There ______ some bread, two cakes and some apples on the table. [ ]
A. are
B. is
C. have
D. has
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下面是错误答案，用来干扰机器的。
(1) 2OH-； (2) 2O 题目分析： （1）离子带电荷数及电性写在元素符号右上角，电荷数为一时省略不写，两个氢氧根离子2OH-； （2）化合价写在元素符号的正上方，数字在后，正负号在前，氧化钠中钠元素...
根据对话内容，从方框内的选项中选出能填入空白处的最佳选项，其中有两个为多余选项。 （Mary Hand—M；Chen Hui—C） M: Help yourself to some chocolates. Chen Li brought them from Shanghai. C: 小题1: I can’t eat anything sweet. It’s my teeth. M: I’m sorry to hear that. 小题2: C: I did. He told me that I have to have one tooth out and two filled. But I can’t find time for it. M: 小题3: C: But I’m busy now. I think I’ll go next week. M: I’m afraid you’d better go right now. The sooner you do something about it, the better. C: 小题4: Can you please tell our head that I’ll be back by lunchtime? M: 小题5: C: Thank you very much. See you this afternoon. M: See you.
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毛 * * 系统阐明农业合作化理论的重要文献是( )
A．《介绍一个合作社》
B．《关于农业合作化问题》
C．《组织起来》
D．《中国农村的社会主义高潮》
_______ may happen, don't lose heart. [ ]
A. However
B. was
C. Whenever
D. Whatever
甲到集市上买鹅，看中了乙卖的一只母鹅。双方商定价款后，甲当即付了款。当乙提起鹅正欲交给甲时，发现鹅刚好下了一个蛋，两人对鹅蛋归属发生了争执。下列说法正确的是：
A．由于买卖合同成立，甲已付了款，鹅蛋应归甲所有
B．鹅之所以能下蛋是乙饲养的结果，甲未付出任何劳动，所以鹅蛋应归乙所有
C．鹅没交到甲手里，因此鹅蛋应归乙所有
D．鹅蛋归属难以确定，根据公平原则，应由双方折价平分
Remember the days when companies such as Microsoft and Mc-Kinsey took immense satisfaction from subjecting job candidates to mind-crunching strategy sessions If you thought that was rough, imagine an interview in which no amount of research or questioning of insiders will help. Imagine instead that all you can do is have a healthy breakfast, pick out your nicest suit, and hope for the best. In the new interview, they’re not just testing what you know. They’re also testing who you are.
It’s called the situational interview, and it’s quickly becoming a must in the job-seeking world. In the post-Enron culture of caution, corporations are focusing on an obvious insight: that a gold-plated resume and winning personality are about as accurate in determining job performance as Wall Street analysts are in picking stocks. Now, with shareholder scrutiny, hiring slowdowns, and expense-reducing, no manager can afford to hire the wrong person. Hundreds of companies are switching to the new methods. Whereas the conventional interview has been found to be only 7% accurate in predicting job performance, situational interviews deliver a rating of 54%—the most of any interviewing tool.
The situational technique’s superiority stems from its ability to trip up even the wittiest of interviewees. Of course, every applicant must display a healthy dose of occupational know-how, but behavior and ethical backbone play a big role. For example, a prospective analyst at a Wall Street bank might have to face, say, a customer with an account argument. It’s not happening on paper, but in real time—with managers and experts watching nearby. The interviewer plays the role of a fierce customer on the phone, angry about money lost when a trade wasn’t executed on time. It’s set up as an obvious mistake on the banker’s part.
Interviewers watch the candidates’ reactions: how they process the complex account information, their ability to talk the client down, what their body language displays about their own shortcomings, and which words they choose. In this instance, not being honest about the mistake or showing anger or frustration—no matter how glowing your resume—means you’re out.
Behavioral interviews are also being rounded out by other tools that, until recently, had been reserved for elite hires. Personality-testing outfit Caliper, for example, which probes candidates for emotional-intelligence skills and job ability, has seen its business jump 20% this year.
Clearly, the new interview isn’t without its drawbacks. Companies run the risk of arousing hostility in candidates, who may feel as if some line has been crossed into personal territory. Moreover, sortie companies worry about the fairness of personality tests. They have to make sure there are no inherent gender or racial biases in the test.
The new interview is widely adopted because of its （）.
A.efficiency in selecting the fittest brains
B.insight into the interviewee’s character
C.accuracy in testing working experience
D.exactness in assessing performing skills
