我们在看黑板时常发生“反光”现象，是由于黑板表面较光滑，光线射在上面时发生了，但

图上距离是12厘米，实地距离是3600千米，该图的比例尺为（     ）.

A．1：3000万

B．1：300万

C．1：30万

D．1：3万

患者，女性，68岁。原有冠心病，支架置入术后2年，这次因后腰痛伴发热3天，在治疗过程中血压逐渐低至70／50mmHg，氧饱和度低至89%，双肺呼吸音偏粗，未闻及明显的湿性啰音。血常规示白细胞2．0×10₉／L，中性粒细胞百分比为88%。尿常规：白细胞（++++），见脓球。

以下的治疗不正确的是（）

A.选用抗革兰阴性菌为主的抗生素

B.快速液体补充

C.适当镇静镇痛治疗

D.血流动力学监测

E.马上予以激素治疗

患者，男，9岁，面中份凹陷，面下1／3高度偏小，下颌前伸，前牙反，可退至切。磨牙近中关系，ANB0°。上前牙略内倾。下前牙直立

本患者可能的错类型是（）

A.安氏Ⅰ类牙性错

B.安氏Ⅲ类错，上颌发育不足

C.安氏Ⅲ类错，下颌发育过度

D.安氏Ⅲ类功能性错

E.安氏Ⅱ类牙性错

上海中心大厦在进行BIM技术应用时，项目面临的挑战主要有（）。

A.项目参与方众多

B.分支系统非常复杂

C.信息量大，有效传递难度大

D.成本控制难度大

E.BIM应用氛围不强，应用前景不好

(46) John Dunlop, dean of the Faculty of Arts and Sciences from July 1970 to February 1973, thought that the most significant element in Harvard’s transition from the 1960s to the 1970s was not the student takeover of University Hall, but the institutional changes unleashed by that event. Dunlop was ideally suited to take charge in the confusing post-bust period. Forceful, self-confident, canny, he became the czar of the interregnum. He sought to restore civil discourse by engaging the faculty in institutional reform. He chaired the University Committee on Governance that Pusey and the Corporation set up in September 1969. (47) From it came a flow of subcommittee reports: on Harvard and money, faculty and student rights and responsibilities, the presidential selection process, the nature and purposes of the University, and the organization and functions of the Governing Boards and the president’s office.
The committee found a Corporation and a president overwhelmed by day-to-day problems. (48) It proposed that there be vice presidents of finance, administration, development, and government and community affairs, and that a senior academic officer—a chancellor or provost—foster interfaculty programs and speak for the president on matters of educational policy. (49) The authors knew that "the damage of the reputation of the administrative function is so pervasive in the University that the sudden assertion of its importance.., may send shock waves through the community and cause particular concern among Deans. " But they believed that it was essential "to staff and perform properly the neglected service functions" of the University.
Derek Bok decided that to plunge at once into centralized administration was "too much. " He agreed on the need for a passel of new vice presidents, but was well aware of the powerful Harvard tradition of autonomous schools and faculties led by baronial deans (He had been one himself). While he had favored the appointment of a provost before he took office, now he had second thoughts. The major responsibility of most university provosts was budgetary: deciding how the financial pie should be sliced. That would reduce the authority of the deans. Even less attractive was the notion of having a provost to deal with educational and academic matters; Bok intended to do that himself.
At the same time he was a p believer in professional expertise. (50) This meant breaking away from Harvard’s tradition of administrators whose qualifications consisted in good part of having gone to the College and having close Harvard ties. Bok sought a different type of bureaucrat, of the sort prevalent at other large universities: professionals with outside experience.