根据《国家水久性测量标志拆迁审批程序规定》，下列永久性测量标志中，进行工程建设，不得

给下列划线字注音。 

田圃（    ）    禅（    ）师    舐牍（    ）  煞（    ）白   

濒（    ）临    嗔（    ）怒    鸡肋（    ）  社稷（    ）

魏源在论及中国古代的用人制度时说“三代用人，士族之弊，贵以袭贵，贱

以袭贱，与封建并起于上古，皆不公之大者……秦、汉以后，公族虽更而士族尚不全革，九品中正之弊，至于上品无寒门，下品无士族……至宋、明而始尽变其辙焉，虽所以教之未尽其道，而其用人之制，则三代私而后世公也”。这主要说明（　　　）

A．三代的用人制度和分封制同源　　　

B．秦汉时期用人制度发生了重大变化

C．九品中正制品评的标准由门第决定　

D．科举制促进了用人制度的公平公正

下列数据结构中，能用二分法进行查找的是( )。

A．顺序存储的有序线性表

B．线性链表

C．二叉链表

D．有序线性链表

对于糖尿病肾病免疫荧光结果描述，错误的是（）。

A.IgG沿肾小球毛细血管基底膜细线样沉积，尤以1型糖尿病常见

B.IgG沉积并非真正的免疫复合物沉积

C.IgG沉积是因毛细血管通透性增加所致非特异性沉积

D.可有IgM沉积

E.“满堂亮”现象是其典型表现

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.