人民警察义务具有以下特点：人民警察义务主体的普遍性，人民警察义务具有不平等性，人民警

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)

According to the text, senior managers use intuition in all of the following ways EXCEPT（）

A. to speed up the creation of a solution to a problem

B.to identify a problem or bring together different facts

C. to initiate clear goals and in the end attain them

D.to evaluate possible solutions to a problem

幼儿大脑结构发展的特点有( )。

A．幼儿期儿童的大脑仍继续发育

B．神经细胞体积的增大

C．大脑皮层的沟回加深

D．皮层传导通路尚未髓鞘化

根据《最高人民法院关于审理反倾销行政案件应用法律若干问题的规定》和《最高人民法院关于审理反补贴行政案件应用法律若干问题的规定》，商务部的下列哪项行为不能确定地作为与反倾销或反补贴行政行为有关的行政诉讼向法院提起( )

A．有关补贴及补贴金额、损害及损害程度的终裁决定

B．有关是否征收反补贴税以及追溯征收的终裁决定

C．有关保留、修改或者取消反倾销税以及价格承诺的复审决定

D．拒绝受理反倾销调查申请的决定

数据库的物理设计是为一个给定的逻辑结构选取一个适合应用环境的( )过程，包括确定数据库在物理设备上的存储和存取方法。

A．概念结构

B．逻辑结构

C．层次结构

D．物理结构

( )是公安机关的根本建设。

A．公安队伍建设
B．领导班子建设
C．公安科技建设
D．公安教育建设