More and more, the operations of our businesses, governments, and financial institutions are controlled by information that exists only inside computer memories. Anyone clever enough to modify this information for his own purposes can reap substantial rewards. Even worse, a number of people who have done this and been caught at it have managed to get away without punishment.
    It’s easy for computer crimes to go undetected if no one checks up on what the computer is doing. But even if the crime is detected, the criminal may walk away not only unpunished but with a glowing recommendation from his former employers.
    Of course, we have no statistics on crimes that go undetected. But it’s disturbing to note how many of the crimes we do know about were detected by accident, not by systematic inspections or other security procedures. The computer criminals who have been caught may been the victims of uncommonly bad luck.
    For example, a certain keypunch (键盘打孔) operator complained of having to stay overtime to punch extra cards. Investigation revealed that the extra cards she was being asked to punch were for dishonest transactions. In another case, dissatisfied employees of the thief tipped off (向…透露) the company that was being robbed.
    Unlike other lawbreakers, who must leave the country, commit suicide, or go to jail, computer criminals sometimes escape punishment, demanding not only that they not be charged but that they be given good recommendations and perhaps other benefits. All too often, their demands have been met.
    Why? Because company executives are afraid of the bad publicity that would result if the public found out that their computer had been misused. They hesitate at the thought of a criminal boasting in open court of how he juggled (耍弄) the most confidential records right under the noses of the company’s executives, a accountant, and security staff. And so another computer criminal departs with just the recommendations he needs to continue his crimes elsewhere.

    Clothes play a critical part in the conclusions we reach by providing clues to who people are, who they are not, and who they would like to be. They tell us a good deal about the wearer’s background, personality, status, mood, and social outlook.
    Since clothes are such an important source of social information, we can use them to manipulate people’s impression of us. Our appearance assumes particular significance in the initial phases of interaction that is likely to occur. An elderly middle class man or woman may be alienated (疏远…) by a young adult who is dressed in an unconventional manner, regardless of the person’s education, background, or interests.
    People tend to agree on what certain types of clothes mean. Adolescent girls can easily agree on the lifestyles of girls who wear certain outfits (套装), including the number of boyfriends they likely have had and whether they smoke or drink. Newscasters, or the announcers who read the news on TV, are considered to be more convincing, honest, and competent when they are dressed conservatively. And collage students who view themselves as taking an active role in their inter-personal relationships say they are concerned about the costumes they must wear to play these roles successfully. Moreover, many of us can relate instances in which the clothing we wore changed the way we felt about ourselves and how we act ed. Perhaps you have used clothing to gain confidence when you anticipated a stressful situation, such as a job interview, or a court appearance.
    In the workplace, men have long had well defined precedents and role models for achieving success. It has been otherwise for women. A good many women in the business world are uncertain about the appropriate mixture of “masculine” and “feminine” attributes they should convey by their professional clothing. The variety of clothing alternatives to women has also been greater than that avail able for men. Male administrators tend to judge women more favorably for managerial positions when the women display less “feminine” grooming (打扮)-shorter hair, moderate use of make up, and plain tailored clothing. As one male administrator confessed, “An attractive woman is definitely going to get a longer interview, but she won’t get a job.”

    The more women and minorities make their way into the ranks of management, the more they seem to want to talk about things formerly judged to be best left unsaid. The newcomers also tend to see office matters with a fresh eye, in the process sometimes coming up with critical analyses of the forces that shape everyone’s experience in the organization.
    Consider the novel views of Harvey Coleman of Atlanta on the subject of getting ahead. Coleman is black. He spent 11 years with IBM, half of them working in management development, and now serves as a consultant to the likes of AT&T, Coca Cola, Prudential, and Merch. Coleman says that based on what he’s seen at big companies, he weighs the different elements that make for long term career success as follows: performance counts a mere 10%, image, 30%; and exposure, a full 60%. Coleman concludes that excellent job performance is so common these days that while doing your work well may win you pay increases, it won’t secure you the big promotion. He finds that advancement more often depends on how many people know you and your work, and how high up they are.
    Ridiculous beliefs? Not to many people, especially many women and members of minority races who, like Coleman, feel that the scales (障眼物) have dropped from their eyes. “Women and blacks in organizations work under false beliefs,” says Kaleel Jamison, a New York based management consultant who helps corporations deal with these issues. “They think that if you work hard, you’ll get ahead—that someone in authority will reach down and give you a promotion.” She adds, “Most women and blacks are so frightened that people will think they’ve gotten ahead because of their sex or color that they play down (使不突出) their visibility.” Her advice to those folks: learn the ways that white males have traditionally used to find their way into the spotlight.

    Joe Templer should have known better: after all, he works for a large auto insurance company. It won’t hurt to leave the key in the truck this once, he thought, as he filled his gas tank at a self service gas station. But moments latter as he was paying the money he saw the truck being driven away.
In 1987, 1.6 million motor vehicles were stolen in the United States-one every 20 seconds. If current trends continue, experts predict annual vehicle thefts could exceed two million by the end of the decade.
Vehicle theft is a common phenomenon, which has a direct impact on over four million victims a year. The cost is astonishing.
    Many police officials blame professional thieves for the high volume of thefts. It is a major money maker for organized crime. Typically, stolen cars are taken to pieces and the parts sold to individuals. But as many as 200,000 cars a re smuggled out of the country every year. Most go to Latin America, the Middle East and Europe.
    Only about 15 percent car thefts result in an arrest, because few police departments routinely conduct in depth auto investigations. When thieves are arrested, judges will often sentence them to probation (缓刑), not immediately put them in prison because the prisons are overcrowded with violent criminals.
    One exception is a Michigan program that assigns 92 police officers to work full time on the state’s 65,000 car theft cases a year. Since 1986, when the effort began, the state’s auto theft rate has fallen from second in the nation to ninth.
    How can you protect your car? If you live in a high theft area or drive an expensive model, consider a security system. It may cost anywhere from $25 to $1,000. Some systems engage automatically simply removing the key disables the fuel pump and the starter. When cars are equipped with such systems, thefts may drop by one third. In some states, you may be able to use a device that transmits radio signals, allowing stolen cars to be tracked by police.
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Haste Makes Waste.