more "plastic" model of the brain is capable of many more responses than is the "jukebox" model.

neutral

id_179

A few decades ago, researchers of evolutionary psychology held the idea thatevolution was primarily a gradual, geologically paced force. More recentstudies, however, have found evidence of speedy evolutionary change inanimals, as well as hundreds of changes in the human genome that appearedwithin tens of thousands, rather than over hundreds of thousands or evenmillions of years. It seems implausible that all of that change has been goingon without changing how the brain works. Culturally facilitated changes indiet, to aspects of modern living that inadvertently promoted the spread ofdiseases have left their mark on the human genome which, in turn, isexpressed in the human brain. Early evolutionary psychologists had favored a"jukebox" model of the brain, in which it contains any number of evolved, preprogrammed behaviors waiting to be set off by various stimuli. Today, researchers instead argue for a human mind which is much more plastic, more akin to a collection of musical instruments awaiting a jam session; thetune they will play depends more on developmental and cultural experiencesthan on engrained compositions.

It is believed that changes in genes result in changes in the brain.

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id_180

A fruit basket contains more apples than lemons. There are more lemons in the basket than there are oranges.

The basket contains more apples than oranges.

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id_181

A good marketing strategy ensures that organisations optimally utilise their resources to increase sales and achieve a sustainable competitive advantage

Bad marketing strategies do not provide a competitive advantage.

neutral

id_182

A good marketing strategy ensures that organisations optimally utilise their resources to increase sales and achieve a sustainable competitive advantage

Good marketing strategies consume significant amounts of resources.

neutral

id_183

A good marketing strategy ensures that organisations optimally utilise their resources to increase sales and achieve a sustainable competitive advantage

A long term competitive advantage is indicative of a good marketing strategy.

entailment

id_184

A good salesperson should always learn something about the company, and even the individuals, behind the product he or she is selling. Confidence in a product depends in part on confidence in the integrity, competence, and commitment of those who manufacture and distribute that product. Salespeople should therefore familiarise themselves with the principal personalities behind a company, gaining an understanding of its personnel structure and the functions, duties, and experience of key individuals within the business. It is also useful to know something of the history and development of the company, as well as being aware of its present reputation, and to be familiar with the company's particular practices and policies. As well as providing a more thorough knowledge of the product, this information can help to form the basis of an effective sales pitch.

Knowledge of a company's reputation is not useful for salespeople.

contradiction

id_185

A good salesperson should always learn something about the company, and even the individuals, behind the product he or she is selling. Confidence in a product depends in part on confidence in the integrity, competence, and commitment of those who manufacture and distribute that product. Salespeople should therefore familiarise themselves with the principal personalities behind a company, gaining an understanding of its personnel structure and the functions, duties, and experience of key individuals within the business. It is also useful to know something of the history and development of the company, as well as being aware of its present reputation, and to be familiar with the company's particular practices and policies. As well as providing a more thorough knowledge of the product, this information can help to form the basis of an effective sales pitch.

The personal traits and abilities of a company's personnel can influence the confidence people have in their product.

entailment

id_186

A good salesperson should always learn something about the company, and even the individuals, behind the product he or she is selling. Confidence in a product depends in part on confidence in the integrity, competence, and commitment of those who manufacture and distribute that product. Salespeople should therefore familiarise themselves with the principal personalities behind a company, gaining an understanding of its personnel structure and the functions, duties, and experience of key individuals within the business. It is also useful to know something of the history and development of the company, as well as being aware of its present reputation, and to be familiar with the company's particular practices and policies. As well as providing a more thorough knowledge of the product, this information can help to form the basis of an effective sales pitch.

It is helpful to have knowledge of the background, policies and reputation of a company when developing an effective sales pitch.

entailment

id_187

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Businesses are paying more attention to how people choose brands and products.

contradiction

id_188

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

In the past, the focus of marketing was on how customers chose brands.

entailment

id_189

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Compared to encouraging existing customers to expand the use of a product, attracting customers from competitors has stronger cost effectiveness.

entailment

id_190

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

The cost of purchasing insurance is decreasing.

neutral

id_191

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

In the near future, more insurance companies are likely to be forced out of business.

neutral

id_192

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

In the long term, companies that are able to react to changes prudently will eventually win.

neutral

id_193

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Flawless speeches are always persuasive.

contradiction

id_194

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Farsightedness is connected with low intelligence.

neutral

id_195

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Including tax-concerned crimes into treaties of extradition can help fight drug dealers.

entailment

id_196

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

To a large extent, intelligence is inherited.

neutral

id_197

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Less democratic countries are unlikely to oppose extradition cased by tax-concerned crimes.

neutral

id_198

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

It is usually better to have a good speaker who Is less of an expert than a poor expert who Is a real expert.

neutral

id_199

A government organisation that monitors the trading of narcotics has recently released report, declaring tax evasion should be included in all treaties of extradition as an important step of fighting drug trafficking and money laundering. This organisation claims that, to fight international drug dealers, it is very Important to curb money laundering, while most money laundering involves tax evasion. Many countries have not included tax evasion into treaties of extradition while less democratic countries are unlikely to extradite criminals because of tax-concerned crimes.

Members of some families are more likely to have nearsightedness.

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