被称为“结构主义”学派的是（）。A.哈佛学派 B.芝加哥学派 C.新制度学派 D.新

我国城镇国有土地价格实质上是______。

A．有限年期的土地使用权价格

B．土地所有权价格的一部分

C．有限年期的土地所有权价格

D．无限年期的土地所有权价格

E．完全的土地所有权价格

如图所示，作出穿过透镜后的两条光线的光路图．

慢性扁桃体炎临床上有以下哪些表现()

A．头痛、乏力、低热

B．打鼾、呼吸不畅

C．咽痒、发干、刺激性咳嗽

D．咽痛

E．出现口臭

人民法院受理一桩破产案件后，具体做了以下工作： (1) 在债权申报期满第18天，主持召开第一次债权人会议，在债权人会议上由有表决权的出席会议的债权人2/3表决通过，选举最大债权人C公司法定代表人为债权人会议 * * 。 (2) 在债权人会议 * * 的召集下，召开了以后的几次债权人会议，由出席会议的有表决权的债权人过半数通过，决定确定债权人C公司对破产企业库存材料6万元的抵押权。 (3) 破产宣告后第7天成立清算组，接管破产企业。在清算组进行破产财产的保管、清理、估价、处理和分配过程中，破产企业擅自将企业价值12万元的固定资产转移到其他公司。 (4) 清算组在处理D公司尚未履行完的合同时，决定解除该合同，由此给D公司造成6万元的经济损失，清算组责令破产企业对该经济损失予以优先拨付。破产企业从E公司经营租赁租入的一台机器及替他人保管的价值5万元的零件被列入破产财产，准备以实物分配方式按债权比例分配给各债权人。 (5) 破产企业在正常生产经营期间曾向职工筹借资金15万元，至企业被宣告破产日止仍未偿还，被清算组列为破产债权；破产企业保证人F公司曾在破产前代破产企业清偿 20万元债务，F公司在得知被保证人破产后，及时将此20万元申报为破产债权；破产企业被宣告破产前，因拖欠税款、偷、漏税等原因被依法罚款5000元，被清算组列为破产债权。 (6) 破产企业在优先拨付了破产费用后，先支付欠国家的各种税款，剩余财产依法清偿欠职工工资及劳保费、破产债权。 要求： (1) 指出(1) ～(3) 中不合法之处，并说明原因。 (2) 指出清算组对未履行完的合同的处理是否正确为什么 (3) 指出破产财产和破产债权的界定是否正确为什么 (4) 指出破产财产分配顺序是否正确

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 provides support for which of the following statements（）

A. Managers who rely on intuition are more successful than those who rely on formal decision analysis

B. Managers cannot justify their intuitive decisions

C. Managers’ intuition works contrary to their rational and analytical skills

D. Intuition enables managers to employ their practical experience more efficiently