生长初期生产上常采用节制水分的办法促进根系生长。

下列各项中属于土地增值税征税范围的有( )。

A．出让国有土地使用权

B．城市房地产的出租

C．转让国有土地使用权

D．城市企业房地产的交换

成釉细胞瘤中，低复发者是

A．丛状型
B．单囊型
C．单囊型和外周型
D．单囊型、外周型和促结缔组织增生型
E．外周型

下列各句中加粗的成语使用不恰当的一项是[ ]

A．他唾沫四溅讲了半个小时，话音刚落，站在他身边的几个人便拼命地鼓掌，其他的人都噤若寒蝉，面面相觑。

B．小王同学站起来说道：“陈教授刚才那番话抛砖引玉，我下面将要讲的只能算是狗尾续貂。”

C．随着经济的发展，这座沉寂了许多年的边陲小城，一到夜晚灯红酒绿，热闹非凡。呈现一派繁华景象。

D．《天龙八部》选入高中语文读本，立即在社会上引起了轩然大波，有人担心比比皆是的打斗场面描写会引发负面影响。金庸先生则担心中学生看不懂其中的人生痛苦和悲哀。

突然发生下腹一侧剧痛，伴恶心、呕吐；检查盆腔包块有压痛

A．卵巢良性肿瘤
B．卵巢恶性肿瘤
C．卵巢肿瘤感染
D．卵巢肿瘤蒂扭转
E．卵巢肿瘤破裂

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.