单选题The Canadian flag has a ______ leaf on it.

单选题The prescription privileges of psychologists is probably NOT the cause for ______.

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.