森林公园分为（）级。 A.国家级森林公园 B.省级森林公园 C.市、县级森林公园 D

某用户要在Windows98计算机中安装多个调制解调器，以实现多链路功能。这些调 制解调器的

A．品牌、速度均可以不同

B．速度必须相同，品牌可以不同

C．品牌必须相同，速度可以不同

D．品牌、速度等均必须相同

白细胞显微镜计数时，外周血通常被稀释（）

A.10倍

B.20倍

C.40倍

D.100倍

E.200倍

在政府与粮食生产者和消费者的权利义务关系中，政府的权利很大，其承担的责任和义务也相应地较大；生产者和消费者的权利较小，其承担的责任和义务也相对较小。因此( )；

A．政府在这个权利义务关系中吃亏了

B．生产者和消费者在这个权利义务关系中处于不利地位

C．从某一单一主体来看，权利与义务是对等的，不存在谁吃亏的问题

D．两个方面都吃亏了

下列属于违背建设程序的表现是（）

A.工程招投标中的不公平竞争

B.未搞清地质情况就仓促开工

C.边设计边施工

D.不经竣工验收就交付使用

E.无图施工

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.