下列有关救生服的叙述正确的是（）。 Ⅰ．应为船员配备合适尺寸的救生服； Ⅱ．遥远的工作站附近的救生艇筏（如船首附加救生筏）也应配备至少2套； Ⅲ．在更换船员时，需立即对救生服试穿，如果不能完整包覆身体，则应为船员重新配备救生服； Ⅳ．为救生艇筏和工作站存放的救生服，也应由操作人员或经常值班的人员进行试穿。
下列有关救生服的叙述正确的是（）。
Ⅰ．应为船员配备合适尺寸的救生服；
Ⅱ．遥远的工作站附近的救生艇筏（如船首附加救生筏）也应配备至少2套；
Ⅲ．在更换船员时，需立即对救生服试穿，如果不能完整包覆身体，则应为船员重新配备救生服；
Ⅳ．为救生艇筏和工作站存放的救生服，也应由操作人员或经常值班的人员进行试穿。
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Tony Ronzone likes to boast that he knows a word or two in several foreign languages. He might be better off if he didn’t try to use them all at once. A few weeks ago, Ronzone, director of international scouting for the NBA champion Detroit Pistons, appeared at a basketball clinic in Mexico, where he attempted to teach a young Spanish-speaking prospect how best to position himself around the rim. "Demand the qiu!" Ronzone shouted. "Get your cerveza under the basket!" Qiu is Chinese for ball. Cerveza means beer in Spanish. Ronzone may have confused cetveza with cabeza, Spanish for head, though he admits, "I’m not sure I knew that." The irony that the world’s best international basketball scout is also the world’s worst student of foreign languages is not lost on Ronzone’s peers. "He can’t speak any language at all," laughs John Hammond, the Pistons’ vice president of basketball operations. "Yet he travels to those obscure places and builds lasting relationships with all kinds of people. It’s amazing." Adds Donn Nelson, the president of basketball operations for the Dallas Mavericks and one of Ronzone’s old friends: "Tony’s success is a tribute to his personality. He’s just—I guess the word is unembarrassable." Most people think of scouting as the ability to recognize talent. This—it turns out—is relatively easy. Good basketball players are usually quite tall, quite fast and quite skillful at shooting a basketball. The difficult part in a world of 6 billion people is actually finding those who are tall, fast and coordinated, and the extremely difficult part is finding them before the competition does. Ronzone has conquered this problem despite his afflicted tongue by building a global network of coaches, journalists and friends who tip him off to the location of the world’s most gifted young players. In order to stay ha touch with more than 400 people on five continents in a meaningful way, one has to have a certain natural enthusiasm. "An uptight guy would not succeed at this job," says Pistons president Joe Dumars. "Tony will try every single food and drink. He’ll smile. He’ll laugh. He’s easy to like." It’s true. When Ronzone arrives in a country—friendless and unannounced—his strategy for expanding his network frequently consists of walking up to people, saying hello and starting to talk about basketball in his train-wreck sentences. More often than not, they talk back. As a rule, Ronzone looks for the same things most scouts look for: hand skills, shooting and footwork. Unlike most scouts, though, he never takes notes while evaluating players and usually refrains from asking a coach questions until a third or fourth meeting. "The big reason is respect," he says, "Some guys go to practices and they focus on one player and scribble a bunch of notes; it comes off arrogant." With so many people helping him find talent and keep secrets, Ronzone now spends as much time maintaining contacts as scouting players. Some of the favors he does are fairly minor. When an Israeli journalist be knows asks for an interview with a Pistons player, Ronzone sets it up instantly. "It’s easy for me to do," he says, "and there are a couple of players over there I really like. This guy could help me find out their contact info, or at least get me some good falafel."
A. he must build a global network of coaches, journalists and friends. B. he has to have the ability to recognize talents. C. he must travel all over the world to look for the promising young players. D. he has to find the gifted young players before they are found by other scouts.
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