女，45岁，劳累性呼吸困难、心悸1年余。体检：心尖区S1亢进及二尖瓣开放拍击声，并有

微生物自动鉴定及药敏分析系统具有以下性能特点（）

A.自动化程度较高

B.检测速度快

C.具有较大的细菌资料库

D.功能范围大，包括需氧菌、厌氧菌、真菌鉴定及细菌药物敏感试验、最低抑菌浓度（MIC.测定

E.数据处理软件功能强大

湿球温度计中的湿纱布的水温恒定时，此温度即为湿空气的湿球温度。

在大学二年级开始至二年级结束前两个月的生涯发展阶段中，生涯规划准备工作不包括（）

A.建立合理的价值体系和认知结构

B.围绕职业生涯规划制定相应的成长计划

C.学习并运用生涯目标建立方法和生涯抉择方法，完成生涯决策

D.参加专项行为训练，提升实现目标的行动力

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 to 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 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 ofmany 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.

The passage provides support for which of the following statements（）

A. Managers who rely on intuition are more successful than those who rely on formal decision analysis

B. Managers cannot justify their intuitive decisions

C. Managers’ intuition works contrary to their rational and analytical skills

D. Intuition enables managers to employ their practical experience more efficiently

发行人内部控制制度的关键节点包括（）。

A.销售及收款控制

B.采购及付款控制

C.生产及存货控制

D.投资及筹资控制