单选题This story is not real, it is only______.

单选题Nearly all trees have seeds that fall to the earth, take root, and eventually______.(北京大学2007年试题)

单选题Did the entertainer prepare his jokes before the program, or______them as he went along?

单选题He ran quickly to the classroom, two books______under his arm.

单选题 Most critical plot points in Harry Potter and the Sorcerer's Stone came from J. K.Rowling's imagination, but Flamel and his powerful pebble were legendary long before Harry went to Hogwarts. The 14th century alchemist created the philosoper's stone(called "sorcerer's " in U.S. editions of Potter ), with which he turned mercury to gold and gained eternal life. But Flamel's tale—like his stone and his science was no more real than a magic. The philosopher's stone was the key to alchemy, the medieval predecessor to chemistry that aimed to cure all illnesses, make the elixir of life, and transmute base metals into gold. The last made perfect sense at the time. The Aristotelian theory of elements stated that all things consisted of fire, air, water, and earth. So a little shift in one metal's composition could create gold. Flamel was renowned as an alchemical success. In 1382 , after 25 years of studying an ancient book by "Abraham the Jew", he is said to have produced the philosopher's stone.His texts, notably a deconstruction of the "Abraham" work, were standard reading for as-piring scientists like Isaac Newton. Many alchemists believed Flamel faked his 1418 death and that of his wife. Rumored sightings in the 18th century placed them at the Paris Opera. As late as 1816 there were reports of people searching Flamel's former house for secrets of the stone. Contemporary historians say a Nicolas Flamel did live in Paris in the 1300s and endowed many churches and hospitals with his wealth! But he was not alchemist. "He go this money in pedestrian ways—his wife's earlier marriages, real-estate speculation", says Lawrence Principe, author of The Aspiring Adept. Anachronisms, style of language, and the lack of earlier copies indicate that none of "his " writings originated prior to the 1500s. "This sort of thing happens in alchemy", says Bill Newman, author of alchemical history Gehennical Five. When an alchemist couldn't back up his ideas, he might publish them in the guise of a "lost" work. Flamel's wealth made a good candidate for alchemical identity theft. Flamel's writings and sightings faded with alchemy's prestige. And the closest anyone's come to the philosopher's stone is Rowling. In her hands, it has yielded not just gold but eternal (shelf) life as well.

单选题Banking and financial systems filled with ______ and corruption hinder the region's success. A. bribery B. management C. mismanagement D. mismanaging

单选题As far as the exchange program is concerned, many people ______.

单选题Parents have to show due concerns to their children's creativity and emotional out-put; otherwise what they think beneficial to the kids might probably ______ their enthusiasm and aspirations.

单选题As the speed of change brings design ______ fashion, then decisions about taste will have to be made more and more regularly.

单选题However, growth in the fabricated metals industry was able to ______ some of the decline in the iron and steel industry.

单选题The salmon spends its adult life in rivers and seas, but ______ .

单选题All the parts of this washing machine are ______, so that it is very convenient to replace any of them.

单选题The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed "intuition" to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process of thinking. Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness. Isenberg's recent research on the cognitive processes of senior managers reveals that managers' intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an "Aha!" experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to(违反, 背道而驰)their sense of the correct course of action. Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns. One of the implications of the intuitive style of executive management is that " thinking" is inseparable from acting. Since managers often "know" what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert. Given the great uncertainty of many of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue. They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/ acting cycles is that action is often part of defining the problem, not just of implementing the solution.

单选题For many years, Mark has been suffering from the ______ that he is a great man.

单选题It was a very difficult examination, ______he passed it with distinction.

单选题In an effort to end the strike, the owners agreed to Umeet the strikers halfway/U.

单选题(Relying on) these convenient metaphors, politicians and military commanders do not see, or do not want to see, what these metaphors (hide): the reality of pain and death, the long-term health effects (for the injury), the psychological (effect on veterans), the environmental effects, not to mention the moral aspects of war.

单选题 Directions : There are 4 reading passages in this part. Each passage is followed by some questions or unfinished statements. For each of them there are four choices marked A, B, C, and D. You should decide on the best choice.{{B}}阅读理解一{{/B}} Questions 1 to 5 are based on the following passage. The main idea of these business-school academics is appealing. In a word wt ere companies must adapt to new technologies and source of competition, it is much harder than it used to be to often good employees job security and an opportunity to climb the corporate ladder. Yet it is also more necessary than ever for employees to invest in better skills and sparkle with bright ideas. How can firms get the most out of people if they can no longer offer them protection and promotion? Many bosses would love to have an answer. Sumantrra Ghoshal of the London Business School and Christopher Bartlett of the Harvard Business School think they have one: " Employability. " If managers offer the right of training and guidance, and change their attitude towards their underlings, they will be able to reassure their employees that they will always have the skills and experience to find a good job--even if it is with a different company. Unfortunately, they promise more than they deliver. Their thoughts on what an ideal organization should accomplish are hard to quarrel with: encourage people to be creative, make sure the gains from creativity are shared with the pains of the business that can make the most of them, keep the organization from getting stale and so forth The real disappointment comes when they attempt to show how firms might actually create such an environment. At its nub is the notion that companies can attain their elusive goals by changing their implicit contract with individual workers, and treating them as a source of value rather than a cog in a machine. The authors offer a few inspiring example of companies--they include Motorola, 3M and ABB--that have managed to go some way towards creating such organizations. But they offer little useful guidance on how to go about it, and leave the biggest questions unanswered. How do you continuously train people, without diverting them from their everyday job of making the business more profitable? How do you train people to be successful elsewhere while still encouraging them to make big commitments to your own firm? How do you get your newly liberated employees to spend their time on ideas that create value, and not simply on those they enjoy? Most of their answers are platitudinous, and when they are not they are unconvincing.

单选题Passage 1 Is language, like food, a basic human need without which a child at a critical period of life can be starved and damaged? Judging from the drastic experiment of Frederick II in the thirteenth century, it may be hoping to discover what language a child would speak if he heard no mother tongue, he told the nurses to keep silent. All the infants died before the first year. But clearly there was more than lack of language here. What was missing was good mothering. Without good mothering, in the first year of life especially, the capacity to survive is seriously affected. Today no such severe lack exists as that ordered by Frederick. Nevertheless, some children are still backward in speaking. Most often the reason for this is that the mother is insensitive to the signals of the infant whose brain is programmed to learn language rapidly. If these sensitive periods are neglected, the ideal time for acquiring skills passes and they might never be learned so easily again. A bird learns to sing and to fly rapidly at the right time, but the process is slow and hard once the critical stage has passed. Experts suggest that speech stages are reached in a fixed sequence and at a constant age, but there are cases where speech has started late in a child who eventually turns out to be of high IQ. At twelve weeks a baby smiles and makes vowel-like sounds; at twelve months he can speak simple words and understand simple commands; at eighteen months he has a vocabulary of three to fifty words. At three he knows about 1 000 words which he can put into sentences, and at four his language differs from that of his parents in style rather than grammar. Recent evidence suggests that an infant is born with the capacity to speak. What is special about man's brain, compared with that of the monkey, is the complex system which enables a child to connect the sight and feel of, say, a toy bear with the sound pattern "toy-bear". And even more incredible is the young brain's ability to pick out an order in language from the mixture of sound around him, to analyze, to combine and recombine the parts of a language in new ways. But speech has to be induced, and this depends on interaction between the mother and the child, where the mother recognizes the signals in the child's babbling, grasping and smiling, and responds to them. Insensitivity of the mother to these signals dulls the interaction because the child gets discouraged and sends out only the obvious signals. Sensitivity to the child's non-verbal signals is essential to the growth and development of language.