苏州高新区马浜小区内，一辆面包车在行驶中意外撞死一条宠物狗，面对狗主人要么赔偿5

地西泮效应最强的给药途径是（）

A.肌注

B.静注

C.口服

D.直肠

E.气管内

Alice likes playing ______piano, but she doesn't like playing ______basketball.[ ]

A. the, a          

B. a, the      

C. the, /          

D. /, the

某些时期中国经济发展呈现出了鲜明的阶段特色。阅读下列材料，回答问题。

材料一 宋朝时期值得注意的是，发生了一场名副其实的商业革命……但对中国历史和世界历史而言，最重要的事实是，宋朝时的名副其实的商业革命，丝毫未对中国社会产生爆炸性的影响……。

——斯塔夫里阿诺斯（美国）《全球通史》

（1）据所学知识概括指出宋朝“商业革命”的主要表现。（6分）

材料二 历代盛行的官营作坊，在明清时期受到冲击。江南城镇附近农户不事农耕，“尽逐绫绸之利”，渐成风尚，城镇中“络玮机杼之声通宵彻夜”的情形亦载于史籍。明万历年间，仅苏州丝织业中受雇于私营机房的职工就有数千人，是管局的两三倍。清初在苏州复置官局，设机800张，织工2330名。至康熙六年（1667）缺机170张，机匠补充困难，而同一时期苏州民机不少于3400张。“家杼轴而户纂组，机户出资，机工出力，相依为命久已。”

——摘自许涤新、吴承明主编《中国资本主义发展史》

（2）据材料二分析概括，明清之际江南手工业发展的特点有哪些？（4分）

材料三 汉阳铁厂的建成，耸动中外视听。然而，由于专制官办体制的腐败无能，铁厂从投产之始便财经亏损。汉阳铁厂又与大冶铁矿、萍乡煤矿形成系列，一度颇有生机，……然而，公司除第一次世界大战间始见盈余外，财政常陷困境，外债沉重，终为日本势力侵入，无法摆脱半殖民地中国的全社会性悲剧。抗日战争初期，汉阳铁厂部分冶炼设备西迁重庆，所余被日军侵占，昔时傲视东亚的铁厂仅留下残垣断壁。

──《张之洞与汉阳铁厂》

(3)据材料三，谈谈汉阳铁厂近代衰落的原因。（4分）

该患者首先应考虑的诊断是

A．消化性溃疡

B．急性胃黏膜损害

C．食管贲门黏膜撕裂综合征

D．胃癌

E．胃黏膜脱垂

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 suggests which ofthe following about the " writers on management " (Line 1, Para. 2)（）

A. They have criticized managers for not following the classical rational model of decision analysis

B. They have not based their analysis on a sufficiently large samples ofactual managers

C. They have relied in drawing their conclusions on what managers say rather than on what managers do

D. They have misunderstood how managers use intuition in making business decisions