Class类是一个特殊类，它在编译时由 【7】 自动生成，并伴随每一个类。

Selecting a mobile phone for personal use is no easy task because technology ____ so rapidly.

A．will change

B．has changed

C．will have changed

D．is changing

阅读材料，完成下列各题。

材料一 历代盛行的官营作坊，在明清时期受到冲击。江南城镇附近农户不事农耕，“尽逐绫绸之利”，渐成风尚，城镇中“络纬机杼之声通宵彻夜”的情形亦载于史籍。明万历年间，仅苏州丝织业中受雇于私营机房的织工就有数千人，是官局的两三倍。清初在苏州复置官局，设机800张，织工2330名。至康熙六年（1667）缺机170张，机匠补充困难，而同一时期苏州民机不少于3400张。“家杼轴而户纂组，机户出资，机工出力，相依为命久矣。”   ——摘编自许涤新、吴承明主编《中国资本主义发展史》

材料二 自中世纪晚期开始，乡村手工业特别是毛纺织业在英格兰东部、西部和约克郡地区快速发展。商人发放原材料，回收产品，销往海内外，这种新型的“乡村制造业活动” 被称为“原工业化”。在此基础上发展起来的”工厂”，推动了手工业的发展。16世纪初，纽贝里的一家毛纺织”工厂”履用了1140名工人，其中近三分之二为妇女和儿童。海外市场的需求大大地刺激了此类“工厂”的发展，英国成为欧洲最重要的毛纺织品生产和出口国， 1700年毛纺织品占国内出口商品的70%。棉纺织业作为新兴行业随之兴起，其他行业也迅速扩张。机械化逐渐成为新的生产方式的重要特征，并在欧洲大陆广泛传播。——摘编自[英]E．E．里奇等主编《剑桥欧洲经济史》等

材料三 包含着整个资本主义生产方式的萌芽的雇佣劳动是很古老的：它个别地和分散地同奴隶制度并存了几百年。但是只有在历史前提已经具备时，这一萌芽才能发展成资本主义生产方式。——恩格斯：《反杜林论》

（1）根据材料一并结合所学知识，概括指出明清之际江南手工业发展的特点。

（2）根据材料二并结合所学知识，说明19世纪中期以前英国工业发展的阶段及阶段性特征。

（3）根据材料并结合所学知识，阐述对恩格斯所说“历史前提”的认识。（要求：以对“历史前提”的认识为中心；观点明确，史论结合。） 

患者，女性、45岁，因"反复右上腹痛10年，再发1周"于本院住院治疗，行各项术前检查明确诊断"胆囊炎，胆囊结石"后择期于全麻下行腹腔镜下胆囊切除术，术程顺利，术中少量出血（约50ml）。术后经PACU复苏后送入病房。患者5年前曾在当地医院被诊断为"甲亢"，曾服药治疗1年后停药。

T₃、T₄、TSH结果提示患者甲亢，结合临床表现考虑诊断为甲亢危象。下述哪些药物属治疗甲亢的药物？（）

A.丙基硫氧嘧啶

B.甲磺丁脲

C.他巴唑

D.甲亢平

E.甲基硫氧嘧啶

F.氯磺丙脲

唐律的“十恶”大罪中，所谓不义是指下列哪些选项：

A．殴打和谋杀祖父母、父母；杀伯叔父母、姑、兄姐、外祖父等人的行为

B．杀害本属的府主、刺吏、县令和现授业老师的行为

C．妻子得知丈夫死亡而隐匿丧事，寻欢作乐，改嫁他人的行为

D． * * 淫小功以上亲或父、祖父之妾以及相与通 * * 的行为

Here’s a tale of two companies. Both are foreign owned, and both are embroiled in scandals involving allegations of sexual harassment. Company A is confronted with the problem and punishes top execs. Company B stonewalls and mounts an aggressive campaign to discredit its accusers and portray itself as a victim of slander.

(41)For business schools looking for a few good case studies in damage control, last week was about as good as it gets. One was Swedish pharmaceuticals company Astra USA, a maker of asthma medications and the popular anesthetic Xylocaine. Facing similar charges, Mitsubishi Motor manufacturing of America opted for in-your-face denial. Who did it right It’s too soon to know for sure. Astra’s strategy may seem smarter. Financially speaking, at least, one can see why Mitsubishi is reluctant to issue a public mea culpa. Fessing up could expose it to as much as $200 million in damages.

Such controversies are no rarity these days. The Equal Employment Opportunity commission alone received more than 15,000 complaints of sexual harassment last year, more than twice as many as in 1991. Its suit against Mitsubishi, filed last month, may turn out to be by far the biggest ever—and could eventually involve as many as two thirds of the company’s 900 female workers.

(42)Mitsubishi’s response was clear from the beginning. When the EEOC announced its case against the Illinois automaker, the company dispatched busloads of workers to picket the agency’s Chicago offices. Attorneys for Mitsubishi will no doubt probe the private lives of the women lodging complaints, and may even accuse them of " Japanbashing. " Mitsubishi’s brass in Tokyo seemed a bit taken aback by the ferocity of the counteroffensive, to the point of suggesting that maybe the case could be quietly settled.

(43)Could such tactics be effective If aggressive PR makes people doubt the allegations against the company, or encourages federal investigators to settle on more favorable terms, then the strategy will have succeeded. But there are risks, especially for consumer companies like Mitsubishi.

(44)That’s no small threat, considering that Mitsubishi is struggling to turn a profit in this country.

(45)Astra’s strategy seems savvier. Its openness and prompt response might help it evade punitive damages, should any of the complaints go to a jury. In fact, that may be a chief reason the company acted even before it completed its own investigation. That said, Astra is in the soup to begin with because it had no adequate mechanisms for reporting incidents, and because it failed to deal with its problems before they became public. Women have complained of harassment at the company for more than a decade. BusinessWeek reports incidents ranging from gropings at company retreats to suggestions that female sales reps could advance their careers by putting out sexually for their bosses—including the head of the company, Lars Bildman. (His lawyer denies the allegations, as do the other executives. ) So far, Astra itself has offered no evidence suggesting any of the three are guilty.

Both companies now promise to do better. Astra is overhauling its corporate personnel policies and plans to train managers on how to handle issues of sexual discrimination. So is Mitsubishi. Says the automaker’s general counsel Gary Shultz: " We are going to become the model in handling sexual-harassment and -discrimination cases. " That remains to be seen. If these sorts of scandals force companies to set up rules that actually work, that may be the best case study of all.

[A] That’s precisely what the company did in response to a prior sexual-harassment suit filed by 29 women in 1994.

[B] " A great deal of attention should be paid to these affairs, " says Mitsubishis’s spokesman.

[C] But " we’re taking these allegations very seriously, " says Astra spokesman Benjamin Kincannon.

[D] Outraged by the automaker’s seeming disregard of its problems, perennial presidential hopeful Jesse Jackson and the National Organization for Women called on car buyers to boycott the company.

[E] When Business Week published tales of wide-ranging abuse at Astra’s American subsidiary, outside Boston, the company quickly faced up to the problem and suspended its U. S. chief executive, along with two top lieutenants.

[F] Prof. Martin Stoller, a crisis-management expert at Northwestern University, thinks so. " The aim of crisis management is to stop the attackers, " he says.

[G] Astra and Mitsubishi have joined hand with each other to solve the problem of sexual harassment.

42（）