设NA为阿伏加德罗常数的值，下列说法正确的是（ ） A．5.85gNaCl晶体中

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of 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 of 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 personal 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 suspicious 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 find out 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 invariably 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 of many of the management issues that they face, senior managers often initiate 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. (454 words)

When mentioning "thinking/acting cycles"(in Para. 4), the author is most likely to believe that（）

A. a manager analyzes a series of problems and then acts on that analysis

B.a manager gathers data by acting and then observes the effects of action

C.action and analysis in managerial practice invariably occur simultaneously

D.a manager takes action, being able to clarify reasons for that action

张某，药学本科毕业，在某单位工作四年，于2015年顺利通过执业药师考试，2016年1月份在其工作的单位注册，成为该单位注册执业药师之一。 张某工作的单位不可能是以下哪类企业（）

A.甲省药品生产企业

B.甲省某药品批发企业

C.甲省某药店

D.甲省某药品检验机构

女劳疸见"足下热"症的病机是（）

A.里热熏蒸

B.瘀血发热

C.湿热下流

D.肾虚有热

分析旋风除尘器原理以及结构对其除尘效率的影响。

下套管时，由于套管掏空，悬重轻，可以不使用井口垫叉。（）