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问题 选择题

下列物质中属于电解质的是（　　）

A．铁

B．熔融的氯化钠

C．稀硫酸

D．蔗糖固体

答案

A．铁是单质，所以铁既不是电解质也不是非电解质，电解质必须为化合物，故A错误；

B．熔融的氯化钠为化合物，熔融时能导电，且在水溶液里能电离出自由移动的阴阳离子能使溶液导电，所以熔融的氯化钠是电解质，故B正确；

C．稀硫酸溶液是混合物，所以不是电解质，故C错误；

D．蔗糖是在水溶液里或熔融状态下都不导电的化合物，则属于非电解质，故D错误；

故选B．

单项选择题

中国房地产指数研究院新公布的《2010年第二季度购房者消费调查研究》显示，在二季度，购房者对国家实行平抑房价的调控政策信心明显增强。认为房价会小幅下降的购房者占比居首，为39.2%，认为房价会大幅下降的购房者占19.8%，两项共占约六成。但购房者需求不同，对房价走势的预测也不同：比如投资性需求的购房者对房价走势的预测相对比较乐观，而刚性和改善性需求的购房者更加倾向于认为房价会有较大幅度松动。 这段文字的主要意思是( )。

A．对于当前房价炒房者乐观、自住者观望

B．中国房地产指数研究院公布《2010年第二季度购房者消费调查研究》

C．购房者对国家实行平抑房价的调控政策信心明显增强

D．六成购房者认为房价会下降
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问答题

(46) John Dunlop, dean of the Faculty of Arts and Sciences from July 1970 to February 1973, thought that the most significant element in Harvard’s transition from the 1960s to the 1970s was not the student takeover of University Hall, but the institutional changes unleashed by that event. Dunlop was ideally suited to take charge in the confusing post-bust period. Forceful, self-confident, canny, he became the czar of the interregnum. He sought to restore civil discourse by engaging the faculty in institutional reform. He chaired the University Committee on Governance that Pusey and the Corporation set up in September 1969. (47) From it came a flow of subcommittee reports: on Harvard and money, faculty and student rights and responsibilities, the presidential selection process, the nature and purposes of the University, and the organization and functions of the Governing Boards and the president’s office.
The committee found a Corporation and a president overwhelmed by day-to-day problems. (48) It proposed that there be vice presidents of finance, administration, development, and government and community affairs, and that a senior academic officer—a chancellor or provost—foster interfaculty programs and speak for the president on matters of educational policy. (49) The authors knew that "the damage of the reputation of the administrative function is so pervasive in the University that the sudden assertion of its importance.., may send shock waves through the community and cause particular concern among Deans. " But they believed that it was essential "to staff and perform properly the neglected service functions" of the University.
Derek Bok decided that to plunge at once into centralized administration was "too much. " He agreed on the need for a passel of new vice presidents, but was well aware of the powerful Harvard tradition of autonomous schools and faculties led by baronial deans (He had been one himself). While he had favored the appointment of a provost before he took office, now he had second thoughts. The major responsibility of most university provosts was budgetary: deciding how the financial pie should be sliced. That would reduce the authority of the deans. Even less attractive was the notion of having a provost to deal with educational and academic matters; Bok intended to do that himself.
At the same time he was a p believer in professional expertise. (50) This meant breaking away from Harvard’s tradition of administrators whose qualifications consisted in good part of having gone to the College and having close Harvard ties. Bok sought a different type of bureaucrat, of the sort prevalent at other large universities: professionals with outside experience.
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