单选题According to the passage, the lawyer should

单选题Most firms' annual general meetings (AGMs) owe more to North Korea than ancient Greece. By long-standing tradition, bosses make platitudinous speeches, listen to lone dissidents with the air of psychiatric nurses towards patients and wait for their own proposals to be rubber-stamped by the proxy votes of obedient institutional investors. According to Manifest, a shareholder-advice firm, 97% of votes cast across Europe last year backed management. So should corporate democrats be cheered by the rebellion over pay at Royal Dutch Shell? At the oil giant's AGM on May 19th, 59% of voting shareholders sided against pay packages for top executives. In particular they disliked 4.2 million ($ 5.8 million) in shares dished out to five executives, which comprised about 12% of their total pay for 2008．Under the firm's rules, such awards should be granted only if Shell's total return in the year is in the top three of its peer group. In 2007 and 2008, Shell came a very close fourth, so the firm decided to pay out anyway. Shell is hardly a poster child for malfeasance: it is performing well, its pay is similar to that at other big oil firms and its shareholders previously gave directors discretion to bend the rules. They have used it to cut pay in the past. Still, although the vote is not binding, it is seriously embarrassing. The turnout was decent, at about 50%, and several big fund managers were clearly furious. The payouts have already been made and probably cannot be reversed, but Shell will be in disgrace for a while. Jorma Ollila, its chairman, said he took the vote "very seriously" and promised to "reflect carefully". After GSK, a British drugs firm, had a rebellion on pay in 2003, it completely redrew its pay policy. It is not just Shell that is facing unrest. Rough markets and a wider political uproar over pay have fuelled discontent across corporate Europe. Almost half of the voting shareholders at BP, another oil giant, failed to support its pay policies in April. At Rio Tinto, a mining firm with a habit of digging holes for itself, a fifth of voting shareholders rejected its remuneration policy. So far this year 15% of votes cast on pay in Britain have dissented, compared with 7% last year. In continental Europe owners are grumpy, too: in February almost a third of voting shareholders at Novartis, a Swiss drugs firm, demanded the right to approve its remuneration policy each year. But taking bosses to task for their ever-escalating salaries is not a substitute for keen oversight of performance and strategy. At Royal Bank of Scotland, which had to be rescued by taxpayers last year, 90% of voting shareholders rejected its pay policies last month. Yet back in August 2007, 95% of them ticked the box in support of the acquisition of ABN AMRO, the deal that brought the bank to its knees.

单选题With the increasing pace of economic globalization and competition among various countries in the market, information, technology, professionals, capital and other types of economic resources is becoming increasingly evident. International (1) is becoming progressively (2) . Previously (3) competition among enterprises in different countries is growing gradually into competition among governments that finds expression in a concentrated form. Previous (4) contention for enterprises' interests in the world market now evidences itself in the contention for (5) interests. In this new situation, to (6) national interests and to enable a country to be constantly in a favorable position in the international market, the most important thing is to have a highly (7) government that (8) the full trust of citizens. The basic objective of the study of the "government administration" is to (9) the competitive edge of a government in the international market, to (10) the efficiency and quality of government administrative behaviors, and to enhance the skills and the efficiency of government policy operations. The evident (11) between government administration and enterprise management lies in the fact (12) the former is a macro-activity and represents the overall national interests. Considering this from the (13) of the theory of behavioral efficiency function, the degree of the efficiency and quality of government administrative behaviors and the standard of the skills and the efficiency of government policy operations have a direct (14) on the amount of national interests and the degree of security and happiness of its people. Thus, to (15) the level of overall national interests requires a highly efficient enterprise management and a high-quality enterprise group with significant core competitiveness. More importantly, it requires highly efficient government administration and the government's international competitiveness to have a (16) advantage. For China, a country that is still in the (17) of "shift in the mode of growth" and "transformation in the system", the fundamental (18) to turn this objective into a (19) is to make innovations in government administration. So, against the (20) backgrounds of economic globalization and the domestic economic transformation, how should we make innovations in government administration? I think many things can be done in this regard. Yet the most important thing is to effect the change of the concept, functions, forms and the institution of government administration.

单选题When could the risk of asbestos disappeared according to the passage?

单选题{{B}}Text 4{{/B}} The question of where insights come from has become a hot topic in neuroscience, despite the fact that they are not easy to induce experimentally in a laboratory. Dr. Bhattacharya and Dr. Sheth have taken a creative approach. They have selected some brain-teasing but practical problems in the hope that these would get closer to mimicking real insight: To qualify, a puzzle had to be simple, not too widely known and without a methodical solution. The researchers then asked 18 young adults to try to solve these problems while their brainwaves were monitored using an electroencephalograph (EEG). A typical brain-teaser went like this. There are three light switches on the ground-floor wall of a three-storey house. Two of the switches do nothing, but one of them controls a bulb on the second floor. When you begin, the bulb is off. You can only make one visit to the second floor. How do you work out which switch is the one that controls the light? This problem, or one equivalent to it, was presented on a computer screen to a volunteer when that volunteer pressed a button. The electrical activity of the volunteer’s brain (his brainwave pattern) was recorded by the EEG from the button’s press. Each volunteer was given 30 seconds to read the puzzle and another 60 to 90 seconds to solve it. Some people worked it out; others did not. The significant point, though, was that the EEG predicted who would fall where. Those volunteers who went on to have an insight (in this case that on their one and only visit to the second floor they could use not just the light hut the heat produced by a bulb as evidence of an active switch) had had different brainwave activity from those who never got it. In the right frontal cortex, a part of the brain associated with shifting mental states, there was an increase in high-frequency gamma waves (those with 47-48 cycles a second). Moreover, the difference was noticeable up to eight seconds before the volunteer realised he had found the solution. Dr. Sheth thinks this may he capturing the “transformational thought” in action, before the brain’s “owner” is consciously aware of it. This finding poses fascinating questions about how the brain really works. Conscious thought, it seems, does not solve problems. Instead, unconscious processing happens in the background and only delivers the answer to consciousness once it has been arrived at. Food for further thought, indeed.

单选题It can be inferred from the passage that the methods used by psychohistorians probably prevent them from_______

单选题A narrowing of your work interests is implied in almost any transition from a study environment to managerial or professional work. In the humanities and social sciences you will at best reuse only a fraction of the material 1 in three or four years" study. In most career paths academic knowledge only 2 a background to much more applied decision-making. Even with a "training" form of degree, 3 a few of the procedures or methods 4 in your studies are likely to be continuously relevant in your work. Partly this 5 the greater specialization of most work tasks compared 6 studying. Many graduates are not 7 with the variety involved in 8 from degree study in at least four or five subjects a year to very standardized job 9 Academic work values 10 inventiveness, originality, and the cultivation of self-realization and self-development. Emphasis is placed 11 generating new ideas and knowledge, assembling 12 information to make a "rational" decision, appreciating basic 13 and theories, and getting involved in fundamental controversies and debates. The humanistic values of higher 14 encourages the feeling of being 15 in a process with a self-developmental rhythm. 16 , even if your employers pursue enlightened personnel development 17 and invest heavily in "human capital"—for example, by rotating graduate trainees to 18 their work experiences—you are still likely to notice and feet 19 about some major restrictions of your 20 and activities compared with a study environment.

单选题The richest man in America stepped to the podium and declared war on the nation's school systems. High schools had become "obsolete" and were "limiting—even ruining—the lives of millions of Americans every year. " The situation had become "almost shameful. " Bill Gates, prep-school grad and college dropout, had come before the National Governors Association seeking converts to his plan to do something about it—a plan he would back with $ 2 billion of his own cash. Gates's speech, in February 2005, was a signature moment in what has become a decade-long campaign to improve test scores and graduation rates, waged by a loose alliance of wealthy CEOs who arrived with no particular background in education policy—a fact that has led critics to dismiss them as "the billionaire boys' club. " Their bets on poor urban schools have been as big as their egos and their bank accounts. Has this big money made the big impact that they—as well as teachers, administrators, parents, and students—hoped for? The results, though mixed, are dispiriting proof that money alone can't repair the desperate state of urban education. For all the millions spent on reforms, nine of the 10 school districts studied substantially trailed their state's proficiency and graduation rates—often by 10 points or more. That's not to say that the urban districts didn't make gains. The good news is many did improve and at a rate faster than their states' 60 percent of the time—proof that the billionaires made some solid bets. But those spikes up weren't enough to erase the deep gulf between poor, inner-city schools, where the big givers focused, and their suburban and rural counterparts. "A lot of things we do don't work out," admitted Broad, a product of Detroit public schools and Michigan State who made a fortune in home building and financial services: "But we can take the criticism. " The confidence that marked Gates's landmark speech to the governors' association in 2005 has given way to humility. The billionaires have not retreated. But they have retooled, and learned a valuable lesson about their limitations. "It's so hard in this country to spread good practice. When we started funding, we hoped it would spread more readily," acknowledges Vicki Phillips, the director of K-12 education at the Bill ＆ Melinda Gates Foundation. "What we learned is that the only things that spread well in school are kids' viruses. " The business titans entered the education arena convinced that America's schools would benefit greatly from the tools of the boardroom. They sought to boost incentives for improving performance, deploy new technologies, and back innovators willing to shatter old orthodoxies. They pressed to close schools that were failing, and sought to launch new, smaller ones. They sent principals to boot camp. Battling the long-term worry that the best and brightest passed up the classroom for more lucrative professions, they opened their checkbooks to boost teacher pay. It was an impressive amount of industry. And in some places, it has worked out—but with unanticipated complications.

单选题According to the research of NCAR, if the concentrations were held steady at 2000 levels,