领导对你应用年初税收数据建立预测模型。并以此预测出今年收入情况的工作很满意，认为有了

某土方施工机械一次循环的正常时间为2.2min，每循环工作一次挖土0.5m³，工作班的延续时间为8h，机械正常利用系数为0.85。则该土方施工机械的产量定额为（）m3/台班。

A.7.01

B.7.48

C.92.73

D.448.80

宋朝的朱熹，曾经给《论语》做过注释，可是假如当孔子正在跟颜回、子路他们谈话的时候，朱熹闯了进去，管保他们在讲什么，他是一句也听不懂的。不光是古代的话后世人听不懂，同一种语言在不同的地方也经历着不同的变化，久而久之也会使这个地方的人听不懂那个地方的话，形成许许多多方言。这段话主要支持了这样一种观点，即( )。

A．由于语言不通，朱熹对《论语》的注释不可能是完全正确的

B．不同的语言、方言在很大程度上影响了人们的沟通和交流

C．在不同的历史时期或不同的地区，语义语音的变化是非常显著的

D．孔子、颜回和子路讲的方言和朱熹讲的方言是完全不同的

把握好当前工作的切入点，必须把（）作为关键举措。

A.推进新型城镇化

B.企业转型升级

C.项目带动

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihood of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical activities, 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 of 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 of 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 personal 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 suspicious 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 find out 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 invariably 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 of many of the management issues that they face, senior managers often initiate 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. (454 words)

Notes: capriciousness 多变，反复无常。run counter to 与……背道而驰；违反。bypass 绕过。in close concert一齐，一致。given prep.考虑到，由于。

The logical organization of the first paragraph of the text is that（）

A. a conventional model is dismissed and an alternative introduced

B. the results of recent research are introduced and summarized

C. two opposite points of view are presented and evaluated

D. a widely accepted definition is presented and qualified

风湿痹痛兼有表证者，宜选用（）

A.秦艽

B.独活

C.威灵仙

D.桑枝

E.桑寄生