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唐传奇是怎样一种文体?

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参考答案:

传奇是唐代开始流行的文言短篇小说,作者大多以记、传名篇,以史家笔法,传奇闻异事。如《柳毅传》。唐传奇的发展大体可分为三个阶段:初、盛唐时代为发轫期,也是由六朝志怪小说到成熟的唐传奇之间的一个过渡阶段,作品数量少,艺术表现上也不够成熟。现存主要作品有王度的《古镜记》、无名氏的《补江总白猿传》、张的《游仙窟》。中唐时代为兴盛期,从唐代宗到宣宗这100年间,名家名作蔚起,唐传奇的大部分作品都产生在这个时期。元稹、白居易、白行简、陈鸿、李绅等人更以诗人兼传奇家的身份,将歌行与传奇配合起来,用不同体裁不同方式来描写同一事件(如元稹的《莺莺传》、白行简的《李娃传》、陈鸿的《长恨歌传》,都有与之相配的长篇歌行),从而既提高了传奇的地位,也扩大了传奇的影响。晚唐时代开始退潮,出现了由盛转衰的局面。虽然此期作品数量仍然不少,并出现了不少传奇专集,如袁郊的《甘泽谣》、皇甫枚的《三水小牍》、裴铏的《传奇》、薛用弱的《集异记》、李复言的《续玄怪录》等,但这些作品大多篇幅短小,内容单薄,或搜奇猎异,或言神志怪,思想和艺术成就都失去了前一个时期的光彩。

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Bush’s MBA


Twenty-six of 42 presidents, including Bill Clinton, were lawyers. Seven were generals. George W. Bush becomes the first with an MBA.
Those who have had Bush for a boss since the mid-1980s—in the (1) of oil, baseball and Texas state government—describe his management (2) as straight from the pages of the organizational-behavior (3) he studied while getting his masters of business administration (4) at Harvard University in 1975.
He manages by what is known (5) "walking around," having learned that sitting behind a desk and passing out memos does (6) to energize anyone.
He has a reputation for fueling "creative tension" (7) his subordinates, encouraging them to take and defend opposing (8) . That sacrifices harmony, but puts ideas to the test and lets Bush (9) above the fray, where he can offer guidance instead of barking (10) . Imagine the creative tension that may erupt (11) the likes of Secretary of State-designate Colin Powell and Defense Secretary— (12) Donald Rumsfeld.
Above all, former employees say that he is a master at delegating (13) installing measures of accountability—ways of knowing (14) subordinates are getting the job done without looking (15) any shoulders. That frees Bush for strategic thinking—perhaps (16) two words hammered into MBA students most—which means thinking (17) to seize opportunities and to derail threats to the best of plans.
"George was my (18) ," says Tom Schieffer, who served as president of the Texas Rangers under Bush (19) 1991 and 1995. "But he never made me feel that way. He went out of his way to treat me as a (20) , not a subordinate."
That’s one trait that might be of concern, says Michael Useem, director of the Wharton Center for Leadership and Change at the University of Pennsylvania. It’s important for subordinates to feel part of the team, but not just because the boss craves popularity. Just as in the military, it must be understood who is in charge when the final order is given.