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问题 单项选择题

商场经理为减少营业员和方便顾客，把儿童小玩具从营业专柜移人超市，让顾客自选。
以下哪项真，则经理的做法会导致销售量下跌

A．儿童小玩具品种多，占地并不多。

B．儿童和家长是在营业员的演示下引起对小玩具的兴趣的。

C．儿童小玩具能启发儿童的智力，一直畅销。

D．儿童自己不容易看懂玩具的说明书。

E．儿童玩具的色彩艳丽，很有吸引力。

答案

参考答案：B

解析： 若儿童小玩具的销售让顾客自选，没有营业员演示，难以引起儿童和家长的兴趣，销售量就会受到影响，所以选B。A与题干关系不大；选项C、E的论断有助于得出销售量增长的结论，不符合提问的要求；D似乎可选为答案，但通常儿童是从小玩具的形象的动态产生兴趣的，而且大多是由家长领着去商店的。

多项选择题

普通发票的基本联次包括（）。

A.存根联

B.发票联

C.抵扣联

D.记账联
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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.
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