中国文化的运行模式是连续性的、稳定性的，缺点是发展过于缓慢。

患者女，15岁，荨麻疹病史1月，其皮损主要为（）

A.红斑

B.丘疹

C.风团

D.结节

E.渗液

现场采访浪费时间，新闻记者只用电话采访或邮件采访就行了。（）

下列关于金融市场融资方式的判断中，错误的是（）。

A．某公司以增资扩股的方式出让10%的股权获得3亿美元，此项融资属于直接融资

B．某企业从某商业银行获得信用贷款300万元，此项融资为间接融资

C．某企业委托一家证券公司为其设计融资方案并承担短期债券包销任务，最终获得5 000万元短期融资。因为有证券公司作为金融中介参与，所以此项融资为间接融资

D．某公司将厂房抵押给某商业银行获得3 000万元项目贷款，此项融资属于间接融资

回答下列有关遗传的问题。

图1是人类性染色体的差别部分和同源部分的模式图。有一种遗传病，仅由父亲传给儿子，不传给女儿，该致病基因位于图中的（）部分。

Bush’s MBA

Twenty-six of 42 presidents, including Bill Clinton, were lawyers. Seven were generals. George W. Bush becomes the first with an MBA.
Those who have had Bush for a boss since the mid-1980s—in the (1) of oil, baseball and Texas state government—describe his management (2) as straight from the pages of the organizational-behavior (3) he studied while getting his masters of business administration (4) at Harvard University in 1975.
He manages by what is known (5) "walking around," having learned that sitting behind a desk and passing out memos does (6) to energize anyone.
He has a reputation for fueling "creative tension" (7) his subordinates, encouraging them to take and defend opposing (8) . That sacrifices harmony, but puts ideas to the test and lets Bush (9) above the fray, where he can offer guidance instead of barking (10) . Imagine the creative tension that may erupt (11) the likes of Secretary of State-designate Colin Powell and Defense Secretary— (12) Donald Rumsfeld.
Above all, former employees say that he is a master at delegating (13) installing measures of accountability—ways of knowing (14) subordinates are getting the job done without looking (15) any shoulders. That frees Bush for strategic thinking—perhaps (16) two words hammered into MBA students most—which means thinking (17) to seize opportunities and to derail threats to the best of plans.
"George was my (18) ," says Tom Schieffer, who served as president of the Texas Rangers under Bush (19) 1991 and 1995. "But he never made me feel that way. He went out of his way to treat me as a (20) , not a subordinate."
That’s one trait that might be of concern, says Michael Useem, director of the Wharton Center for Leadership and Change at the University of Pennsylvania. It’s important for subordinates to feel part of the team, but not just because the boss craves popularity. Just as in the military, it must be understood who is in charge when the final order is given.