对于无意中损坏餐用具的客人，不要责备，而应给予安慰，并将损坏物品及时撤离餐桌，然后向

某学校地理兴趣小组到福建省某无人海岛进行野外考察活动。左下图为该岛等高线地形图，读图回答下列各题。

小题1: ①、②两地的相对高度可能为

A．90

B．130

C．60

D．75小题2: 若要拍摄以该岛主峰为背景的照片，最合适的地点是

A．①

B．②

C．③

D．④小题3: 右上图是某同学在④处拍摄的太阳照片，拍摄时北京时间最有可能是

A．5：30

B．6：30

C．17：30

D．19：30

对国际工程承包规律不熟悉，经验不足，不适应激烈的国际竞争等可能给工程咨询单位带来的风险属于( )。

A．市场风险

B．法律风险

C．财务风险

D．管理风险

储蓄存款挂失（）日后，被挂失止付的存款如没有异议，可办理取款或补发新存单（折）手续。

A、7 

B、10 

C、15 

D、30

《中国人民银行假币收缴、鉴定管理办法》规定：金融机构在收缴假币过程中一次性发现假人民币（）以上、假外币10张（含10张、枚）以上的，应当立即报告当地（）。

A.20张（枚）（含20张、枚）

B.10张（枚）（含10张、枚）

C.公安机关

D.人民银行

Questions

·Read the following passage and answer questions.
1. If sustainable competitive advantage depends on work-force skills, American firms have a problem. Human-resource management is not traditionally seen as a central to the competitive survival of the firm of the United States. Skill acquisition is considered an individual responsibility. Labor is simply another factor of production to rent at the lowest possible cost — as much as one buys row materials or equipment.
2. The lack of the importance attached to human-resource management can be seen in the cooperation hierarchy. In an American firm the chief financial officer is almost always second in command. The post of head of human-resource management is usually a specialized job, off at edge of corporate hierarchy. The executive who holds it is never consulted on major strategic decisions and has no chance to move up to Chief Executive Officer. By way of contrast, in Japan the head of human-resource management is central—usually the second most important executive, after the CEO, in the firm’s hierarchy.
3. While American firms often talk about the vast amounts spent on training their work forces, in fact they invest less in the skills of their employees than do either Japanese or German firms. The money they do is also more highly concentrated on professional and managerial employees. And the limited investments on modem training workers are much more narrowly focused on the specific skills necessary to do the next job rather than on the basic background skills that make it possible to absorb new technologies.
4. As a result, problems emerge when new breakthrough technologies arrived. If American workers, for example, take much longer to learn how to operate new flexible manufacturing stations than workers in Germany do (as they do), the effective cost of those stations is lower in Germany than it is in United States. More times is required before equipment is up and running at capacity, and the need for extensive retraining generates costs and creates bottlenecks that limit the speed, with which new equipment can be employed.
5. The result is a slower pace of technological changes. And in the end the skills of the bottom half of the population affect the wages of the top half. If the bottom half cannot effectively staff the processes that have to operated, the management and professional jobs that go with these processes will disappear.

Questions

·For questions, choose the best title for each paragraph from below.
·For each numbered paragraph, mark one letter (A-G) on the Answer Sheet.
·Do not mark any letter twice.
A. The bad effect of poor management on new technologies.
B. The position of human-resource management in corporation hierarchy.
C. The work force — training in American firms.
D. Human-resource management is not important for American firms.
E. How to make American firms become more completive.
F. The importance of worker’s skill.
G. Problems exit in American’s companies.

Paragraph 2: ______