法院强制扣划个人定期存款的，只是不收回原存单，而是将人民法院的（）作为附件即可。A.

男性，46岁。反复无痛性全程肉眼血尿6个月。血尿未经治疗，自行消失。血尿时偶有片状血凝块，无尿频、尿急、尿痛等膀胱刺激症状。查体：无阳性发现。B超检查：双肾及输尿管无异常，膀胱内发现实质占位，大小2．5cm×2．5cm。考虑膀胱肿瘤。

术后预防复发的措施是（）。

A.对密切接触致癌物质人员加强劳动保护

B.戒烟

C.定期复查膀胱镜

D.膀胱灌注化疗药物或BCG

E.使用免疫调节剂

F.低脂饮食

关于门脉高压的形成因素，下列哪项是错误的。（）

A.肝外门脉阻塞

B.肝窦内阻塞

C.脐静脉阻塞

D.肝静脉阻塞

E.小叶间肝动脉与门静脉侧支沟通

劳动规章制度实施的重要机构，不包括（）

A.劳动规章制度执行的监督机制

B.劳动规章制度执行的处罚机制

C.劳动规章制度的信息反馈机制

D.劳动规章制度实施效果的评估机制

原有日产量为10吨的某生产装置投资额约为300万美元，现拟建相似的生产装置，生产能力比原有的增加3倍，用生产能力指数法估计投资额需增加约为（）万美元。（已知生产能力指数n=0.5，f=1.2）

A．140

B．370

C．420

D．540

Bush’s MBA

Twenty-six of 42 presidents, including Bill Clinton, were lawyers. Seven were generals. George W. Bush becomes the first with an MBA.
Those who have had Bush for a boss since the mid-1980s—in the (1) of oil, baseball and Texas state government—describe his management (2) as straight from the pages of the organizational-behavior (3) he studied while getting his masters of business administration (4) at Harvard University in 1975.
He manages by what is known (5) "walking around," having learned that sitting behind a desk and passing out memos does (6) to energize anyone.
He has a reputation for fueling "creative tension" (7) his subordinates, encouraging them to take and defend opposing (8) . That sacrifices harmony, but puts ideas to the test and lets Bush (9) above the fray, where he can offer guidance instead of barking (10) . Imagine the creative tension that may erupt (11) the likes of Secretary of State-designate Colin Powell and Defense Secretary— (12) Donald Rumsfeld.
Above all, former employees say that he is a master at delegating (13) installing measures of accountability—ways of knowing (14) subordinates are getting the job done without looking (15) any shoulders. That frees Bush for strategic thinking—perhaps (16) two words hammered into MBA students most—which means thinking (17) to seize opportunities and to derail threats to the best of plans.
"George was my (18) ," says Tom Schieffer, who served as president of the Texas Rangers under Bush (19) 1991 and 1995. "But he never made me feel that way. He went out of his way to treat me as a (20) , not a subordinate."
That’s one trait that might be of concern, says Michael Useem, director of the Wharton Center for Leadership and Change at the University of Pennsylvania. It’s important for subordinates to feel part of the team, but not just because the boss craves popularity. Just as in the military, it must be understood who is in charge when the final order is given.