25个小朋友排队，从左边数起小明是第12个，从右边数起小刚是第8个，小明和小刚之

如图，穿在水平直杆上质量为m的小球开始时静止．现对小球沿杆方向施加恒力F₀，垂直于杆方向施加竖直向上的力F，且F的大小始终与小球的速度成正比，即F=kυ（图中未标出）．已知小球与杆间的动摩擦因数为μ，已知小球运动过程中未从杆上脱落，且F₀＞μmg．下列说法正确的是（　　）

A．小球先做加速度减小的加速运动，后做加速度增大的减速运动直到静止

B．小球先做加速度增大的加速运动，后做加速度减小的加速运动，直到最后做匀速运动

C．小球的最大加速度为

D．恒力F₀，的最大功率为

国务院印发《关于积极推进“互联网+”行动的指导意见》。《指导意见》围绕转型升级任务迫切、融合创新特点明显、人民群众最关心的领域，提出了（）具体行动。

A.9个

B.10个

C.11个

D.12个

《计算机房场、地、站技术要求》的国家标准代码是（）

A.GB9361—88

B.GB50174—93

C.GB2887—89

D.GB50169—92

下列有关三部门国民收入决定一般规律的描述正确的有（）

A.边际消费倾向提高，国民收入增加

B.初始消费增加，国民收入增加

C.边际税率倾向降低，国民收人增加

D.投资增加，国民收入增加

E.政府支出增加，国民收入增加

Remember the days when companies such as Microsoft and Mc-Kinsey took immense satisfaction from subjecting job candidates to mind-crunching strategy sessions If you thought that was rough, imagine an interview in which no amount of research or questioning of insiders will help. Imagine instead that all you can do is have a healthy breakfast, pick out your nicest suit, and hope for the best. In the new interview, they’re not just testing what you know. They’re also testing who you are.

It’s called the situational interview, and it’s quickly becoming a must in the job-seeking world. In the post-Enron culture of caution, corporations are focusing on an obvious insight: that a gold-plated resume and winning personality are about as accurate in determining job performance as Wall Street analysts are in picking stocks. Now, with shareholder scrutiny, hiring slowdowns, and expense-reducing, no manager can afford to hire the wrong person. Hundreds of companies are switching to the new methods. Whereas the conventional interview has been found to be only 7% accurate in predicting job performance, situational interviews deliver a rating of 54%—the most of any interviewing tool.

The situational technique’s superiority stems from its ability to trip up even the wittiest of interviewees. Of course, every applicant must display a healthy dose of occupational know-how, but behavior and ethical backbone play a big role. For example, a prospective analyst at a Wall Street bank might have to face, say, a customer with an account argument. It’s not happening on paper, but in real time—with managers and experts watching nearby. The interviewer plays the role of a fierce customer on the phone, angry about money lost when a trade wasn’t executed on time. It’s set up as an obvious mistake on the banker’s part.

Interviewers watch the candidates’ reactions: how they process the complex account information, their ability to talk the client down, what their body language displays about their own shortcomings, and which words they choose. In this instance, not being honest about the mistake or showing anger or frustration—no matter how glowing your resume—means you’re out.

Behavioral interviews are also being rounded out by other tools that, until recently, had been reserved for elite hires. Personality-testing outfit Caliper, for example, which probes candidates for emotional-intelligence skills and job ability, has seen its business jump 20% this year.

Clearly, the new interview isn’t without its drawbacks. Companies run the risk of arousing hostility in candidates, who may feel as if some line has been crossed into personal territory. Moreover, sortie companies worry about the fairness of personality tests. They have to make sure there are no inherent gender or racial biases in the test.

In conventional interviews, Microsoft tested applicants by （）.

A.pressing them to solve strategic issues

B.causing them to crack mental problems

C.subjecting them to doing a lot of research

D.making them worry stiff problems out