补写出下列名篇名句中的空缺部分。（任选3题，多选则按前3题计分_爱下问搜题

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问题阅读理解与欣赏

补写出下列名篇名句中的空缺部分。（任选3题，多选则按前3题计分）（6分）

（1），。总角之宴，言笑晏晏。（《诗经·氓》）

（2）万里悲秋常作客，百年多病独登台。，。（杜甫《登高》）

（3）不以物喜，；；处江湖之远则忧其君。（范仲淹《岳阳楼记》）

（4）多情应笑我，。人生如梦，。（苏轼《念奴娇·赤壁怀古》）

答案

（1）淇则有岸隰则有泮

（2）艰难苦恨繁霜鬓潦倒新停浊酒杯

（3）不以己悲居庙堂之高则忧其民

（4）早生华发一尊还酹江月

【6分。每一横线1分，凡错、漏、多的，该横线不得分。任选3题，多选则按前3题计分】

单项选择题 A1/A2型题

以下哪种症状标准是属于躯体化障碍的？（）

A.总是无端的怀疑和猜忌他人的行为

B.失眠

C.胃肠道不适，异常的皮肤感觉

D.凭空耳闻人声

E.以上都不对

填空题

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.