问题 单项选择题 B1型题

阴虚证应使用()

A.热者寒之

B.寒者热之

C.阴病治阳

D.阳病治阴

E.从阴引阳

答案

参考答案:D

综合题

阅读下列材料

材料一:“凡未经国会准许,借口国王特权,为国王而征收,或供国王使用而征收金钱,超出国会准许之时限或方式者,皆为非法。”

材料二:“议会的选举应是自由的”;“议会内的演说自由,辩论或议事的自由,不应在议会以外之任何法院或任何地方,受到弹劾和询问。

材料三:代议制又称议会制,是指由选举产生的代表民意的机关来行使国家主权的制度,这种代表民意的机关就是议会。代议制最早在英国产生,以后就被欧洲和世界上许多国家效法 。                                       

材料四:第5条 帝国立法权由联邦议会和帝国议会行使之

第12条  联邦议会与帝国议会的召集、开会、延会、闭会之权属于皇帝。

第15条 联邦议会的 * * 职位及其事务的领导权属于由皇帝任命的帝国首相

第16条 建议并公布帝国法律及监督其执行之权属于皇帝。

第17条 皇帝委派官吏,命令他们宣誓效忠帝国,并在必要的情况下,命令他们退职。

——德意志帝国宪法(节录)

——《历史必修Ⅰ》

(1)材料一中议会限制了国王的什么权利?根据所学知识,除此之外,还有哪些方面限制王权?(3分)

(2)材料二反映议会有哪些自由?(3分)

(3)材料三和所学知识资产阶级代议制在英、美、法、德四国确立的标志性事件是什么?四国的代议制有哪几种类型?(6分)

(4)材料四宪法规定的国家政体类型与材料一规定的政体有何区别?(5分)

单项选择题

The majority of successful senior managers do not closely follow the classical rational model of first clarifying goals, assessing the problem, formulating options, estimating likelihoods of success, making a decision, and only then taking action to implement the decision. Rather, in their day-by-day tactical maneuvers, these senior executives rely on what is vaguely termed " intuition " to manage a network of interrelated problems that require them to deal with ambiguity, inconsistency, novelty, and surprise; and to integrate action into the process to thinking.

Generations of writers on management have recognized that some practicing managers rely heavily on intuition. In general, however, such writers display a poor grasp of what intuition is. Some see it as the opposite of rationality; others view it as an excuse for capriciousness.

Isenberg’s recent research on the cognitive processes of senior managers reveals that managers’ intuition is neither of these. Rather, senior managers use intuition in at least five distinct ways. First, they intuitively sense when a problem exists. Second, managers rely on intuition to perform well-learned behavior patterns rapidly. This intuition is not arbitrary or irrational, but is based on years of painstaking practice and hands-on experience that build skills. A third function of intuition is to synthesize isolated bits of data and practice into an integrated picture, often in an " Aha! " experience. Fourth, some managers use intuition as a check on the results of more rational analysis. Most senior executives are familiar with the formal decision analysis models and tools, and those who use such systematic methods for reaching decisions are occasionally leery of solutions suggested by these methods which run counter to their sense of the correct course of action Finally, managers can use intuition to bypass in-depth analysis and move rapidly to engender a plausible solution. Used in this way, intuition is an almost instantaneous cognitive process in which a manager recognizes familiar patterns.

One of the implications of the intuitive style of executive management is that " thinking " is inseparable from acting. Since managers often " know " what is right before they can analyze and explain it, they frequently act first and explain later. Analysis is inextricably tied to action in thinking/acting cycles, in which managers develop thoughts about their companies and organizations not by analyzing a problematic situation and then acting, but by acting and analyzing in close concert.

Given the great uncertainty ofmany of the management issues that they face, senior managers often instigate a course of action simply to learn more about an issue They then use the results of the action to develop a more complete understanding of the issue. One implication of thinking/acting cycles is that action is often part of defining the problem, not just of implementing the solution.

The passage suggests which ofthe following about the " writers on management " (Line 1, Para. 2)()

A. They have criticized managers for not following the classical rational model of decision analysis

B. They have not based their analysis on a sufficiently large samples ofactual managers

C. They have relied in drawing their conclusions on what managers say rather than on what managers do

D. They have misunderstood how managers use intuition in making business decisions