会计凭证处理完毕后，应按照分类和（）保管，不得散乱丢去。A、编号顺序 B、凭证种类 C、

关于转移性低钾症的论述说法错误的是（）。

A.心肺复苏后，使肾上腺素分泌增多，促进钾进

B.叶酸治疗贫血时使钾减少

C.反复输入冷存洗涤过的红细胞，可引起转移性低血钾

D.低温疗法使钾进入细胞内

E.以上都不是

材料1
到2010年形成中国特色社会主义法律体系，是党的十五大提出的新时期立法工作总体目标。经过各方面共同努力，到上届末，中国特色社会主义法律体系已经基本形成。本届全国人大常委会结合新形势和新任务，确定了以形成中国特色社会主义法律体系为目标、以提高立法质量为重点的立法工作思路，科学回答了形成中国特色社会主义法律体系必须坚特的若干重大原则，及时制定了五年立法规划，坚持“两手抓”，一是抓紧制定在法律体系中起支架作用的重要法律，二是集中力量开展法律清理工作，以确保到2010年形成中国特色社会主义法律体系。
——摘自2009年6月27日新华网《吴邦国在十一届全国人大常委会第九次会议闭幕会上的讲话》
材料2
有法可依是建设社会主义法治国家的前提。经过多年不懈的努力，以宪法为核心的中国特色社会主义法律体系基本形成。当代中国的法律体系，部门齐全、层次分明、结构协调、体例科学，主要由七个法律部门和三个不同层级的法律规范构成。
——摘自(2008年2月28日)新华社《中国的法治建设》白皮书
请回答：
(1)社会主义法律的本质体现在哪些方面
(2)中国特色社会主义法律体系构成中“七个法律部门和三个不同层级的法律规范”具体是什么
(3)社会主义法律的运行包括哪些环节

法洛四联症肺动脉狭窄最常见的部位是（）

A.肺动脉瓣狭窄

B.漏斗部狭窄

C.肺动脉主干狭窄

D.左肺动脉狭窄

E.右肺动脉狭窄

Colles骨折腕关节及手会出现下列哪种畸形（）

A.腕垂症

B.猿掌

C.爪形手

D.杵状指

E.餐叉样畸形

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