一个人如果错误地评估自己，就有可能走进自信的误区，产生_____心理。 [ ]

学校买4个篮球和5个排球一共用去185元，一个篮球比一个排球贵8元，篮球的单价是（    ）元。

下列可发生原位溶血的是（）

A.血红蛋白缺铁性贫血

B.再生障碍性贫血

C.自身免疫溶血性贫血

D.巨幼细胞贫血

E.慢性失血性贫血

结扎输卵管常在哪个部位进行？（）

A.输卵管子宫部

B.输卵管峡部

C.输卵管壶腹部

D.输卵管漏斗部

E.输卵管伞

If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as central to the competitive survival of the firm in the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to be hired—rented at the lowest possible cost—much as one buys raw materials or equipment.

The lack of importance attached to human-resource management can be seen in the corporate hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at the edge of the corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer (CEO). By way of contrast, in Japan the head of human-resource management is central--usually the second most important executive, after the CEO, in the firm’s hierarchy.

While American firms often talk about the vast amounts spent on training their work-forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do invest is also more highly concentrated on professional and managerial employees. And the limited investments that are made in training workers are also much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.

As a result, problems emerge when new breakthrough technologies arrive. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany (as they do ) , the effective cost of those stations is lower in Germany than it is in the United States. More time is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottle-necks that limit the speed with which new equipment can be employed. The result is a slower pace of technological change. And in the end the skills of the population affect the wages of the top half. If the bottom half can’t effectively staff the processes that have to he operated, the management and professional jobs that go with these processes will disappear.

What is the author’s attitude towards American companies（）

A. Positive

B. Praise

C. Ironic

D. Negative

某电力安装公司承接一项200MW火力发电厂全部机电安装工程，工程内容包括：锅炉机组、汽轮发电机组、厂变配电站、化学水车间、制氢车间、空气压缩车间等。其中锅炉汽包重102t，安装位置中心标高为52.7m；发电机定子158t（不包括两端罩），安装在标高+10.00m平台上。且汽机车问仅配置一台75/20t桥式起重机；压力容器和管道最高工作压力为13.73MPa。由于工期紧和需要节约成本，水冷壁安装第一次采用地面组合整体柔性吊装新工艺。由于该项目经理部注重项目成本各阶段的控制，对成本控制的内容责任落实，重点突出，方法得当，并定期开展“三同步”检查活动，因此工程竣工后取得了较好的经济效益。

汽机间热力管线钢管用量大，安装公司项目部编制了甲、乙两套工艺管线安装施工方案，两套方案的计划用工日数均为2500个，预算日平均工资为50元，计划用钢材500t，计划价格为7000元/t。方案甲为买现货，价格为7100元/t，方案乙为第15d后取货，价格为6800元/t。如按方案乙实行，则人工窝工150工日，机械台班费需增加20000元，现场管理费需增加15000元。通过施工进度分析，方案甲和方案乙两种情况均不影响工期。

本工程中哪些施工方案需作经济分析？