在一般国家，社保基金分为两个层次：其一是国家以（　　）形式征_爱下问搜题

搜题请搜索小程序“爱下问搜题”

问题单项选择题

在一般国家，社保基金分为两个层次：其一是国家以（　　）形式征收的全国性基金；其二是由企业定期向员工支付并委托基金公司管理的（　　）。

A．社会保障税；社会保险基金

B．社会保障税；企业年金

C．社会保险基金；社会保障基金

D．社会保险基金；企业年金

答案

参考答案：B

解析：【详解】B。在一般国家，社保基金分为以社会保障税等形式征收的全国性基金和由企业定期向员工支付并委托基金公司管理的企业年金。由于资金来源不一样，且最终用途不一样，这两种形式的社保基金管理方式完全不同。

单项选择题

男，36岁，腹胀、消化不良、消瘦、中上腹痛，影像检查如下图，最可能的诊断是（）

A.胃间质肉瘤并肝转移

B.胃间质瘤并原发性肝癌

C.内胚窦瘤肝转移

D.胃淋巴瘤伴原发性肝癌

E.胃间质瘤并肝血管瘤

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.