热门试题:
[多项选择]下列属于会计计量属性的有（）。
A. 公允价值
B. 历史成本
C. 现值
D. 重置成本
[单选题]根据目标—路径理论，设定挑战性目标，鼓励下属表现出自己的最佳水平，属于（ ）。
A.成就取向式领导
B.指导式领导
C.支持型领导
D.参与式领导
[多选题]《健康安全文化特征》中管理层对安全的承诺包括（ ）。
A.管理层的安全观和行动
B.决策
C.相互尊重的工作环境
D.管理层深入现场
[判断题]生产和生活过程中接触粉尘、毒物、噪声、辐射等物理、化学危害因素达到一定的危害程度，将会导致职业病
A.正确
B.错误
[单项选择]正常前列腺的大小是（）
A. 3cm×2cm×1cm
B. 3cm×4cm×2cm
C. 3cm×5cm×5cm
D. 4cm×4cm×5cm
E. 3cm×4cm×5cm
[单项选择]某男，52岁，颈胸部有指甲大小及黄豆大小的色素脱失斑数片，边缘尚清，表面有少许细薄鳞屑，自觉症状不明显，以下哪种疾病的可能性最大
A. 白癜风
B. 白秃疮
C. 紫白癜风
D. 蛇窜疮
E. 白疤
[判断题]同一管道内敷设的所有电缆线路都应有顺序号。
A.正确
B.错误
[单项选择]吴甲在一次抢劫行为中为排除被害人反抗，将被害人杀死，其罪行未被发现。后吴甲应征人伍，在服役期间伙同前来探望的弟弟吴乙盗窃了军用吉普车一辆以及关于导弹分布的机密资料数份。则关于吴甲与吴乙所犯罪行，应当由以下哪一人民法院进行管辖
A. 吴甲所犯的抢劫罪由地方人民法院管辖；吴甲伙同吴乙盗窃军用吉普车和机密资料的罪行由军事法院管辖
B. 吴甲所犯的抢劫罪由地方人民法院管辖；吴甲伙同吴乙盗窃军用吉普车的罪行，吴甲由军事法院管辖，吴乙由地方人民法院管辖；吴甲伙同吴乙盗窃机密资料的罪行全案均由军事法院管辖
C. 吴甲所犯抢劫罪由军事法院管辖；吴甲伙同吴乙盗窃军用吉普车和机密资料的罪行也由军事法院管辖
D. 吴甲所犯抢劫罪由军事法院管辖；吴甲伙同吴乙盗窃军用吉普车的罪行，吴甲由军事法院管辖，吴乙由地方人民法院管辖；吴甲伙同吴乙盗窃机密资料的罪行全案均由军事法院管辖
[单选题]对违反职业病防治法律、法规以及生命健康的行为提出（）是劳动者享有的职业卫生保护权利。
A.检举、控告；
B.批评、检举和控告；
C.举报、告发；
D.检举、批评。
[单项选择]
| {{B}}Questions 11 to 18 are based on the conversation
you have just heard.{{/B}} |
A. She learns English quickly.
B. Her English is very good.
C. Her English isn’t very good.
D. She learns new sentences slowly.
[单项选择]管理信息系统由信息源、信息处理器、 ( )和信息管理者构成。
A. 信息存储
B. 信息组织
C. 信息用户
D. 信息备份
[多项选择]铁路路基由( )等几部分组成。
A. 道床
B. 踏步
C. 路基本体
D. 排水设施
E. 防护加固设施
[单项选择]下列表达式中，其运算结果为逻辑真工的表达式是______。
[单项选择]某债券面值100元，票面利率为5%，期限5年，每年付息1次。客户张先生以95元买进，两年后涨到99.5元并出售，则张先生投资的持有期收益率为( )。
A. 7.37%
B. 10.41%
C. 12.45%
D. 15.26%
[多选题]配电二次系统上的工作，电能计量装置的二次回路变动时，应按经审批后的图纸进行，（ ）。
A.工作前应隔离无用的接线
B.防止误拆
C.拆开的线头应采取绝缘包裹或者整条二次线拆除清理
D.防止产生寄生回路
[单选题]消防控制室值班人员做交接班工作时，要认真填写（ ）及系统运行登记表和控制器日 检登记表。
A.值班记录
B.检查记录
C.故障记录
D.人员登记表
[单选题]发卡模块机芯报0×01指的是（ ）。
A.A. 出卡口位置有卡警告
B.B. 读写区位置有卡警告
C.C. 异常卡
D.D. 无卡在读卡位置警告
[简答题]试论我国刑法理论中判断犯罪既遂的不同学说
[判断题]( )160 km/h≥υmax>120km/h线路上,经除锈后,轨底厚度不足8mm或轨腰厚度不足14mm,达到轻伤标准。
A.正确
B.错误
[单选题] 超过机动车驾驶证有效期_____以上未换证的,车辆管理所应当注销其机动车驾驶证。
A.三年
B.一年
C.四年
D.二年
[单选题]《铁路调车作业标准》规定,距停留车位置十车时调车速度不得超过( )。
A. 20km/h
B. 17km/h
C. 15km/h
D. 12km/
[单选题]淋巴回流的主要功能是回吸收
A.葡萄糖
B.脂肪
C.蛋白质
D.水分
[单项选择]节律重建的速度有较大的个体差异。一般的规律是？（）
A. 外倾性性格的人比内倾性性格的人能更快地达到节律重建；
B. 内倾性性格的入比外倾性性格的人能更快地达到节律重建；
C. 老年人比年轻人能更快地达到节律重建。
[单项选择]当移动台进入系统捕获子状态时，移动台最先使用的前向信道是：（）
A. Pilot导频信道
B. Sync同步信道
C. Pch寻呼信道
D. Qpch快速寻呼信道
[判断题]信号设备的各种电路均必须符合故障—安全的原则。
A.正确
B.错误
[判断题]投入运行的气体管道,应定期检查、检验,并建立技术档案。
A.正确
B.错误
[单选题]下列哪些不是采掘专业的严重“三违”
A.空顶作业的
B.一人回柱无人监护的
C.采掘工作面干打眼的
D.采掘工作面发现透水预兆,未采取措施的
[单项选择]患者，男，65岁，诉右肩部疼痛，查体见右眼睑下垂，胸片示右肺尖部密度增高影，其最可能的临床诊断是（）
A. 浸润性肺结核
B. 周围型肺癌
C. 转移性肺癌
D. 胸腺瘤侵犯右肺
E. Pancost瘤
[单项选择]患者男性，47岁，无痛进行性黄疸1个月，伴恶心、呕吐。查体：皮肤巩膜明显黄染，移动性浊音（-）。化验：血糖正常。下列检查可明确黄疸性质的是（）
A. 大便隐血试验
B. 肝功能测定
C. 大便找脂肪滴
D. 乙肝表面抗原
E. 肿瘤标志物
[多项选择]格老秀斯认为国际法的效力根据是( )。
A. 自然法
B. 国家的同意
C. 国家权力
D. 社会连带关系
[单选题]以下叙述正确的是().
A.传播计算机病毒是一种犯罪的行为
B.在自己的商业软件中加入防盗版病毒是国家允许的
C.在论坛上发表见解,是没有任何限制的
D.利用"黑客"软件对民间网站进行攻击是不犯法的
[判断题] 使用钳形电流表测量时若需拆除遮栏(围栏),应在拆除遮栏(围栏)后立即进行。工作结束,应恢复遮栏(围栏)原状。( ) (1.0分)
A.正确
B.错误
[单选题]根据我国现行规定，预付款担保的主要形式是（ ）。
A.银行保函
B.现金
C.现金支票
D.不可撤销信用证
[多项选择]建设项目负责人工作的核心就是组织精干的项目管理团队，它包括( )。
A. 确定其组成结构
B. 制定总体控制计划
C. 配备人员
D. 明确岗位责任
E. 制定规章制度
[单项选择]某乳房癌患者，已作乳癌根治术，术后放疗的疗程，皮肤发生二度放疗反应，表现为下列何种皮损（）
A. 红斑
B. 脱屑
C. 紫斑
D. 糜烂
E. 溃疡
[单项选择]· Read the following article about ’Go-Fast’, a cost-saying programme
introduced by the car manufacturer General Motors, and the questions on the
opposite page.· For each question (15-20), mark one letter (A, B, C or D) on
your Answer Sheet.
| Somewhere today, a group of staff from
General Motors will meet as part of the ’Go-Fast’ programme, and hammer out a
new initiative to cut costs and bureaucracy. They may focus only on
wiper-blades, or staff appraisal, or showroom design. But by this afternoon,
there should be an outline savings plan, which will, when implemented, be
measured carefully for signs of success. The aim is to transform GM from a
lumbering leviathan into the corporate equivalent of a sports car. The intention
is not just to be big - GM is one of the biggest car manufacturers in the world
- but to be fast, particularly in its responsiveness to the market. The success
of the programme is reflected in the large number of suggestions being
introduced - far more than in the old days, when every change had to come from
senior managers focusing on the ’big picture’. The progress made
has trans- formed investor perceptions of GM. Before the Go-Fast programme was
introduced, the conventional wisdom was that GM’s market share was in permanent
free fall and its organisation incapable of doing anything about it. Now, the
decline has been turned around, and the senior managers’ change of approach has
led to the company being energised with a winning spirit that has unlocked
long-dormant capabilities. That it took a firm of consultants to help devise the
programme is perhaps a sad reflection of the danger of corporate thinking
becoming inflexible. The shareholders’ support of GM’s strategy
to become more outward-looking and innovative is some- thing of a luxury, though
in the long run success would convince even the most sceptical shareholders. The
strategy includes beating down on costs and extracting maximum synergies from
GM’s numerous alliance partners, such as its tooling suppliers, and exchanging
ideas and management tools with other corporations of widely differing sizes,
sectors and nationalities. Having such input is one thing, but its value would
be undermined without a coherent mechanism to put ideas into practice, and this
is where the consultants proved invaluable. In the car industry,
however, there was plenty of scepticism about the programme when it was first
announced, with many convinced that only much smaller organisations stood a
reasonable chance of making such a transformation, particularly when it involved
changes to the company culture. Surprisingly, perhaps, this fear was not shared
by the consultants who helped senior management to design the programme and,
crucially, effect a change in leader- ship skills; rather, they were more
concerned about the impact that pockets of opposition within GM might
have. The results of the scheme so far give rise to cautious
optimism. No aspect of GM’s work can hide from scrutiny, and initial fears of a
lack of ’joined-up thinking’ about the impact of one change on other areas soon
dissipated, as the ’leadership panels’ responsible for approving and
implementing changes took a broader view. But while internal management has
improved dramatically, many analysts are sceptical that the initiatives can
outweigh GM’s mountainous pension obligations. The company is still suffering
the effects of poor decisions in the past, such as the choice of certain
alliance partnerships, and a major change of strategy might be necessary to
recover from these. If this were to take place, the company’s core car
manufacturing would need to be much more firmly rooted than it is at present, to
ensure it didn’t suffer from lack of focus. However, the architects of the
scheme are confident that GM will be far more outward-looking and innovative in
the near future. |
When starting to set up the programme, the consultants expected that
A. the size of the company might make it difficult to introduce changes.
B. senior managers might be unwilling to change their work style.
C. it might be difficult to change the company culture.
D. some of the workforce might resist the changes.
