问题 多项选择题

阅读下面的资料,回答后面的问题:
山东寿光市孙家集三元朱村党支部书记王乐义带领农民走农业产业化道路,使三元朱村成为全国闻名的小康村和新农村建设的一面旗帜。王乐义具有强烈的创新精神和致富能力。1989年,他率先试验成功了日光温室蔬菜种植生产技术,并引发了寿光乃至全国的蔬菜“绿色革命”。2001年,三元朱村成立德农三元绿色农业有限公司,走出了公司连基地、基地连农户、统一管理、统一收购、统一销售的新的产业化之路,产品走俏国内外市场。王乐义还具有强烈的共同致富的意识和带富能力。1990年,寿光成立了冬暖式日光蔬菜大棚小组,王乐义担任技术总指导,并在27个乡镇巡回指导,当年全县新建的5130个冬暖式日光蔬菜大棚全部成功,增收6000万元。寿光的新式蔬菜大棚现在已发展到40万个,形成了全国最大的蔬菜交易市场。王乐义和他带领的三元朱村技术员队伍还走向全省,走向全国。用王乐义本人的话说就是:“一村富了不算富,农民兄弟都富了才算富”。

“一村富了不算富,农民兄弟都富了才算富。”这句话体现了( )。

A.共同富裕的社会主义原则

B.富与不富的辩证法

C.我国传统道德的恩赐观念

D.均贫富的农民意识

答案

参考答案:A,B

解析: 这句话体现了共同富裕的社会主义原则和富与不富的辩证法,并未体现我国传统道德的恩赐观念和均贫富的农民意识。

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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.