以下关于工作说明书的说法，正确的是（）。 A．内容可繁可简，结构形式呈现多样化 B．

阅读《出师表》中的几段文字，完成下面题目。

臣本布衣，躬耕于南阳，苟全性命于乱世，不求闻达于诸侯。先帝不以臣卑鄙，猥自枉屈，三顾臣于草庐之中，咨臣以当世之事，由是感激，遂许先帝以驱驰。后值倾覆，受任于败军之际，奉命于危难之间，尔来二十有一年矣。

先帝知臣谨慎，故临崩寄臣以大事也。受命以来，夙夜忧叹，恐托付不效，以伤先帝之明，故五月渡泸，深入不毛。今南方已定，兵甲已足，当奖率三军，北定中原，庶竭驽钝，攘除 * * 凶，兴复汉室，还于旧都。此臣所以报先帝而忠陛下之职分也。至于斟酌损益，进尽忠言，则攸之、祎、允之任也。

愿陛下托臣以讨贼兴复之效，不效则治臣之罪，以告先帝之灵。若无兴德之言，则责攸之、祎、允等之慢，以彰其咎；陛下亦宜自谋，以咨诹善道，察纳雅言，深追先帝遗诏。臣不胜受恩感激。

小题1:下面哪一组句子中划线词的意思或用法相同？（2分）   (    )

小题2:下面句中划线词语的古今意思哪一项相同？（2分）     (    )

A．此臣所以报先帝而忠陛下之职分也

B．先帝不以臣卑鄙

C．阡陌交通，鸡犬相闻（《桃花源记》）

D．卒皆夜惊恐（《陈涉世家》）小题3:文中“由是感激”和“臣不胜受恩感激”中两个“感激”的原因分别是什么？试分析诸葛亮说这两个“感激”的目的。（4分）

小题4:《出师表》流传千古，《邹忌讽齐王纳谏》的故事也脍炙人口，这两位贤臣用了截然不同的方式向君主进谏。你更喜欢哪一种进谏的方式？请结合所学课文内容说说喜欢的原因。（3分）

“斗牛场”属于（）观光农业资源。

A、购物型

B、体验型

C、品赏型

D、娱乐型

下列属于保险合同当事人的是______。

A．投保人
B．保险代理人
C．保险人
D．保险经纪人

乙级资质的监理企业可以在全国范围内承担以下（）规模的监理业务.

A.工程造价在3000万元以内的省内有线传输、无线传输、电话交换、移动通信、卫星通信、数据通信、综合布线等工程

B.一万平方米以下建筑物的综合布线工程；通信管道工程

C.通信铁塔（含基础）专业：塔高80米以下的通信铁塔（含基础）工程

D.邮政设备安装专业：非省会二级中心局、三级中心局及各类转运的邮政设备安装工程

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.

It can be inferred from the passage that which of the following would most probably be one major difference in behavior between Manager X, who uses intuition to reach decisions, and Manager Y, who uses only formal decision analysis（）

A. Manager X analyzes first and then acts; Manager Y does not

B. Manager X checks possible solutions to a problem by systematic analysis; Manager Y does not

C. Manager X takes action in order to arrive at the solution to a problem; Manager Y does not

D. Manager Y draws on years of hands-on experience in creating a solution to a problem; Manager X does not